LEAD- Sol 72065620R00022 FINAL VERSION (1).pdf

Date Issued:

Closing Date for Submission of

Questions:

October 19, 2020

November 2, 2020 @ 05:00 pm (Maputo time)

Pre-Proposal Meeting:

November 5, 2020 @ 2:00pm – 3:30pm

Closing Date for Receipt of Proposals: November 27, 2020 @ 05:00 pm (Maputo time)

Subject:

Request for Proposals (RFP) No. 72065620R00022 for USAID Local Empowerment to Advance

Development (USAID LEAD)

Dear Prospective Offerors, The United States Government represented by the United States Agency for International

Development (USAID) Mission in Mozambique is seeking a proposal from qualified local organizations interested in providing the services as described in the attached solicitation.

In accordance with Section 7077 of Public Law 112-74, the Consolidated Appropriations Act, 2012

(P.L. 112-74), as amended by Section 7028 of the Consolidated Appropriations Act, 2014 (P.L. 113-

76), titled “Local Competition Authority”, Local Entities are defined as:

(a) an individual, a corporation, a nonprofit organization, or another body of persons that --

(1) is legally organized under the laws of;

(2) has as its principal place of business or operations in;

(3) is majority owned by individuals who are citizens or lawful permanent residents of Mozambique; and

(4) managed by a governing body the majority of who are citizens or lawful permanent residents of a country receiving assistance from funds appropriated under title III of this Act.

(b) For purposes of this section, ‘majority owned’ and ‘managed by’ include, without limitation, beneficiary interests and the power, either directly or indirectly, whether exercised or exercisable, to control the election, appointment, or tenure of the organization's managers or a majority of the organization's governing body by any means.

USAID anticipates the award of one (1) five-year Cost-Plus-Fixed- Fee (CPFF) Completion type contract. The total ceiling of the contract is estimated to approximately $4.94 million subject to availability of funds and successful performance. Nevertheless, revealing the total estimated cost for the contract does not mean the Offerors should necessarily strive to meet the maximum amount;

offerors must propose costs that are realistic and reasonable for the activity.

Please note that organizations submitting a proposal in response to this solicitation must be registered in the System for Award Management (SAM) - https://www.sam.gov - to conduct business with the https://www.sam.gov/

U.S. Government. A successful registration in SAM means that the organization has obtained a

DUNS number and has secured an NCAGE. The NAICS code for this contract is 541990.

Please refer to Section L for information regarding proposal requirements. The offeror is responsible for ensuring that proposals are received by USAID by the due date and time as specified in Section

L. Only electronic submissions will be accepted. Please note that the designated initial point of entry to the government infrastructure for proposal submissions is the USAID internet server. and they are

Failure to comply with the submission date and time will deem any submission unacceptable and it will not be reviewed or evaluated. Faxed proposals are not acceptable, nor will they be reviewed or evaluated.

Please pay careful attention to, and complete in full, RFP Section K – Representations, Certifications, and Statements of Offerors. Offerors should also carefully consider section L – Instructions to

Offerors, and section M – Evaluation Factors for Award. Sections B through I of the solicitation will become the substantive part of the anticipated contract with blanks to be completed by the

Contracting Officer upon award. Proposals must be signed by an official authorized to bind the

Offeror’s organization.

The RFP and any amendments to this solicitation will be issued and posted on the Federal Business

Opportunities website at https://beta.SAM.gov. It is the Offeror’s responsibility to check the website periodically for official updates and amendments to the solicitation. It is the responsibility of the recipient of this solicitation document to ensure that it has been received from the internet in its entirety and USAID bears no responsibility for data errors resulting from the transmission or conversion process.

Please submit questions regarding this RFP in writing to the attention of Ms. Albertina Cample via email acample@usaid.gov with a copy to jbadiane@usaid.gov by 05:00 p.m. Maputo Time on

November 2, 2020. No questions will be accepted after this date. Each email must contain a subject line, which clearly indicates the name of the offeror and the solicitation number.

USAID will conduct a pre-proposal virtual meeting on November 5, 2020 from 02:00 to 3:30pm to respond to questions and to provide additional information if needed. All interested offerors to participate in the pre-proposal virtual meeting must submit an email to Albertina Cample at acample@usaid.gov with a copy to jbadiane@usaid.gov by November 2, 2020 with the name of the organization, name of participants, email address and position of each proposed participant. USAID reserves the right to limit the number of participants by offeror.

Proposals in response to this RFP are due by electronic mail to acample@usaid.gov with a copy to jbadiane@usaid.gov no later than 05:00 p.m. Maputo Time, on November 27, 2020.

The issuance of this solicitation in no way obligates USAID to award a contract, nor does it commit

USAID to pay for any cost incurred in the preparation and submission of the proposal. Furthermore, the US Government reserves the right to reject any and all offers, if such action is considered to be in the best interest of the Government. Furthermore, the Government reserves the right to make an award without discussions.

Thank you for your interest in USAID programs.

Sincerely

Jean-Jacques Badiane

Contracting Officer

USAID/Mozambique https://beta.sam.gov/ mailto:acample@usaid.gov mailto:jbadiane@usaid.gov mailto:acample@usaid.gov mailto:jbadiane@usaid.gov mailto:acample@usaid.gov mailto:jbadiane@usaid.gov

U.S. Agency for International Development/Mozambique Office of Acquisition and Assistance Rua 1231, No., 41 Bairro Central “C”, Maputo, Mozambique

REPRESENTATIONS, CERTIFICATIONS AND OTHER

EVALUATION FACTORS FOR AWARD

INSTR., CONDS., AND NOTICES TO OFFERORS

LIST OF ATTACHMENTS

CONTRACT CLAUSES

SPECIAL CONTRACT REQUIREMENTS

CONTRACT ADMINISTRATION DATA

DELIVERIES OR PERFORMANCE

INSPECTION AND ACCEPTANCE

PACKAGING AND MARKING

DESCRIPTION/SPECS./WORK STATEMENT

SUPPLIES OR SERVICES AND PRICES/COSTS

SOLICITATION/COCONTRACT FORM

258 21 352 2127 Albertina Cample Acquisition Specialist

1. THIS CONTRACT IS A RATED ORDER RATING PAGE OF PAGES

UNDER DPAS (15 CFR 700)

2. CONTRACT NUMBER TBD 3. SOLICITATION NUMBER

72065620R000022

4. TYPE OF SOLICITATION 5. DATE ISSUED

10/14/2020 REQ-656-20-0000109

SEALED BID (IFB)

NEGOTIATED (RFP)

7. ISSUED BY CODE 720656 8. ADDRESS OFFER TO (If other than Item 7) SAME AS NUMBER 7

NOTE: In sealed bid solicitations "offer" and "offeror" mean "bid" and "bidder".

9. Sealed offers in original and Electronic only_____ copies for furnishing the supplies or services in the Schedule will be received at the place specified in Item 8, or if hand carried, in the depository located in 17:00 (Maputo) 05/21/2020

(Hour) (Date) CAUTION - LATE Submissions, Modifications, and Withdrawals: See Section L, Provision No. 52.214-7 or 52.215-1. All Offers are subject to all terms and conditions contained in this solicitation.

A. NAME B. TELEPHONE (NO COLLECT CALLS) C. E-MAIL ADDRESS

AREA CODE NUMBER EXT.

(X) SEC. DESCRIPTION PAGE(S) (X) SEC. DESCRIPTION PAGE(S)

PART I - THE SCHEDULE PART II - CONTRACT CLAUSES

A I

B PART III - LIST OF DOCUMENTS, EXHIBITS AND OTHER ATTACH.

C J

D PART IV - REPRESENTATIONS AND INSTRUCTIONS

E

F

G L

H M

K STATEMENTS OF OFFERORS

NOTE: Item 12 does not apply if the solicitation includes the provisions at 52.214-16, Minimum Bid Acceptance Period.

12. In compliance with the above, the undersigned agrees, if this offer is accepted within _ 270_ calendar days (60 calendar days unless a different period is inserted by the offeror) from the date for receipt of offers specified above, to furnish any or all items upon which prices are offered at the price set opposite each item, delivered at the designated point(s), within the time specified in the schedule.

13. DISCOUNT FOR PROMPT PAYMENT 10 CALENDAR DAYS (%) 20 CALENDAR DAYS (%) 30 CALENDAR DAYS (%) CALENDAR DAYS (%) (See Section I, Clause No. 52-232-8)

14. ACKNOWLEDGEMENT OF AMENDMENTS AMENDMENT NO. DATE AMENDMENT NO. DATE

(The offeror acknowledges receipt of amendments to the SOLICITATION for offerors and related documents numbered and dated:

CODE FACILITY 16. NAME AND TITLE OF PERSON AUTHORIZED TO SIGN OFFER 15A. NAME AND

ADDRESS

OF OFFEROR

(Type or print)

15B. TELEPHONE NUMBER 17. SIGNATURE 18. OFFER DATE

AREA CODE NUMBER EXT. 15C. CHECK IF REMITTANCE ADDRESS IS DIFFERENT FROM

ABOVE - ENTER SUCH ADDRESS IN SCHEDULE

19. ACCEPTED AS TO ITEMS NUMBERED 20. AMOUNT 21. ACCOUNTING AND APPROPRIATION

22. AUTHORITY FOR USING OTHER THAN FULL AND OPEN COMPETITION: 23. SUBMIT INVOICES TO ADDRESS SHOWN IN ITEM G.6 (4 copies unless otherwise specified)

10 U.S.C. 2304(a) ( ) 41 U.S.C. 253(c) ( )

24. ADMINISTERED BY (If other than Item 7) 25. PAYMENT WILL BE MADE BY CODE CODE

26. NAME OF CONTRACTING OFFICER (Type or print)

Jean-Jacques Badiane

27. UNITED STATES OF AMERICA 28. AWARD DATE

IMPORTANT - Award will be made on this Form, or on Standard Form 26, or by other authorized official written notice.

(Signature of Contracting Officer)

(REV. 9-97)

10. FOR INFORMATION CALL:

11. TABLE OF CONTENTS

STANDARD FORM 33

SOLICITATION

OFFER (Must be fully completed by offeror)

AWARD (To be completed by Government)

N/A 3 109

X

U.S Agency for International Development/Mozambique Office of Financial Management Rua 1231, No., 41 Bairro Central “C”, Maputo, Mozambique

X

X

X

X

X

X

X

X

X

X acample@usaid.gov

SOL 72065620R000022

USAID Local Empowerment to Advance Development (LEAD)

TABLE OF CONTENT

PART I – THE SCHEDULE 7

SECTION B - SUPPLIES OR SERVICES AND PRICE/COSTS 7

B.1 PURPOSE 7

B.2 CONTRACT TYPE AND SERVICES 7

B.3 ESTIMATED COST AND FIXED FEE AND OBLIGATED AMOUNT 7

B.4 ILLUSTRATIVE BUDGET BY CONTRACT LINE ITEMS 7

B.5 COST REIMBURSABLE 8

B.6 PAYMENT OF FIXED FEE 8

SECTION C - STATEMENT OF WORK 9

C.1 INTRODUCTION 9

C.2 BACKGROUND AND PROBLEM ANALYSIS 10

C.3 PURPOSE AND ACTIVITIES 12

C.4 TECHNICAL APPROACH 17

C.5 COLLABORATING, LEARNING AND ADAPTING (CLA) 21

C.6 MONITORING AND EVALUATION 22

SECTION D - PACKAGING AND MARKING 23

D.1 AIDAR 752.7009 MARKING 23

D.2 BRANDING AND MARKING 23

D.3 BRANDING STRATEGY 23

D.4 MARKING 24

SECTION E - INSPECTION AND ACCEPTANCE 26

E.1 NOTICE LISTING CONTRACT CLAUSES 26

E.2 INSPECTION AND ACCEPTANCE 26

E.3 MONITORING AND EVALUATION 26

SECTION F – DELIVERIES OR PERFORMANCE 27

F.1 NOTICE LISTING CONTRACT CLAUSES 27

F.2 PERIOD OF PERFORMANCE 27

F.3 PLACE OF PERFORMANCE 27

F.4 PERFORMANCE STANDARDS 27

F.5 REPORTS AND DELIVERABLES 28

F.6 MANAGEMENT APPROACH/KEY PERSONNEL 37

F.7 AUTHORIZED WORK WEEK 38

F.8 AIDAR 752.242-70 PERIODIC PROGRESS REPORT 38

F.9 AIDAR 752.7005 SUBMISSION REQUIREMENTS FOR 38

SECTION G - CONTRACT ADMINISTRATION DATA 41

G.1 AIDAR 752.7003 DOCUMENTATION FOR PAYMENT 41

G.2 CONTRACTING OFFICER'S AUTHORITY 43

G.3 POINTS OF CONTACT 43

G.4 ADMINISTRATIVE CONTRACTING OFFICE 43

G.5 CONTRACTING OFFICER REPRESENTATIVE (COR) 43

G.6 TECHNICAL DIRECTION/RELATIONSHIP WITH USAID 43

G.7 PAYMENT METHOD AND INVOICES 45

G.8 ACCOUNTING AND APPROPRIATION DATA 45

G.9 CONTRACTOR’S PRIMARY POINT OF CONTACT 45

G.10 CONTRACTOR'S PAYMENT ADDRESS 45

USAID Local Empowerment to Advance Development (USAID LEAD)

SECTION H - SPECIAL CONTRACT REQUIREMENTS 46

H.1 NOTICE LISTING CONTRACT CLAUSES 46

H.2 ADS 302.3.5.17 LIMITATION ON SUBCONTRACTING 46

H.3 AIDAR 757.225-70 SOURCE AND NATIONALITY REQUIREME. 47

H.4 AUTHORIZED GEOGRAPHIC CODE 48

H.5 LOGISTIC SUPPORT 48

H.6 NONEXPENDABLE PROPERTY PURCHASES 48

H.7 LANGUAGE REQUIREMENTS AND REPORTING 48

H.8 AIDAR 752.211-70 LANGUAGE AND MEASUREMENT 48

H.9 SUBCONTRACTING PLAN 48

H.10 CONSCIENCE CLAUSE IMPLEMENTATION 48

H.11 PROHIBITION ON THE PROMOTING ORADVOCACY 49

H.12 AIDAR 752.222-70 USAID DISABILITY POLICY 50

H.13 AIDAR 752.228-3 ORKER'S COMPENSATION INSURANCE 51

H.14 AIDAR 752.228-70 MEDICAL EVACUATION (MEDEVAC) SERVICES 51

H.15 CONSENT TO SUBCONTRACTS 52

H.16 GOVERNMENT FURNISHED FACILITIES OR PROPERTY 52

H.17 AIDAR 752.7013 CONTRACTOR-MISSION RELATIONSHIP 52

H.18 EXECUTIVE ORDER ON TERRORISM FINANCING 53

H.19 ADS 302.3.5.21 UBMISSION OF DATASETS TO THE DEVELOPMENT53

H.20 BUSINESS TRAVEL 54

H.21 ELECTRONIC PAYMENT SYSTEM 54

H.22 ENVIRONMENTAL COMPLIANCE 55

H.23 FAR 52.203-18 PROHIBITION ON CONTRACTING WITH ENTITIES 57

H.24 USAID-FINANCED THIRD-PARTY WEB SITES 57

H.25 AIDAR 752.7101 VOLUNTARY POPULATION PLANNING ACTIVITIE 58

H.26 CONDOMS (ACQUISITION 61

H.27 AIDAR 752.245-71 TITLE TO AND CARE OF PROPERTY 61

H.28 AIDAR 752.7025 PPROVALS 62

PART II - CONTRACT CLAUSES 63

SECTION I - CONTRACT CLAUSES 63

I.1 NOTICE LISTING CONTRACT CLAUSES 63

I.2 AIDAR SOLICITATION PROVISION 66

I.3 FAR 52.204-1 APPROVAL OF CONTRACT 66

I.4 FAR 52.222-50 LIMITATION OF GOVERNMENT LIABILITY 67

I.5 COMBATING TRAFFICKING IN PERSON 67

I.6 FAR 52.244-2 SUBCONTRACTS 72

I.7 FAR 52.227-23 RIGHTS TO PROPOSAL DATA (TECHNICAL) 73

I.8 FAR 52.243-7 NOTIFICATION OF CHANGES 73

I.9 FAR 52.222-56 CERTIFICATION REGARDING TRAFFICKING 75

I.10 FAR 52.204-25 PROHIBITION ON COVERED TELECOMMUNIC 75

I.11 FAR 52.204-26 COVERED TELECOMMUNICATIONS EQUI. SERVIC. 77

I.12 FAR 52-204-25 PROHIBITION ON CONTRACTING CERTAIN TEL 77

PART III - LIST OF DOCUMENTS, EXHIBITS AND OTHER ATTACHMENT 80

SECTION J – LIST OF ATTACHMENTS 80

SECTION K - REPRESENTATIONS, CERTIFICATIONS 81

K.1 FAR 52.204-7 SYSTEM FOR AWARD MANAGEMENT 81

K.2 FAR 52.204-8 ANNUAL REPRESENTATIONS AND CERTIFICATION 82

K.3 FAR 52.209.5 CERTIFICATION REGARDING RESPONS 84

K.4 FAR 52.209-11 REPRESENTATION BY CORPORATIONS 86

K.5 FAR 52.204-19 INCORPORATION BY REFERENCE OF REPRE 86

K.6 FAR 52.230-1 COST ACCOUNTING STANDARDS NOTICES AND 86

K.7 FAR 52.230-7 PROPOSAL DISCLOSURE--COST ACCOUNTING 88

K.8 CERTIFICATION REGARDING TRAFFICKING IN PERSONS 88

K.9 52.204-24 REPRESENTATION REGARDING CERTAIN TELECOM 89

K.10 AUTHORIZED NEGOTIATORS 91

K.11 SIGNATURES 91

SECTION L - INSTRUCTIONS, CONDITIONS, AND NOTICES TO OFFERORS 92

L.1 FAR 52.252-1 SOLICITATION PROVISION 92

L.2 FAR 52.216-1 TYPE OF CONTRACT 92

L.3 SUBMISSION OF PAST PERFORMANCE INFORMATION 92

L.4 GENERAL INSTRUCTIONS TO OFFEROR 93

L.5 PROPOSAL PREPARATION AND SUBMISSION INSTRUCTIONS 94

L.6 INSTRUCTIONS FOR THE PREPARATION OF THE TECH. PROPOSAL 95

L.7 INSTRUCTIONS FOR THE PREPARATION OF THE COST PROPOSAL 98

L.8 FIXED FEE CEILINGS 99

L.9 FAR 52.233-2 SERVICE OF PROTEST 99

L.10 REPRESENTATION REGARDING CERTAIN TELECOMMUNICAT. 100

L.11 INSTRUCTIONS FOR THE PREPARATION OF A BRANDING 100

L.12 POLICIES AND PROCEDURES 101

l.13 EVIDENCE OF RESPONSIBILITY 101

L.14 LETTERS OF COMMITMENT (TEAM MEMBERSAND MAJOR 102

L.15 INFORMATION TO SUPPORT CONSENT OF SUBCONTRACT 102

SECTION M - EVALUATION CRITERIA FOR AWARD

M.1 GENERAL INFORMATION 103

M.2 TECHNICAL EVALUATION CRITERIA 103

M.3 COST PROPOSAL EVALUATION 105

M.4 DETERMINATION OF COMPETITIVE RANGE AND CONTRACT 105

M.5 SOURCE SELECTION 106

ATTACHMENTS 107

PART I – THE SCHEDULE

SECTION B - SUPPLIES OR SERVICES AND PRICE/COSTS

B.1 PURPOSE

The purpose of this solicitation for USAID Local Empowerment to Advance Development (USAID

LEAD) is to increase the sustainability of Mozambican Civil Society Organizations (CSOs), improve their institutional capacity to effectively implement their agenda, and to contribute to development outcomes in Mozambique. Through this award, it is expected that a minimum of five CSOs per year will receive technical and organizational capacity building assistance.

B.2 CONTRACT TYPE AND SERVICES

This is a single Cost-Plus-Fixed-Fee (CPFF) completion type Contract. For the consideration set forth below, the Contractor must perform the services detailed under SECTION C of this solicitation.

B.3 ESTIMATED COST, MINIMUM OBLIGATED AMOUNT AND FIXED FEE

(a) The estimated cost for the performance of the work required hereunder, exclusive of fixed fee is

___TBD_____. The estimated fixed fee is ___TBD_____. The estimated cost plus fixed fee is

___TBD_____.

(b) USAID/Mozambique intends to award one CPFF contract for a five (5) year period with the overall ceiling price not to exceed (NTE) [to be filled in at time of award].

(c) Within the estimated cost plus fixed fee (if any) specified in paragraph (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.

(d) Funds obligated hereunder are anticipated to be sufficient through ___TBD____.

B.4 APPROVED BUDGET BY CONTRACT LINE ITEMS

(a) The contract budget found herein is based on the contractor’s original proposal and/or final proposal revision, which was accepted by USAID through award of this contract.

(b) Without the prior written approval of the Contracting Officer, the Contractor may not exceed the total estimated costs set forth in the budget hereunder or the total obligated amount, whichever is less.

(c) The following itemized budget sets forth the estimates for reimbursement of dollar costs for individual line items of cost, and the fixed fee.

DESCRIPTION Year 1 Year 2 Year 3 Year 4 Year 5 Total

Salaries

Fringe Benefits

Travel and Transportation

Equipment

Allowances

Consultants

Subcontracts

Other Direct Costs

Indirect Costs

Fixed Fee

Total Cost

B.5 COST REIMBURSABLE

The U.S. dollar costs allowable will be limited to reasonable, allocable, and necessary costs determined in accordance with FAR 52.216-7, “Allowable Cost and Payment,” FAR52.216-7 and

AIDAR 752.7003, “Documentation for Payment.”

B.6. PAYMENT OF FIXED FEE

Payment of fee shall be in accordance with FAR 52.216-8. The Contractor shall be paid fees based on vouchered costs. The amount of fixed fee paid will be based on a percentage of costs vouchered in the same ratio as total fixed fee is to total direct costs.

[END OF SECTION B]

SECTION C - STATEMENT OF WORK

C.1 INTRODUCTION

USAID/Mozambique anticipates awarding a single CPFF completion type contract to a local firm for up to $4.94 million for five years to provide organizational capacity development support to a set of target local CSOs. The aim of the Local Empowerment to Advance Development (LEAD) activity is to increase the sustainability of Mozambican Civil Society Organizations (CSOs), improve their institutional capacity to effectively implement their agenda, and to contribute to development outcomes in Mozambique. Through this award, it is expected that a minimum of five organizations per year will receive capacity building technical assistance. Throughout the project’s implementation, the Mission will identify new local partners that may benefit from this support.

To strengthen the Mission adherence to the Local Solutions Framework, USAID/Mozambique is seeking a local firm to support Mission efforts across various technical areas to continue to partner with and strengthen local CSOs. Additionally, this activity will incorporate the goals and approaches envisioned by USAID’s approach to supporting countries on their Journey to Self-Reliance1. By building the capacity of local CSOs to plan, finance, and implement solutions to local development challenges, the Mission will help ensure the sustainability of development initiatives and will broaden the partner base for future initiatives. Ultimately this will create a pool of qualified, USAID-ready local organizations that are eligible to receive, and capable of managing future USAID program funds as well as funding from other donors and sources.

To achieve the above-mentioned objective, the contract holder shall provide capacity building support to current and new USAID local implementing partners in one or more of the following areas:

• Strategic and operational planning processes

• Management systems

• Financial management and internal controls

• Organizational governance and leadership

• External relationships and accountability

• Financial sustainability

• Procurement practices

• Gender equality and female empowerment

• Resource Mobilization (external and internal sources, including the private sector)

• Information Technology (IT) solutions and digital information security

Recognizing that the capacity of USAID/Mozambique’s local partners will vary, the exact services to be provided will be tailored to the individual needs of each organization at the organizational and individual level.

This activity will provide support to local implementers in the following sectors:

• Integrated Health (including HIV/AIDS, malaria, tuberculosis, maternal and child health and family planning, and nutrition)

• Democracy and Governance

• Education

• Agriculture

1 Please see resources at https://www.usaid.gov/selfreliance https://www.usaid.gov/selfreliance

• Environment

• Business

• Water, sanitation, and hygiene

C.2 BACKGROUND AND PROBLEM ANALYSIS

Situated on the southeastern coast of Africa, Mozambique is divided into 11 provinces containing

140 districts, with 69% of its 26 million inhabitants living in rural areas. The country is still recovering from the effects of a protracted civil conflict that, despite ending 20 years ago, destroyed critical infrastructure and delayed investment and development of basic services. Today

Mozambique falls within the lowest ranked countries on the United Nations Human Development

Index at 180 out 189 countries, with 60% of the population living on less than one dollar per day.

With a literacy rate of only 47%, and with less than half of those who begin primary school completing grade six, and only 8% completing secondary school, the Mozambican education system has not managed to adequately prepare its students to meet the employment demands of the modern economy. Additionally, with a mere 0.6% of Mozambicans with university degrees, the labor market is left with only a small pool of candidates to fill key technical and management positions in the public and private sector. A recent study shows that professional skills are exceptionally scarce in

Mozambique, claiming that only 0.6% of the private sector labor force has completed tertiary education.2 Professionals represent only 2.7% of the Mozambican private sector workforce, compared to an average of 5.8% in other African countries. Considering these challenges, USAID/Mozambique recognizes the need to invest in the ability of local actors to sustainably resolve development challenges. Therefore, to achieve sustainable outcomes and advance the Journey to

Self-Reliance, USAID/Mozambique is shifting its relationships with local development actors at the individual, community, network, and organizational-level, empowering local actors to lead their own development agendas and solutions by bringing the capacity, leadership, and resources to make those solutions a reality.

To achieve this vision, USAID/Mozambique is seeking a local firm to support mission-wide efforts in strengthening the institutional and individual level capacity of local CSOs in planning, financing, and implementing solutions to Mozambican development challenges and improving CSOs capacity to communicate and work collaboratively with key stakeholders. This will ensure the sustainability of development initiatives and will broaden the partner base for future initiatives.

According to an assessment conducted by the local firm, EUROSIS Consultoria e Formação em

Gestão, the following organizational development challenges should be considered when developing capacity development strategies. These challenges include, but are not limited to: (1) Lack of diversified funding; (2) Mismanagement of funds; (3) Poor coordination and dialogue with the

Government of the Republic of Mozambique (GRM)counterparts; (4) Poor collaboration with donors; (5) Failure to satisfy donor requirements; and (6) Lack of coordination among CSOs due to competing interests.

Beyond the aforementioned challenges, the offeror should also focus on identifying and building on the strengths of local organizations. Local CSOs knowledge and understanding of the local context and their demonstrated technical capacity are a few examples the offeror should take into consideration.

2 Fernandes, A; Mattoo, A; 2009, Professional Services and Development: A study of Mozambique, Policy Research

Working Paper. 4870, The World Bank.

C.2.2 SUMMARY OF RELEVANT USG AND DONOR ACTIVITIES

Over the past five years, USAID/Mozambique has provided capacity building services to over 30 local entities3, both NGOs and public entities, through direct USAID staff engagement and capacity building service providers. Most recently, USAID/Mozambique completed the implementation of its

Local Capacity Development award (2014-2019), which bolstered capacity strengthening support provided by USAID’s technical and support staff.

The Mission provided capacity building in the following areas: strategic and operational planning processes; management systems; financial management and internal controls; organizational governance; financial sustainability; procurement practices; external resource mobilization;

information technology (IT) solutions; and gender integration. As a result of this support, it is expected that future work in this area will build on and incorporate lessons learned detailed in section

C.2.5.

Strengthening the capacity of local institutions at the national, provincial, and district levels is critical to Mozambique’s development and poverty reduction. USAID will guide the contractor on the most appropriate approach for better coordination with other donors, and mutually beneficial collaboration with the government, as well as with public and private institutions. This coordination will be maintained throughout the life of the activity and should be incorporated into future interventions.

C.2.3 RELATIONSHIP OF ACTIVITY TO THE MISSION’S COUNTRY

DEVELOPMENT COOPERATION STRATEGY (CDCS)

The LEAD activity is expected to complement the implementation of USAID/Mozambique’s assistance efforts in all sectors through the development of individual skills and institutional capacity of selected public organizations that play a strategic role in the implementation of the GRM’s reform activities and the Mission’s objectives.

Across all sectors of the current (and likely future) CDCS, the lack of human and institutional capacity is defined as one of the greatest barriers to Mozambique’s development. Mozambique’s low level of human and institutional capacity impacts the quality of government leadership and technical oversight, the government’s capacity to receive direct donor funding, and civil society’s ability to represent the people and demand accountability – all in the face of an upcoming resource boom. This activity is expected to build the institutional capacity of local organizations working and contributing to all priority areas and development objectives of the Mission’s strategy. Focus areas will be adapted as needed based on the development objectives identified in the Mission’s new strategy- anticipated in 2020.

C.2.4 LESSONS LEARNED

The LEAD approach will take into consideration the lessons learned from USAID’s previous capacity building activities. The key recommendations include:

• Considering supplemental instruments, in addition to the Organizational Capacity

Assessment (OCA) tool, to provide added qualitative inputs regarding existing knowledge gaps, strengths and opportunities, and the determination of measurable indicators. While the

Organizational Performance Index (OPI) is a good tool to measure improvement of service delivery as a result of organizational development, a hybrid instrument that incorporates

3 The Local Capacity Development contract f inal r eport can be found in Attachment H elements of OPI, OCA, and other performance measures should be considered as part of the monitoring plan.

• Tailoring each approach to more effectively address variable degrees of competencies, experience, and capacity among targeted partners and to facilitate iterative adjustments in technical assistance delivery.

• Focusing on developing knowledge and skills that are required to run an efficient, cost-effective, transparent, and technically capable organization that empowers its employees based on improved systems and processes.

• Developing individualized plans for each organization.

• Ensuring ownership of the capacity development process by working with the local partner in a way that emphasizes participation (including leadership, staff from across the organization, and board members) and demand-driven capacity-building.

C.3 PURPOSE AND ACTIVITIES

Local actors play a critical role in implementing solutions to local development challenges and responding to constituent needs within Mozambique. Continued civil society effectiveness beyond the life of a project or donor funding is a core commitment of USAID, and critical to meet USAID’s goal of supporting Mozambique’s Journey to Self-Reliance. Strengthened sustainability means that organizations will be better able to fulfill their mandates; with an increased capacity to plan, finance, and implement their interventions in an inclusive, gender-sensitive, and accountable manner, beyond

USAID funding. While issues such as legal and political environment, advocacy, and other areas also affect the sustainability of organizations, support under this award will focus primarily on areas related to organizational capacity and financing, as these have been identified as two primary, actionable, aspects underpinning the sustainability of Mozambican CSOs.

The LEAD activity responds to a growing body of evidence4, including Mozambique specific5 experience, to strengthen local organizations to meet their mandates and to address local development challenges. Key factors affecting the sustainability of local organizations include:

• Organizational capacity factors: Weak institutional systems, structures, and human resource capacity. These include governance, accountability, technical capacity, HR technical capacity/staff retention, financial management, institutional capacity, and management and leadership skills.

• Financial factors: Limited diversification of funding sources, limited or no revenue generation, and a weak demonstration of value for money.

• Absorptive capacity factors: Related to organizational capacity and financial factors, each organization has limits to the amount of funding it can absorb, due to factors such as institutional systems, human resources capacity, and experience with higher funding levels.

• Donor factors: Lack of access to information on available funds; high financial management requirements; intensive data requirements; weak demonstration of efficiency, value for money, and impact of interventions; and costly and time-consuming efforts to meet uncoordinated demands of multiple donors. Additional challenges local organizations often encounter when working with donors include:

o Difficulty planning realistic designs and budgets

4 https://www.fhi360.org/sites/default/files/media/documents/resource-csosi-2018-africa-report.pdf. Relatório do

Estudo sobre a Sustentabilidade das Organizações da Sociedade Civil and Estudo Sobre A Sustentabilidade Das

Organizações Da Sociedade Civil (Attachments F and G).

5 Relatório do Estudo sobre a Sustentabilidade das Organizações da Sociedade Civil and Estudo Sobre A

Sustentabilidade Das Organizações Da Sociedade Civil (Attachments F and G).

https://www.fhi360.org/sites/default/files/media/documents/resource-csosi-2018-africa-report.pdf o Limited project orientation o Overemphasis on targets rather than quality of development work (at times stemming from donor pressure for quantitative indicators)

• Resilience and adaptability factors: Weak learning capacity, innovation, adaptation, evolution and reinvention.

• External factors: Government’s lack of support and coordination with CSOs, challenging political environment and the politicization of funding, lack of dialogue between the government and CSOs, challenges related to corruption, and the state of the economy.

GOAL STATEMENT: STRENGTHENED SUSTAINABILITY OF LOCAL CIVIL SOCIETY

ORGANIZATIONS TO MEET THEIR MANDATE

The LEAD activity aligns with USAID/Mozambique’s overall goal of leveraging emerging opportunities to achieve inclusive socio-economic development by enhancing organizational and technical capacities of local CSOs and fostering an enabling environment for civil society sustainability. Through LEAD interventions, Mozambican CSOs will be better able to sustainably deliver priority services. As a local capacity building program, the LEAD activity also contributes to

USAID’s self-reliance vision and its sound principles of sustainability by ensuring localization of capacity building inputs. The activity will also support CSO’s capacity to mobilize and monitor resources. Sustainability of development interventions is achieved when host country partners and beneficiaries are empowered to take ownership of development processes, including financing, maintaining results, and impacts beyond the life of USAID interventions.

The purpose of this contract is to provide USAID/Mozambique with a set of interventions aimed at strengthening the organizational capacity of CSOs that are current or prospective recipients of direct

USAID funding. The contract will address key capacity development gaps that limit the effectiveness of organizations to achieve sustainable and significant impact, be accountable to their constituents, and identify and respond to funding opportunities. This activity will also strengthen

CSOs capacity to communicate and work collaboratively with key stakeholders.

The contractor will conduct assessments to identify recipients’ areas of need to be addressed through technical assistance, training, mentoring, coaching, and support as well as oversight to ensure sustainable results. Based on the assessment results, the contractor will also facilitate the preparation of a prioritized action plan by the implementing partner with estimated completion dates, individuals responsible for completion, and other necessary data for implementation and follow-up. This activity aims to address the specific organizational development and institutional strengthening needs of local organizations.

USAID/Mozambique expects to support current local partners as well as help transition key sub-partners to become prime implementers. This will require concrete and detailed transition plans that show how international prime partners will transfer the necessary skills and capacity. USAID will facilitate any interactions with international prime partners in these cases. In addition, the LEAD activity will include a technical support component, enabling the Mission to procure and place technical advisors and embedded staff in partner institutions. It is expected that the contract will be awarded to a local entity or a consortium of local entities, to provide a full range of organizational capacity building services. The objectives and illustrative areas of support are listed below.

C.3.1 Logic Model and Intended Results

USAID has prioritized support to current or prospective local partners. As CSOs vary widely in their current capacities and level of sustainability, the specific sustainability goals for each CSO supported through this award should be informed by initial assessments. These assessments should help establish the baseline from which progress should be measured, through identifying existing capacity assets as well as the desired level of capacity anticipated to achieve development or organizational objectives. For health service focused CSOs, goals should not only focus on wider sustainability, but also on strategies to enable the CSO to become a prime implementing partner for USAID.

Illustrative indicators include:

• Sustainability Index: index of indicators relevant to factors of sustainability for CSOs, including at least one measure of financial strength.

Result 1: Improved organizational capacity

Organizational capacity is a critical element of organizational sustainability. For local CSOs to plan, finance, and implement their interventions in an inclusive, gender-sensitive, and accountable manner, they must have effective systems (sub-result 1.1) and effective leadership and management (sub-result 1.2).

Sub-result 1.1: Strengthened Organizational Systems

Recent studies indicate that CSOs in Mozambique are affected and limited by the inability to recruit and retain managers and employees with high professional competence due to the low wages and instability of local CSOs as soon as donor funding ends6. Studies also indicate that human resources systems - including the ability to recruit, strengthen technical skills, and retain qualified managers and employees - are a particular area that limits organizational sustainability. The strength of internal systems also factors into the organization’s credibility and ability to meet donor requirements, especially related to procurement, financial management and reporting.

Gender and social inclusion are critical to the development outcomes to which CSOs contribute and are key cross-cutting priorities for USAID. For CSOs to effectively implement development initiatives in an inclusive and gender-sensitive manner, organizational systems must integrate and respond to these aspects. Through the LEAD activity, specific goals for strengthening gender-sensitivity should be tailored to each CSO in conversation with USAID, and based on each CSO’s gender analysis and Gender Action Plan.

Under this result, the LEAD Activity will strengthen organizational systems of each target CSO.

Specific systems to be strengthened should be tailored to the specific needs of each organization.

Illustrative activities include, but are not limited to:

• Management Systems

a) Strengthen human resources management systems and commitment to gender equality and diversity among staff

b) Develop and implement organizational procedures and policies that are compliant with

USAID policies, to build more accountable, effective and self-reliant organizations

c) Strengthen organizational ability to manage growth and increased budget

• Financial Management and internal controls

a) Strengthen budget development, management and reporting

b) Strengthen systems and procedures for financial and administrative management

c) Strengthen Resources Mobilizations skills to better conduct self resource mobilization from potential donors

• Procurement

a) Strengthen procurement policies and procedures

b) Ensure compliance with Mozambican procurement legislation

c) Enhance digital information security by reducing the organizations vulnerability to cyberattacks

• Organizational learning and adaptation

a) Strengthen existing processes that enable learning and adaptation

b) Establish or strengthen knowledge management systems

c) Support local organization monitoring, evaluation and learning activities

d) Strengthen existing project documentation & lessons learned approaches to better demonstrate project impact and changes

e) Strengthen gender integration in activity implementation, including during the process of work plan development.

Sub-result 1.2: Strengthened Leadership and Management

6 Attachment F: Relatório do Estudo sobre a Sustentabilidade das Organizações da Sociedade Civil and Attachment

G: Estudo Sobre A Sustentabilidade Das Organizações Da Sociedade Civil

A recent study7 also highlights the importance of strong leadership and management. Researchers note particularly poor recognition and implementation of management and leadership skills. To ensure that organizational systems function effectively, and continue in a gender sensitive, inclusive, and sustainable manner, good leadership and management is needed. Under the LEAD a ctivity, specific leadership and management strengthening plans should be identified and tailored to each

CSO, in collaboration with the CSO and in conversation with USAID. Illustrative activities could include:

• Leadership and Governance

a) Assist the organization to clearly define its vision and mission

b) Strengthen the governance structure with clear roles and responsibilities for the board and/or management

c) Provide technical leadership on how gender equality and empowerment can be advanced or achieved by local CSOs

d) Strengthen the capacity of the board/management to perform its oversight and revenue generation responsibilities

e) Improve transparency and accountability with beneficiaries, staff, member organizations, donors and other key stakeholders

f) Strengthen the organization's ability to collaborate and communicate with private sector entities

g) Improve the organization’s strategic development processes

h) Improve the organization’s strategic operationalization processes

i) Improve the organization’s ability to manage consortium partners

Illustrative indicators could include:

• Number of targeted CSOs that met their annual proposed benchmarks for specific categories of organizational capacity development, using organizational capacity assessment tools

(OCA, OPI, or others as determined) as a reference

• Number of targeted CSOs that received technical support for capacity development and institutional strengthening (Disaggregated by types of institutional strengthening)

Result 2: Increased Access to Diversified Funding Sources

CSO funding is necessary to sustain operations and is a continual challenge that affects CSOs.

Financial vulnerability can at times put pressure on an NGO to work outside its mandate and area of expertise and affects the quality and caliber of staff a CSO is able to recruit and retain. Funding for

CSOs often comes from a single or limited number of sources, increasing a CSO’s vulnerability when funding priorities or levels change. Such funds are often project-based, limiting CSOs’ ability to fund core functions, retain staff across projects, and strengthen their organizational systems.

Through result two, the LEAD Activity will support CSOs to increase access to diverse funding sources in order to contribute to CSO sustainability.

Sub-result 2.1: Strengthened Strategic Funding Models

In order to increase access to diversified funding sources, CSO funding models must not only be strong, but innovative, to support the CSO through periods of growth and shocks. The LEAD

Activity will support CSOs to focus and direct their fundraising or other revenue generation efforts in a strategic and innovative manner to meet their mandates.

7 Hailey, J., James, R. “Trees Die From the Top”: International Perspectives on NGO Leadership Development.

Voluntas 15, 343–353 (2004). https://doi.org/10.1007/s11266-004-1236-8

Illustrative activities may include:

• Assist in developing fundraising strategies and strategic partnerships

• Assist in designing more innovative funding or revenue generation models, such as establishing income-generating services

• Assist in developing competitive proposals and business pitches to prospective funders

• Assist in identifying and developing sustainable and diverse funding sources

Sub-result 2.2: Increased capacity for fundraising

Regardless of the funding model, the LEAD Activity will strengthen CSO capacity for fundraising or implementing its income-generation projects. Illustrative activities may include: strengthening proposal writing skills, providing training or technical assistance to enable the CSO to better demonstrate its impact and/or value for money, support in business plan development, or others, as appropriate to the specific CSO needs.

Illustrative indicators include:

• Number of active donors

• Number of new funding sources identified

• Number of organizations with increased revenues from USAID and non-USAID donors

• Number of targeted CSOs that have a long-term strategic/business plan that charts a path toward sustainability, including identifying other funding sources or sources of revenue

(as applicable)

• Number of person-hours of training or technical assistance received to increase organizational funding

• Number of target CSOs that have improved their financial ceilings and resources due to the implementation of strategic Resources Mobilization approaches

• Number of target CSOs with private sector specific funding sources identified (as part of the Country’s J2SR vision)

Cross-cutting Emphasis: Learning, adapting, and innovation amidst changes in the funding and operational environment are key enablers of CSO sustainability, and will be a cross-cutting feature of the LEAD Activity. While maintaining focus on the core mission and mandate, the LEAD Activity will support each organization to enhance its ability to learn through peer-to peer learning activities;

adapt its organizational systems to changing donors, government, or other requirements that emerge;

strengthen its ability to adapt its funding and revenue generation strategies to changes in the funding landscape; and strengthen its ability to enable innovation and adaptation through flexible programming and complexity-aware monitoring.

C.3.2 Geographic Focus

The LEAD activity will be focused in Provinces where USAID programming currently operates, however, geographic programming will be based on the needs and directed by USAID Technical

Offices. Offeror should be flexible in geographic targeting.

C.4 Technical Approach

USAID will evaluate the offeror's demonstrated technical understanding of the statement of work and the extent to which the proposal appropriately and clearly shows understanding of the Mozambican context or development challenges faced by local institutions in Mozambique. USAID will also consider the more general experience of proposed key consultants with organizational capacity building activities.

The Offeror will describe their technical approach to implement in depth and modular assessments, design and deliver solution packages, and measure organization performance improvements. In developing the proposals, offerors are expected to take the below technical guidance into account.

Strong proposals will sufficiently include the following:

• Present an overall approach of how to contribute to the achievement of the Intermediate

Results of this activity to improve the organizational capacity of local CSOs and increase access to diversified funding sources.

• Present a clear and logical theory of change (TOC) that articulates pathways between the barriers and opportunities, and propose interventions and illustrative activities that will lead to improved outcomes and achieving the expected results of the activity.

• Contribute to, build upon, and coordinate with the investments and activities of USAID and other donors —both in Mozambique and, as relevant, in other similar contexts—in order to consolidate gains, carry forward lessons learned and best practices, and contribute towards strengthening the technical and organizational capacity of local CSOs.

• Demonstrate a strong understanding of local systems and approaches to sustaining key results after the life of the activity. Show understanding, particularly within the Mozambique context, of appropriate methodologies to provide comprehensive capacity building services to local CSOs., This will be evidenced by the Offeror’s sample capacity-building plan.

• Demonstrate a strong understanding in addressing challenges and developing solutions in assessing and addressing local partner capacity across various development categories and sectors.

• Describe any experience in providing specific technical support to CSOs, in at least one of the following technical areas:

a. Institutional Leadership and Governance

b. Strategic and operational Planning,

c. Management systems,

d. Financial management and internal controls,

e. Human Resources Management,

f. Development of accountability systems and mechanisms

g. Monitoring and Evaluation,

h. Social Marketing and Communications,

i. Fundraising and Resource Mobilization,

j. Digital information security,

k. Advocacy, and

l. Gender and Inclusion.

We encourage interested applicants to review the following resources for further detail on the LEAD approach:

USAID Human and Institutional Capacity Development available at:

https://usaidlearninglab.org/library/human-and-institutional-capacity-development https://usaidlearninglab.org/library/human-and-institutional-capacity-development

USAID Learning Lab, “Capacity 2.0”, (December 2017) available at:

https://usaidlearninglab.org/library/capacity-20

USAID, “Local Systems: A Framework for Supporting Sustained Development”, available at:https://www.usaid.gov/sites/default/files/documents/1870/LocalSystemsFramework.pdf

C.4.1 Gender and Youth

Promoting gender equality and advancing the status of women and girls is vital to achieving USAID development objectives. Gender equality and female empowerment are a core USAID development objective and are a mandatory consideration for all USAID programming, per the USAID Gender

Equality and Female Empowerment Policy8.

All LEAD interventions must be designed using a gender lens and demonstrate gender sensitive approaches at all levels. As a cross-cutting theme, the applicant must explain how gender will be integrated into all interventions. The applicant must explain how interventions will identify and address any gender-related disparities experienced by employees within the partner institutions. The applicant must also describe how interventions will ensure CSO activities reduce the gaps between males and females and address the unique needs and interests of males and females. The applicant must also show how differential impacts on males and females will be tracked in all activities.

Therefore, the applicant will be expected to demonstrate compliance with USAID Policy ADS 205, including conducting a gender analysis (detailed in the deliverables section), and should explicitly state how this activity supports the gender policies and…