MCC-17-RFQ-0087.pdf

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20170317

MCC-17-RFQ-0087 06-09-2017

Nataliya Holl, Contr. Repr. MCC 06-28-2017

Millennium Challenge Corporation

Contracts and Grants Management Division

1099 Fourteenth Street NW

Suite 700

Washington DC 20005

X

N/A

CGM

1099 Fourteenth Street NW, Suite 700

Contracts and Grants Management Division

1099 Fourteenth Street NW

Suite 700

TO All Quoters

Interior Business Center

Interior Business Center

M/S D-2773

7301 West Mansfield Avenue

Lakewood CO 80235-2230

See CONTINUATION Page

LEVERAGE STRATEGIC PARTNERSHIPS IN MCC'S PROGRAM DESIGN,

IMPLEMENTATION, AND CLOSEOUT SERVICES

This is T&M RFQ for the

Office of Strategic Partnerships (OSP)at MCC

See CONTINUATION Page

Taylor Wolf

MCC-17-RFQ-0087

Table of Contents

SECTION B - SUPPLIES OR SERVICES AND PRICE/COSTS

B.1 PURPOSE

B.2 CONTRACT TYPE

B.3 SCHEDULE OF SERVICES AND PAYMENT SCHEDULE

B.4 ADDITIONAL LABOR CATEGORIES AND COUNTRIES (for T&M only)

SECTION C - DESCRIPTION/SPECIFICATIONS/STATEMENT OF WORK

C.1 INTRODUCTION

C.2. BACKGROUND and CONTEXT

C.3 SCOPE OF WORK and TASKS

Task 1: Project Management

Task 2: Partnership Strategy and Communications

Task 3 – Partnership Infrastructure

Task 4: Partnership Contacts and Forecast Management (Option one - 3-month phase)

Task 5: Partner Engagement and Outreach Support (Option two - 6-month phase)

C.4 REQUIRED RESOURCES

C.5 PERSONNEL SKILLS REQUIREMENTS

C.6 CONFLICT OF INTEREST

SECTION D - PACKAGING AND MARKING

SECTION E - INSPECTION AND ACCEPTANCE

E.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

E.1 GENERAL INSPECTION AND ACCEPTANCE

E.2 DELIVERABLES ACCEPTANCE CRITERIA

SECTION F - DELIVERIES OR PERFORMANCE

F.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

F.2 PERIOD OF PERFORMANCE AND LEVEL OF EFFORT

F.3 TRAVEL REQUIREMENTS

F.4 PLACE OF PERFORMANCE

F.5 DELIVERABLES

SUMMARY of DELIVERABLES AND ESTIMATED SCHEDULE

F.6 MCC TECHNICAL DIRECTION

F.7 AUTHORIZED WORK DAY / WEEK

F.8 LANGUAGE REQUIREMENTS

SECTION G - CONTRACT ADMINISTRATION DATA

G.1 MCC 52.201-70 CONTRACTING OFFICER’S REPRESENTATIVE (COR) AND/OR PROJECT MONITOR (PM) (JULY

2012)

G.2 MCC 52.232-70 INVOICE INSTRUCTIONS (MAY 2013)

G.3 ACCEPTANCE AND APPROVAL

SECTION H - SPECIAL CONTRACT REQUIREMENTS

H.1 KEY PERSONNEL

H.2 MCC 52.203-70 CONTRACTOR NON-DISCLOSURE AGREEMENT (JULY 2012)

H.3 MCC 52.232-73 TRAVEL REIMBURSEMENT (MAY 2013)

H.4 CONFIDENTIALITY AND OWNERSHIP OF INTELLECTUAL PROPERTY

H.5 CONTRACTOR’S STAFF SUPPORT, AND ADMINISTRATIVE AND LOGISTICS ARRANGEMENTS

H.6 MCC 52.209-70 ORGANIZATIONAL CONFLICTS OF INTEREST: PRECLUSION FROM IMPLEMENTATION

CONTRACT (JULY 2012)

H.7 MCC 52.242-70 CONTRACTOR PERFORMANCE ASSESSMENT RATING SYSTEM (CPARs) REGISTRATION (AUG

2011)

H.8 MCC 52.232-72 LIMITATION OF FUNDS – INCREMENTALLY FUNDED CONTRACTS (NOV 2006)

H.9 MCC 52.232-74 ODC REIMBURSEMENT (JAN 2007)

PART II - CONTRACT CLAUSES

SECTION I - CONTRACT CLAUSES

I.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

I.2 52.212-5 CONTRACT TERMS AND CONDITIONS REQUIRED TO IMPLEMENT STATUTES OR EXECUTIVE

ORDERS—COMMERCIAL ITEMS (JUL 2014)

I.3 52.227-23 RIGHTS TO PROPOSAL DATA (TECHNICAL) (JUN 1987)

I.4 FAR 52.217-8 OPTION TO EXTEND SERVICES (NOV 1999)

I.5 FAR 52.217-9 OPTION TO EXTEND THE TERM OF THE CONTRACT (MAR 2000)

PART III - LIST OF DOCUMENTS, EXHIBITS AND OTHER ATTACHMENTS

SECTION J - LIST OF ATTACHMENTS

J.1 ATTACHMENT 1: SAMPLE PRICE TEMPLATE

J.2 ATTACHMENT 2 – ATTACHMENT TO MCC 52.232-73 - TRAVEL REIMBURSEMENT

PART IV - REPRESENTATIONS AND INSTRUCTIONS

SECTION K - REPRESENTATIONS, CERTIFICATIONS AND OTHER STATEMENTS OF QUOTERS

SECTION L - INSTRUCTIONS, CONDITIONS, AND NOTICES TO OFFERORS

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

L.2 RFQ FORMAT

L.3 ELECTRONIC COPY SUBMISSION

L.4 QUOTE PREPARATION & INSTRUCTIONS

L.4.1 GENERAL INSTRUCTIONS

L.4.2 VOLUME I – TECHNICAL CAPABILITY

L.4.3 VOLUME II - PAST PERFORMANCE (MAX 5 PAGES)

L.4.4 VOLUME III – BUSINESS QUOTE

(a) Part 1 - Standard Form (SF) 33

(b) Part 2 - Proposed Prices

L.5 QUOTE SUBMISSION INSTRUCTIONS

L.6 52.233-2 SERVICE OF PROTEST (SEP 2006)

L.7 NEGOTIATIONS/DISCUSSIONS

L.8 EXCLUSION OF QUOTES AND COMMUNICATIONS

SECTION M - EVALUATION FACTORS FOR AWARD

M.1 GENERAL INFORMATION

M.2 EVALUATION CRITERIA

M.3 EVALUATION METHODOLOGY

SECTION B - SUPPLIES OR SERVICES AND PRICE/COSTS

B.1 PURPOSE

The purpose of this award is to carry out Leverage Strategic Partnerships in MCC's Program Design, Implementation, and

Closeout Services.

B.2 CONTRACT TYPE

This is a hybrid contract - firm-fixed price (FFP) for CLIN 0001 and time and materials (T&M) for CLINs 1001 and 2001.

For the consideration set forth in the contract, the Contractor shall provide the deliverables described in Section C and comply with all contract’s requirements.

B.3 SCHEDULE OF SERVICES AND PAYMENT SCHEDULE

The Total Ceiling Price of this contract is $ TBD.

The maximum dollar value awarded to the contractor cannot exceed the Ceiling Price.

ITEM INFORMATION

ITEM

NUMBE

R

DESCRIPTION OF

SUPPLIES/SERVIC

ES

QUANTIT

Y

UNI

T UNIT PRICE TOTAL PRICE

PAYMENT AMOUNT

FIRM FIXED PRICE

0001 Leverage strategic partnerships in

MCC's program design, implementation, and closeout, Tasks 1-3

Contract Period:

Base 9 months

POP Begin:

POP End:

LOT TBD $TBD

TIME AND MATERIAL

1001 Leverage strategic partnerships in

MCC's program design, implementation, and closeout, Task

Contract Period:

Option 1, 3 months

NTE TBD Payment according to

Section G Invoice

Instructions

1001AA Labor Hours

Contract Period:

Option 1

1.00 HR See Direct

Labor Rates &

Categories in

Section C

TBD

1001AB ODC

Contract Period:

Option 1

1.00 LO

TBD

2001 Leverage strategic partnerships in

MCC's program design, implementation, and closeout, Task

Contract Period:

Option 2, 6 months

NTE

TBD Payment according to

Section G Invoice

Instructions

2001A Labor Hours

Contract Period:

Option 2

1.00 HR See Direct

Labor Rates &

Categories in

Section C

TBD

2001B ODC

Contract Period:

Option 2

1.00 LO

NTE

SUBTOTAL

TBD

GRAND

TOTAL

AMOUNT

The Contractor shall furnish all personnel, facilities, equipment, supplies, transportation, and other services required to provide services to the MCC in accordance with Section C, Statement of Work, and the terms and conditions contained herein. The Total Contract Price includes labor and other direct costs to perform all required services.

For CLINs 1001 through 2001 (Time and Materials) only:

LABOR RATES

CLINs Labor Category Option Period 1

Labor Rates

Option Period 2

Labor Rates

Senior consultant

Analyst

Systems specialist

TBD N/A

Partnership consultant

Trainer

Analyst

N/A TBD

TOTAL LABOR HOURS

CLINs Labor Category Labor Hours

Senior consultant

Analyst

Systems specialist

TBD

Partnership consultant

Trainer

Analyst

TBD

B.4 ADDITIONAL LABOR CATEGORIES AND COUNTRIES (for T&M only)

During the performance of this contract, it may become desirable to add new labor categories to Section B. In such cases, the Government or the Contractor may identify additional labor categories and the Contractor may propose additional labor categories and rates.

In addition, during the performance of this contract, it may became necessary to add other MCC Compact-Eligible countries.

SECTION C - DESCRIPTION/SPECIFICATIONS/STATEMENT OF WORK

LEVERAGE STRATEGIC PARTNERSHIPS IN MCC'S PROGRAM DESIGN, IMPLEMENTATION, AND

CLOSEOUT SERVICES

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 (five-year) grants (“compacts”) for a defined set of projects aimed at reducing poverty through economic growth.

Country ownership of compacts is a core part of MCC’s model and influences a great deal of MCC’s work. MCC supports this through assembly of a local team of professionals for each compact, typically called a “Millennium

Challenge Account” or “MCA”, charged with compact implementation and overseen locally by a Board of

Directors. Due to the compact’s five-year term limit, the MCA is a project-management entity whose existence may span six or more years in total. Over ten years of experience developing and implementing compacts at MCC has shown that the performance of MCA staff has a significant impact on the efficiency, effectiveness, quality of compact implementation, and ultimately on the results that compacts may achieve.

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. In addition, MCC compact projects need to be implemented within a compact period of five years. Compacts are implemented by accountable entities, or Millennium Challenge Accounts (MCAs), set up for this purpose in MCC partner countries.

Further details on MCC and its model may be viewed at http://www.mcc.gov.

C.2. BACKGROUND and CONTEXT

MCC’s Office of Strategic Partnerships (OSP)

The development landscape has changed significantly since MCC was founded more than ten years ago. Private flows to developing countries now far outpace official development assistance, and new technologies and financial tools have created exciting opportunities for innovation that enhance results. By partnering with other entities in the public, private, and civil sectors, MCC and our country counterparts can better respond to this changing landscape and increase the scale, impact, and sustainability of compact investments.

In 2016, MCC established an Office of Strategic Partnerships (OSP) with the mandate to develop a vision and strategy for partnerships, to establish partnership “infrastructure” for MCC and to support country counterparts in developing the same, and to lead strategic partnerships aligned with MCC’s goals. Building on MCC’s strong track record in leveraging more than $6 billion in partner commitments to complement our $11 billion portfolio since 2004 led by

MCC’s Finance, Investment and Trade team, the ambition is to more fully utilize agency partnerships to increase the scale, impact, and sustainability of our operations and our investments. OSP has a mandate to:

Develop a vision and strategy for the Agency around partnerships;

Make it easier for MCC staff to develop the right partnerships by providing partnership infrastructure: a policy on partnerships, workflow process, guidance, samples and best practice; and http://www.mcc.gov/

Provide leadership on corporate partnership priorities.

To accomplish its mandate, OSP works closely with other teams in the agency, and by extension, MCC country counterparts, to develop the vision, tools, and relationships necessary for MCC and country teams to more effectively leverage strategic partnerships in MCC’s programs. The following illustration shows the vision for how OSP will help integrate and coordinate across various MCC teams, and the distinct roles teams such as MCC’s Office of the

Chief Executive Officer (OCEO), Department of Compact Operations (DCO) and Department of Policy and

Evaluation (DPE), Department of Administration and Finance (A&F), Department of Congressional and Public

Affairs (CPA), Finance, Investment and Trade (FIT), Country Teams (CT), Practice Groups (PG), Office of the

General Counsel (OGC), and Monitoring and Evaluation (M&E) play in engaging external partners as well as MCC’s country counterparts in partnership activity.

OSP has already started to identify and execute on the strategic partnership priority areas, develop a comprehensive agency inventory of existing and emergent MCC partnerships, conduct partnership opportunity and needs assessments with MCC country and sector teams, and create a foundational policy, tools, and guidelines to support the partnering infrastructure. The goal of this contract is to bring a team of highly-skilled partnership experts to assist MCC and country counterparts in the next phase of strategic partnership planning and execution.

MCC’s Definition of Partnerships

MCC’s working definition of partnerships is a voluntary and collaborative relationship between MCC and/or country counterparts, and one or more other entities – public, private, or civil - in which the participants work together to achieve a common purpose, undertake a specific task, and share risks, responsibilities, resources, competencies and benefits. The participants mutually determine the goals, structure, governance, roles and responsibilities of their collaboration. Though a partnership may encompass binding legal agreements, it does not necessarily involve legally binding arrangements.

As part of MCC’s compact and threshold programs, there are also investments in Public-Private Partnerships (PPPs).

At MCC, PPPs are long-term contracts between a private party and a government entity, for providing a public asset or service, in which the private party bears significant risk and management responsibility, and remuneration is linked to performance. Advisory services related to this specific form of partnership is not within the scope of this contract opportunity but is part of the larger MCC portfolio of partnerships.

Finally, MCC defines a “strategic partnership” as a partnership with goals aligned to MCC’s strategic priorities as outlined in its corporate strategy and annual corporate goals. Strategic partners are (1) partners that can impact or benefit MCC’s work in multiple countries or sectors; and (2) an organization that MCC maintains an active and ongoing dialogue with about potential opportunities beyond the life of a single compact or threshold program.

MCC Partnership Typology

MCC currently supports five main types of partnerships. Each type include subtypes of partnerships. These categories are utilized to catalogue partnerships and learning as well as to delineate the necessary procedures, metrics, and team leadership within MCC.

Partnership Type 1: Global Collaboration Partners and Platforms

Collaboration partnerships provide MCC the ability to leverage the work, networks, and resources of other institutions, as well as an opportunity to identify and assess potential partners and link MCC work to broader initiatives, and provide MCC with an opportunity for collaboration, joint outreach and/or co-creation with institutions with a shared interest. These include, but are not limited to partnership initiatives where MCC serves as an advisor or technical member, content and advocacy partnerships, co-hosted events. Generally, little financial commitment is involved other than personnel time, minor cost-sharing, contributions, or fee payments.

Partnership Type 2: Country-Level Activities (Compact/Threshold-Level Partnerships)

As partnerships are also a tool to achieve results and leverage as part of investments with MCC Country Partners, partnership programs are now part of most every compact and are considered as part of threshold program investments. The two defining characteristics for this type of partnership is that the program or project is written into the MCC investment as the determined way for the program to achieve its benefits. Partnership impact is achieved at local level and measured as part of compact/threshold investment. Additionally, the parties to the partnership are

MCAs or the MCC Partner Country and third party entities. MCC is not a party to these partnerships though program funding may be utilized to support the partnership. The two main modalities that are currently used in MCC investments are matching grant or innovation and challenge facilities and public-private partnerships (PPPs) as defined above.

Partnership Type 3: Co-investment

Co-investments are defined by arrangements where MCC, either directly or through an MCC Partner Country, funding or financing is placed into the same program as a partner. This is usually done through a shared investment vehicle (trust, investment fund, contract, etc.). This arrangement will be utilized most often to scale programs but could also be utilized to fill financing gaps.

Partnership Type 4: Catalytic Investment

Catalytic investment partnerships are characterized as complementary or parallel investments to an MCC-supported program. Partners may fund a project in the same or a complementary sector to MCC but does not utilize the same investment vehicle. Catalytic partnerships may be done sequentially or in tandem with the MCC-supported program.

Partnership Type 5: Implementation Partnerships

In specific circumstances, other institutions may identify and select MCC or country partners for research, learning, implementation, or other purposes. In each case, MCC or country partners would receive or dedicate resources in furtherance of said partnership. Under MCC’s authorizations, funding may be received from other United States

Government institutions as well as by gift.

MCC Partnership Priority Areas for FY17

In October 2016, MCC senior management endorsed two key priorities for strategic partnerships:

1) MCC Investment Sustainability and Scale: Proactively seek partnerships to increase investment sustainability across compacts and threshold program lifecycle and scale up MCC activities post-compact; and

2) MCC Analyses as Catalytic Investment Tools: Capitalize on the analytical tools utilized by MCC and country counterparts for investment development. MCC and country counterparts have public assets such as country scorecards, constraints to economic growth analyses, sector master plans, market analyses, scoping and project pipeline development, and investment vehicles that can and should also be capitalized as tools for attracting collaboration and catalytic investment.

OSP and MCC Senior Management may identify new or additional strategic partnership priorities in FY18.

C.3 SCOPE OF WORK and TASKS

OBJECTIVE

MCC seeks the assistance of an experienced, external consulting firm to support the Office of Strategic Partnerships

(OSP) in determining how MCC and country partners could more effectively leverage strategic partnerships in program design, implementation, and closeout; and in building the infrastructure needed for MCC and country partner teams to more effectively identify partnership needs and initiate, implement, manage, and measure partnerships as a core component of compact and threshold programming. MCC expects the recommendations and deliverables from the firm to help clarify where MCC can best leverage strategic partnerships to improve the impact, scale, and sustainability of MCC investments; to help MCC and partner country staff more effectively engage in partnerships; and to help demonstrate the value of partnerships as a core component of MCC’s approach to achieving its mission.

SCOPE SUMMARY

The Contractor shall assist MCC and its partner countries in strategy development; capacity building; development and promotion of knowledge products; early-stage scoping, landscaping, and assessments related to partnership and program design; and providing advice and assistance to help MCC and its partner countries engage in the mobilization, management, measurement, and closeout of strategic partnerships. The Contractor will be required to assist in the development of partnership methodologies and resources throughout the compact development, implementation, and closeout lifecycle; and support the identification of ways partnerships can help MCC and country counterparts accelerate the compact development process, gain access to new data and expertise, raise the profile and awareness of investments, secure co-investments for programming, and engage external partners in the co-creation of programs.

TASKS

Task 1: Project Management

Within ten (10) business days after the award of contract, the Contractor will make itself available for a kick-off meeting at MCC’s office in Washington, DC. The Contractor will be represented in person by its proposed Project Manager, as well as other team members, as may be relevant. MCC will be represented by the Contracting Officer, Contracting

Officer’s Representative (COR) and the Senior Director and Directors, Office of Strategic Partnerships. The Contractor will use the kick-off meeting to ensure a full and complete understanding of the contract requirements, including the timeline and deliverables, the membership of the core project team, key project stakeholders, and the process for review, approvals, and acceptance of deliverables.

Within five (5) business days after the kick-off meeting, the Contractor will deliver a detailed work plan for the base period scope of work, specifying the date of each deliverable. The work plan may be changed from time to time throughout the assignment, but each revision must be approved by the COR. The Contractor will conduct a bi-weekly status meeting with the Office of Strategic Partnerships to review progress against work plan and to review risks.

Task 2: Partnership Strategy and Communications

This Task is divided into five sub-tasks:

(2.1) Capability and Readiness Assessment – MCC seeks to assess MCC and county counterpart institutional maturity and readiness to leverage strategic partnership as a core means to achieving its mission. This would include diagnosing strategic partnership maturity and readiness across dimensions such as leadership, strategy, systems, processes, human resources, funding, and culture; and providing as-is and to-be recommendations plus a roadmap for actions the organization should pursue to further strengthening its ability to identify, cultivate, manage, promote, and measure strategic partnerships. MCC also seeks to better understand how current and prospective partners perceive MCC’s current approach to communicating opportunities about, mobilizing, and managing partnerships in compact design, implementation, and closeout. MCC may ask the Contractor to survey and/or interview current and prospective strategic partners (e.g., businesses, private and corporate foundations, non-governmental organizations, universities, U.S.

government agencies, multilateral and bilateral donors, think tanks, trade associations, impact investors, faith-based organizations, etc.) to assess external perspectives about MCC and country counterpart’s current ability and potential to more effectively partner.

(2.2) Partnership Strategy – MCC seeks to develop a partnership strategy that articulates how MCC and country counterparts might pursue strategic partnerships as a core means for increasing the impact, scale, replicability, and sustainability of investments; the potential to leverage strategic partnerships as both within and as a complement to compact and threshold programming; unique differentiators in the partnerships space; roles and responsibilities related to strategic partnerships; and programming and agency needs that could be addressed via partnerships (i.e., “top-down” and

“bottom-up” matrix of partnership needs). The Partnerships Strategy should align to and advance MCC’s NEXT Strategy

(see: https://www.mcc.gov/resources/pub/next). Of critical importance, MCC seeks to ensure that strategic partnerships are demand-driven by MCC country and sector teams and provide operational benefit to MCC’s work. In addition to being demand-driven, MCC would also like strategic partnerships to help drive innovation, creativity, and access to new data sets and networks in the compact development lifecycle. The Contractor shall assist the Office of Strategic

Partnerships in the development, syndication, and implementation of a Partnership Strategy. The Partnership Strategy shall help build the case for strategic partnerships by articulating the costs and benefits associated with strategic partnership pursuits, and highlight case studies for how other U.S. federal agencies have increased the impact of their operations through partnership.

(2.3) Partnership Lifecycle Methodology and Typology – MCC seeks to identify opportunities in its compact and threshold development process to more effectively leverage partnerships, including informal arrangements and those codified in more formal contractual arrangements, to achieve program goals. Each year, MCC’s Board of Directors selects, from among the countries that are eligible to receive MCC assistance, those countries with respect to which the

United States will seek to enter into a Millennium Challenge Compact. Recognizing that development is achieved by a country's own efforts, policies, and people, MCC invites selected countries to identify their own priorities for achieving sustainable economic growth and poverty reduction. MCC grants complement other U.S. and international development programs that not only help poor countries rise out of poverty but also create a more secure and prosperous home front.

There are two primary types of MCC grants:

Compacts—large, five-year grants for selected countries that meet MCC’s eligibility criteria

Threshold Programs—smaller grants 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

The MCC Compact Development, Implementation, and Closeout processes each have a defined set of phases that include key entry/exit criteria and decision points. The guidance reflects MCC’s strong interest in transparency, country ownership, data-based decision-making, and results measurement. The Compact Development stage, for example, has five distinct phases, as follows:

Preliminary Analysis. In this phase, the partner country undertakes broad consultations with stakeholders and conducts an analysis of the constraints to economic growth in that 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 and presents it to the Investment Management Committee

(“IMC”), which may offer recommendations or guidance on the direction of the program.

Problem Diagnosis. In this phase, the partner country conducts an analysis of the root causes that underlie the binding constraints and more clearly defines a specific problem it hopes to use the compact program with MCC to address. At the end of this phase, the partner country submits one or more Concept Notes to identify the core problems around which potential investments 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 the IMC.

Project Definition. In this phase, the partner country identifies specific investment ideas, defines them into projects and activities, and builds an economic logic for the proposed compact program. At the end of this phase, the partner country submits on or more Project Proposals that specify investment projects and activities. MCC assesses the https://www.mcc.gov/resources/pub/next proposed projects and activities in a Project Proposal Assessment Memo and presents it to the IMC, with helps finalize decisions about special areas of focus under the “Optional” investment criteria.

Project Development. In this phase, MCC often provides a substantial grant of pre-compact funding to help the partner country undertake public procurements to secure technical consultants and then conducts full feasibility studies, assesses environmental and other impacts, establishes identifies beneficiaries from the projects and calculates the expected economic impact from the projects. At the end of the phase, MCC conducts due diligence on the results of these studies and drafts an Investment Memorandum to the IMC, detailing the proposed compact program and discusses the manner in which the proposed program accomplishes the agreed program goals while also satisfying

MCC’s investment criteria.

Negotiation. In this phase, MCC and the partner country negotiate the legal terms of the compact program and finalize the compact agreement. The compact agreement is then reviewed and approved by both the government of the partner country and MCC, and then signed.

The Contractor shall support OSP in defining Partnership Lifecycle processes that complement and align with MCC’s existing Compact Development, Implementation, and Closeout methodology. The Partnership Lifecycle should identify discreet moments in compact and threshold development where MCC country program objectives might optimally be realized through partnership approaches; and provide process maps, best practices, and quick reference guides for integrating partnership activities into the compact lifecycle. The Contractor shall also support OSP in defining methods for MCC and country counterparts to leverage partnerships in support of corporate-level objectives (e.g., awareness raising), sectoral goals (e.g., access new data sets from external partners related to land reform or innovations in water and sanitation), or goals that benefit multiple compact and threshold countries. As part of this effort, the Contractor shall also support the refinement and implementation of MCC’s Partnership Typology to provide more detailed models and frameworks for MCC partnership, including alignment to contract and procurement mechanisms and policy. MCC’s current Partnership Typology is outlined in Section 1 of this document. Additional information about MCC’s Compact

Development and Implementation methodology can be found online at: https://www.mcc.gov/resources/pub/guidance-compact-development-guidance

(2.4) Strategic Partnership Measurement and Reporting Framework – MCC seeks to monitor and evaluate the impact of strategic partnerships on program impact, profile, and ability to drive innovation. MCC seeks to gather data and detail related to strategic partnership pursuits in order to articulate the impact and value of partnerships, including but not limited to financial leverage; to understand how and why MCC and country counterpart teams are leveraging partnerships;

to harness lessons learned from partnerships for case studies and refinement to partnership approaches; and for ongoing reporting of partnership activities. The Contractor shall support OSP in developing and implementing key performance and impact metrics for partnership, developing and implementing partnership monitoring and evaluation processes, collecting and analyzing reporting data through partnerships, and developing a partnership forecast and reporting scorecard.

(2.5) Strategic Partnership Communications Strategy – MCC seeks to develop communications strategies to raise leadership, staff, and country counterpart awareness and understanding of about leading-edge developments in cross-sector partnerships, and to help inspire MCC and country counterpart teams about the potential of partnerships to increase program scale, innovation, impact, and sustainability. MCC also seeks to develop and refine an external communications strategy, to be developed in collaboration with MCC’s Corporate and Public Affairs team, which identifies key audiences, approaches, messages, and collateral for promoting country and sector partnership opportunities and interests. This communications strategy could include the creation or refinement of “pitches” and messaging materials, marketing and communications collateral, web content, presentations, and fact sheets. Though the design of these materials is in-scope for this contract, the production of these materials would be out of scope.

Task 3 – Partnership Infrastructure

This Task is divided into two sub-tasks:

(3.1) Partnership Guide and Toolkit – The Office of Strategic Partnerships seeks to be an center of excellence, advisory service, teaming partner, and resource center for MCC leadership, sector, and country teams; as well as a “front door” for external strategic partners. In order to help MCC and country counterparts more effectively leverage partnerships across the compact lifecycle, the Contractor would support OSP with the requirements gathering, design, development, and https://www.mcc.gov/resources/pub/guidance-compact-development-guidance https://www.mcc.gov/resources/pub/guidance-compact-development-guidance implementation of a Partnership Guide and Toolkit. The toolkit may include but is not limited to outreach guidelines and solicitation tools for engaging potential partners, guidance on when to partner versus procure, best practices in partnership design, tools for partner landscaping and stakeholder mapping, forms or agreement templates and examples, due diligence guidelines, partnership governance and engagement models, best practices for partnership meetings, partnership KPIs, partnership evaluation surveys, case study templates, and other tools and guidance as determined through the Partnership

Needs Assessment. The Partnership Guide and Toolkit should map to the process steps in the Partnership Lifecycle

Methodology. The Contractor will work with OSP to design and deploy a Guide and Toolkit that provides for optimal accessibility and usability by MCC and country partner staff.

(3.2) Training – MCC seeks to help staff increase their awareness of core partnership concepts and their understanding of how strategic partnerships relate to compact and threshold operations, the lifecycle of cross-sector partnerships, how to leverage MCC partnership tools and resources, to be able to effectively identify, define, and mobilize partnership opportunities, and the resources and tools available to staff for partnerships. The Contractor shall support OSP in defining distinct role profiles and competency models for partnerships, support requirements gathering, design, and development of a partnerships training curriculum for MCC and country counterparts staff, and support the delivery and refinement of an

“MCC Course on Partnerships” learning series. The series should combine in-person training with self-study resources, and include core concepts related to cross-sector partnership methods and best practices while also reinforcing complementary skills in areas such as human-centered design, sales effectiveness, persuasion and negotiation, and ideation and creativity. The Contractor will work with the Office of Strategic Partnerships to identify existing training resources that can be integrated into and leveraged in the MCC Course on Partnerships.

Task 4: Partnership Contacts and Forecast Management (Option one - 3-month phase) MCC seeks to define an agency-wide approach, roles, processes, and system for partner relationship management and partnership needs pipeline forecasting. Through this work, MCC aims to develop a more coordinated agency-level approach for managing contacts with prospective and current partners and potential bidders and for better coordinating cross-departmental planning of partner outreach. The Contractor shall work with MCC to define a partner contact and pipeline tracking approach that unifies current department-level contact tracking efforts and systems into a more coherent agency strategy, to define roles and responsibilities related to contact tracking, to create an information hierarchy and requirements for partner tracking, and to define a roadmap for launching an agency-level partner contact management system.

Task 5: Partner Engagement and Outreach Support (Option two - 6-month phase) OSP seeks to provide MCC sector and country teams with support for cultivating relationships with U.S.-based and international entities (e.g., businesses, private and corporate foundations, non-governmental organizations, universities, U.S. government agencies, multilateral and bilateral donors, think tanks, trade associations, impact investors, faith-based organizations, etc.) that demonstrate shared interests aligned to MCC and country counterpart strategic and programmatic goals; that present opportunities for collaboration, joint outreach, and/or co-creation of programs; that integrate partnerships into compact or threshold programs; that co-invest in MCC programs; that pursue complementary or parallel investments to an MCC-supported program; and/or that partner with MCC and country counterparts for research, learning, implementation, or other purposes. The Contractor would work with OSP to conduct landscaping of MCC sector and country partner needs, to research prospective partners, to provide advice on structuring partnerships, to prepare for partnership roundtables, to support the mobilization of local Partnership Advisory Councils, to conduct partnership health checks, to facilitate consultations or workshops with prospective partners, and/or to support the needs assessment, landscaping, and pitch development for three-to-five (3-5) MCC-eligible countries or technical sectors.

C.4 REQUIRED RESOURCES

Each key staff member should have experience assessing needs, designing, and implementing partnerships in developing countries or emerging markets. The consultant will be requested to mobilize on short notice.

The team should include the following key personnel members:

Mid-level Project Manager

Senior Partnership Expert

Mid-level Partnership Expert

Communication Specialist

Senior Partnerships Analyst

Mid-level Partnerships Analyst

Non-Key personnel:

Partnerships Trainer

Industry Expert

Systems Specialist

The consultant may propose other personnel categories to better fit the team.

All positions do not require full term employment, they are intermittent and focused based on the SOW requirements.

C.5 PERSONNEL SKILLS REQUIREMENTS

Mid-Level Project Manager: Master’s degree or equivalent from an accredited educational institution, in public or business administration, or related discipline with emphasis on organizational development and partnerships. A minimum of 5-7 years of experience in the cross-sector partnership space. Demonstrated experience managing multi-sectoral teams.

Experience with senior stakeholder engagement. Excellent proven record skills in communication, team leadership, planning, organization, networking, consensus building and negotiation.

Partnership Expert and Partnership Analyst: Master’s degree or equivalent from an accredited educational institution, in public or business administration, or related discipline with emphasis on organizational development and partnerships.

A minimum of 7-10 years’ experience in the cross-sector partnership space for the Mid-level Expert and 10-12 years for the Senior Expert. Demonstrated experience in developing institutional partnership strategies, an addition to experience brokering and/or implementing partnerships. Experience with senior stakeholder engagement. Demonstrated knowledge of current partnership best practices, innovations and analytical services. Demonstrated knowledge and multi-cultural experience and ability to identify present global experiences and best practices associated with partnerships. Excellent written and verbal communication skills.

Communication Specialist: Master’s degree or equivalent from an accredited educational institution, in communication, public or business administration, or related discipline with emphasis on organizational development. At least 5-7 years of relevant experience in international communications and partnerships. Excellent proven record skills in communication, planning, organization, networking, consensus building and negotiation. Recent experience working in a multi-cultural environment. A proven record of successful performance within an organization/team. Excellent written and verbal communication skills.

The proposed team as a whole should possess the following skills, knowledge, and experience:

Institutional capacity assessments and partnership strategic advisory services at the corporate, agency or institutional level.

Training and facilitation related to key partnership competencies.

Organizational change management expertise in developing approaches, systems and tools to support successful execution of organizational priorities.

Experience in developing and executing communication campaigns and materials related to partnerships and/or innovative projects in the development space.

Experience in analyzing and developing metrics.

Experience in developing systems process flows and requirements.

Experience in human-centered design.

Knowledge of partnership models and practices within US government agencies.

In addition, the following are desirable skills:

Ability to operate in the French, Spanish or Portuguese languages.

Experience in sectors represented in the MCC portfolio: education, energy, water/sanitation, agriculture/land.

Experience and/or demonstrated knowledge of the MCC model and MCC operations.

C.6 CONFLICT OF INTEREST

In accordance with the principles of FAR Subpart 9.5 and MCC policy, the Contractor shall be ineligible to furnish, as a prime or subcontractor or otherwise, implementation services which result in response(s) to findings, proposals, or recommendations written by the Contractor, unless this provision is expressly waived by MCC.

The contractor and its subcontractors would be precluded from bidding on work and services to be procured by the local Accountable Entity or using funds advanced under a Compact in the relevant country, unless the contractor submits a mitigation plan sufficient to ameliorate any conflict of interest pursuant to the rules applicable to the procurement process.

SECTION D - PACKAGING AND MARKING

Reserved.

SECTION E - INSPECTION AND ACCEPTANCE

E.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

The following contract clauses pertinent to this section are hereby incorporated by reference (by Citation Number, Title, and Date) in accordance with the clause at FAR "52.252-2 CLAUSES INCORPORATED BY REFERENCE" contained in this document. See FAR 52.252-2 for an internet address (if specified) for electronic access to the full text of a clause.

Also, the full text of a clause may be accessed electronically at this address: http://www.acquisition.gov/far/

FEDERAL ACQUISITION REGULATION (48 CFR Chapter 1)

FAR

Number

Title Date

52.246-4 INSPECTION OF SERVICES—FIXED-PRICE AUG 1996

52.246-6 INSPECTION -- TIME-AND-MATERIAL AND LABOR-HOUR MAY 2001

E.1 GENERAL INSPECTION AND ACCEPTANCE

Inspection and acceptance of all items and services under this contract will be accomplished by the COR and/or PM. The

COR and/or PM shall notify the contracting office promptly after the specified date of delivery of services not received, or not conforming to statement of work. Unless extenuating circumstances exist, the notification should be made not later than 30 days after the specified date of delivery. If the Contracting Officer determines that services, work or materials being furnished do not meet the required standards, the Government reserves the right to have the work performed elsewhere, charging the contractor with costs involved, subject to the provisions of FAR 52.246-4 and FAR 52.246-6.

Quality Assurance

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’s requirements. Given the nature of the assignment, MCC may rely, in part, on the findings of the contractor in the event of an audit of its oversight of the program. Therefore documentation of the process, methodology and raw results, in addition to the stated deliverables, is critical. It shall also include the mechanism by which the Government will be notified of performance related incidents that are likely to affect quality of services or impact mission accomplishment. 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.

E.2 DELIVERABLES ACCEPTANCE CRITERIA

Deliverables are associated with the tasks identified above. All reports, plans and analysis are to be submitted in English in electronic copy using WINDOWS based MS-Office products including WORD for text, data tables in EXCEL, appropriate MS-Office 2010 or later versions of programs for exhibits, and schedules using MS-Project. Files containing graphs, flowcharts or diagrams should be submitted in PDF printable version. Digital photo files should be submitted in

JPG format. GIS data should be submitted in PDF printable files. Presentations should be prepared with PowerPoint.

Acceptance Criteria:

The deliverables will be evaluated according to the following criteria:

Thoroughness and timeliness in complying with all of the elements in the tasks specified.

Quality and clarity of analyses and work produced.

Timeliness and efficacy of communications with relevant counterparts at MCC, MCA, and other relevant organizations.

All reports should be written in excellent English with no errors and be well formatted.

MCC reserves the right to review draft reports, plans and analysis one week before the due date and provide comments before they are finalized.

http://www.acquisition.gov/far/

SECTION F - DELIVERIES OR PERFORMANCE

F.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

The following contract clauses pertinent to this section are hereby incorporated by reference (by Citation Number, Title, and Date) in accordance with the clause at FAR "52.252-2 CLAUSES INCORPORATED BY REFERENCE" contained in this document. See FAR 52.252-2 for an internet address (if specified) for electronic access to the full text of a clause.

FEDERAL ACQUISITION REGULATION (48 CFR Chapter 1)

FAR

Number

Title Date

52.242-

STOP-WORK ORDER AUG

52.242-

GOVERNMENT DELAY OF WORK APR

F.2 PERIOD OF PERFORMANCE AND LEVEL OF EFFORT

This contract consist of nine (9) months base period for CLIN 0001, one three (3) months option period for CLIN

1001 and one six (6) months option period for CLIN 2001 as follows:

The base period of performance: nine months from date of the award for CLIN 0001 Tasks 1-3;

For CLIN 1001 Task 4 - Option Year 1: three months;

For CLIN 2001 Task 5 - Option Year 2: six months.

CLINs Labor Categories Non-key personnel

Seniority (Scale of I-III, with I being most senior)

Option

Period 1, Hours

Option

Period 2, Hours

1001 Senior consultant

Partnerships Analyst

Systems specialist

I

II

II

2001 Partnership consultant

Partnerships Trainer

Partnerships Analyst

II

II

II

*Assume 8 hours in 1 business person-day

All positions do not require full term employment, they are intermittent and focused based on the SOW requirements.

F.3 TRAVEL REQUIREMENTS

Travel is authorized from the company’s headquarters to Washington DC if needed. The contractor will be required to travel for work and meetings with MCC staff in Washington and to MCA countries per requirements stated in SOW.

MCC estimates that for the base year CLIN 0001 there will be total of 2 international trips to three MCA countries

(total 6 trips), two weeks each. For the option period one CLIIN 1001 there will be no international trips. For the option period two CLIN 2001 there will be 4 international trips to three MCA countries (total 8 trips), two weeks each.

F.4 PLACE OF PERFORMANCE

All work under this contract will be completed mostly in US and some MCC’s MCA countries. The contractor shall perform services at their facilities, at MCC facilities in Washington, D.C., and in MCA countries upon request.