MCC-17-RFQ-0131_final.pdf

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20170425

MCC-17-RFQ-0131 07-16-2017

Nataliya Holl, Contr. Repr. MCC 08-14-2017

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

Urban Land and Service Area Growth Planning Due Diligence

Services in Mongolia

This is Time and Material RFQ

See CONTINUATION Page

Taylor Wolf

MCC-17-RFQ-0131

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

SECTION C - DESCRIPTION/SPECIFICATIONS/STATEMENT OF WORK

C.1 INTRODUCTION

C.2. BACKGROUND and CONTEXT

C.3 SCOPE OF WORK and TASKS

C.4 REQUIRED RESOURCES

C.5 PERSONNEL SKILLS REQUIREMENTS

C.6 TRAVEL COSTS

C.7 CONFLICT OF INTEREST

C.8 RFI’s REFERENCE

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 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) 30

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 – Selected publicly available studies on urban land management in UB

J.3 ATTACHMENT 3 – 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 or 7 PAGES with the partners)

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 the Urban Land and Service Area Growth Planning Due Diligence Services in

Mongolia.

B.2 CONTRACT TYPE

This is a time and materials (T&M) contract. 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 NTE price of this contract is $ TBD.

ITEM INFORMATION

ITEM

NUMBER

DESCRIPTION OF

SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT

0001 Urban Land and Service Area Growth Planning Due Diligence Services in Mongolia Tasks 1-3 POP 9 months Contract Period: Base POP Begin: 09-25-2017 POP End: 06-24-2018

NTE

TBD

0001A Urban Land and Service Area Growth Planning Due Diligence Services in Mongolia Tasks 1-3 POP 9 months Labor Hours Contract Period: Base

1.00 HR See Direct Labor

Rates & Categories in

Section C

TBD

0001B Urban Land and Service Area Growth Planning Due Diligence Services in Mongolia Tasks 1-3 POP 9 months

1.00 LO

ODC

Contract Period: Base

1001 Urban Land and Service Area Growth Planning Due Diligence Services in Mongolia POP 12 months Task 4 Contract Period: Option 1 POP Begin: 06-25-2018 POP End: 06-24-2019

1001A Urban Land and Service Area Growth Planning Due Diligence Services in Mongolia POP 12 months Task 4 Labor Hours Contract Period: Option 1

Section C

TBD

1001B Urban Land and Service Area Growth Planning Due Diligence Services in Mongolia POP 12 months Task 4

ODC

Contract Period: Option 1

2001 Urban Land and Service Area Growth Planning Due Diligence Services in Mongolia POP 12 months Task 4 Contract Period: Option 2 POP Begin: 06-25-2019 POP End: 06-24-2020

2001A Urban Land and Service Area Growth Planning Due Diligence Services in Mongolia POP 12 months Task 4 Labor Hours Contract Period: Option 2

Section C

TBD

2001B Urban Land and Service Area Growth Planning Due Diligence Services in Mongolia POP 12 months Task 4 Contract Period: Option 2

GRAND NTE TOTAL __________________

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.

LABOR RATES

CLINs Labor Category Labor Rates

Urban Planning and Urban Land Policy Expert

Land Administration Expert

Water Utility Strengthening and Household Water Service Delivery Expert

TBD

Urban Planning and Urban Land Policy Expert

Land Administration Expert

Water Utility Strengthening and Household Water Service Delivery Expert

TBD

Urban Planning and Urban Land Policy Expert

Land Administration Expert

Water Utility Strengthening and Household Water Service Delivery Expert

TBD

TOTAL LABOR HOURS

CLINs Labor Category Labor Hours

Urban Planning and Urban Land Policy Expert

Land Administration Expert

Water Utility Strengthening and Household Water Service Delivery Expert

TBD

Urban Planning and Urban Land Policy Expert

Land Administration Expert

Water Utility Strengthening and Household Water Service Delivery Expert

Urban Planning and Urban Land Policy Expert

Land Administration Expert

Water Utility Strengthening and Household Water Service Delivery Expert

TBD

B.4 ADDITIONAL LABOR CATEGORIES AND COUNTRIES

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

MONGOLIA II – URBAN LAND AND SERVICE AREA GROWTH PLANNING DUE DILIGENCE

C.1 INTRODUCTION

MCC is currently developing a second compact with Mongolia. The constraint to economic growth to be addressed by the compact is limited and costly access to water and sanitation in productive sectors and poor communities. To address this constraint, MCC has already narrowed its investment focus to bulk water supply infrastructure in Ulaanbaatar (UB), the capital, accompanied by selected policy and institutional reform and strengthening components within USUG, UB’s water utility. The compact development process has also identified the continued rapid spatial expansion of the ger areas as a limitation on the ability of the city to more effectively supply water in the future. This SOW describes work to complete due diligence and provide due diligence design recommendations related to roles MCC funding could play to strengthen the ability of key institutions to address urban expansion and plan for future ger area water service needs, as a way to enhance long-term impact of MCC’s bulk water infrastructure investment.

The services under this scope will help to better understand the problems related to urban planning, urban land policy, and urban expansion that are at the root of the ger dimensions of the water constraint, and will recommend concrete policy and institutional investments that MCC could make to address the ger dimension of the water constraint. The focus on urban expansion means that services under this SOW will generally be focused on the fringe portion of the ger areas, at the city’s periphery. However, the exact scope of an eventual MCC investment will be determined as a product of the services under this SOW. Bidders should be aware that MCC is not planning to include a major land administration project in the second compact, nor does MCC expect to be making water or sanitation infrastructure investments in ger areas.

C.2. BACKGROUND and CONTEXT

This section lists several critical dynamics that underpin the areas of analysis and design recommendation in these terms of reference. More information on the land dimensions is provided in several publicly accessible readings1; bidders are strongly encouraged to read these materials, as MCC will expect contractor proposals, work and recommendations to build on analysis already completed.

WATER SERVICE IN GER AREAS

Apartment dwellers in UB almost universally have household-level connections to water and sewage. Ger area residents are 58% percent of the city’s population, but over 90 percent of ger households use water obtained from kiosks to meet most household needs, with the one significant exception being showering by adults, where two-thirds shower at bathhouses.

Kiosks – both public and private – are supplied and managed by multiple channels including trucks, local wells, and through pipes connected to the central distribution network. The low density of ger area settlement patterns and housing make household connections to central networks prohibitively expensive.

Ulaanbaatar’s existing plans to improve services in the ger areas focus on long-term initiatives including the Ger Area

Redevelopment Plan (GARP), which is intended to densify by transitioning ger area residents into network-connected apartments over time2, and the decentralization of utilities and services from the city center to eight sub-centers - where activity has begun to concentrate - to densify activity and service availability. These initiatives are envisioned in the city’s

1 World Bank, “Land Administration and Management in Ulaanbaatar, Mongolia.” 2015.

http://www.worldbank.org/en/country/mongolia/publication/land-administration-and-management-in-ulaanbaatar-mongolia Click

“Download the report”

World Bank, “Managing Urban Expansion in Mongolia,” 2010.

https://openknowledge.worldbank.org/bitstream/handle/10986/2464/550280PUB0Urba100Box34943B01PUBLIC1.pdf?sequence=1

2 The approach to apartment conversion has been that the housing portion is undertaken by private developers and the utility service portion is financed by the donor.

http://www.worldbank.org/en/country/mongolia/publication/land-administration-and-management-in-ulaanbaatar-mongolia https://openknowledge.worldbank.org/bitstream/handle/10986/2464/550280PUB0Urba100Box34943B01PUBLIC1.pdf?sequence=1 master plan and primarily funded by the ADB. As donor and government ger area servicing initiatives are primarily focusing on the transition to apartments and other aspects of densification in the more consolidated middle and central ger areas, urban growth planning and management and service area growth planning and management associated with the fringe portion of the ger areas is a gap that MCC investment could potentially fill. An MCC focus on the service delivery and planning gap associated with fringe areas complements but will not impede the longer-term efforts already underway by the city and other donors.

LAND POLICY DRIVERS OF URBAN EXPANSION

There are powerful land policy drivers of UB’s expansion. These factors will continue to cause the ger areas to expand.

These include Mongolia’s policy of allocating 700m2 to every Mongolian citizen; the residence registration required for access to social services, which has an effect of permitting people to settle; the limited scope of property tax obligation and payment in UB, which does not enable the city to capture significant revenue of the type that can finance services or encourage the kind of investment that can contribute to density; and land use regulations which limit mixed use activity.

The extent to which an MCC investment can address these and other critical policy factors – and what results can be achieved in the absence of change to these policy drivers - will be examined during the due diligence and recommendations work to be undertaken by the contractor.

WATER TARIFFS AND TARIFF REFORM

Water tariff reform in UB is expected to be addressed as part of or as a condition of the overall MCC water infrastructure investment. USUG currently incurs significant losses in its water provision; these losses stem from a variety of sources, including the fact that the tariff charged at water kiosks covers only a fraction of the cost of delivering water. Without tariff reform, every additional kiosk the government provides as a result of continuing urban expansion will worsen

USUG’s operating performance. USUG thus has little incentive to provide optimal water service delivery and is often unable to operate and maintain physical infrastructure or offer customer engagement and service at ideal levels. Without progress towards a more sustainable tariff structure, MCC’s and other investments in the water sector could have a lower likelihood of being sustained.

INTERSECTION OF WATER SUPPLY AND LAND POLICY, PLANNING AND MANAGEMENT

An MCC urban service area growth planning and management investment targeted by these due diligence and design recommendations services is also a critical dimension of sustainability for the core MCC compact investment bulk water supply. Continuing expansion of ger areas can have broader impacts on the water supply problem MCC’s infrastructure investment will address, as well as USUG’s ability to strengthen their operational performance. With most ger area upgrading resources targeting the central and middle ger areas and conversion - albeit over the long term - of ger housing to apartment housing with resources from the private sector, there is a gap in relation to the fringe areas. This gap opens up a potential policy and institutional reform opportunity to strengthen urban growth planning and management systems to provide city officials and decision makers with potential tools to address ger area expansion and its associated service needs. For example, stronger understanding of future demand patterns, and other information for tracking, could allow for better planning and timely investment in water and wastewater infrastructure.

C.3 SCOPE OF WORK and TASKS

The services required under this contract will provide due diligence recommendations for the design of policy and institutional interventions appropriate for MCC funding and that can materially address the challenge of urban expansion, urban expansion management, and associated water service planning, and can be achieved within the 5 year lifespan of the compact investment.

The due diligence and due diligence design recommendations work during the Base Period will be divided into three task areas:

1) Foundational due diligence and analysis necessary in addition to existing information,,

2) Identification of any relevant comparators for UB with useful design recommendations and solutions, and

3) Design recommendations for MCC investment.

It is anticipated that some work associated with the three tasks will proceed in parallel.

The contractor’s work will be mobilized via Technical Directives which will detail expectations. Areas of inquiry listed below are illustrative, and will be refined in the context of Technical Directives to be issued to the contractor.

The contractor will be expected to build on, and not repeat, analysis that has already been completed. Other donor institutions and MCC have already undertaken significant analytical work related to the issues underpinning this assignment. The World Bank has completed several high-quality assessments which are extremely pertinent to this assignment (see references and web location above).

MCC has also completed analyses in several areas, with other analyses ongoing or to begin. MCC will provide the contractor with existing MCC-funded reports and studies following award.

SUMMARY OF ALL TASKS

BASE PERIOD, 9 MONTHS

1. TASK 1 - Foundational Analysis

a. Assessment of role and performance of land-related stakeholder institutions in expansion of ger areas and planning for ger area expansion, identification of areas for strengthening

b. Documentation of role of water-related stakeholder institutions in projecting demand growth and planning and decision-making related to service delivery in ger areas, and assessment of performance, identification of areas for strengthening

c. Identify critical policy drivers associated with water service access and land management and describe their practical impacts on the ability of USUG to provide water service access.

d. Assessment of information and management systems used for service planning and decision-making, and expansion planning and decision-making

e. Brief assessment of alternative infrastructure opportunities

2. TASK 2 – Identify Relevant Water Utility/City Expansion Comparators

3. TASK 3 - Due Diligence Recommendations for MCC Investment

a. Due diligence recommendations related to water service area growth planning

b. Due diligence recommendations related to ger area expansion planning and expansion management

c. Due diligence recommendations related to interaction and interoperability between the USUG service area planning function and the administrative (and policy) dimensions of managing UB’s spatial growth

d. Problem analysis refinement, program logic and associated indicators

e. Supporting design components

OPTION 1&2 PERIODS, 12 MONTHS EACH

TASK 4 – Support Implementation Preparations and MCC Implementation Oversight

TASKS DETAILS

1. TASK 1 - FOUNDATIONAL ANALYSIS

Work under Task 1 will include analysis in the following illustrative areas. Further specific requirements will be provided in Technical Directives.

a. Assessment of role and performance of land-related stakeholder institutions in expansion of ger areas and planning for ger area expansion, identification of functions for strengthening

MCC understands that the UB city government annually establishes “expandable areas” of existing ger districts and khoroos (neighborhoods). With annual planning, potential for limitations on information, and with potentially limited inter-institutional coordination, forward projection of the additional water service needs associated with expansion in ger areas may not be taking place, though this will need to be explored in more detail. In fringe areas and with current off-network technology in use, this would mean forward planning of numbers and locations of new kiosks, with advance consideration of funding availability for kiosk construction.

Assessment under this section will further detail the pace and rate of expansion of the ger areas in recent past as well as projected future, to the extent data is available; concisely describe the institutions, processes, procedures, systems and tools that are involved (or have a mandate to be involved) in planning for and managing expansion and new settlement in fringe areas; determine the degree of alignment among planned expansion and settlement, unplanned expansion and settlement, and the formal processes and procedures for allocating and awarding new land as part of rights privatization;

identify the stakeholders involved and describe the political economy of managing expansion – the associated interests and incentives of key stakeholders; and describe how and how soon newly settled ger area residents typically obtain water services. The contractor may be requested generate a population growth forecast and ger area growth forecast for UB, depending on information available.

b. Documentation of role of water-related stakeholder institutions in projecting demand growth, planning and decision-making related to service delivery in ger areas; assessment of performance, identification of areas for strengthening.

On the water side, the contractor will account for existing information that can be obtained from relevant stakeholders and analysis that MCC already possesses. The contractor will also align with or account for other studies that MCC is also undertaking – for example, an ongoing gender and social inclusion study at USUG. This will be critical to avoid repeating analysis and information gathering already completed by MCC and other institutions. MCC will provide all relevant information and documentation in MCC’s possession and will facilitate coordination with other MCC-funded contractors.

The following illustrative dimensions of assessment can be anticipated, although answers to many may be available from existing documents that MCC will provide at time of award or direct the contractor to obtain from sources in Mongolia.

Completion of this current state analysis will include identification of key stakeholders and interests material to planning and enabling service in the ger areas, and particularly in the fringe areas.

How does USUG currently project water demand in the future?

What are the different types of projections – by geographic area of city? By type of user (industrial, residential/ger, residential/apartment, commercial, piped kiosk, truck-fed kiosk?)

What is the methodology that USUG uses to undertake the projections? What key assumptions are part of that methodology, and what is the validity of these assumptions (for example, does the methodology take into account the GOM’s plans to move people from ger dwellings to apartments, where consumption increases significantly?

How do they estimate that rate?)?

What information or data does USUG use to support the projections? Where does it get this data from? What is the quality and accuracy of this data? In particular, does it get any data or information from the UB land affairs agency related to future planned expansion areas or related to recent past trends and developments related to spatial expansion of the city? If so, how frequently, and what does USUG do with the data?

With what frequency are the projections undertaken?

What does USUG do with these projections, information?

Do the projections have an impact on decision-making? If so, on what different types of decisions? If not, why not?

Do the projections have an impact on USUG’s planning for service levels in different areas of the city or among different users? Do the projections impact planning in the short-term, medium-term and long-term? If not, what factors do drive decision-making?

If projections work does inform planning in some way, to what degree do actual decisions align to plans? To the extent that they don’t, to what does this owe? What instead are the drivers of decision-making on service delivery investments or improvements?

If no projections work is currently undertaken, what are the factors that drive USUG’s decisions around service levels and mix of services in ger residential areas not served by piped in-home connections?

With respect to the ger areas, and in particular fringe areas, what are the plans associated with future infrastructure, future infrastructure mix (such as trucked kiosks vs. standpipes) and evolution of that mix?

With respect to fringe areas, and in particular with respect to the edges of fringe areas or newly created or settled

“expansion areas”, what are the water service delivery problems and gaps? What is the gap faced in terms of wait time, travel distance to kiosk, or other measures that newly settled residents face? How quickly and to what level is water service provided to newly settled fringe area ger residents? How far from norms in terms of distance to kiosk, wait time following request, or other measures do the new expansion areas find themselves, compared to more established fringe areas?

The contractor may be requested to complete a water demand forecast, depending on information available.

c. Identify critical policy drivers associated with water service access and land management and describe their practical impacts on the ability of USUG to provide water service access.

Here the contractor will tie critical land and water policy drivers with their specific water service impacts in fringe areas, including the magnitude of these impacts. Examples of policy drivers are the current ger-area water tariff, the current ger area policy on kiosk provision, the effects of current property taxation approaches on the ability of the government to provide services, current land allocation policies, and other drivers to be identified by the contractor.

d. Assessment of information and management systems used for service planning and decision-making, and expansion planning and decision-making

These areas for diligence will help understand the broader use of data, information, and systems by USUG relevant land and urban planning institutions, to understand the operational context in which any new approaches to demand projections monitoring or urban expansion management as part of an MCC investment would be integrated. Here as well, the contractor will align with other MCC-funded analyses touching on these issues, for example gender and social inclusion studies.

i. Assessment of UB city land affairs agencies, and other relevant expansion-related land and planning agencies as appropriate

The goal of these questions is to understand the scope and state of existing data and systems use, to understand the context in which any expanded data or systems might be introduced as part of service area growth planning.

What data related to UB urban expansion does the Land Affairs agency use to base its determination of expansion areas? Where is this data collected from? By who and how frequently?

How do they use the data?

What systems are in use to manage this data? How well do the systems perform? Are they up-to-date? Are human/financial resources in place to keep them updated?

Do the systems have any weaknesses? If so, what are they, and what would it take to address the weaknesses?

ii. Assessment of USUG, and any other relevant UB water service-related institutions

The goal of these questions is to understand the scope and state of existing data and systems use, to understand the context in which any expanded data or systems might be introduced as part of service area growth planning. Bidders should be aware that other MCC contractors will be doing some institutional assessments of USUG’s performance that may be able to answer these questions, reducing the time needed for this portion of the assignment. This will be specified/addressed in

Technical Directives. MCC will facilitate coordination and information sharing as relevant.

What are the range of data and systems that USUG currently uses for planning, management and decision-making?

How is this data collected? By who and how frequently? What is the quality of the data?

What systems are in use to manage this data? How well do the systems perform? Are they up-to-date? Are human/financial resources in place to keep them updated?

Do the systems have any weaknesses? If so, what are they, and what would it take to address the weaknesses?

e. Assessment of alternative infrastructure opportunities

Currently, ger residents in fringe areas (and all other ger areas not connected to the central network) access water via kiosk, with some kiosks network-connected and others supplied by tanker trucks. Any forward planning the city undertakes to service the ger area fringes is today associated with kiosk construction – this will be addressed via the institutional questions above. Here, the contractor may be asked to briefly examine the viability and cost effectiveness in

UB of alternate technologies, in particular closed system standpipes, but also any other relevant alternate infrastructure that improves on kiosks from a HH access/operational cost perspective.

Illustrative critical questions to be assessed will include the following. Existing analyses by other donors or institutions may also be provide adequate answers to these questions.

What alternative technologies is the GOM/UB city already studying, and with what degree of progress or planning?

How would alternative technology piloting or testing align with the goal of enabling UB/GOM to better manage and/or plan for ger area expansion? How viable would it be for UB to align expansion area settlement plans with areas targeted for new technology investment?

How would costs and service levels compare to kiosks? What population density would be required for an investment other than in kiosks to be viable to build and operate? Would cost difference impact vulnerable consumers’ ability to benefit?

MCC understands that JICA anticipates the use of closed systems as part of their anticipated re-adjustment operations for middle ger areas. What more can we learn from JICA’s progress on the technology dimensions, costs, etc?

2. TASK 2 - RELEVANT WATER UTILITY/CITY EXPANSION COMPARATORS

Based on foundational findings in 1), above, and particularly based on gaps or areas for institutional and policy strengthening identified, the contractor will identify examples of either types of entities performing the future projections and forward service planning function better elsewhere in the world, or types of systems and approaches that are relevant comparators or examples for UB. For examples identified, the contractor will describe the location and context, the policy or investment intervention, and the approach to implementation. The contractor will identify dimensions applicable to the problems and associated drivers that being targeted in UB.

3. TASK 3 - DUE DILIGENCE RECOMMENDATIONS FOR MCC INVESTMENT

Work here targets the menu of stakeholder institutions across the land, urban planning, and water service domains, and will be based on the findings of Tasks 1 and 2, above. The primary stakeholder institutions are expected to be USUG and relevant UB land institutions involved in expansion planning and management, though others will be added based on the work completed in Task 1, including the stakeholder analysis.

a. Due diligence recommendations related to water service area growth planning

Technical directives provided to the contractor will address the following illustrative areas of recommendation:

What will better planning and future service area growth planning look like?

Based on the conclusions of the foundational analysis, what improvements to existing functions, procedures, plans, systems, data, decision-making, financial management and financing will enable USUG to better anticipate future service needs, including tracking projected rates of ger-to-apartment conversions (which dramatically increase HH water consumption)

What design for an MCC intervention will have satisfactory influence on planning and decision-making?

How will this design be implemented over five years, and what will be its budget?

What are critical factors to assure the intervention’s success?

Are there legal or policy changes that would be fundamental to success?

Which factors or variables can an MCC investment influence, and which factors or variables will MCC not be able to influence?

What stakeholders are critical to the intervention’s success? Whose support will be needed?

What are the risks to the component’s success and how should these risks be practicably mitigated?

What will be the drivers of the intervention and its impact being sustainable post-Compact?

Would eventual alternative ger area infrastructure investment be attractive to another donor or cost effective for the private sector?

b. Due diligence recommendations related to ger area expansion planning and expansion management

Technical directives will address the following illustrative areas of recommendation:

What would better managed urban expansion in UB look like?

How much of the current situation will the GOM and UB city actually be able to influence? Without MCC assistance?

With MCC assistance?

What specific design for an MCC intervention will have satisfactory degree of influence on the expansion or the location of expansion of ger area fringes?

What are critical factors to assure the intervention’s success?

Which factors or variables can an MCC investment influence, and which factors or variables will MCC not be able to influence?

Are there legal or policy changes that would be fundamental to success?

What stakeholders are critical to the intervention’s success? Whose support will be needed?

What are the mechanisms and ways that ger residents, including women and vulnerable groups, should be involved and consulted with for any recommended activities?

What are the risks to the component’s success and how should these risks be practicably mitigated?

What will be the drivers of the intervention and its impact being sustainable post-Compact?

c. Due diligence recommendations related to interaction and interoperability between the USUG service area planning function and the administrative (and policy) dimensions of managing UB’s spatial growth

A successful MCC investment will require coordination and some degree of “interoperability” between expansion planning and service area growth planning. Technical directives will address the following illustrative areas of recommendation:

How must these two dimensions and sets of stakeholders work together?

What are the interests among water sector stakeholders associated with better future service planning or slowed or better managed urban planning?

What are the interests among land-related and expansion-related stakeholders in slowed expansion, better planned expansion, and expansion that is better aligned with plans?

Where incentives of the two sets of stakeholders are at cross-purposes, what is needed to align incentives? Whose support is needed for this? How can an MCC investment influence?

d. Problem analysis refinement, program logic and associated indicators

The contractor will also be expected to prepare a narrative and graphic program logic and measurable performance indicators that can track progress towards end-of-Compact results for recommended investments. The contractor may also be asked to refine or add further details to existing MCC problem and root cause analyses (these will be provided), identify evidence to support problem statements, and document the problem’s link to the constraint to growth. This work will assure that the main objective of an MCC investment in the dimensions targeted by this SOW is clear – what problem(s) and root cause(es) are being targeted and what success will look like if the problem is adequately solved.

Technical Directives will provide more detail on work in this area.

e. Supporting design components

For components to be financed under the compact, work under Task 3 will also include preparation of detailed budgets in

Excel, development of a high level implementation timeline reflecting implementation preparations (one year) plus life of compact (5 years), identification of key risks to the success of the MCC investment and associated mitigants, and identification policy requirements or other conditions precedent for inclusion in the compact.

TWO OPTION PERIODS

Two 12-month Option Periods are anticipated, for work under Task 4 as described below. The experts and qualifications required for the Options Periods will remain the same.

TASK 4 – Support Implementation Preparations and MCC Implementation Oversight

Work under this task will support preparations for implementation of the agreed MCC-funded compact investment components resulting from work under Tasks 1 – 3, and will support MCC’s eventual implementation oversight function.

Deliverables under this task will be identified in Technical Directives.

C.4 REQUIRED RESOURCES

The contractor will be requested to mobilize on a very short notice – MCC requires a rapid mobilization for this contract.

Proposed key personnel must be available to start working on the contract implementation from the time of award.

The team should include the following senior key personnel members:

1. Urban Planning and Urban Land Policy Expert

2. Land Administration Expert

3. Water Utility Strengthening and Household Water Service Delivery Expert

In addition to the following expertise, the contractor will additionally designate a Team Leader Role either for the Urban

Planning and Land Policy Expert or the Land Administration Expert. The contractor’s team will also have GIS capabilities; offerors can determine which team member(s) will have GIS capability.

The contractor may propose other non-key personnel categories (if absolutely necessary) to better fit the team composition and address the SOW requirements as well as complementary and/or part-time personnel and/or subcontractors (when appropriate) with specific and necessary subject matter expertise to meet the SOW’s requirements.

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

C.5 PERSONNEL SKILLS REQUIREMENTS

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

Global experience and expertise in assessment and donor project design in the areas of urban planning, urban land policy, land administration and service delivery in developing countries or emerging markets;

Clearly demonstrate the breadth and depth of technical expertise and management experience needed to implement this

SOW;

Proven record of excellent management, innovative leadership, successful teamwork and decision making skills

Proven excellent English (oral and written) communications skills

Experience in developing systems process flows and requirements;

Proven balanced skills set and ability to provide technical advice and collaborative work with the team of multidisciplinary and international experts;

Must have proven record in the advanced use of modern communications tools, internet, email, Microsoft Office, and teleconferences.

The key personnel must have GIS capabilities – it is at offerors discretion how this capability will be covered by the team

Mongolian Language

Offerors should indicate in their proposals how their need for Mongolian language understanding during the field portion of work will be met. For example, whether the need will be met via inclusion of supporting technical team members with

Mongolian and English capabilities, via ODC expenditure on interpreters, or via another approach.

All qualifications required below should be clearly demonstrated in the key personnel’s resumes:

Urban Planning and Urban Land Policy Expert, senior level

At least 8 years of experience with PhD or at least 12 year of experience with a Master’s Degree with the senior level experience related to global urban planning and urban land policy, including related to provision of public services in urban and peri-urban environments

Advanced (Masters) degree in public administration, urban planning, economics, real estate, law, business administration is required, or a PhD is preferred, in a field relevant to the position from an accredited university

Proven experience analyzing and providing actionable recommendations to donors and governments regarding urban planning, urban land policy, projecting and planning for future urban growth and land needs, urban land policy, land and real estate market dynamics; and mechanisms to incentivize or enforce land uses

Proven experience advising national and local governments and donor institutions in an actionable manner on viable urban land policy, planning and management tools to manage urban expansion and associated service delivery

Clear evidence that recommendations provided by the expert have been adopted by governments or donor clients

Demonstrated global urban planning and urban land policy assessment and advisory work in at least three-four different developing or advanced developing countries in various regions of the world

Previous experience working for a donor such as MCC, World Bank or any other international donor is strongly desired

Land Administration Expert, senior level

At least 12 years of experience with A Master’s Degree related to analyzing laws, regulations, procedures and systems

(paper and digital/computer) for administering land and allocating land in urban and peri-urban environments in developing countries

Advanced (Masters) degree in economics, geography, geospatial sciences, law, business, public administration or other field relevant to land administration is required, or a PhD is preferred, in a field relevant to the position from an accredited university

Demonstrated experience in and expertise with the design, implementation and evaluation of complex land administration and land tenure regularization projects

Demonstrated experience providing technical analysis and recommendations to donor institutions (such as MCC, the

World Bank or any other international donor) and to foreign governments in an actionable, feasible manner.

Clear evidence that recommendations have been adopted by donor institutions or foreign governments.

Demonstrated full fluency in spatial information technology and systems for cadastral mapping and cadastral information management, as well as expertise in land rights registration systems, software and best practice

Demonstrated global land administration work experience, with experience demonstrating assessment and advisory work for an international donor in at least three-four different developing or advanced developing countries in various regions of the world

Water Utility Strengthening and Household Water Service Delivery Expert, senior level

At least 12 years of experience with a Master’s Degree related to utility planning/utility management and institutional and policy change and household-level service delivery in off-network urban areas. Experience must include design and implementation of projects enabling utilities to create plans and procedures for forecasting, financing, and responding to future service needs in urban and peri-urban areas

Advanced (Masters) degree in engineering, urban planning, environmental science, economics, health, public administration, or other field relevant to the assignment is required, or a PhD is preferred, in a field relevant to the position from an accredited university

Demonstrated experience advising national and local governments and donors in an actionable manner on viable approaches and planning tools to expand or improve service availability, with evidence that recommendations have been adopted.

Demonstrated experience in global water utility strengthening experience, with experience demonstrating assessment and advisory work for an international donor in at least three-four difference developing or advanced developing countries in various regions of the world.

Knowledge of PPP financing in the water sector

C.6 TRAVEL COSTS

Offerors’ financial proposals should consider up to 6 round trips total to Mongolia during the Base Period, and up to 4 round trips during the Option Periods. For purposes of lodging and per diem calculations offerors should anticipate that each trip will be of 10 days duration in Mongolia plus the travel days.

C.7 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.

Once a second Compact with Mongolia enters into force, the GOM entity accountable for Compact implementation will use MCC Compact funds to procure the consulting services necessary to execute each of the Compact projects. Note:

Quoters on this present MCC procurement are advised that the firm awarded a contract by MCC for these due diligence services will also be eligible to bid on subsequent procurements by the eventual GOCI entity responsible for actual implementation of Compact projects and their components using MCC funds3. For avoidance of conflicts associated with future GOCI procurements, Quoters are advised that MCC will make available copies of certain or all of the deliverables under this contract to the GOM entity responsible for implementation of the Compact, for the GOM to then distribute as appropriate to provide relevant background information to all interested Quoters on future related procurements. The deliverables will be made public in the future procurements. The Offeror will need to submit a COI mitigation plan for the future procurements.

C.8 RFI’s REFERENCE

MCC posted on FBO the Request for Information (RFI) #MCC-17-RFI-0100 Support services – Mongolia II - Urban

Service Area Growth Planning with the draft SOW for Due Diligence and DD Design Recommendations and received responses and expression of interests from several companies.

3 However would not be able to simultaneously hold contracts with both MCC and the GOM or the eventual MCA-Mongolia II

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

52.246-6 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.