MEL Sol_72011220R00001.pdf

Issuance Date: 04/07/2020

Deadline for Questions: 04/21/2020 11:00AM Azerbaijan Standard Time

Closing Date/Time: 05/08/2020 11:00AM Azerbaijan Standard Time

Subject: Request for Proposals (RFP) No. 72011220R00001

USAID/Azerbaijan

The United States Agency for International Development (USAID) is seeking proposals to provide

Monitoring and Evaluation Support for USAID/Azerbaijan’s Program Office as described in the attached

Request for Proposals (RFP). USAID anticipates the award of one (1) five (5)-year Indefinite Delivery, Indefinite Quantity Contracts (IDIQs). This is a total set aside for U.S. small business. Task orders will be placed with small businesses in accordance with Section F Ordering procedures.

USAID anticipates that the maximum aggregate ordering limitation for task orders resulting from this RFP will be $5 million over the five (5)-year ordering period. The maximum aggregate dollar value of task orders awarded to all contractors cannot exceed this contract ceiling. This ceiling is not being subdivided among the number of awardees nor is it being multiplied by the number of awardees. There is no guarantee on the number of task orders that the successful contractor will receive or the amount of money beyond the minimum order guarantee set forth in the RFP.

Please refer to Section L for information regarding proposal requirements. Offerors should take into account the expected delivery time required by the proposal transmission method they choose, and they are responsible for ensuring proposals are received at USAID by the due date and time as specified in Section

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

Section L of the RFP sets forth all instructions for the preparation and submission of required proposal contents, including critical dates/times for the submission of questions, and the proposal submission closing date and time. Section M states the criteria by which proposals will be evaluated. Oral explanations or instructions given before award of the contract will not be binding.

This RFP in no way obligates USAID to award a contract nor does it commit USAID to pay any cost incurred in the preparation and submission of a proposal. Award of a Contract under this RFP is subject to availability of funds and other internal USAID approvals.

This RFP can be viewed and downloaded from www.beta.sam.gov. USAID bears no responsibility for data errors resulting from transmission or conversion processes. Further, be aware that amendments to solicitations are occasionally issued and will be posted on the same website from which you downloaded the solicitation. USAID advises to regularly check the above website for amendments.

By email only, please submit all questions regarding this RFP no later than the date and time listed above to ksalimova@usaid.gov.

Sincerely, /s/

ROBERT CLAUSSEN

Contracting Officer, USAID/CAUCASUS

A - Solicitation/Contract Form 2 B - Supplies or Services/Prices 3 C - Description/Specifications 5 D - Packaging and Marking 16 E - Inspection and Acceptance 17 F - Deliveries or Performance 18 G - Contract Administration Data 25 H - Special Contract Requirements 28 I - Contract Clauses 46 J - List of Documents, Exhibits and Other Attachments 66 K - Representations, Certifications, and Other Statements of Bidders 67 L - Instructions,Conditions, and Notices to Bidders 79 M - Evaluation Factors for Award 93

A - Solicitation/Contract Form

B - Supplies or Services/Prices

B.1 PURPOSE

The purpose of this contract is to provide services that fall within the Scope of Work (SOW) specified in

Section C for PERFORM. USAID Task Order Contracting Officers (TOCOs) will request the work through the issuance of task orders during the ordering period as specified in Section F of the contract.

B.2 CONTRACT TYPE AND SERVICES

This is an Indefinite Delivery/Indefinite Quantity (IDIQ) type contract. The Government will issue task orders that are either Cost-Plus-Fixed-Fee (CPFF) (term or completion), Cost-Plus-Award-Fee (CPAF), Cost-Plus-Incentive-Fee (CPIF) or any Fixed-Priced type. The Contractor must perform the services set forth in task orders at prices consistent with Section B of this contract.

B.3 MINIMUM OBLIGATED AMOUNT

The basic contract includes an initial obligation of funds in the amount of $500,000 to cover the minimum order guarantee USAID is required to order and the Contractor is required to furnish the minimum order amount of services.

Following this initial obligation, individual task orders will obligate funds to cover the work required under that task order.

B.4 MAXIMUM CONTRACT CEILING

This is a multiple award Indefinite Quantity Contract (IDIQ) with an overall ceiling price of $5,000,000 for

PERFORM. The maximum aggregate dollar value of task orders awarded to all contractors must not exceed the contract ceiling. This ceiling is not being subdivided among the number of awardees nor is it being multiplied by the number of awardees.

B.5 FIXED FEE CEILING (Cost-Plus- Fixed-Fee Task Orders Only)

NOTE: The ceiling on fixed fee does not apply to Fixed-Priced Task Orders.

(a) For each cost-reimbursement task order issued under this IDIQ, the TOCO and Contractor agree to negotiate a set dollar amount for fixed fee. In negotiating the fixed dollar amount for fee, the TOCO must consider the policies and factors for establishing fee in FAR 15.404-4 as well as any applicable USAID policy on establishing a fixed fee amount. In no event, however, may the amount of fixed fee in any individual task order exceed 7 percent of the task order’s estimated cost, excluding fee).

This fee ceiling is not applicable to Grants under Contracts (GUCs), if any, or other costs that have a separate fee ceiling established in the contract. The fixed fee ceiling applies to the prime contract and all cost reimbursement subcontracts.

Fees for CPIF or CPAF task order types will be negotiated by the TOCO at the time of task order award.

(b) The Total Estimated Cost -Plus- Fixed- Fee for each Task Order must be negotiated in accordance with the terms of this contract.

(c) Fixed Fee Payment. For any Task Order issued under this Contract, at the time of each payment of allowable costs to the contractor, the USAID paying office ordinarily pays the contractor a percentage of fixed fees that directly corresponds to the percentage of allowable costs being paid. Two exceptions to paying fixed fee in this manner apply:

(1) If the TOCO determines that this method results in paying a disproportionately higher ratio of fixed fee than the percentage of work that the contractor has completed, then the TOCO may suspend further payment of any fixed fee until the contractor has made sufficient progress to justify further payment, up to the agreed percentage.

(2) Because the clauses entitled "Allowable Cost and Payment" (FAR 52.216-7) and "Fixed Fee" (FAR

52.216-8) are incorporated into this Contract, the terms and conditions of these clauses apply after total payments of fixed fee reach eighty-five percent (85%) of the total fixed fee.

B.6 CONTRACT LINE ITEMS (CLINs)

TBD

C - Description/Specifications

C.1 PURPOSE

The purpose of the USAID/Azerbaijan Monitoring, Evaluation, Learning, and Data for Performance

Management (aka PERFORM) is to create a rigorous monitoring, evaluation, learning, and data system to strengthen USAID/Azerbaijan’s evidence-based decision making and improve performance management to enhance USAID’s development objectives in Azerbaijan. In addition, the Mission requires development of a system to better understand the impact of malign influences in Azerbaijan and how to use that learning to design new activities and/or adapt existing activities to more effectively counter malign influences. The contractor must be capable of implementing activities to support this concept and achieve results with limited resources.

C.2 BACKGROUND

At the crossroads of the Middle East, Central Asia and Europe, Azerbaijan borders the Caspian Sea and the

Caucasus Mountains. Azerbaijan is surrounded by regional powers that have long sought to increase their influence in the region and is the only country in the world that shares borders with both Russia and

Iran. Azerbaijan is a secular, Western-oriented state with a Shi’a Muslim-majority population. Substantial energy resources drove rapid growth during the early 2000s, until a decline in global oil prices in mid-2014 spawned an economic downturn. By December 2015, citizens felt the effects of currency devaluations coupled with high inflation rates. In 2016, the country experienced its first recession in 20 years due to low global energy prices and the impact from an economic crisis in neighboring Russia.

In light of this, the government has announced a series of economic reforms to develop the non-oil sector with a particular focus on small and medium-sized businesses. Similarly, individuals are seeking increased income security, entrepreneurship opportunities, and engagement with the government on economic and social issues while private sector firms are likewise exploring ways to support Azerbaijan’s social and economic development and independence.

USAID/Azerbaijan aims at developing a partnership with Azerbaijan to promote good governance and economic growth. USAID assistance programs will diversify the non-oil economy and build resilient communities.

C.3 OBJECTIVE

The goal of the USAID/Azerbaijan’s 2020-25 CDCS is an enhanced enduring partnership with

Azerbaijan. This partnership will be adapted to the country’s particular socio-economic situation, incorporating U.S. objectives for Azerbaijan’s journey to self-reliance. Over the course of the Strategy period, USAID will seek to improve the Azerbaijani government’s (GOAZ) engagement with citizens, particularly the most vulnerable; assist the GOAZ to create a more diverse and durable economy; and utilize a development dialogue approach to establish the basis for a long-term partnership that serves

Azerbaijani and U.S. national interests.

The 2018-22 Integrated Country Strategy (ICS) points out that Azerbaijan is surrounded by regional powers that have long sought to increase influence in the region. As a secular, generally Western-oriented state with a Shi’a Muslim-majority population, Azerbaijan could serve as a model throughout Eurasia and the Middle East if it takes the right steps. The value of success in bringing Azerbaijan into the ranks of prosperous, stable, and democratic states would be enormous. USAID programs, which share their goal with the larger U.S. mission, will continue to help Azerbaijan maintain its charted independent path while supporting the implementation of political and economic reforms important to ensuring long-term stability.

Keeping Azerbaijan leaning towards the West is paramount to U.S. national security interests. These interests are rooted in a strong, prosperous, and free Europe that is energy independent of Russia and a strong Israeli partner that is key to stability in the Caucasus and the greater Middle East. Azerbaijan seeks favorable international recognition to counterbalance its record on human rights and democracy. Recently, the Government has shown a tempered willingness to loosen some of its tight controls, but only when this does not threaten its established oligarchies and other entrenched power centers within the country.

This CDCS goal statement reflects the challenges inherent in this country context and the Mission’s limited resource envelope by focusing on partnership, achieved through a hybrid development and diplomatic approach, as the mechanism through which improved governance and economic growth can flow. This includes partnerships with host country government, local private sector, and civil society actors with a displayed commitment to improving the lives of Azerbaijanis. The Mission will continue to grow its emerging body of data, obtained from our own data collection efforts, programming to date, the Journey to

Self-Reliance (J2SR) Roadmap and Metrics, and other key sources to track and adapt interventions and messaging to ensure our targeted geographies and demographics are served. This partnership approach will also allow the Mission to address the Government’s commitment to inclusive democratic development in a manner that offers more incentive for progress than the previous Mission strategy. Instead of continuing public messaging tactics insisting that Azerbaijan promote immediate reform and respect human rights, the

Mission has shifted towards an interest-based negotiation approach that begins with a focus on economic growth as the seed through which the partnership will grow and expand to other areas. To be clear, USAID/Azerbaijan is not shying away from democracy and governance issues, but is taking a measured approach to build the bilateral relationship while increasing commitment in areas that the GOAZ has traditionally not engaged in with the U.S., but that are essential for its long-term sustainable journey to self-reliance.

The chart below illustrates the USAID CDCS and provides a graphic explanation of how

USAID/Azerbaijan envisions achieving its goal through more specific development objectives with associated Intermediate Results (IRs) and sub-IRs.

C.4 STATEMENT OF WORK

Development Objective (DO) 1: Azerbaijan’s Society is More Capable and Engaged

Development Hypothesis

If socio-economic engagement between citizens and the GOAZ is expanded, and the needs of vulnerable citizens are addressed, Azerbaijan’s society will become more capable and engaged. Socio-economic engagement will be increased through a series of interventions targeted at government reform champions and the creation of opportunities for the GOAZ and civil society to work on issues of mutual interest. On the other side of the equation, vulnerable citizens’ needs will be addressed through a community resilience-based approach. Resilience in this context refers to society’s capacity to weather economic and political shocks, organize into groups to advocate for needed changes, obtain reliable information from unbiased sources, and provide effective feedback to a more responsive government--in short, to become more self-reliant.

● IR 1.1: Increased engagement between citizens and government to address critical needs. USAID will focus on expanding the base of support for democratic norms, increased transparency and accountability, and more equitable, inclusive development with all its stakeholders, in government and non-government organizations. The Mission will seek to provide or expand upon existing safe spaces for civic engagement and the acquisition or honing of skills related to civic engagement and advocacy for citizens, citizen groups, media, and activists, while simultaneously supporting select government entities to receive said citizen engagement.

Particular attention will be on promoting gender equality and promoting women and youth empowerment under this IR as women, in particular, lack authoritative voices in government while suffering disproportionately from gaps in critical needs as well as intersecting forms of discrimination. Under IR 1.1, the Mission will also explore opportunities to work in the justice reform sphere, potentially training judges, lawyers, mediators, and issues around commercial dispute resolution, human rights, TIP, IPR, and others.

● IR 1.2: Vulnerable citizens’ needs addressed. This IR will focus on select geographic areas vulnerable to malign influences and outmigration, by enhancing the provision of and access to services that support the development or strengthening of livelihoods (e.g., agriculture, small business development), particularly in rural areas along Azerbaijan’s northern and southern borders. Rural women will be a specific target community as they suffer disproportionately from poverty, and face multiple forms of discrimination, violence, and insecurity as compared to rural men and urban men and women. This IR will include dedicated assistance to countering trafficking in persons (C-TIP), with survivors and potential victims of trafficking featuring as one subset of vulnerable citizens. USAID will pursue these activities in concert with the GOAZ, private sector, and civil society resources.

Development Objective (DO) 2: Azerbaijan's Economy is more diverse and durable

The Mission will utilize the Agency’s Private Sector Engagement (PSE) approach to increase ties between

Azerbaijan and Western-oriented companies as an incentive for Azerbaijan to ramp up economic reform, and as an additional platform to advocate for policy change. In other words, If Azerbaijan’s non-oil sectors are more competitive, and GOAZ improves its enabling environment for private sector investment, Azerbaijan’s economy will be more diverse and durable against malign influence and external shocks.

Catalyzing GOAZ’s reform efforts will attract more private sector investment, will lead to a stronger regulatory environment, ensure more transparency and accountability, and ultimately contribute to governance improvements and liberalization. Furthermore, economic diversification will build self-reliance by making Azerbaijan’s economy more inclusive, more durable, and less dependent on geopolitical volatility.

● IR 2.1: Competitiveness in targeted non-oil sectors increased. Due to its geographic proximity, historical economic ties, large market size, and low-quality standards, Russia is still the preferred destination for much of Azerbaijan’s agricultural exports. The Kremlin has historically used this economic dependence to exert political and economic power on the GOAZ. USAID will help Azerbaijan reduce dependence on Russian markets through targeted investments in selected agriculture value chains to improve product quality and increase adherence to international standards, and by facilitating linkages with developed markets. These linkages will establish sustainable and long-term commercial relationships for local businesses in developed markets domestically and abroad.

In addition to working in the agricultural sector, USAID will continue supporting the integration of Azerbaijan into Europe’s energy markets through the liberalization of its domestic energy market. This will serve to further support Azerbaijan’s independence from neighboring countries and reduce European dependence on Russian energy supplies. Over the course of the strategy, USAID will also explore other non-oil, non-agriculture opportunities. Potential areas include tourism, technology, and free-trade zones. Increased competitiveness in the non-oil sector will help make Azerbaijan’s economy more diverse and durable.

● IR 2.2: Enabling Environment for Private Sector Improved. A durable Azerbaijani economy will not be possible without a strong enabling environment. The Mission’s approach under IR 2.2 will focus on increasing accountability and transparency, building the capacity of GOAZ entities committed to reform, and increasing public demand for transparency to ensure that reforms are sustainable in the long-term.

Strategic Objective (SO): Dialogue Advances Mutual Commitment on Development and Foreign

Policy Goals

Regardless of the effectiveness of DO1 and DO2, their true potential cannot be realized unless the U.S.

Government engages in a vigorous and purposeful engagement with host country counterparts to further

J2SR goals, particularly around commitment to open and accountable governance. In addition, considering its limited resource envelope, USAID will need to leverage resources to complement its development objectives and increase the impact of activities during the strategy period. Without additional resources and a systematic development-diplomacy dialogue, it is unlikely that USAID will be able to support

Azerbaijan’s improved J2SR metrics.

The development hypothesis for the SO is: If USAID embarks on a systematic development-diplomacy dialogue to work with the GOAZ on shared economic and national interests and by leveraging the private sector, U.S. government interagency, and donor advocacy, then GOAZ commitment to socio-economic development and reform will increase, and U.S. foreign policy goals will advance.

Malign Actors

Russia’s territorial domination of Azerbaijan began with the capture of the Caucasus during the Russian-

Persian wars of the early 19th century and persisted until its independence from the Soviet Union in 1991.

Unlike other post-Soviet states, Azerbaijan does not have a large ethnic Russian population, and many

Azerbaijanis view Russia negatively. During the post-Soviet era, this negative sentiment has been compounded by Russian aggression in the Caucasus, including the 2008 invasion of Georgia and perceived

Russian support for Armenia in the Nagorno-Karabakh conflict. Despite this historical animosity, there are strong economic ties between Russia and Azerbaijan. Russia is the largest single source of Azerbaijan’s imports (about $1.4B in 2017), and a major destination for Azerbaijan’s non-oil exports (about $619M in

2018).

Russia has long represented a key economic, political, and cultural partner for Azerbaijan. Many members of the political elite were educated in Russia and speak Russian at home. The Azerbaijani Government has avoided military alliances and economic pacts with Russia and the West, with the exception of extensive energy cooperation with the West. In recent years, Azerbaijan has not been a top U.S. priority; this has led some in the Azerbaijan power elite to conclude that the West is not a reliable long-term partner. This has led to a re-emergence of Russian “soft power” and creeping re-alignment with Russian interests, including a rebound of Azerbaijani exports to Russia after a slump in 2015-16.

Mission staff undertook an assessment in June-July 2018 in order to improve their understanding of the breadth and depth of Kremlin influence in Azerbaijan. The historical and geographic ties between

Azerbaijan and Russia have had a major influence on the current military, economic, political, and social interactions between the two countries.

The majority of survey respondents viewed Russia as the main external threat to the stability of Azerbaijan, especially in the bordering northern areas of Azerbaijan where several minority populations live. The history of Russian-Georgian war in 2008 and Crimean crisis in 2014 both resulting in attempted annexation of the territories by the Russian Federation make rural people feel threatened by potential Kremlin geographic expansion. Additionally, the Kremlin’s participation in the Nagorno-Karabakh (NK) conflict resolution and their strong military ties to Armenia also play a strong role in the Kremlin’s political interactions with Azerbaijan. The Kremlin is perceived as one of the main players in the negotiations of a peaceful resolution of the NK conflict and no agreement over the occupied areas is expected to be reached without the Kremlin’s agreement.

The assessment revealed that the Russian market’s low-quality standards and minimal certification requirements for imported products make it attractive to local farmers who cannot meet international standards. Even though profit from the Russian market is lower than in Europe, it remains the most convenient and easy to access. Knowledge of Russian language, historical economic and cultural ties, and geographic proximity contribute to the decision of local exporters to trade with Russia.

Assessment respondents emphasized the negative impacts of the Kremlin on ordinary farmers through intentional economic manipulation. This has primarily been manifested through border closures and diversion of irrigation water coming from the Samur River, which originates in the Greater Caucasus mountains and flows from Russia to Azerbaijan. Depending on the political tensions in the Russian-

Azerbaijani relations, the border with the Russian Federation might be closed to Azerbaijani fruit and vegetable exporters for an indefinite time which leads to the rotting of export goods and financial loss. Both border closure and closure of irrigation water sources have enormous negative impact on the livelihood of rural citizens and make people more susceptible to radicalization and/or migration. Over the last few years, a number of youth, including young women, have left the Gakh and Zaqatala regions to relocate to Syria.

Respondents reported that Russia is one of the main destinations for economic migration of Azerbaijanis from the northern regions of Azerbaijan and that on average 25-30% of the population in those communities migrates seasonally to work in Russia. These rural households depend on remittances received from the migrant family members working in the Russian Federation, which can constitute up to

70% of income. This represents a leverage factor that Russia could use to harm rural livelihoods and sow further discontent.

Russian language and education in Russian remain popular in modern Azerbaijan and are supported both by the governments of Azerbaijan and Russia. Currently, there are about 350 schools with Russian language being taught as a second language, and 16 schools are Russian as a primary language with approximately 4000 pupils. Sixteen thousand students studying at 18 universities in Azerbaijan receive education in Russian. Currently, about 15,000 Azerbaijanis receive education in the Russian Federation

(both paid and unpaid), and the number of scholarships provided by the Russian government is increasing annually. For example, the number of scholarships in 2018 was 41% higher than the number of scholarships provided in 2015. These cultural ties ensure that continuing generations of Azerbaijanis will have some degree of Russian affinity.

Given the current geo-political realities related to Iran, USAID will develop a countering malign influence approach targeted towards Iran over the course of the strategy. While the Mission has a countering violent extremism program, which has had success in also countering Iran’s religious influence, the Mission will seek additional support to further enhance mitigating Iran’s influence. Also troubling is the growing partnership between Iran and Russia, which complicates USAID assistance while at the same time makes it critical that USAID take a strategic and long-term approach to fostering an enduring partnership with

Azerbaijan.

In general, the contractor will be asked to provide MEL services in those areas that USAID/Azerbaijan already works within, and potentially for cross-cutting issues that exist across the development portfolio, or that are emphasized as Agency priorities.

IDIQ Objective

The overall goal of the five-year PERFORM award is to create a rigorous monitoring, evaluation, learning, and data (MELD) system to strengthen USAID/Azerbaijan’s evidence-based decision making and improve performance management to enhance USAID’s development objectives in Azerbaijan. In addition, the

Mission requires a system to better understand the impact of malign influences in Azerbaijan and how to use that learning to design new activities and/or adapt existing activities to more effectively counter malign influences.

The four key objectives of this IDIQ are described below:

1. Monitoring: To provide a broad range of services to improve the monitoring capacity of the

Mission and partners, including independent monitoring of USAID activities;

2. Evaluation: To perform independent performance evaluation and assessments as directed by

Mission need;

3. Learning: To improve USAID and partner ability for collaborating, learning, and adapting; and

4. Data: To provide annual data and strengthen USAID’s ability to analyze data to make evidence-based decisions.

MELD Services to be Provided under the IDIQ

The Mission requires a flexible and low-cost approach that could be scaled up if additional funding is received. The contract would have a set of minimum requirements that would be completed over the course of a five-year award. The total estimated budget is between $2 and $2.5 million; however, the final cost will be established at the time of award. Some services are anticipated to be ongoing throughout the life of the five-year award, while others, such as evaluations, will be done ad hoc. Accordingly, a number of task orders will be required to cover those services envisioned within the minimum requirements.

Beyond the minimum requirements, the contract may contain components that could be implemented based on demand, or if the Mission receives additional funding (scalable up to a ceiling of $5 million). These additional components would be considered expanded requirements and require additional task orders.

Minimum Requirements

● Annual Data collection through perception surveys, key informant interviews, focus groups, and observable indicators (including data visualization)

● Identify, collect, and analyze project and strategy level data (context and/or performance) that could potentially contribute to the project/activity monitoring and adaptive management

● Recommendations on best ways to integrate findings of data to improve existing activities or to help the design of future activities

● Creating a feedback loop for MEL Activity Action Plans, Project MEL Plan, and PMP to reinforce the Mission’s overall performance management system

● Third-party activity monitoring and indicator Data Quality Assessments of existing Mission activities

● Facilitation of Mission Collaborating, Learning, and Adapting (CLA) processes, including regular partner meetings, sharing data findings and best practices, recommendations for integration of

CLA into project and strategy implementation, and support to conduct a Strategy mid-course stock-taking

● Developing Mission Success Stories for outcome level results

● Implementing partners MEL capacity building (MEL Training, support collection of baseline data and monitoring, DQAs, etc.)

● Assistance developing a system to measure malign Kremlin influence and ongoing monitoring of those influences. See the following link for more information.

(https://www.usaid.gov/sites/default/files/documents/1863/CMKI_Development_Framework_.pdf

● Support the Mission in the data collection for baselines, performance monitoring, Project MEL

Plan, and PMP

● Planned and unplanned Evaluations/Assessments (estimate 1-2 per year)

Expanded Requirements

● MEL support to local partners (may be up to five partners with need for MEL capacity building support) https://www.usaid.gov/sites/default/files/documents/1863/CMKI_Development_Framework_.pdf https://www.usaid.gov/sites/default/files/documents/1863/CMKI_Development_Framework_.pdf

● Private Sector Engagement analyses

● Ex-post monitoring - post activity monitoring to identify the quality and benefits of the provided support (training/construction/equipment/best practices)

● Project level performance evaluation

● Specific Technical or Thematic Studies and Analyses

● Specialized Data collection for cross cutting issues (e.g. gender, youth)

● Consultations/capacity building for the Government of Azerbaijan (at local and national) on data collection, using data for decision making, and/or MEL

● Technical support on internal evaluations and assessments

Required Personnel Skills

The Contractor shall furnish the services of individuals with the necessary education and/or relevant experience as required in each task order.

To meet the requirements under this IDIQ, the Contractor must provide a combination of staff that, at a minimum, have practical skills in performance management, participatory data collection, analysis, report writing, site visits, performance monitoring, evaluation design and implementation, utilization of evaluation and research findings, gender, and CLA.

Standards of Performance

This section defines the performance requirements to which the Contractor shall be held for the IDIQ;

established the performance levels or standards; and defines how these performance standards will be measured. Requirements and standards may be more explicitly defined through each task order.

a. Technical competence: Performance will be assessed by the Contractor’s effectiveness on each task outlined in the work plan under each task order. Effective technical competence will be demonstrated through written reports, oral briefings, technology, and other products that are actionable and can be successfully implemented. Ineffective technical competence is determined by inferior product quality, superficial or theoretical findings and recommendations, and low-quality technology, which cannot be implemented or acted upon.

b. Ability to assemble or prepare effective expertise: Performance will be assessed in different ways. Superior contractor recruitment ability goes beyond a simple review of a candidate’s resume or CV. Some candidates may appear qualified on paper, but may lack interpersonal skills, leadership ability, practical experience, or adaptive qualities that would make them suitable to this type of contract. The Contractor must be able to build effective teams that can work well together, with USAID staff, and with USAID’s other implementing partners.

c. Contractor responsiveness: Performance will be assessed by the Contractor's ability to maintain open, direct, and responsive communications channels with USAID/Azerbaijan staff and implementing partners. Superior contractor performance is marked by a rapid, helpful response and timely submissions of written reports and other products.

d. Client satisfaction with the finished product: Performance will be assessed in many ways.

Superior contractor performance is distinguished by the high quality of the final deliverable. High quality deliverables should be clear, concise, accurate, well structured, easily understood, and be actionable. Advisory services may be measured by the results from recommendations followed.

e. Proficiency of the client: Performance will be measured based on the increased ability of the client (USAID Mission, implementing partner, and/or host country government) to understand and act on the technical subject matter subsequent to Contractor's provision of services.

f. Adherence to the proposed subcontracting and/or short-term technical expert plan: This relates to the Contractor's ability to assemble or prepare effective expertise (noted above). USAID expects to be able to benefit from access to the full range of experience and expertise available through an IDIQ-holder. The Contractor's adherence to the proposed sub-contracting and short-term technical expert plan constitutes part of the basis for the evaluation of contractor performance. Deviation from the plan, including changes of sub-contractors and proposed short-term technical experts, will need to be justified and explained to USAID.

Base IDIQ Contract (To be delivered under the Core Services TO)

Management of the Base IDIQ Contract

The IDIQ holder will manage the base IDIQ and TOs through the following tasks:

a. Establishing full or limited operations in Baku, Azerbaijan;

b. Establishing a variety of mechanisms to recruit qualified experts, firms, organizations, and institutions with expertise to implement the requirements in the task orders. Emphasis shall be placed on acquiring regional and national expertise;

c. Managing the solicitation, screening, scheduling and deployment processes for the services tasked under TOs, and ensuring the quality and timeliness of the services delivered;

d. Developing and regularly updating a database to record the Contract’s deliverables such as the number and types of TOs, their status, as well as the types of services provided;

e. Providing oversight for all services delivered under this Contract; and

f. Regularly consulting with the IDIQ’s COR to share challenges faced and ways to mitigate them, as well as reporting progress and results of services under this Contract.

Expected Task Order Services under the Core Services TO

The following services are expected under the Core Services TO:

● Annual Data collection through perception surveys, key informant interviews, focus groups, and observable indicators (including data visualization);

● Identify, collect, and analyze project and strategy level data (context, cross-sectoral (gender, youth, etc.), and/or performance) that could potentially contribute to the project/activity monitoring and adaptive management;

● Recommendations on best ways to integrate findings of data to improve existing activities or to help the design of future activities;

● Creating a feedback loop for MEL Activity Action Plans, Project MEL Plan, and PMP to reinforce the Mission’s overall performance management system;

● Third-party activity monitoring and indicator Data Quality Assessments of existing Mission activities;

● Facilitation of Mission Collaborating, Learning, and Adapting (CLA) processes, including regular partner meetings, sharing data findings and best practices, recommendations for integration of

CLA into project and strategy implementation, and support to conduct a Strategy mid-course stock-taking;

● Developing Mission Success Stories for outcome level results; and

● Implementing partners MEL capacity building (MEL Training, support collection of baseline data and monitoring, DQAs, etc.).

C.5 RESULTS

Expected Core TO Results

The ultimate expected results of this Contract are to help USAID/Azerbaijan improve its performance management through high standard and cost-effective MELD support. Specifically, it is anticipated that the

Core Services TO will achieve the overall results as listed below:

a) All TO services successfully provided in a technically sound and timely manner;

b) Annual data collection successfully implemented, and draft results, recommendations, and briefing provided to USAID within 30 days following the data collection. Final report and briefing conducted no later than 60 days following the data collection;

c) Identification, Collection, and Analysis of Project and Strategy level data (context and/or performance) that could potentially contribute to the project/activity evaluation and adaptive management. This data collection will be based on the current Project-level MEL plan requirements and those requirements that will be outlined in the Strategy-level Performance

Management Plan that is currently in draft. USAID and the Contractor will outline the requirements for this TO service during the collaborative preparation of the Core TO work plan;

d) Creation of a feedback loop for MEL Activity Action Plans, Project MEL Plan, and PMP to reinforce the Mission’s overall performance management system. The Contractor will work with

USAID to develop an effective and easy to use feedback loop system that will allow these products to build on one another, help USAID visualize weaknesses in the performance management system, and assist USAID to learn and adapt over time;

e) Conduct quarterly third-party activity monitoring and complete indicator Data Quality

Assessments of existing Mission activities;

f) Facilitate Mission Collaborating, Learning, and Adapting (CLA) processes, including regular partner meetings, sharing data findings and best practices, recommendations for integration of

CLA into project and strategy implementation, and support to conduct a Strategy mid-course stock-taking. The Mission expects the Contractor to conduct between 2-4 CLA sessions per year;

g) Developing Mission Success Stories for outcome level results. The Mission expects the

Contractor to complete 1-2 outcome level success stories per year; and

h) Implementing partners MEL capacity building (MEL Training, support collection of baseline data and monitoring, DQAs, etc.) improved. The Mission expects the Contractor to provide ad hoc support as requested, but provide annual recommendations on implementing partner MEL plans, and provide support to all new partners to help them develop realistic and effective MEL plans.

C.6 GUIDING PRINCIPLES AND POLICIES

The Contractor shall adhere to the following guiding principles during the Contract implementation.

C.7 CO-DESIGN

Following the award of the Core Services TO it is expected that all additional TOs would be developed using a collaborative co-design process between USAID staff and the Contractor. The co-design process is intended to bring USAID and the Contractor together to collectively produce a mutually valued outcome, using a participatory process that assumes some degree of shared power and decision-making. During the co-design process, USAID and the Contractor will develop the TO statement of work, discuss the required level of effort, necessary staff expertise or sub-contractor requirements, and negotiate expectations for the

TO budget.

C.8 COLLABORATING, LEARNING AND ADAPTING (CLA)

USAID/Azerbaijan has put time and effort into building a culture of CLA into Mission operations. It is expected that the Contractor also model a CLA culture and integrate that culture into internal processes and in the implementation of TO activities. A collaborative working relationship between the Contractor and relevant USAID staff is required under this Contract. Where applicable and appropriate, the Contractor should collaborate with the Mission’s implementing partners, interagency colleagues, and/or the host country government. Specific coordination activities, in addition to the above, shall be identified in the individual TOs. TO products, briefings, and facilitated events should have a learning component integrated. In addition, all products, briefings, and facilitated events should focus on providing recommendations for how the Mission can use that data to make evidence-based decisions and adapt programming as necessary.

C.9 GENDER

The Contractor must ensure the USAID policies and strategies including the Gender Equality and Female

Empowerment Policy are incorporated and applied during implementation of the IDIQ and all TOs as guided in ADS 205. This includes, but is not limited to, highlighting any reductions in gender disparities in access to, control over and benefit from resources, wealth, opportunities and services; reductions in gender-based violence; and increased capability of women and girls to realize their rights, determine their life outcomes, and influence decision-making in households, communities and societies. In all applicable cases, MELD methods shall use gender-disaggregated data and incorporate further disaggregation as warranted, e.g., age, ethnicity, social-economic status, sexuality. Work carried out via individual TOs shall support gender analysis and provide recommendations for how USAID assistance can effectively contribute to gender equality and female empowerment as development outcomes and proxy outcomes toward other development goals. The Mission Gender Advisor will provide technical guidance on the issue to the

Contractor through the COR according to the TOs. In addition to the guidance provided in ADS 205, the

Contractor is encouraged to propose alternate, additional, or revised gender-related learning questions and/or indicators to be approved by the IDIQ COR, and activity C/AORs, if applicable. The Contractor should provide clear recommendations for improved programming and measurement of gender equality and female empowerment in all services under this Contract.

C.10 SCIENCE, TECHNOLOGY, INNOVATION, AND PARTNERSHIPS (STIP)

As appropriate and to the largest extent possible, the Contractor will maximize utilization of the most efficient and easily accessible information technology during any stages of MELD activities during implementation of the IDIQ, and all TOs, to minimize the data burden on USAID’s staff, IPs, and stakeholders, and support sustainability of MELD efforts. The Contractor will also reflect cutting-edge development theory and practice of MELD in its designs, plans and activities and share these innovative practices with USAID, IPs, and relevant key stakeholders. Methodologies applied for learning and MELD activities must be state-of-the-art and reflect the most current research practices.

C. 11 LEADERSHIP

The Contractor will: 1) promote greater information sharing to ensure that USAID staff, IPs, and key stakeholders learn about innovative approaches as well as best and up-to-date MELD tools and practices; 2) support and promote discussions on measuring sustainability of USAID assistance; 3) make recommendations to USAID leadership on key course corrections or adaptive management actions undertaken in response to positive or negative developments during project/activity implementation as requested; and 4) present and/or assist USAID to present concepts and findings at MELD-related conferences and forums opened to a larger audience.

C. 12 LOCAL CAPACITY

Special consideration must be given to the involvement of local firms and professionals in significant roles in order to facilitate future transfer of knowledge, skills, and abilities. Local organizations and/or local staff will be supported, utilized, and/or built to the greatest extent possible, in order to carry out quality MELD activities. Those organizations or staff should become sustainable as a matter of a result, not merely as a goal. Therefore, the Contractor shall take all deliberate steps necessary to ensure: (a) Maximum transfer of program management skills, tools, and methods to selected local/regional firms or staff as agreed between the Contractor and the IDIQ’s COR; and (b) Maximum employment opportunity for local citizens at all levels, from technical and program management positions to unskilled labor.

C. 13 MANAGING RISK

Since early 2013, the government has used a range of measures to crack down on international and local

NGOs and their activities. Notably, the government controls NGO and grant registration to restrict some

NGOs from being able to access grant funding through financial institutions. Not only have grants been an issue, but USAID contracts have also come under intense scrutiny and have experienced tax penalties, raids that have confiscated equipment, and even criminal charges filed against individual staff. The Contractor should be aware of these issues and have measures in place to mitigate all potential risks the Contract may face over the life of the award.

C. 14 EXPECTED STANDARDS

All of the work performed under this Contract shall be in full compliance with all USAID Policies and

Automated Directive System (ADS) that are current at the time of award and issuance of up-coming TOs, including but not limited to the following:

a) ADS Series 200 to 205 (http://www.usaid.gov/who-we-are/agency-policy/series-200) and 302

(http://www.usaid.gov/sites/default/files/documents/1868/302.pdf);

b) USAID Evaluation Policy

(http://www.usaid.gov/sites/default/files/documents/1868/USAIDEvaluationPolicy.pdf); and

c) Other internationally recognized standard and ethical practices in developing and conducting research. In particular, the Contractor must ensure that informed consent and personal information of all respondents/participants for any types of studies (including evaluations) performed are appropriately obtained, collected, and stored in accordance with international standards.

http://www.usaid.gov/sites/default/files/documents/1868/USAIDEvaluationPolicy.pdf

D - Packaging and Marking

D.1 BRANDING STRATEGY, IMPLEMENTATION PLAN AND MARKING PLAN

The cover page of all report deliverables required in Section F. must include the USAID Identity (or the name of the Agency written out) prominently displayed, the Contract number (see the cover page of this

Contract), contractor name, name of the USAID project office, the publication or issuance date of the document, document title, author name(s), project number, and project title. Descriptive information is required whether contractor-furnished products are submitted in paper or electronic form. All materials must include the name, organization, address, and telephone/fax/internet number of the person submitting the materials.

D.2 AIDAR 752.7009 Marking. (JAN 1993)

(a) It is USAID policy that USAID-financed commodities and shipping containers, and project construction sites and other project locations be suitably marked with the USAID emblem.

Shipping containers are also to be marked with the last five digits of the USAID financing document number. As a general rule, marking is not required for raw materials shipped in bulk

(such as coal, grain, etc.), or for semi-finished products which are not packaged.

(b) Specific guidance on marking requirements should be obtained prior to procurement of commodities to be shipped, and as early as possible for project construction sites and other project locations. This guidance will be provided through the cognizant technical office indicated on the cover page of this contract, or by the Mission Director in the Cooperating Country to which commodities are being shipped, or in which the project site is located.

(c) Authority to waive marking requirements is vested with the Regional Assistant Administrators, and with Mission Directors.

(d) A copy of any specific marking instructions or waivers from marking requirements is to be sent to the contracting officer; the original should be retained by the Contractor.

E - Inspection and Acceptance

E.1 INSPECTION AND ACCEPTANCE/RESPONSIBLE OFFICIAL

USAID inspection and acceptance of services, reports and other required deliverables or outputs must take place at USAID Washington or at any other location where the services are performed and reports and deliverables or outputs are produced or submitted. The Contracting Officer Representative (COR) identified in Section G has been delegated authority to inspect and accept all services, reports, and deliverables required by the basic IDIQ.

TOCORs may be designated for a specific task order. In accordance with the clauses of this contract entitled ¯Inspection of Services – Cost Reimbursement, (FAR 52.246-5) and ¯Inspection of Services –

Fixed-price, (FAR 52.246-4), inspection of results…