MCC DCO OSP RFP No. 95332422Q0071.pdf

SOLICITATION/CONTRACT/ORDER FOR COMMERCIAL ITEMS

OFFEROR TO COMPLETE BLOCKS 12, 17, 23, 24, & 30

1. REQUISITION NUMBER PAGE 1 OF

2. CONTRACT NO. 3. AWARD/EFFECTIVE

DATE

4. ORDER NUMBER 5. SOLICITATION NUMBER 6. SOLICITATION ISSUE

DATE

7. FOR SOLICITATION

INFORMATION CALL:

a. NAME b. TELEPHONE NUMBER (No collect calls)

8. OFFER DUE DATE/

9. ISSUED BY

13b. RATING

14. METHOD OF SOLICITATION

CODE

15. DELIVER TO 16. ADMINISTERED BY CODE

18a. PAYMENT WILL BE MADE BY CODE 17a. CONTRACTOR/

OFFEROR

CODE

FACILITY

CODE

CODE

TELEPHONE NO.

17b. CHECK IF REMITTANCE IS DIFFERENT AND PUT SUCH ADDRESS IN

OFFER

18b. SUBMIT INVOICES TO ADDRESS SHOWN IN BLOCK 18a UNLESS BLOCK

BELOW IS CHECKED

RFQ IFB RFP

SEE ADDENDUM

19.

ITEM NO.

20.

SCHEDULE OF SUPPLIES/SERVICES

21.

QUANTITY

22.

UNIT

23.

UNIT PRICE

24.

AMOUNT

(Use Reverse and/or Attach Additional Sheets as Necessary)

25. ACCOUNTING AND APPROPRIATION DATA 26. TOTAL AWARD AMOUNT (For Govt. Use Only)

28. CONTRACTOR IS REQUIRED TO SIGN THIS DOCUMENT AND RETURN

DELIVER ALL ITEMS SET FORTH OR OTHERWISE IDENTIFIED ABOVE AND ON ANY

ADDITIONAL SHEETS SUBJECT TO THE TERMS AND CONDITIONS SPECIFIED

29. AWARD OF CONTRACT: REF.

DATED . YOUR OFFER ON SOLICITATION

(BLOCK 5), INCLUDING ANY ADDITIONS OR CHANGES WHICH ARE

SET FORTH HEREIN, IS ACCEPTED AS TO ITEMS:

30a. SIGNATURE OF OFFEROR/CONTRACTOR

30b. NAME AND TITLE OF SIGNER (Type or print) 30c. DATE SIGNED

31a. UNITED STATES OF AMERICA (SIGNATURE OF CONTRACTING OFFICER)

31b. NAME OF CONTRACTING OFFICER (Type or print)

COPIES TO ISSUING OFFICE. CONTRACTOR AGREES TO FURNISH AND

OFFER

13a. THIS CONTRACT IS A

RATED ORDER UNDER

DPAS (15 CFR 700)

SEE SCHEDULE

12. DISCOUNT TERMS

ARE ARE NOT ATTACHED

ARE ARE NOT ATTACHED

27a. SOLICITATION INCORPORATES BY REFERENCE FAR 52.212-1, 52.212-4. FAR 52.212-3 AND 52.212-5 ARE ATTACHED. ADDENDA

27b. CONTRACT/PURCHASE ORDER INCORPORATES BY REFERENCE FAR 52.212-4. FAR 52.212-5 IS ATTACHED. ADDENDA

11. DELIVERY FOR FOB DESTINA-

TION UNLESS BLOCK IS

MARKED

10. THIS ACQUISITION IS UNRESTRICTED OR SET ASIDE: % FOR:

SMALL BUSINESS

HUBZONE SMALL

BUSINESS

SERVICE-DISABLED

VETERAN-OWNED

SMALL BUSINESS

WOMEN-OWNED SMALL

BUSINESS (WOSB)

ECONOMICALLY

DISADVANTAGED

WOMEN-OWNED SMALL

BUSINESS (EDWOSB)

8 (A)

NAICS:

SIZE STANDARD:

95332422Q0071

LOCAL TIME

07/28/22 : PM

See Schedule

See Schedule

953324

953324

See Schedule

MCC-HQ

Millennium Challenge Corporation, Contracts and Grants Management Division, 1099 Fourteenth St NW, Suite 700 Washington, DC, 20005-3550, US

IBC-FIN

Interior Business Center, M/S D-2773, 7301 West Mansfield Avenue Lakewood, CO, 80235-2230, US

0 /2 /22

STANDARD FORM 1449 (REV. 3/2005) BACK

19.

ITEM NO.

20.

SCHEDULE OF SUPPLIES/SERVICES

21.

QUANTITY

22.

UNIT

23.

UNIT PRICE

24.

AMOUNT

32a. QUANTITY IN COLUMN 21 HAS BEEN

RECEIVED INSPECTED ACCEPTED, AND CONFORMS TO THE CONTRACT, EXCEPT AS NOTED:

41a. I CERTIFY THIS ACCOUNT IS CORRECT AND PROPER FOR PAYMENT

32b. SIGNATURE OF AUTHORIZED GOVERNMENT

REPRESENTATIVE

32c. DATE

41b. SIGNATURE AND TITLE OF CERTIFYING OFFICER 41c. DATE

42a. RECEIVED BY (Print)

42b. RECEIVED AT (Location)

42c. DATE REC'D (YY/MM/DD) 42d. TOTAL CONTAINERS

40. PAID BY

32d. PRINTED NAME AND TITLE OF AUTHORIZED GOVERNMENT

REPRESENTATIVE

32e. MAILING ADDRESS OF AUTHORIZED GOVERNMENT REPRESENTATIVE 32f. TELPHONE NUMBER OF AUTHORZED GOVERNMENT REPRESENTATIVE

32g. E-MAIL OF AUTHORIZED GOVERNMENT REPRESENTATIVE

33. SHIP NUMBER 34. VOUCHER NUMBER 35. AMOUNT VERIFIED

CORRECT FOR

PARTIAL FINAL

37. CHECK NUMBER

38. S/R ACCOUNT NO. 39. S/R VOUCHER NUMBER

36. PAYMENT

COMPLETE PARTIAL FINAL

See Schedule

95332422Q0071

TABLE OF CONTENTS:

Listing of Incorporated Purchase Requisitions Section B - Supplies or Services and Prices/Costs Section C - Description/Specifications/Work Statement Section D - Packaging and Marking Section E - Inspection and Acceptance Terms Section F - Delivery or Performance Section G - Contract Administration Data Section H - Special Contract Requirements Section I - Contract Clauses Section J - List of Documents, Exhibits, and other Attachments Section K - Representations, Certifications, and Other Statements of Offerors Section L - Instructions, Conditions and Notices to Offerors Section M - Evaluation Factors for Award

Listing of Incorporated Purchase Requisitions

Incorporated Purchase Requisition Numbers:

Section B - Supplies or Services and Prices/Costs

Item Number Base Item Number

Supplies/Services Quantity Unit

0001 Base Year 0 Contract Type: Time and Materials

Unit Price Other Direct Costs

Extended Price

Description:

Base Year

Purchase Requisitions

IDC Type: Not Applicable

Clauses incorporated by reference

None

Clauses incorporated by full text

Section B - Supplies or Services and Prices/Costs

B.1. FAR 52.216-1 -- Type of Contract (APR 1984)

The Government contemplates award of a time-and-materials (T&M) contract resulting from this solicitation.

B.2. Funding Type

This contract will be funded, at the time of award, with no-year Due Diligence funding. As such, funding obligated to this contract may be used during the life of the contract.

B.3. Limitation of Funds -- Incrementally Funded Contracts

In accordance with clause MCC 52.232-72, "Limitation of Funds -- Incrementally Funded Contracts," funds in the amount of [TBD] have been allotted to this contract. It is contemplated that funds now obligated under this contract will cover the work to be performed until [TBD]. If the contractor considers the funds obligated under this contract to be insufficient to cover the work to be performed until the date specified herein, or another date agreed to by the parties, the contractor shall notify the contracting officer in writing and indicate the date on which it expects expended funds to approximate 75 percent of the total amount obligated. The notice shall state the estimated amount of additional funds required to continue performance through the date for which incremental funds are provided.

The Contractor shall not perform work on the contract which exceeds the total amount actually allotted by the Government to the contract. The Government is not obligated to reimburse the Contractor for costs incurred in excess of the total amount allotted by the Government to this contract. The contractor assumes the risk for any increased costs beyond what the Government obligates.

B.4. Labor Rates and Other Direct Costs (ODCs)

Labor rates at the inception of a contract period will carry through as "fixed-price" without adjustment for the life of that contract period.

Hours by labor category and pricing under ODCs are estimates only and may be increased/decreased as necessary for successful completion of the contract requirements and as approved by the COR/PM. However, the contractor's expenditures at any given point shall not exceed the total obligated amount or the total ceiling price for this contract as specified below.

Using the template below, Offerors must include all proposed labor categories, fully-burdened hourly rates and Other Direct Costs (ODCs) for each contract period identified in B.1.

PRICING SUMMARY PER CONTRACT PERIOD

Base Option 1 Option 2 Option 3 TOTAL

Total Labor Hours

Total Labor Costs $ - $ - $ - $ - $ - Total ODCs $ - $ - $ - $ - $ -

Total Est. Cost $ - $ - $ - $ - $ -

Base Period Period of Performance TBD (est. 12 months) Item # Description(2) U/I Qty Rate Total

LABOR

0001 hr.

hr.

hr.

hr.

Total Labor Hours - -

Labor Sub-Total ODCs(1)

ODC Sub-Total Total Estimated Value (Base Period)

Option Period I Period of Performance TBD (est. 12 months) Item # Description(2) U/I Qty Rate Total

LABOR

1001 hr.

hr.

hr.

hr.

Total Labor Hours - -

Labor Sub-Total ODCs(1)

ODC Sub-Total Total Estimated Value (Option Period I)

Option Period II Period of Performance TBD (est. 12 months) Item # Description(2) U/I Qty Rate Total

LABOR

2001 hr.

hr.

hr.

hr.

Total Labor Hours - -

Labor Sub-Total ODCs(1)

ODC Sub-Total Total Estimated Value (Option Period II)

Option Period III Period of Performance TBD (est. 12 months) Item # Description(2) U/I Qty Rate Total

LABOR

3001 hr.

hr.

hr.

hr.

Total Labor Hours - -

Labor Sub-Total ODCs(1)

ODC Sub-Total Total Estimated Value (Option Period III)

TOTAL COST SUMMARY

Description(2) U/I Qty Rate Total

LABOR

hr.

hr.

hr.

hr.

Total Labor Hours - -

Labor Sub-Total ODCs(1)

ODC Sub-Total Total Estimated Cost

NOTE (1): A job description shall be included for each labor category proposed. The job description must identify essential and non-essential tasks that are assigned to a specific position. It must also identify reporting relationships and shall also describe required qualifications, minimum requirements, working conditions and desirable qualifications.

NOTE (2): If applicable, offerors shall specify their proposed indirect rates and costs (e.g., General and Administrative (G&A) and/or Subcontractor Handling). Indirect costs must be presented as a separate line item. ODCs shall not include profit/fee.

[END OF SECTION B]

Section C - Description/Specifications/Work Statement

Clauses incorporated by reference

None

Clauses incorporated by full text

Section C - Description/Specifications/Work Statement

C.1. INTRODUCTION

The Millennium Challenge Corporation (MCC) is a Federal Corporation created under Title VI of the Foreign Operation, Export Financing, and related Programs Appropriations Act, 2004. MCC is based on the principle that aid is most effective in countries that promote good governance, economic freedom, and investments in people.

The Millennium Challenge Corporation (MCC) awards eligible countries with fixed-amount, fixed-term grants for a defined set of projects aimed at reducing poverty through economic growth. These grants can be Compacts for five years for countries who meet eligibility criteria, or may be smaller Threshold Programs, typically for about three years, focused on policy and institutional reform in selected countries that come close to passing MCC's eligibility criteria and show a firm commitment to improving their policy performance. Country ownership of Compacts and Threshold Programs is a core part of MCC's model and influences a great deal of MCC's work. After country selection, a local team of professionals called a Core Team is assembled by partner countries for compact development, and a local team of professionals typically called a "Millennium Challenge Account" or "MCA", is later assembled and charged with Compact or Threshold Program implementation. For more on MCC's Approach to Country Ownership by partner countries, see: https://assets.mcc.gov/content/uploads/2017/05/mcc- 021209-workingpaper-ownership.pdf The MCA is overseen locally by a Board of Directors. MCC provides Core Teams and MCAs with technical assistance, standards, and approved processes. MCC also conducts its own due diligence during project design and undertakes studies to determine the effectiveness of programs that have concluded implementation.

MCC's overriding objectives are to promote economic growth and significantly reduce poverty in our partner countries. MCC looks at likely distributive effects of projects and, to the extent that data are available to perform such analyses, identifies their beneficiaries and estimates their impact on poverty reduction. Ultimately, MCC seeks significant and measurable decreases in the numbers of poor people and significant reductions of poverty. MCC recognizes that sustainable economic growth must ultimately enable private sector investment, and MCC-funded programs seek to improve market-supporting functions of partner governments.

Compacts are often $200-$600 million, with Threshold Programs generally ranging from $13-50 million. Their foci address binding constraints to economic growth in the country, which frequently includes energy, water, roads and transportation, land reform, policy reform, finance for the private sector, agriculture, education and health. Gender and social inclusion and climate change mitigation and adaptation are pursued across these sectors. For more information about MCC, see:

https://www.mcc.gov/sectors.

In most contexts, various forms of collaboration or formal partnership with a range of other organizations and firms whether in the private sector, bilateral or multilateral donors, civil society or academia is essential to achieving the specific poverty reduction objectives of a country program and to sustaining the impact of the country program over time.

This consultancy will assist MCC and its Core Team or MCA partners to more systematically identify and build relationships with prospective partners aligned with the country program objectives during Compact and Threshold Program development.

Since the consultancy seeks to add value within existing processes and through existing teams, these are described in the background section.

C.2 BACKGROUND

MCC's Board of Directors selects eligible countries for MCC program assistance, typically in December of each year. For more information on the MCC country Selection Process, see: https://www.mcc.gov/who-we-select/selection-process. MCC-funded programs go through multiple stages after a country is selected as eligible for a compact or threshold program:

• program development (~24-32 months)

• negotiation and agreement (~3 months)

• mobilization for entry into force of the compact or threshold agreement (~12 months)

• implementation (5 years for a compact, ~3-4 years for a threshold program)

• close-out (~3 months)

• post-program evaluation

Compact and Threshold Program development includes distinct phases, as follows:

Preliminary Analysis. In this phase, the partner country undertakes broad consultations with stakeholders and conducts inter-related analyses: 1) of the constraints to economy-wide economic growth in that country building on an approach developed by economists Ricardo Hausmann, Dani Rodrik and Andres Velasco, 2) constraints to women's economic participation, 3) a private sector opportunity assessment and 4) natural capital and climate change as critical factors for sustainable development. Preliminary Analysis includes identification and consultation with diverse actors in the partner country, including government ministries and offices, the private sector, civil society, potential beneficiaries, and other donors and financers engaged in the country. At the end of this phase, MCC and the partner country work together to identify one or more binding constraints to economic growth and private investment. MCC drafts a Constraints Analysis Summary Memo.

Problem Diagnosis. In this phase, MCC and the partner country conduct an analysis of the root causes that underlie the binding constraints and more clearly defines a specific problem or set of problems it hopes to use the compact or threshold program with MCC to address. Consultation with a range of stakeholders helps the partner country and MCC understand root causes of identified constraints, and subsequently helps the team identify which entities may be affected by root causes. At the end of this phase, the partner country submits one or more Concept Notes to identify the core problems around which potential projects will be built and lays out an economic logic for intervention. The MCC country team assesses the concepts in an Opportunity Memo and begins to focus on opportunities to enhance or feature certain aspects of the program through Optional investment criteria, and then presents its assessments to MCC's Investment Management Committee (IMC). There might be constraints to growth recognized, but not pursued in the program.

Project Definition. In this phase, the partner country and MCC work closely together to identify specific country program ideas, define them into projects and activities, and build an economic logic for the proposed Compact or Threshold Program.

The Project Definition phase includes consultation with a range of stakeholders to begin to shape activities, engage with potentially affected populations and beneficiaries in accordance with MCC's environmental and social standards, coordinate with other donors, and identify prospective partners. At the end of this phase, the partner country submits one or more Project Proposals that specify projects and activities. MCC evaluates proposed projects and activities in a Project Proposal Assessment Memo and presents it to the IMC, which helps finalize decisions about areas of focus.

Project Development. In this phase, MCC often provides a substantial grant of pre-compact or threshold program funding to help the partner country undertake public procurements to secure technical consultants and conduct full feasibility studies, assess environmental and other impacts, identify beneficiaries from the proposed projects and calculate the expected economic impact from the projects. Stakeholder identification and engagement for multiple purposes continue through Project Development, with partner country teams, MCC teams, and the contractors of each consulting with Ministries, potentially impacted populations and leaders, the private sector, civil society organizations, capital investors and/or donors. When funded partnership modalities are expected, they should be built into the project structure. MCC conducts due diligence throughout this process, including on the results of these studies and drafts an Investment Memorandum to the IMC, detailing the proposed compact program and the manner in which the proposed program accomplishes the agreed program goals while also satisfying MCC's investment criteria, which includes an economic rate of return of at least 10 percent.

Once a program is developed, the country representatives and MCC sign a Compact or Threshold Program Agreement and corresponding Program Implementation Agreement, mobilize an in-country MCA structure, and prepare for Entry into Force of the agreements. The majority of Compact and Threshold program activities are undertaken through contracts and in some cases grants or leveraged grants managed by the MCA. When activities are implemented by government actors, such as particular ministries or departments, MCAs engage in Implementing Entity Agreements. Memorandum of Understanding ( MOUs) may be confirmed with aligned funders or collaborators partnering with the MCA or MCC.

Formal partnerships and informal collaborations may also form in the Program Implementation stage, either through partnership modalities envisioned and prepared during Compact or Threshold Program development for actualization as part of Compact or Threshold Program implementation, or through new opportunities closely aligned with or linked to the program logic and terms of the Compact or Threshold Program Agreement.

Core Team or MCA and MCC teams work closely together throughout the Compact or Threshold Program development and implementation periods. The MCC team supporting partner countries in developing compact or threshold programs called a Country Team is comprised of a Country Team Lead (or Country Director) and a cross-sectoral team of specialists in various fields that always includes: Finance, Investment and Trade, Gender and Social Inclusion, Environmental and Social Performance, Monitoring and Evaluation, and Economic Analysis, and includes additional specialists depending upon the sectors indicated by the constraints analysis and root cause analysis. These might include specialists in physical infrastructure such as Energy, Water, Sanitation and Irrigation, Transport and Vertical Structures, or social infrastructure including Human and Community Development, or Land and Agricultural Economy. The Office of Strategic Partnerships accompanies Country Teams that are utilizing partnerships for program development or as part of the implementation design. The MCC country team is matrixed. The partner country's Core Team has a similar composition. Over the course of Compact or Threshold Program development, the country partner Core Team and the MCC Country Team members across specific technical areas hire consultants to undertake studies, designs or inputs to the design and due diligence of the considered program. Each of these engages with diverse actors related to specific technical areas in the program.

Partner country Core Team members and MCC always undertake public consultation and stakeholder engagement in development of programs. Such engagement ranges from information sharing, to gathering of input, to collaborative design and consideration of joint or parallel investments. For more information on MCC guidelines for Public Consultation and Stakeholder Engagement, see MCC's website.

MCC has identified an opportunity for value-adding support of engagement with prospective partners among the broader set of stakeholders:

1. Identification of global, regional, or in-country organizations that might be potential program design or implementing partners. These organizations have differentiated capabilities (e.g., knowledge of the country context, established relationships, technical expertise, relevant data) that could help inform MCC and MCA's country program design or help successfully deliver the compact or threshold program as part of the core program design.

2. Identification of organizations who may be collaborators with the emerging program, for example as co-funders or parallel funders, coordinators on aligned activities or information sharing, or collaborators to achieve complex systemic change in which weight of action is necessary.

3. Increasing the efficiency with which partner country team members and MCC Country Team members can directly engage with prospective partners, scoping out possible coordination, collaboration and formal partnership opportunities among the competing demands for team time and attention.

Partnership Purpose, Types, and Vision

Prospective partners and, eventually, partners themselves are a subset of a broader set of stakeholders who may have interest and relevance in a country program. Partnerships may yield a range of benefits in a given country context. For example, partnerships may enable scale of impact, leverage of aligned or blended resources, risk reduction in critical areas of a program's logical model, innovation for different kinds of solutions or their novel applications, systems change through coordinated action in key areas of complex systems, or enablement of longer-term solutions.

MCC defines partnership as a collaborative relationship in which two or more entities (governmental or nongovernmental) work together to:

• Achieve a common purpose or undertake a specific task,

• Share risks, responsibilities, resources and competencies,

• Share benefits, and

• Mutually determine goals, structure, governance, roles and responsibilities of their collaboration.

Partnership may be appropriate:

• Where there is a high level of complexity to address or resolve a given issue

• When funding or activities may be aligned or coordinated for greater impact

• When the parties bring differentiated strengths, shared interests and compatible values

MCC, as a US federal agency, may be party to a given partnership, the MCA from the Compact or Threshold Program country may be party to the partnership, or both. Both MCC and MCAs structure partnerships in various ways depending on a number of factors, including whether funding will be conveyed to the partner(s) or instead aligned in parallel and directed to a joint effort. Similarly, partnerships may be structured formally and include governance bodies or may look like coordinated action codified by memoranda of understanding. Partnerships might focus on multiple areas, including shared learning, knowledge and data; financing to enable private sector growth; innovations that advance the state of play in a particular sectoral area; or other areas that enable Compact and Threshold programs to maximize effectiveness based on its particular areas of focus to address binding constraints to economic growth in the specific country. For more information on Compact and Threshold Programs in various countries, see: https://www.mcc.gov/where-we-work.

In cases in which MCC or an MCA conveys funding to the partner(s) to substantially fund the partners' agreed activities, MCC or the relevant MCA abide by a standard of competitive selection, with formalized processes. In such cases, MCC or MCAs undertake stakeholder consultation prior to release of the competitive process as part of standard market research, and often employ co-creative discussions with prospective candidates during the competitive process. Such competitive processes for partner selection include an MCA-run Program Partnership Solicitation (PPS), an MCA-run Leveraged Grant Facility, and an MCC-run Annual Partnerships Program Statement.

For partnerships in which MCC is a party to the partnership, the highest concentration of activity currently is competitive, funded partnerships for MCC due diligence purposes, most often facilitated via the Partnership Annual Program Statement (APS) process. These partnerships yield innovative approaches and new technical insights MCC teams need for due diligence while also creating a public good, often by making findings available to the public. For further information about the APS process, see: https://www.mcc.gov/work-with-us/partnerships/annual-program-statement. For partnerships in which MCAs participate, the highest concentration of current activity is third-party partnering incentivized through competitive grant facilities managed by contractors. In these grant facilities, neither the MCA nor the contractor that runs the competitive process is involved in the partnership development or implementation itself. Rather, companies and NGOs themselves partner in pursuit of additional funding and other resources provided by the MCA. These partnerships yield dollars leveraged and innovative approaches used by grant recipients in their own operations or applied to MCA implementing partner programs, such as those managed by a Ministry of Education. Grant facilities have been applied across an array of sectors including agriculture, land, employability, energy, water, and infrastructure. In 2021, MCC introduced a Program Partnership Solicitation (PPS) modality to further increase opportunities for partnerships within compact and threshold programs in which MCAs themselves are actively involved as a partner.

When MCC or the relevant MCA would not convey funding to the partner(s), but rather align around parallel or leveraged investments or shared information or coordination, there is an organic process of partner identification and partnership scoping and formation, though parties endeavor to ensure that the collaboration is non-exclusive and has benefits that are broadly accessible beyond the partners.

MCC seeks to more purposefully crowd in partners to drive impact, scale, sustainability, and innovation in in Compact and Threshold Programs, and to increase MCC's organizational efficiency and effectiveness via partnership. This necessitates MCC being more directly involved in consultations with not only the partner country government but also the private sector, foundations and donors, and civil society, and bringing in more insights and perspectives from other organizations to inform MCC's decision making (e.g., by convening thought leadership roundtables).

The Office of Strategic Partnerships (OSP) leads MCC's vision for partnerships, manages partnerships that align to MCC's corporate priorities, supports MCC and MCA staff with the development of partnerships that advance Compact and Threshold Program objectives, and develops the policy, guidance, and tools needed for MCC and country partner staff to form and manage partnerships MCC seeks to form partnerships, where relevant, for due diligence, program development, program implementation and/or monitoring and evaluation, and to catalyze and incent collaboration among others around the binding constraint in ways that go beyond the envelope or implementation timeline and activities of MCC's own investments. Some of these collaborations would result in formal partnerships with MCC or MCAs. Some of these collaborations may result in external entities choosing to partner among themselves in ways that link to, support, or expand the impact of MCC programs.

This approach would see (1) more increased external engagement with the private sector, civil society, and fellow government and funding partners paired with (2) a greater focus on trying to solve for the binding constraint to economic growth and poverty reduction in each country's context through the incentivization, coordination, catalyzation, and motivation of other organizations to work with and alongside MCC and among themselves to address the binding constraint.

Further details on MCC and its model may be viewed at http://www.mcc.gov. Further details on MCC and MCA partnerships may be viewed at: https://www.mcc.gov/work-with-us/partnerships and https://www.mcc.gov/work-with-us/partnerships/partnership-highlights. Further details on MCC compact development can be found at:

https://www.mcc.gov/resources/doc/guidance-compact-development-guidance.

The MCC Board of Directors selects countries eligible for compacts and threshold programs every December. For more on

MCC's approach to country selection, see: https://www.mcc.gov/who-we-select.

C.3 SCOPE

The contractor will work with the Office of Strategic Partnerships, in close coordination with select Country Directors/Country Team Leads, to:

1) Support MCC Country Teams and partner country Core Teams in identifying critical stakeholders and potential program collaborators among stakeholders, and

2) Support MCC Country Teams and partner country Core Teams as they advance information exchanges and conversations that enable various types of partnerships to be identified and shaped, with particular emphasis on the ~24-32 month Program Development stage.

The contract will be structured for more comprehensive prospective partner identification during key periods in Program Development with supported one-to-one meetings and multiparty convenings for certain eligible countries undertaking Compact or Threshold Program development.

Countries of focus are to be confirmed on a rolling basis over the contract period. As described above, countries eligible for Compact or Threshold Programs are selected each December, with program development commencing soon thereafter.

Some countries are anticipated among these future, eligible countries. The most recent eligible country selections in December 2021 are Zambia and Belize. Other countries that were previously selected for which Compact or Threshold Program development is underway include: Kenya, Sierra Leone, Malawi, Mozambique, Kosovo, Indonesia and Kiribati, as well as concurrent, regional Compacts.

During the life of the contract (i.e. Base Period and all Option Years), it is anticipated that the contractor will provide support analysis and engagement in up to six countries total. This will include engagement which may include a minimum of two (2), but not more than five (5) countries per year. As identified in Figure 1 below, it is expected that each country will receive support of varying intensity over two years each:

• Base Year: up to three countries

• Option Year One: up to five countries

• Option Year Two: up to three countries

• Option Year Three: up to two countries

C.4 TASKS

Contract Management

The Contractor will work closely with the Office of Strategic Partnership, specifically the designated Contracting Officer's Representative and/or the Project Monitor for planning and execution of tasks.

1. Task One: Project Management: Upon commencement and review of reference materials, the Contractor will prepare an inception report with an execution plan for the first year of the contract. The contractor will have monthly meetings with the OSP Project Monitor and will submit project reports. Periodic technical directives from OSP will be discussed, with updated project execution plans as required.

Prospective Partner Analysis

In consultation with the Office of Strategic Partnerships and the MCC Country Director (or Country Team Lead), the Contractor will undertake the following analysis.

2. Task Two: Prospective Partner Mapping: In consultation with OSP and MCC Country Director (or Country Team Lead), map prospective partners in consideration of the program design according to the stage in program development.

The Prospective Partner Mapping occurs after the root cause analysis in the Problem Diagnosis stage or in the Project Definition or Project Development stages.

The Prospective Partner Map will emphasize private and corporate foundations, international and multinational donors or development banks, academic and research institutions, local and international Non-governmental Organization (NGOs), and corporate responsibility and sustainability arms of private sector companies. Prospective Partner Mapping will draw from independent desk research, information already gathered by partner country Core Teams and MCC Country Teams, or their consultants, and local consultation. It will be organized for clarity and ease.

Mapping of prospective partner organizations to root causes or project activities will include 30-50 organizations spanning root causes or contemplated projects in a given country program. It highlights points of intersection between the prospective partners and MCC, with analysis of how prospective partners are related or networked to one another, e.g.

through multi-donor initiatives or donor and grantee relationships. It includes in-country points of contact and contact information for up to 50% of the organizations following direction from OSP and the Country Director. The Contractor may update the Prospective Partner Mapping one time during the contract period to reflect adaptations that occur in program design, for a total of two versions of the Prospective Partner Mapping per country.

Prospective Partner Engagement

In consultation with an OSP point person and the MCC Country Director (or Country Team Lead), the Contractor will support direct engagement by MCC and MCA Core Team members with prospective partners:

3.

Meeting briefs should outline key information about a prospective partner's activities, priorities, and operations, and brief bios of key leaders, together with proposed agendas. Meeting briefs will be drafted independently and finalized following feedback from OSP.

Meeting support by the Contractor is expected to be concentrated across the Project Definition and Project Development stages in a given country program is expected to include approximately 30-50 meetings for each eligible country receiving this support. Approximately a third of these meetings is expected to entail follow-up discussions with the same prospective collaborator(s) to mature partnership scoping and structuring.

In the Base Period, MCC estimates that the Contractor will support 15-25 meetings in which MCC or core team members will engage will prospective partners for Country One.

In Option Year One, MCC estimates that the Contractor will support another 15-25 meetings in Country One and another 15-25 meetings for Country Four.

In Option Year Two, MCC estimates that the Contractor will support 15-25 meetings in which MCC or core team members will engage will prospective partners in Country Four, and another 15-25 meetings for Country Six.

In Option Year Three, MCC estimates that the Contractor will support another 15-25 meetings in which MCC or core team members will engage will prospective partners for Country Six.

It is possible that the Contractor support meetings in other program eligible countries who previously received Prospective Partner Maps. For budgeting purposes, however, Bidders should use the MCC estimates above.

The Contractor will handle all logistics and preparations prior to and during the convenings. The Contract will emcee or facilitate the events. The Contractor will create convening briefs outlining key information about the participants' organizations, participants, objectives, agenda, logistics, location, facilitation plan, and core messages and will generate out-briefs outlining actual participants, key session takeaways, next steps and any learnings or recommended modifications based on how the convening transpired.

For budgeting purposes, Offerors should assume that each event will be a full-day workshop. For budgeting purposes, Offerors should use Zambia as a focus country for an in-country convening. Convenings may happen in up to six countries over the four years, with up to three countries involved through in-country or virtual convenings in a given year.

For each country of assignment, the Contractor will report to a designated representative, specifically the COR and/or the PM from the OSP team, gain input from other key members of teams, including practice groups that might range from Environment and Social Performance, Gender and Social Inclusion, Transport and Vertical Structures, Economic Analysis, Water, Energy, Human and Community Development, or other technical areas.

For each focus country, the Contractor and OSP will work closely with the MCC Country Director or Country Team Lead and Program Officer to ensure the actions are well-coordinated within the broader work of the Country Team and its engagement with the partner country Core Team. In case of unclear or contradictory input, the Contractor shall raise the issue(s) with the COR and/or the PM from OSP.

Figure One: Estimated Task Flow

Base Year Option 1 Option 2 Option 3 Task One, Contract Management

Task Two, Country One

Task Two, Country Two

Task Two, Country Three

Task Two, Country Four Task Two, Country Five Task Two, Country Six

Task Three, Country One

Task Three, Country Four Task Three, Country Six

Task Four, Country One (In Country)

Task Four, Country Two (Virtual)

Task Four, Country Three (Virtual)

Task Four, Country Four (In Country)

Task Four, Country Five (Virtual)

Task Four, Country Six (In Country)

4. APPLICABLE DIRECTIVES

5. ACCEPTANCE CRITERIA

Generally, OSP will evaluate the quality of Contractor deliverables on the following dimensions:

[End of SECTION C]

Section D - Packaging and Marking

Clauses incorporated by reference

None

Clauses incorporated by full text

SECTION D - DELIVERABLES

D.1. Disclaimer of Deliverables

The Contractor shall ensure that each report prepared by the Contractor and delivered under this Contract contains the following statement on the first or cover page of such report:

"The views and opinions expressed herein are those of the author(s) and do not necessarily represent those of MCC or any other U.S. Government entity."

(End of SECTION D)

Section E - Inspection and Acceptance Terms

None

Clauses incorporated by reference

None

Clauses incorporated by full text

Section E - Inspection and Acceptance Terms

Inspection and acceptance shall be in accordance with the terms of FAR 52.212-4, Contract Terms and Conditions Commercial Items/Alternate I. In addition, the following terms apply:

E.1. Inspection of Reports

MCC only accepts full submittals, not partial submittals; submittals must be in full accordance with the Contractor's approved methodology and QA/QC plan. The Contractor must take into consideration that each deliverable will have at least one round of reviews by MCC, the Core Team, and potentially external reviewers when developing their work plan.

E.2. Quality Control Plan

The Contractor shall have in place and maintain a Quality Control Plan (QCP) that covers, as a minimum, how the Contractor intends to meet the requirements of all performance objectives, monitor and proactively manage contract requirements. It shall also include the mechanism by which MCC will be notified of performance-related incidents that are likely to affect quality of service or impact mission accomplishment. The contractor shall provide a copy of its QCP to the COR within 30 days of the effective date of Contract award. Any proposed changes to the QCP shall be provided to the Contracting Officer for review and comment no Later than 10 working days prior to the effective date of the proposed changes.

(End of SECTION E)

Section F - Delivery or Performance

Line Item: 0001 Period Of Performance Start Date Period Of Performance End Date Period Of Performance Address

MCC Headquarters Millennium Challenge Corporation 1099 Fourteenth Street NW, Suite 700

WASHINGTON DC

US 20005

Clauses incorporated by reference

None

Clauses incorporated by full text

Section F - Delivery or Performance

F.1. Period of Performance

The overall anticipated period of performance of this contract is as follows:

Base Period: October 2022 - September 2023 Option Period 1: October 2023 - September 2024 Option Period 2: October 2024 - September 2025 Option Period 3: October 2025 - September 2026

The precise timing for the start of the Base Year will be determined with the Contractor prior to contract award. While the Contract will be awarded for the Base and Option Periods, the exercise of the option periods is at the sole discretion of MCC.

F.2. Place of Performance

MCC may also require the Contractor to travel to MCC offices in Washington, DC from time to time to perform services.

Generally, the Contractor shall perform services at their home offices, except for convenings that may occur in Washington, DC at the MCC headquarters or in partner countries as described below.

F.3. Deliverables and Schedule

This contract is expected to be undertaken through intermittent effort, with parallel streams of work underway in the same or different countries, in order to track with the pacing of Compact or Threshold Program development in the various countries.

Deliverable deadlines will be agreed and communicated through Technical Directives from OSP to detail the country-level scopes and timing.

Task Requirement Deliverable*

Task 1

Task 2

Task 3

Task Requirement Deliverable*

Task 4

* Deliverable due dates will be in accordance with the work plan.

Tasks Four and Five deliverables will be submitted in English, though language capability in the predominant language in-country may be required for successful execution of these tasks.

F.5. TASKS

Contract Management

The Contractor will work closely with the Office of Strategic Partnership for planning and execution of tasks.

1. Task One: Project Management: Upon commencement and review of reference materials, the Contractor will prepare an inception report with an execution plan for the first year of the contract. The consultant will have monthly meetings with the OSP Project Monitor and will submit project reports. Periodic technical directives from OSP will be discussed, with updated project execution plans as required.

Prospective Partner Analysis

In consultation with the Office of Strategic Partnerships and the MCC Country Director (or Country Team Lead), the Contractor will undertake the following analysis.

2. Task Two: Prospective Partner Mapping: In consultation with OSP and MCC Country Director (or Country Team Lead), map prospective partners in consideration of the program design according to the stage in program development.

The Prospective Partner Mapping occurs after the root cause analysis in the Problem Diagnosis stage or in the Project Definition or Project Development stages.

The Prospective Partner Map will emphasize private and corporate foundations, international and multinational donors or development banks, academic and research institutions, local and international NGOs, and corporate responsibility and sustainability arms of private sector companies. Prospective Partner Mapping will draw from independent desk research, information already gathered by partner country Core Teams and MCC Country Teams, or their consultants, and local consultation. It will be organized for clarity and ease.

Mapping of prospective partner organizations to root causes or project activities will include 30-50 organizations spanning root causes or contemplated projects in a given country program. It highlights points of intersection between the prospective partners and MCC, with analysis of how prospective partners are related or networked to one another, e.g.

through multi-donor initiatives or donor and grantee relationships. It includes in-country points of contact and contact information for up to 50% of the organizations following direction from OSP and the Country Director. The Contractor may update the Prospective Partner Mapping one time during the contract period to reflect adaptations that occur in program design, for a total of two versions of the Prospective Partner Mapping per country.

a. In the Base Period, the Contractor will create a new Prospective Partner map for two to three program eligible countries (Countries 1-3).

b. In Option Year One, the Contractor will update the Prospective Partner Map for the two to three countries included in the Base Period (Countries 1-3).

The Contractor will also create a new Prospective Partner Map for up to two new program eligible countries (Countries 4-5).

c. In Option Year Two, the Contractor will update the map created in Option Year One for Countries 4-5 and will also create a Prospective Partner Map for one additional program eligible country (Country 6).

d. In Option Year Three, the Contractor will update the map created for Country 6.

Prospective Partner Engagement

In consultation with an OSP point person and the MCC Country Director (or Country Team Lead), the Contractor will support direct engagement by MCC and MCA Core Team members with prospective partners:

3. Task Three: Supporting One-to-One Meetings. Meetings will be conducted virtually and in-person. The Contractor will secure contact information for the right interlocutors, fix meeting times, prepare briefs and agendas for MCC or MCA meeting participants following research into the organization, prepare presentations or one-pagers to share with prospective partners as needed, take and organize meeting notes, and track engagement and progress across a portfolio of conversations.

The Contractor will not facilitate the one-to-one meetings or undertake them on behalf of MCC.

Meeting briefs should outline key information about a prospective partner's activities, priorities, and operations, and brief bios of key leaders, together with proposed agendas. Meeting briefs will be drafted independently and finalized following feedback from OSP.

Meeting support by the Contractor is expected to be concentrated across the Project Definition and Project Development stages in a given country program is expected to include approximately 30-50 meetings for each eligible country receiving this support. Approximately a third of these meetings is expected to entail follow-up discussions with the same prospective collaborator(s) to mature partnership scoping and structuring.

In the Base Period, MCC estimates that the Contractor will support 15-25 meetings in which MCC or core team members will engage will prospective partners for Country One.

In Option Year One, MCC estimates that the Contractor will support another 15-25 meetings in Country One and another 15-25 meetings for Country Four.

In Option Year Two, MCC estimates that the Contractor will support 15-25 meetings in which MCC or core team members will engage will prospective partners in Country Four, and another 15-25 meetings for Country Six.

In Option Year Three, MCC estimates that the Contractor will support another 15-25 meetings in which MCC or core team members will engage will prospective partners for Country Six.

It is possible that the Contractor support meetings in other program eligible countries who previously received Prospective Partner Maps. For budgeting purposes, however, Bidders should use the MCC estimates above.

4. Task Four: Support Convenings. The Contractor will plan and produce multi-stakeholder convenings of prospective partners, whether conducted virtually, in-person in the program country or in Washington, DC, or a hybrid of virtual and in-person. Convenings may vary from one or two-hour sessions, to full-day workshops. Such convenings may occur during Problem Diagnosis, Project Definition or Project Development stages, with the expectation that they will most likely occur during Project Definition and Project Development stages.

The Contractor will handle all logistics and preparations prior to and during the convenings. The Contract will emcee or facilitate the events. The Contractor will create convening briefs outlining key information about the participants' organizations, participants, objectives, agenda, logistics, location, facilitation plan, and core messages and will generate out-briefs outlining actual participants, key session takeaways, next steps and any learnings or recommended modifications based on how the convening transpired.

For budgeting purposes, Bidders should assume that each event will be a full-day workshop. For budgeting purposes, Bidders should use Zambia as a focus country for an in-country convening. Convenings may happen in up to six countries over the four years, with up to three countries involved through in-country or virtual convenings in a given year.

• In the Base Period, MCC expects two virtual and one in-country convening.

• In Option Year One, MCC expects one virtual and one in-country convening.

• In Option Year Two, MCC expects one virtual and two in-country convenings.

• In Option Year Three, MCC expects one virtual and two in-country convenings.

The Contract will be managed by the Contracting Officer Representative and an OSP Project Monitor.

For each country of assignment, the Contractor will report to a designated representative from the OSP team, gain input from other key members of teams, including practice groups that might range from Environment and Social Performance, Gender and Social Inclusion, Transport and Vertical Structures, Economic Analysis, Water, Energy, Human and Community Development, or other technical areas.

For each focus country, the Contractor and OSP will work closely with the MCC Country Director or Country Team Lead and Program Officer to ensure the actions are well-coordinated within the broader work of the Country Team and its engagement with the partner country Core Team.