MCC-15-RFQ-0046_TVS_Final_021215.pdf

PAGE 1 OF 1. REQUISITION NO.

2. CONTRACT NO. 3. AWARD/EFFECTIVE DATE 4. ORDER NO. 5. SOLICITATION NUMBER 6. SOLICITATION ISSUE DATE

a. NAME b. TELEPHONE NO. (No Collect Calls) 8. OFFER DUE DATE/LOCAL

TIME

9. ISSUED BY CODE 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) ELIGIBLE UNDER THE WOMEN-OWNED

SMALL BUSINESS PROGRAM

EDWOSB

8(A)

NAICS:

SIZE STANDARD:

11. DELIVERY FOR FOB DESTINA-

TION UNLESS BLOCK IS

MARKED

SEE SCHEDULE

12. DISCOUNT TERMS

13a. THIS CONTRACT IS A

RATED ORDER UNDER

DPAS (15 CFR 700)

13b. RATING

14. METHOD OF SOLICITATION

RFQ IFB RFP

15. DELIVER TO CODE 16. ADMINISTERED BY CODE

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

TELEPHONE NO. DUNS: DUNS+4:

PHONE: FAX:

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

SEE ADDENDUM

19. 20. 21. 22. 23. 24.

ITEM NO. SCHEDULE OF SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT

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

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

27a. SOLICITATION INCORPORATES BY REFERENCE FAR 52.212-1, 52.212-4. FAR 52.212-3 AND 52.212-5 ARE ATTACHED. ADDENDA ARE ARE NOT ATTACHED.

27b. CONTRACT/PURCHASE ORDER INCORPORATES BY REFERENCE FAR 52.212-4. FAR 52.212-5 IS ATTACHED. ADDENDA ARE ARE NOT ATTACHED

28. CONTRACTOR IS REQUIRED TO SIGN THIS DOCUMENT AND RETURN _______________ 29. AWARD OF CONTRACT: REF. ___________________________________ OFFER COPIES TO ISSUING OFFICE. CONTRACTOR AGREES TO FURNISH AND DATED ________________________________. YOUR OFFER ON SOLICITATION DELIVER ALL ITEMS SET FORTH OR OTHERWISE IDENTIFIED ABOVE AND ON ANY (BLOCK 5), INCLUDING ANY ADDITIONS OR CHANGES WHICH ARE ADDITIONAL SHEETS SUBJECT TO THE TERMS AND CONDITIONS SPECIFIED SET FORTH HEREIN IS ACCEPTED AS TO ITEMS:

30a. SIGNATURE OF OFFEROR/CONTRACTOR 31a. UNITED STATES OF AMERICA (SIGNATURE OF CONTRACTING OFFICER)

30b. NAME AND TITLE OF SIGNER (TYPE OR PRINT) 30c. DATE SIGNED 31b. NAME OF CONTRACTING OFFICER (TYPE OR PRINT) 31c. DATE SIGNED

AUTHORIZED FOR LOCAL REPRODUCTION (REV. 2/2012)

PREVIOUS EDITION IS NOT USABLE Prescribed by GSA - FAR (48 CFR) 53.212

7. FOR SOLICITATION

INFORMATION CALL:

STANDARD FORM 1449

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

SOLICITATION/CONTRACT/ORDER FOR COMMERCIAL ITEMS 68

MCC-15-RFQ-0046 02-12-2015

TERRI TUTT, CONTRACT SPECIALIST 202-521-3597 03-19-2015

2:00 PM EST

Millennium Challenge Corporation Contracts and Grants Management Division 875 15th St, NW Suite 200 Washington DC 20005

X

541611

$15 Million

N/A

CGM

875 Fifteenth St., NW

Contracts and Grants Management Division 875 15th St., NW Suite 200

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

See CONTINUATION Page

Request for Quotation MCC-15-RFQ-0046

Multiple Award Blanket Purchase Agreement (BPA) for

Infrastructure Consulting Services – Transportation and

Vertical Structures (TVS)

This Request for Quotation is issued in accordance with FAR Part 13.

See CONTINUATION Page

X X

Table of Contents

SECTION A

A.1 SF 1449 SOLICITATION/CONTRACT/ORDER FOR COMMERCIAL ITEMS

SECTION B - SUPPLIES OR SERVICES AND PRICE/COSTS

SECTION C - DESCRIPTION/SPECIFICATIONS/STATEMENT OF WORK

Blanket Purchase Agreements for Infrastructure Consulting Services

TRANSPORTATION AND VERTICAL STRUCTURES

SECTION D - PACKAGING AND MARKING

SECTION E - INSPECTION AND ACCEPTANCE

SECTION F - DELIVERIES OR PERFORMANCE

SECTION G - CONTRACT ADMINISTRATION DATA

SECTION H - SPECIAL CONTRACT REQUIREMENTS

SECTION I - CONTRACT CLAUSES

SECTION J - LIST OF ATTACHMENTS

SECTION K - REPRESENTATIONS, CERTIFICATIONS AND OTHER STATEMENTS OF OFFERORS

SECTION L - INSTRUCTIONS, CONDITIONS, AND NOTICES TO OFFERORS

SECTION M - EVALUATION FACTORS FOR AWARD

MCC-15-RFQ-0046, Transportation and Vertical Structures Page 2

SECTION B - SUPPLIES OR SERVICES AND PRICE/COSTS

B.1 SERVICES TO BE PROVIDED

The Millennium Challenge Corporation requires a contractor to assist in MCCs oversight of the development and implementation of its Threshold and Compact programs, as well as, tasks in support of MCC's global practice group for Transportation and Vertical Structures (TVS).

B.2 CONTRACT LINE ITEM NUMBERS (CLIN)

BILLING RATE BASE PERIOD (award - 6/30/16)

CLIN 0001 SERVICES/SUPPLIES

CLIN 0001A LABOR

CLIN 0001B OTHER DIRECT COSTS

BILLING RATE PERIOD ONE (7/1/2016 - 6/30/2017)

CLIN 1001 SERVICES/SUPPLIES

CLIN 1001A LABOR

CLIN 1001B OTHER DIRECT COSTS

BILLING RATE PERIOD TWO (7/1/2017 - 6/30/2018)

CLIN 2001 SERVICES/SUPPLIES

CLIN 2001A LABOR

CLIN 2001B OTHER DIRECT COSTS

BILLING RATE PERIOD THREE (7/1/2018 - 6/30/2019)

CLIN 3001 SERVICES/SUPPLIES

CLIN 3001A LABOR

CLIN 3001B OTHER DIRECT COSTS

BILLING RATE PERIOD FOUR (7/1/2019 - 6/30/2020)

CLIN 4001 SERVICES/SUPPLIES

CLIN 4001A LABOR

CLIN 4001B OTHER DIRECT COSTS

B.3 LABOR CATEGORIES/RATES

The contractor shall provide services in support of MCCs mission for Infrastructure Consulting Services – Transportation and Vertical Structures in the following labor categories. See Special Contract Requirement Section H. Additional Labor Categories, if additional categories are required. MCC does not require an administrative assistant higher than Level I, therefore, the other columns are shaded. MCC requires a Principal or Program Manager no less than Level IV, therefore, the other columns are shaded. Principal and Program Manager are considered Key Personnel.

MCC-15-RFQ-0046, Transportation and Vertical Structures Page 3

BILLING RATE BASE PERIOD (award through June 30, 2016) Senior Sr. Specialist Specialist Analyst

Labor Category (Level IV) (Level III) (Level II) (Level I) Administrative Assistant $ Architect $ $ $ $ Architectural Engineer $ $ $ $ Construction Supervisor $ $ $ $ Contracts Manager $ $ $ $ Cost Estimator $ $ $ $ Engineer $ $ $ $ Environmental Assessment and Management Specialist

Finance Expert $ $ $ $ Financial Modeler $ $ $ $ Geologist $ $ $ $ Geotechnical Specialist $ $ $ $ GIS Specialist $ $ $ $ Health and Safety Specialist $ $ $ $ Hydrologist $ $ $ $ Language Interpreter $ $ $ $ Legal Expert – Contracts $ $ $ $ Legal Expert – Sector $ $ $ $ MIS/ERP Expert $ $ $ $ Organizational/Inst. Dev. Expert $ $ $ $ Planner (Urban/City) $ $ $ $ Political Economy Expert $ $ $ $ Principal $ Procurement Expert $ $ $ $ Project Finance Expert $ $ $ $ Program Manager $ QA/QC Specialist $ $ $ $ Resettlement Specialist $ $ $ $ Risk Analyst $ $ $ $ SCADA Expert $ $ $ $ Scheduler $ $ $ $ Sector Economist/Eco. Modeler $ $ $ $ Sector Regulatory Expert $ $ $ $ Sector Restructuring Expert $ $ $ $ Sector Technical Specialist $ $ $ $ Social and Gender Specialist $ $ $ $ System Modeler/Planner $ $ $ $

TVS SECTOR SPECIFIC $ $ $ $

Airport Planner $ $ $ $

MCC-15-RFQ-0046, Transportation and Vertical Structures Page 4

Architectural Engineer $ $ $ $ Inland Water Transport Specialist $ $ $ $ Intermodal Transport Specialist $ $ $ $ Occupational Health and Safety Specialist

Operations and Maintenance Specialist for TVS Facilities

Port Planning and Engineering Specialists

Rail Road Planning and Engineering Specialist

Urban Planner $ $ $ $ Urban Transportation Specialist $ $ $ $

BILLING RATE PERIOD ONE (July 1, 2016 through June 30, 2017) Senior Sr. Specialist Specialist Analyst

Labor Category (Level IV) (Level III) (Level II) (Level I) Administrative Assistant $ Architect $ $ $ $ Architectural Engineer $ $ $ $ Construction Supervisor $ $ $ $ Contracts Manager $ $ $ $ Cost Estimator $ $ $ $ Engineer $ $ $ $ Environmental Assessment and Management Specialist

Finance Expert $ $ $ $ Financial Modeler $ $ $ $ Geologist $ $ $ $ Geotechnical Specialist $ $ $ $ GIS Specialist $ $ $ $ Health and Safety Specialist $ $ $ $ Hydrologist $ $ $ $ Language Interpreter $ $ $ $ Legal Expert – Contracts $ $ $ $ Legal Expert – Sector $ $ $ $ MIS/ERP Expert $ $ $ $ Organizational/Inst. Dev. Expert $ $ $ $ Planner (Urban/City) $ $ $ $ Political Economy Expert $ $ $ $ Principal $ Procurement Expert $ $ $ $ Project Finance Expert $ $ $ $ Program Manager $

MCC-15-RFQ-0046, Transportation and Vertical Structures Page 5

QA/QC Specialist $ $ $ $ Resettlement Specialist $ $ $ $ Risk Analyst $ $ $ $ SCADA Expert $ $ $ $ Scheduler $ $ $ $ Sector Economist/Eco. Modeler $ $ $ $ Sector Regulatory Expert $ $ $ $ Sector Restructuring Expert $ $ $ $ Sector Technical Specialist $ $ $ $ Social and Gender Specialist $ $ $ $ System Modeler/Planner $ $ $ $

TVS SECTOR SPECIFIC $ $ $ $

Airport Planner $ $ $ $ Architectural Engineer $ $ $ $ Inland Water Transport Specialist $ $ $ $ Intermodal Transport Specialist $ $ $ $ Occupational Health and Safety Specialist

Operations and Maintenance Specialist for TVS Facilities

Port Planning and Engineering Specialists

Rail Road Planning and Engineering Specialist

BILLING RATE PERIOD TWO (July 1, 2017 through June 30, 2018) Senior Sr. Specialist Specialist Analyst

Labor Category (Level IV) (Level III) (Level II) (Level I) Administrative Assistant $ Architect $ $ $ $ Architectural Engineer $ $ $ $ Construction Supervisor $ $ $ $ Contracts Manager $ $ $ $ Cost Estimator $ $ $ $ Engineer $ $ $ $ Environmental Assessment and Management Specialist

Finance Expert $ $ $ $ Financial Modeler $ $ $ $ Geologist $ $ $ $ Geotechnical Specialist $ $ $ $ GIS Specialist $ $ $ $

MCC-15-RFQ-0046, Transportation and Vertical Structures Page 6

Health and Safety Specialist $ $ $ $ Hydrologist $ $ $ $ Language Interpreter $ $ $ $ Legal Expert – Contracts $ $ $ $ Legal Expert – Sector $ $ $ $ MIS/ERP Expert $ $ $ $ Organizational/Inst. Dev. Expert $ $ $ $ Planner (Urban/City) $ $ $ $ Political Economy Expert $ $ $ $ Principal $ Procurement Expert $ $ $ $ Project Finance Expert $ $ $ $ Program Manager $ QA/QC Specialist $ $ $ $ Resettlement Specialist $ $ $ $ Risk Analyst $ $ $ $ SCADA Expert $ $ $ $ Scheduler $ $ $ $ Sector Economist/Eco. Modeler $ $ $ $ Sector Regulatory Expert $ $ $ $ Sector Restructuring Expert $ $ $ $ Sector Technical Specialist $ $ $ $ Social and Gender Specialist $ $ $ $ System Modeler/Planner $ $ $ $

TVS SECTOR SPECIFIC $ $ $ $

Airport Planner $ $ $ $ Architectural Engineer $ $ $ $ Inland Water Transport Specialist $ $ $ $ Intermodal Transport Specialist $ $ $ $ Occupational Health and Safety Specialist

Operations and Maintenance Specialist for TVS Facilities

Port Planning and Engineering Specialists

Rail Road Planning and Engineering Specialist

BILLING RATE PERIOD THREE (July 1, 2018 through June 30, 2019) Senior Sr. Specialist Specialist Analyst

Labor Category (Level IV) (Level III) (Level II) (Level I) Administrative Assistant $

MCC-15-RFQ-0046, Transportation and Vertical Structures Page 7

Architect $ $ $ $ Architectural Engineer $ $ $ $ Construction Supervisor $ $ $ $ Contracts Manager $ $ $ $ Cost Estimator $ $ $ $ Engineer $ $ $ $ Environmental Assessment and Management Specialist

Finance Expert $ $ $ $ Financial Modeler $ $ $ $ Geologist $ $ $ $ Geotechnical Specialist $ $ $ $ GIS Specialist $ $ $ $ Health and Safety Specialist $ $ $ $ Hydrologist $ $ $ $ Language Interpreter $ $ $ $ Legal Expert – Contracts $ $ $ $ Legal Expert – Sector $ $ $ $ MIS/ERP Expert $ $ $ $ Organizational/Inst. Dev. Expert $ $ $ $ Planner (Urban/City) $ $ $ $ Political Economy Expert $ $ $ $ Principal $ Procurement Expert $ $ $ $ Project Finance Expert $ $ $ $ Program Manager $ QA/QC Specialist $ $ $ $ Resettlement Specialist $ $ $ $ Risk Analyst $ $ $ $ SCADA Expert $ $ $ $ Scheduler $ $ $ $ Sector Economist/Eco. Modeler $ $ $ $ Sector Regulatory Expert $ $ $ $ Sector Restructuring Expert $ $ $ $ Sector Technical Specialist $ $ $ $ Social and Gender Specialist $ $ $ $ System Modeler/Planner $ $ $ $

TVS SECTOR SPECIFIC $ $ $ $

Airport Planner $ $ $ $ Architectural Engineer $ $ $ $ Inland Water Transport Specialist $ $ $ $ Intermodal Transport Specialist $ $ $ $ Occupational Health and Safety Specialist

MCC-15-RFQ-0046, Transportation and Vertical Structures Page 8

Operations and Maintenance Specialist for TVS Facilities

Port Planning and Engineering Specialists

Rail Road Planning and Engineering Specialist

BILLING RATE PERIOD FOUR (July 1, 2019 through June 30, 2020) Senior Sr. Specialist Specialist Analyst

Labor Category (Level IV) (Level III) (Level II) (Level I) Administrative Assistant $ Architect $ $ $ $ Architectural Engineer $ $ $ $ Construction Supervisor $ $ $ $ Contracts Manager $ $ $ $ Cost Estimator $ $ $ $ Engineer $ $ $ $ Environmental Assessment and Management Specialist

Finance Expert $ $ $ $ Financial Modeler $ $ $ $ Geologist $ $ $ $ Geotechnical Specialist $ $ $ $ GIS Specialist $ $ $ $ Health and Safety Specialist $ $ $ $ Hydrologist $ $ $ $ Language Interpreter $ $ $ $ Legal Expert – Contracts $ $ $ $ Legal Expert – Sector $ $ $ $ MIS/ERP Expert $ $ $ $ Organizational/Inst. Dev. Expert $ $ $ $ Planner (Urban/City) $ $ $ $ Political Economy Expert $ $ $ $ Principal $ Procurement Expert $ $ $ $ Project Finance Expert $ $ $ $ Program Manager $ QA/QC Specialist $ $ $ $ Resettlement Specialist $ $ $ $ Risk Analyst $ $ $ $ SCADA Expert $ $ $ $ Scheduler $ $ $ $

MCC-15-RFQ-0046, Transportation and Vertical Structures Page 9

Sector Economist/Eco. Modeler $ $ $ $ Sector Regulatory Expert $ $ $ $ Sector Restructuring Expert $ $ $ $ Sector Technical Specialist $ $ $ $ Social and Gender Specialist $ $ $ $ System Modeler/Planner $ $ $ $

TVS SECTOR SPECIFIC $ $ $ $

Airport Planner $ $ $ $ Architectural Engineer $ $ $ $ Inland Water Transport Specialist $ $ $ $ Intermodal Transport Specialist $ $ $ $ Occupational Health and Safety Specialist

Operations and Maintenance Specialist for TVS Facilities

Port Planning and Engineering Specialists

Rail Road Planning and Engineering Specialist

Urban Planner $ $ $ $ Urban Transportation Specialist $ $ $ $

BASE PERIOD General and Administrative Rate $____________________

OPTION PERIOD ONE General and Administrative Rate $____________________

OPTION PERIOD TWO General and Administrative Rate $____________________

OPTION PERIOD THREE General and Administrative Rate $____________________

OPTION PERIOD FOUR General and Administrative Rate $____________________

B.4 BPA OBJECTIVE

To provide the required Infrastructure Consulting Services for Transportation and Vertical Structures, in accordance with FAR 13.303-2 Establishment of BPAs. MCC anticipates the establishment of multiple BPAs as a result of this RFQ to procure the consulting services described herein. Each BPA will be established for a period of five years. Call Orders will be awarded as Firm Fixed Price and Time & Material with a Not-to-Exceed (NTE) ceiling of $6.5 million as stated under FAR part 13.5. Consulting services will be required overseas, on an as-needed basis, in support of specific programs in any MCC-eligible country, MCC eligible countries can be found at www.mcc.gov.

The resulting BPAs will have onramp/offramp provisions to increase the available pool of contractors if determined to be in the best interests of the Government. The first onramp opportunity is anticipated within one year of establishment of the initial round of the BPAs.

MCC-15-RFQ-0046, Transportation and Vertical Structures Page 10

Onramp/Offramp (open season) Provisions: One year after BPA establishment and annually thereafter, MCC will determine whether it is in the best interest of the Government to “reissue” an RFQ for purposes of adding additional BPA holders. The Government is under no obligation to solicit or establish additional BPAs.

However, should such a determination to hold an open season be made, during this process the Government may add additional BPA teams or allow existing Prime Contractors/Team Leaders the opportunity to restructure existing teams. In the event that additional BPAs are established in accordance with these provisions, the period of performance of the “onramped” BPAs will only be for that length of time remaining in the originally established 5 year BPA period. This open season will allow the existing Prime Contractors/Team Leaders to add new team members, delete current team members, and/or otherwise revise teaming arrangement(s) to respond to future Call Order requirements. In very rare instances, unforeseen and/or urgent additions of team members outside of annual open season may be approved. Approval shall only be given by the BPA Contracting Officer. Teams that are substantially changed may be reevaluated to determine if they still represent the best value to the Government and may be evaluated against newly proposed teams during the open season. Any team changes require a new or modified Contractor Teaming Agreement signed by all members of the Team. All team changes will be implemented by a BPA modification signed by the BPA Contracting Officer.

Contractors are encouraged to offer discounts. However, it is emphasized that there are no intended or implied guarantees regarding the Government’s usage of this vehicle. The BPAs established as a result of this RFQ do not obligate any Government funds.

B.5 ORDERING PROCEDURES

Purchases under the Blanket Purchases Agreement shall be in accordance with FAR 13.303-5 Purchases under BPAs.

The Call Orders to be issued under each BPA will be based on statements of work defining specific requirements. The BPAs will establish agreed upon unit labor rates for various labor categories related to Infrastructure – Transportation and Vertical Structures. BPA holders will then use the BPA unit labor rates times quoted labor hours, plus costs associated with the necessary contract support items (if needed) to quote a Firm Fixed Price or a Labor Hour/Time & Material NTE ceiling for each individual Call Order. Factors such as (but not limited to) price, past performance on prior Call Orders issued outside and under the BPAs (quality of deliverables/services, timeliness, and cost control), socioeconomic status and potential impact on other orders placed with the contractor (e.g. capacity issues) may be considered in determining establishment of individual Call Orders.

B.6 ORDER OF PRECEDENCE

All Call Orders awarded under these Blanket Purchase Agreements shall be subject to the terms and conditions of the award BPA. In the event of an inconsistency in provisions of a call order, the provisions of the underlying Blanket Purchase Agreement shall take precedence.

MCC-15-RFQ-0046, Transportation and Vertical Structures Page 11

SECTION C - DESCRIPTION/SPECIFICATIONS/STATEMENT OF WORK

Blanket Purchase Agreements for Infrastructure Consulting Services

TRANSPORTATION AND VERTICAL STRUCTURES

I. INTRODUCTION

The Millennium Challenge Corporation (MCC) is a Federal Corporation created under Title VI of the Foreign Operations, Export Financing, and Related Programs Appropriations Act, 2004. It is tasked with managing and implementing the Millennium Challenge Act (MCA), which Congress approved to provide United States assistance for economic development. The MCA is an innovative foreign assistance program designed to “reduce poverty through sustainable economic growth” in some of the poorest countries in the world. MCA provides incentive for policy reforms by rewarding countries with additional resources that complement those of other bilateral U.S. development programs, other donors and their own investments.

MCC is managed by a Chief Executive Officer and a public-private Board of Directors comprised of the CEO, the Secretary of State, Secretary of the Treasury, U.S. Trade Representative, USAID Administrator and four individuals from the private sector appointed by the President with the advice and consent of the Senate. It draws its diverse staff from other government agencies, the private sector, universities, international development agencies and non-government organizations. As of January 2015, MCC has approved approximately $10 billion in compact programs worldwide that support country-determined sectors such as agriculture and irrigation; energy (sector reform, generation, transmission and distribution systems; electricity access); transportation (roads, bridges, ports), water supply and sanitation, access to health, finance and enterprise development, land rights and access, and access to education.

To be selected as eligible for an MCC assistance program, a country must demonstrate a commitment to policies that promote political and economic freedom, investments in education and health, the sustainable use of natural resources, control of corruption, and respect for civil liberties and the rule of law, as measured by independent and transparent policy indicators. These indicators measure how well countries perform in three broad policy categories: ruling justly, investing in people, and encouraging economic freedom. In determining eligibility, MCC’s Board selects MCA eligible countries that are above the median of its income peer group (low income or lower middle income) on at least half of the indicators in each of the three categories and above the median on the corruption indicator. The Board may consider additional information and take into account factors such as data gaps or lags to select the countries that will be eligible for MCA assistance.

Recognizing that development is achieved by a country's own efforts, policies, and people, MCC gives selected countries the opportunity to identify their own priorities for achieving sustainable economic growth and poverty reduction. Countries develop their MCA proposals in broad consultation with their own civil society.

MCC teams then work in partnership to help countries develop an MCA program which will reduce poverty and sustain economic growth. The MCA program is reflected in a compact that defines responsibilities and

MCC-15-RFQ-0046, Transportation and Vertical Structures Page 12 includes measurable objectives and targets to assess progress. The compact also describes how the country will manage and implement its MCA program, including how it will ensure financial accountability, transparency, and fair and open procurement.

II. BACKGROUND

MCC has two investment modalities – Thresholds and Compacts. Earlier Threshold Programs were strictly focused on addressing (improving or fixing) specific compact eligibility criteria, and were implemented by USAID. Current Threshold Programs are implemented through contracts managed by MCC, and are focused on specific sector policy deficiencies that establish a link between the Threshold Program and future Compact programs. These programs are heavily focused on testing the host government’s commitment for policy and sector reforms. These programs are typically two to three years long and have ranged $7-$55 million, and have averaged approximately $20 million. Compacts are five year programs, and focus on both policy reforms and infrastructure investments. Compacts have ranged from $66 million to $698 million, and have averaged approximately $350 million. Compacts are implemented by the host government entities (called Millennium Challenge Accounts or MCAs). MCC provides guidance and operational policies for implementation. MCC closely monitors the program through regular reporting from the MCAs, regular communication with the MCA professional and period site inspections.

Threshold Program

The objective of the Threshold Program is to assist countries in their efforts to become Compact-eligible by supporting targeted policy and institutional reforms, thereby providing countries with an opportunity to demonstrate their commitment to the broad policy areas underlying the MCC eligibility indicators and improve the environment for economic growth and poverty reduction investments. Instead of seeking to assist a country directly in improving its performance on a specific eligibility indicator, which was the goal of first generation of Threshold Programs, the second generation of Threshold Program seeks to affect the indicators by focusing on policy and institutional impediments to economic growth and to improve the environment for sustainable economic development facilitated through a Compact. Sectors that are targeted for policy and institutional reforms are identified through constraint to economic growth studies jointly undertaken by MCC sector experts and economists in conjunction with host country experts. With the assistance of MCC and its technical and sector advisors, countries identify root causes of sectoral problems and develop a prioritized list of policy and program interventions.

Compact Development Process

The process for compact development adopted by MCC, in general terms, is outlined below.1

1 For a complete set of MCC Compact Development Guidelines, updated January 2012, refer to http://www.mcc.gov/pages/countrytools/tools/compact-development.

MCC-15-RFQ-0046, Transportation and Vertical Structures Page 13 http://www.mcc.gov/pages/countrytools/tools/compact-development

Compact Development Process

MCA Country Activities MCC Activities

Phase 1: Startup and Preliminary Analysis

• Names Compact Development

Coordinator

• Establishes Core Team responsible for developing the compact

• Conducts analyses of:

o constraints to economic growth o social and gender inequality o investment opportunity

• Commences initial public consultations

• Assists with and provides feedback on preliminary analyses

• Provides guidance on public consultations and results-focused project design principles and tools

• Provides sector assessment (if one or more sectors are identified at this time)

Phase 2: Project Definition

• Consults stakeholders on potential projects

• Provides a Project Concept Note for each potential project

• On the basis of MCC technical guidance, develops more detailed Concept Papers

• Reviews Concept Notes, provides initial technical assessment

• Conducts peer review of Concept Papers

• Provides formal approval of Project

Concept Papers, identifying suitable projects and needed studies

• Prepares pre-Compact grant funding (referred to as the 609(g) grant), if needed, for project development of approved concepts

Phase 3: Project Development and Appraisal

• Prepares detailed project proposals

• Consults stakeholders on project design and sustainability

• Disburses 609(g) funding and assist with needed feasibility studies, environmental impact assessments, resettlement plans, preliminary designs, etc. to be used by the country in detailed project proposal

• Conducts formal appraisal of developed projects

• Provides recommendation to MCC senior management for projects for preliminary approval

• Once agreed with the country, MCC notifies Congress of its intent to enter

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MCA Country Activities MCC Activities into compact negotiations after formal approval

Phase 4: Investment Committee, Compact Negotiations and Signing

• Negotiates contents of the Compact program, conditions to signing, EIF, or disbursements, etc.

• Country signs the Compact

• Prepares and provides input on Investment Memo (IM) that summarizes proposed compact program

• Presents IM to Investment Committee and responds to questions and comments

• Conduct negotiations on technical and legal content of compact

• MCC Board considers compact for approval

• If approved, MCC signs the compact

Phase 5: Pre-Entry Into Force

• Establishes the Millennium Challenge

Account Accountable Entity

• Completes Implementing Entity (host country agency or ministerial) agreements

• Completes annual budgets and implementation plans

• Completes Terms of Reference and work plans for implementation and procurement

• Pre-qualifies consultants and contractors for early procurements, as necessary

• Assists with and provides feedback on the MCA establishment processes including guidance on formation of accountable entity, staffing, budgets, Compact country internal agreements and work plans

• Reviews and approves Terms of Reference and where applicable pre-qualification documents for consultant services, construction supervision, goods and services, and works contracts

MCC-15-RFQ-0046, Transportation and Vertical Structures Page 15

Phase I: Start-up and Preliminary Assessment and Analysis

After selection by MCC’s Board as eligible for a compact, the country and MCC each form their Compact Development teams (core team and country team, respectively). The two teams work together on a Constraints Analysis in order to determine which sector(s) represent a binding constraint to economic growth.

In parallel, the teams conduct an investment opportunity assessment and social and gender assessment to fully flesh out the existing situation in the host country.

Sector Assessment and Investment Opportunity Analysis: MCC (assisted by technical advisors, as necessary) provides a background of the existing institutional and legal arrangements, as well as a survey of any sector planning and development tools available so that MCC has a full picture of the existing situation in the host country. This can be accomplished through a combination of field visits, meetings with stakeholders (e.g. USG agencies, donors, investors, and civil society) and desk reviews.

Phase II: Project Definition

Based on the constraints analysis and initial public consultations, the MCC transaction team analyzes more thoroughly specific problems and opportunities to identify possible projects for MCC funding. Once the country selects its initial pool of potential projects for MCC investment, it prepares and submits a Concept Paper for each, describing the (i) project rationale, activities, and costs; (ii) sector context and regulatory environment; (iii) existing preparatory work, including sector investment plans; (iv) expected benefits and beneficiaries; (v) environmental and social risks; (vi) mechanisms in place or contemplated to ensure sustainability; and (vii) proposed implementation arrangements.

Upon receipt of Concept Papers, the MCC country team undertakes the following steps: (i) initial assessment and draft Concept Assessment Memorandum (CAM); (ii) formal internal peer review; (iii) informal external peer review; and (iv) preparation of the final CAM, which is cleared by department management, and transmitted to government of the compact eligible country.

Initial Concept Paper Assessment: This step is conducted primarily by the MCC transaction team, and concludes with a recommendation to proceed to full project development, postpone a decision pending receipt of further information from the country or further investigation by the transaction team, or reject the project concept outright. The assessment focuses on all types of project risk, including rationale, expected impact, sustainability, safeguards, implementation risk, and level of preparation.

In conducting this initial assessment, the MCC country team is expected to be familiar with concept projects from their earlier upstream engagement with the core team. Country team findings are summarized for each project for circulation to the peer review panel. These findings, together with additional recommendations and issues provided through peer review, for the basis of the CAM, are discussed in sections below.

Internal Peer Review: The purpose of the internal peer review is to confirm the country teams’ initial concept assessment and specifically to ensure that lessons and best practices from compact implementation are considered both in the selection of projects, and the strategy for further development. The internal peer

MCC-15-RFQ-0046, Transportation and Vertical Structures Page 16 review is particularly useful in identifying implementation risks, and developing a detailed checklist of outstanding issues that need further clarification by the country core team, and studies required for project development.

External Peer Review: MCC believes collaboration with stakeholders including existing donor agencies step in addressing the concept assessment questions. Specific project concepts provide an opportunity to explore further past or ongoing experience in sectors of interest, particularly around issues of policy environment, sustainability, implementation capacity, and timeline risk.

Recommendation: On the basis of the work described above, the MCC country team prepares for departmental approval a final communication from MCC to the government. This communication, addressed to a senior government official charged with overseeing the relationship with MCC, outlines MCC’s decisions and next steps, and included as an attachment the final CAM.

Phase III: Project Development and Appraisal

Project Development: The project development phase entails completion of requisite project preparatory studies, inter alia feasibility and preliminary design studies, environmental and social assessments, and economic and beneficiary analyses. It may not be possible to complete all of the planned studies for all projects prior to submission of the overall program for Board approval and compact signing. (See Compact Implementation Process below) The objective of conducting extensive studies prior to the commitment of funds is to minimize investment risk by attaining as much certainty as possible about the scope, activities, costs, mitigation measures and implementation arrangements; this process may also reduce the time between Compact signing and when the Compact’s fixed implementation period (five years) starts.

609(g) Funding: When countries require financial assistance to undertake preparatory studies, MCC can provide limited financial support using “609(g) funds.” The recipient country can either procure Consultants using MCC Program Procurement Guidelines or MCC can launch and manage the work on their behalf.

When MCC contracts these studies directly, MCC agrees, through a memorandum of understanding (MOU) with the country, on the roles and responsibilities of each party. The objectives of the MOU are to ensure that:

• MCC counterparts are fully involved in, and own the further development of their projects by assigning counterpart experts to work with all key contractors;

• Arrangements for joint management and supervision of studies have been agreed with the country to promote country ownership of results, while retaining MCC’s rights as contract manager.

• 609(g) financed consultants receive the support they need from the country core team and all relevant government agencies to maximize their productivity and the quality of their work. Support includes counterpart experts, logistics (meeting arrangements, when needed), office space, data, and access to project sites and stakeholders.

• MCC and the country core team consider and assess the contractors’ work product together.

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Project Appraisal: Based on the draft or final reports of project development studies, the country team assesses the viability of the proposed projects. The country team may choose to verify independently the quality of technical assessments financed and managed by the country, using MCC contractors. At this stage MCC and the country core team may need to agree to adjustments in project scope and approach, or make design modifications, to enhance impact, quality, implementability, and/or reduce costs. Where detailed assessments identify fatal flaws that cannot be mitigated through such modifications, the country team will recommend to department management to remove the proposed project from further consideration.

Phase IV: Investment Committee, Compact Negotiation and Signing

On the basis of study findings, technical negotiations and agreed implementation arrangements, the country team prepares an Investment Memo (IM) summarizing the scope, timeline, costs, organizational structure and any requisite conditions precedent (CPs). During this phase, MCC and the country conduct negotiations on the legal documents that codify the technical content and administrative and implementation arrangements of the Compact. The IM is submitted to MCC’s Investment Committee (IC) for consideration and, if approved, the text of the Compact legal document are then negotiated. Thereafter, the compact is submitted to the MCC Board of Directors for approval and MCC and the country sign the approved compact.

Phase V: Pre-Entry Into Force (EIF)

Upon signature of the compact by the host country and MCC, there are certain conditions that need to be satisfied before the compact Enters into Force (EIF) and the fixed term (five year) implementation timeline begins. This phase of compact development essentially serves as the transition between compact development and compact implementation. Activities include developing position descriptions and a functional organogram for the MCA, drafting terms of reference for studies and other foundational work that will draw on funding available before EIF (known as CIF funding), procuring and managing CIF-funded contracts, updating project management tools (schedules, scoping documents, budgets, resource and quality assurance plans), developing detailed Implementing Entity Agreements (IEAs) and on-boarding MCA staff.

Compact Implementation

Each compact country sets up an Accountable Entity (usually in the form of ‘MCAs’ or other ‘Development Authorities’) that is responsible for implementation of the compact. Often, the MCA develops agreement with other entities called Implementing Entities (IEs) that will be responsible for day to day implementation, execution and eventual asset ownership and maintenance of some portion of the compact program. MCC is responsible for the oversight of the successful implementation of the compact. This oversight includes the periodic review and approval of project schedules, budgets, human resource plans, procurement plans, and contract documentation, any other documents submitted by the MCA

As noted previously, it may not be possible to complete all of the studies required for successful construction of infrastructure during the compact development period. If such studies are not complete both MCC and MCA are responsible for ensuring that all studies necessary for the successful and safe implementation of the program are completed before MCC disburses funds. If the studies discover higher risks, costs, environmental

MCC-15-RFQ-0046, Transportation and Vertical Structures Page 18 health and safety issues than were previously anticipated projects may need to be re-designed or re-scoped to meet MCC standards and time frames.

After the completion of the implementation period (five years after EIF), MCA has a limited period of time (approximately four months and known as the closeout period) to complete compact closeout-related activities. These activities are limited to approving and paying invoices for work that was completed prior to end of the five years, closing out contracts, disposing and transferring compact assets, managing defect notification periods for goods/services/works delivered prior to the Compact End Date (CED), and other activities as deemed appropriate in the approved Closeout Plan. MCC and its consultants provide a limited engagement after the CED, including oversight of closeout plan implementation and approved monitoring and evaluation activities.

III. Scope

MCC requires multiple BPAs (no more than 4) for infrastructure consulting services in the areas of transportation and vertical structures. These BPAs will allow MCC to award individual Call Orders for a wide range of technical assistance tasks to support MCC’s program objectives during the Threshold, Compact Development and Implementation process.

IV. Services

Infrastructure Consulting Services are required for tasks related to assisting MCC in the oversight of development and implementation of MCC’s Threshold and Compact programs, and tasks in support of MCC’s global practice groups for Transportation and Vertical Structures. MCC has an existing Indefinite Delivery Indefinite Quantity (IDIQ) contracting vehicle for the provision of services in Environmental and Social Performance (ESP). However, selected tasks in ESP that are directly linked to an infrastructure project, as specified in Section V, may be required under call orders. Firms that perform services for MCC during Threshold programs, Compact development or implementation are prohibited from contracting for the host government MCA on the subsequent projects.

The services required under this scope do not include Architect-Engineer services as defined in the Brooks Act and do not include certification of designs or construction services as defined in the Federal Acquisition Regulations Part 36 and Part 2. Some terminology used, such as professional engineer and design review, have multiple meanings in the engineering profession. Under no circumstances should those terms be interpreted to include performance of Brooks Act services Section 1102 of 40 U.S.C. Chapter 11.

V. Tasks

A. Development of Threshold and Compact Programs - Tasks

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Threshold Programs: During the development of Threshold Programs, MCC requires advisory support services in performing sector and institutional analyses of concerned sector(s). Such analyses cover an assessment of the relevance and adequacy of existing sector policies, applicable laws and regulations, and evaluate roles, responsibilities and capabilities of various sector institutions. The sector and institutional assessments help inform or expand upon problem tree and root cause analyses, thereby identifying gaps and problems within the sectors and institutions. This will lead to a tailored set of interventions in the form of technical assistance activities and condition precedents that will test the governments’ commitment for policy and institutional reforms.

Compact Programs: MCC typically requires a team of consultants to review feasibility and other technical studies with the broad objective of providing recommendations to MCC on the quality, adequacy and accuracy of the technical assessments, including cost estimates (for the purposes of approving investment projects by MCC), and acceptability (go/no-go decisions, based on identification of “fatal flaws”). Specifically, technical experts shall review and advise on:

a. Project selection, whether there could be a viable project within a sector that is proposed as a concept to MCC. Specifically the Contractor may be asked to undertake an overall sector analysis, inclusive of primary data collection, to ascertain the constraints in the sector and the possible mitigants to those constraints and to ascertain if there are any legal, policy, or institutional/regulatory issues that would prevent MCC from working successfully in the sector.

Additionally, the Contractor could be asked to conduct or review an analysis to see whether potential projects address root cause problems identified in the constraints analysis and subsequent root cause and problem tree evaluations.

b. Project justification, whether the project is placed within a national development context (or sector strategy or investment master plan) and is deemed a priority, whether the proposed project is a good “value for money” (against other alternatives), and whether the project has a high potential to promote poverty reduction through economic growth. Specific tasks could include but not limited to:

o Advising MCC on the state of the sector through review of master plans and other sector studies, and through an analysis of other ongoing/planned investment in the sector;

o Advise MCC whether the proposed concept or project addresses sector priorities.

c. Project description with sufficient detail regarding exact project site, the geographic areas to be served, preliminary identification of targeted beneficiaries, intended outcomes, products or services to be delivered, and methods of delivery. Specific tasks could include but not be limited to assisting MCC in o Identifying any potential fatal flaws o Identifying any critical analyses needed to give an adequate project description;

o Providing an early environmental and social screening to identify potential environmental and social risks and opportunities, and to ascertain what types of assessments or analyses will be required;

o Providing an early assessment of potential land acquisition or involuntary resettlement requirements, including physical and/or economic displacement; Drafting Terms of Reference for various studies; and o Undertaking additional technical analyses as requested.

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d. Existing Feasibility Study/Technical Report Review, technical review to assess the quality of the study, identify gaps and further studies (for the purpose of an investment decision). Specific tasks could include but not be limited to assisting MCC in o Assessing the feasibility of the proposed project;

o Reviewing and making recommendations with regards to appropriate design standards;

o Reviewing cost estimates;

o Updating/revising the cost estimates, as necessary;

o Assessing the constructability within the compact term; and o Assessing the risks to the proposed concept/project, including procurement risks and environmental and social risks and assess the potential impacts on timeline and budget.

e. Preliminary economic and financial analysis, with an indication of economic and financial impact.

Specific tasks could include but not be limited to assisting MCC in o Identifying potential project beneficiaries/benefit streams;

o Calculating the estimated Economic Rate of Return (ERR) using a methodology that is acceptable to MCC and is in accordance with MCC’s economic analysis policies and principles;

and o As appropriate, developing a financial model (income statement, balance sheet, and cashflow statement) and conducting a financial analysis of the owner or operator of the assets, or the project to be funded by MCC.

f. Institutional Assessment, assessment of the performance of the owner, operator, and regulator of the assets, specifically with an eye for ongoing operations and maintenance of the proposed assets.

Specific tasks could include but not be limited to assisting MCC in o Undertaking a policy and institutional assessment of the sector based on a political economy analysis of the sector;

o Developing a framework for and assess cost of service, as appropriate;

o Proposing improvements in maintenance planning, operations and resources;

o Developing a program to improve maintenance practices and capabilities;

o Based on these improvements, as well as the additional cost of operations and maintenance based on short and medium term capital expenditure program, estimating an annual budget requirement for a 10 year period; and o Reviewing current tariffs and tariff structure, and propose revisions to achieve full or meaningful cost recovery;

B. Implementation of Thresholds and Compacts - Tasks

Threshold Programs: Threshold Programs are managed either directly by MCC or through MCC-contracted service providers, e.g. other U.S. government agencies or international development agencies. MCC is responsible for the Threshold Program implementation including program design, review, approval, monitoring and auditing of all related activities. Since MCC or MCC-hired service providers will be responsible for implementing the program, the Contractor shall advise MCC by conducting periodic in-country and desk reviews to provide assurance to MCC that the program deliverables and implementation are on track and as per MCC policies and best practices. Such reviews would address, among other things, commentary on the following:

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1. Implementation of program activities and Technical Assistance;

2. Quality and content of program activities and TA;

3. Compliance with condition precedents and government commitments; and

4. Risks associated with performance, implementation, or results.

Compact Programs: MCC places significant priority on country ownership, and to this end, compact implementation is the responsibility of the recipient governments. However, MCC retains and frequently exercises the right to review, approve, monitor, and audit any activity under the Compact. Through the MCC model of aid delivery, funds are made available to the recipient country based on meeting clearly defined conditions precedent to disbursement (CPs) and project progress. Thus, MCC acts in an oversight and advisory capacity to MCA units and the MCA that administer and manage their respective compacts through a variety of subcontracts and implementing entity agreements (IEAs).Once the compact has been signed between the eligible country and MCC and projects have become operational, the Contractor shall be requested to assist MCC in conducting oversight of project implementation and performance. The Contractor shall assist in monitoring engineering, environmental, and social components of project implementation to ensure completion of projects in accordance with the objectives, specifications, applicable MCC policy requirements, and CPs of the compact. The Contractor shall advise MCC by conducting periodic in-country and desk reviews to provide assurance that funding should be continued and that projects are on track to meet agreed-upon specifications, schedules, milestones, and budgets related. Additionally, the Contractor shall assist in identifying potential unforeseen impacts of implementation and provide recommendations for resolution.

Such reviews would address, among other things, commentary on the following:

1. Project designs, Resettlement Action Plans and Livelihood Restoration Plans, Environmental and Social Impact Assessments and Management Plans, Health and Safety Management Plans, tender documents, procurement reports, draft contracts, and selected MCA Contractor deliverables;

2. Project progress and performance reports of the construction contractors, supervision engineer, MCA and other consultants

3. Updated estimation of completion costs and timing

4. MCA procurement plans, project workplans, and disbursement…