AS III RFP FINAL 22 May 2009.doc

Table of Contents Page

5PART I - THE SCHEDULE

SECTION B - SUPPLIES OR SERVICES AND PRICE/COSTS

B.1 PURPOSE

B.2 CONTRACT TYPE AND CONTRACT SERVICES

B.3 MINIMUM OBLIGATED AMOUNT

B.4 MAXIMUM CONTRACT CEILING

B.5 LABOR

B.6 OTHER DIRECT COSTS

B.7 INDIRECT COSTS (APPLICABLE TO ODC)

B.8 TASK ORDER LIMITATIONS

SECTION C - DESCRIPTION/SPECIFICATIONS/STATEMENT OF WORK

C.1 BACKGROUND

C.2 OBJECTIVES

C.3 STATEMENT OF WORK

C.4 GRANTS MANAGEMENT

SECTION D - PACKAGING AND MARKING

D.1 AIDAR 752.7009 MARKING (JAN 1993)

D.2 BRANDING POLICY

SECTION E - INSPECTION AND ACCEPTANCE

E.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

E.2 INSPECTION AND ACCEPTANCE

SECTION F - DELIVERIES OR PERFORMANCE

F.1 PERIOD OF PERFORMANCE

F.2 PERFORMANCE STANDARDS

F.3 REPORTS AND DELIVERABLES OR OUTPUTS

F.4 TASK ORDERS

F.5 FAIR OPPORTUNITY TO BE CONSIDERED

F.6 KEY PERSONNEL

F.7 CONTENTS OF TASK ORDERS

SECTION G - CONTRACT ADMINISTRATION DATA

G.1 CONTRACTING OFFICER (CO)

G.2 CONTRACTING OFFICER TECHNICAL REPRESENTATIVE(COTR)

G.3 PAYING OFFICE

G.4 ACCOUNTING AND APPROPRIATION DATA

G.5 PAYMENT

G.6 TECHNICAL DIRECTIONS/RELATIONSHIP WITH USAID

G.7

CONTRACTOR’S PAYMENT ADDRESS

SECTION H - SPECIAL CONTRACT REQUIREMENTS

H.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

H.2

AIDAR 752.225-70 SOURCE, ORIGIN AND NATIONALITY REQUIREMENTS (FEB 1997)

H.3 AIDAR 752.7004 EMERGENCY LOCATOR INFORMATION (JUL 1997)

H.4 SECURITY CLEARANCE

H.5 INSURANCE AND SERVICES

H.6 AUTHORIZED GEOGRAPHIC CODE

H.7 LOGISTIC SUPPORT

H.8 LANGUAGE REQUIREMENTS

H.9 SUBCONTRACTING PLAN AND THE SF 294 – SUBCONTRACTING REPORT FOR INDIVIDUAL CONTRACTS AND SF 295 – SUMMARY CONTRACTING REPORT H.10 ORGANIZATIONAL CONFLICTS OF INTEREST: PRECLUSION FROM FURNISHING CERTAIN SERVICES AND RESTRICTION ON USE OF INFORMATION (EVALUATION) H.11 ORGANIZATIONAL CONFLICTS OF INTEREST: PRECLUSION FROM FURNISHING CERTAIN SERVICES AND RESTRICTION ON USE OF INFORMATION (EVALUATION) (Task Order Clause) H.12 ORGANIZATIONAL CONFLICTS OF INTEREST: PRECLUSION FROM IMPLEMENTATION CONTRACT (DESIGN/IMPLEMENT) H.13 ORGANIZATIONAL CONFLICTS OF INTEREST: PRECLUSION FROM IMPLEMENTATION CONTRACT (DESIGN/IMPLEMENT) (Task Order Clause)

H.14 GRANTS UNDER CONTRACT

H.15 EXECUTIVE ORDER ON TERRORISM FINANCING

H.16 AIDAR 752.7032 INTERNATIONAL TRAVEL APPROVAL AND NOTIFICATION REQUIREMENTS (JAN 1990)

H.17 USAID DISABILITY POLICY (DECEMBER 2004)

H.18 SUBCONTRACTING CONSENT

H.19 REPRESENTATIONS AND CERTIFICATIONS

H.20 SMALL DISADVANTAGED BUSINESS (SDB) PARTICIPATION PROGRAM TARGET

H.21 752.228-70 MEDICAL EVACUATION (MEDEVAC) SERVICES (JULY 2007)

H.22 HOMELAND SECURITY PRESIDENTIAL DIRECTIVE-12 (HSPD-12)(SEPT 2006)

PART II - CONTRACT CLAUSES

SECTION I - CONTRACT CLAUSES

I.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

I.2 52.216-19 ORDER LIMITATIONS (OCT 1995)

I.3 AIDAR 302.3.5.5 REPORTING OF FOREIGN TAXES (July 2007) I.4 AIDAR 752.7005 SUBMISSION REQUIREMENTS FOR DEVELOPMENT EXPERIENCE DOCUMENTS (JAN 2004)

PART III – LIST OF DOCUMENTS, EXHIBITS AND OTHER ATTACHMENTS

SECTION J – LIST OF ATTACHMENTS

PART IV - REPRESENTATIONS AND INSTRUCTIONS

SECTION K - REPRESENTATIONS, CERTIFICATIONS AND

OTHER STATEMENTS OF OFFERORS

K.1 52.203-11 Certification and Disclosure Regarding Payments to Influence Certain Federal Transactions (SEP 2007) K.2

52.204-3 TAXPAYER IDENTIFICATION (OCT 1998)

K.3

52.204-8 ANNUAL REPRESENTATIONS AND CERTIFICATIONS (JAN 2006)

K.4 52.209-5 CERTIFICATION REGARDING DEBARMENT, SUSPENSION, PROPOSED DEBARMENT, AND OTHER RESPONSIBILITY MATTERS (MAY 2008) K.5

52.215-6 PLACE OF PERFORMANCE (OCT 1997)

K.6

52.219-1 SMALL BUSINESS PROGRAM REPRESENTATIONS (MAY 2004)

K.7

52.219-22 SMALL DISADVANTAGED BUSINESS STATUS (OCT 1999)

K.8 52.222-22 Previous Contracts and Compliance Reports (Feb 1999) K.9 52.222-25 Affirmative Action Compliance (Apr 1984) K.10 52.222-38 Compliance with Veterans' Employment Reporting Requirements (DEC 2001) K.11 52.223-13 -- Certification of Toxic Chemical Release Reporting (Aug 2003) K.12

52.230-1 COST ACCOUNTING STANDARDS NOTICES AND CERTIFICATION (JUNE 2000)

K.13

AGREEMENT ON, OR EXCEPTIONS TO, TERMS AND CONDITIONS

K.14

DATA UNIVERSAL NUMBERING SYSTEM (DUNS) NUMBER

K.15

SECURITY CLEARANCE CERTIFICATION

K.16 AUTHORIZED NEGOTIATORS

K.17 SIGNATURE

SECTION L - INSTRUCTIONS, CONDITIONS, AND NOTICES TO OFFERORS

L.1

52.252-1 SOLICITATION PROVISIONS INCORPORATED BY REFERENCE (FEB 1998)

L.2 52.216-1 TYPE OF CONTRACT (APR 1984)

L.3 52.233-2 SERVICE OF PROTEST (AUG 1996)

L.4

52.215-1 INSTRUCTIONS TO OFFERORS—COMPETITIVE ACQUISITION (JAN 2004)

L.5 52.219-24 SMALL DISADVANTAGED BUSINESS PARTICIPATION PROGRAM - TARGETS (OCT 2000) L.6

GENERAL INSTRUCTIONS TO OFFERORS

L.7

DELIVERY INSTRUCTIONS

L.8

DELIVERIES TO LOADING DOCKS

L.9

INSTRUCTIONS FOR THE PREPARATION OF THE TECHNICAL PROPOSAL

L.10

INSTRUCTIONS FOR THE PREPARATION OF THE COST/BUSINESS PROPOSAL

SECTION M - EVALUATION FACTORS FOR AWARD

M.1 GENERAL INFORMATION

M.2 DETERMINATION OF COMPETITIVE RANGE AND CONTRACT AWARD

M.3 TECHNICAL EVALUATION CRITERION

M.4 PRICE/BUSINESS EVALUATION

M.5 SOURCE SELECTION

M.6

CONTRACTING WITH SMALL BUSINESS CONCERNS AND DISADVANTAGED ENTERPRISES

M.7 SMALL BUSINESS SET-ASIDE

SECTION J - ATTACHMENTS

ATTACHMENT J.1 SF LLL – DISCLOSURE OF LOBBYING ACTIVITIES

Attachment J.2 COST/PRICE EVALUATION MATRIX Attachment J.3 LABOR DISTRIBUTION CHART

ATTACHMENT J.4 SMALL BUSINESS SUBCONTRACTING PLAN TEMPLATE

ATTACHMENT J.5 CONTRACTOR PERFORMANCE REPORT

ATTACHMENT J.6 FREIGHT DELIVERY REQUEST FORM AND DIRECTIONS TO MOBILE SCANNING FACILITY

ATTACHMENT J.7 IDENTIFICATION OF PRINCIPAL GEOGRAPHIC CODE NUMBERS

ATTACHMENT J.8 DD-254 CONTRACT SECURITY CLASSIFICATION SPECIFICATION

PART I - THE SCHEDULE

SECTION B - SUPPLIES OR SERVICES AND PRICE/COSTS

B.1 PURPOSE

The purpose of this contract is to provide services that fall within the scope of the work specified in Section C for Analytical Services. USAID Task Order Contracting Officers (TOCO's) 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 CONTRACT SERVICES

This is an indefinite quantity contract (IQC) using the following:

Task orders to provide discrete services and obligation of funds within an established ceiling price;

Fixed Daily Rates for U.S. Expatriates;

Reimbursement of actual salaries for locally hired national professionals and other non-U.S. expatriates;

Fixed multipliers applied to salaries for locally-hired national professionals and other non-U.S. expatriates; and modified time-and-material payment provisions.

B.3 MINIMUM OBLIGATED AMOUNT

The basic contract includes an initial obligation of funds in the amount of $25,000 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 for Analytical Services III with an overall ceiling price of $75,000,000.00 The maximum aggregate dollar value of all task orders awarded to all contractors cannot 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 LABOR

B.5(a) U.S. Expatriate Professionals - Fixed Daily Rates The task order will cite the applicable fixed daily rates selected from the Table of Fixed Daily Rates in section B.5(a)(1). The fixed daily rates in effect when the task order is executed will remain in effect for the entire task order period. Each fixed daily rate listed below is "loaded" and must only include the following:

- Salary cost or consulting fee of the individual providing the services;

- Payroll costs (fringe benefits, FICA, etc.);

- Indirect costs applicable to labor; and

- Profit or fee, if any.

[Note: Central management functions under the basic IQC award (e.g., responding to task order proposal requests, central reporting, central meetings with the basic IQC COTR) will be reimbursed as part of indirect costs included in the proposed fixed daily rates.]

When task order assignments are to posts where danger pay allowance, post differential, and other allowances (i.e., housing, education, etc.) are granted, these allowances may be budgeted as direct costs, but are not and must not be included in the fixed daily rate. Fixed daily rates must include consideration of the contractor's established personnel policies and procedures, except what is covered as Other Direct Costs in B.6.

Fixed Daily Rates must not include or be applied to costs covered as other direct costs in Section B.6, such as travel and transportation, local office, etc. USAID anticipates that, for the most part, bilateral agreements with countries receiving technical assistance under any task order will exempt the contractor from paying non-U.S. taxes, duties, and bonding. To the extent that these costs are not exempted, the question of their allowability would be determined on a case-by-case basis as a direct cost. These costs are not to be considered part of the fixed daily rates.

The fixed daily rates set forth below must be fixed for the contract period, and include subcontractors set forth in Section H.18. If a new subcontractor is proposed for a specific task order on other than a fixed-price basis, the fixed daily rates set forth below normally apply, and the new subcontract is subject to consent by the TOCO.

Note: If a task order is written in Year 1 with a period of performance that extends into Year 2, the applicable fixed daily rate for work days performed in Year 1 and 2 must be used in the task order. The same is applicable if occurring in future years. Non-funded extensions that will cause existing task orders to extend into a subsequent rate period would not typically involve a change in the allowable fixed daily rate under that task order; funded extensions that add new work to a task order normally would allow the subsequent year's fixed daily rate to apply. Under these circumstances, all changes in the allowable rates are subject to the cognizant TOCO's discretion.

B.5(a)(1) Labor Categories (US Expatriate Fixed Daily Rates) (Offerors may bid separate rates for each year or group of years, and rates will be included accordingly - whole dollars are preferred but not required.)

Year 1:

Fixed Daily Rates

Senior Mid Junior 1001 Program Development Specialist

1002 Political Scientist/

Political Economist 1003 Social Scientist

1004 Attorney

1005 Management Information Specialist

1006 Administrative Support

Year 2:

Fixed Daily Rates

Junior

2001 Program Development Specialist

2002 Political Scientist/

2003 Social Scientist

2004 Attorney

2005 Management Information Specialist

2006 Administrative Support

Year 3: Fixed Daily Rates

Junior

3001 Program Development Specialist

3002 Political Scientist/

3003 Social Scientist

3004 Attorney

3005 Management Information Specialist

3006 Administrative Support

Year 4: Fixed Daily Rates

Junior

4001 Program Development Specialist

4002 Political Scientist/

4003 Social Scientist

4004 Attorney

4005 Management Information Specialist

4006 Administrative Support

Year 5: Fixed Daily Rates

Junior

5001 Program Development Specialist

5002 Political Scientist/

5003 Social Scientist

5004 Attorney

5005 Management Information Specialist

5006 Administrative Support

DEFINITION OF LABOR CATEGORIES

1. Program Development Specialist: Provides advice and guidance to USAID on planning, design, development, financial analysis, implementation, and performance monitoring and reporting of USAID-supported programs and activities. Advises and assists in the comprehensive planning and setting of priorities for new development program initiatives and activities; and advises and assists in the strategic management and implementation of activities, including the development of management information systems and the conduct of performance monitoring plans.

2. Political Scientist/Political Economist: Provides analysis, advice and guidance based on education in and/or practical knowledge of the discipline of political science and political economy. Examples include comparative politics, international political theory, democratic development, regional/country experts, development theory, etc.

3. Social Scientist: Provides analysis, advice and guidance based on education in and/or practical knowledge of anthropology, economics, social history, law, political science, sociology and/or related disciplines. This category will only be used if the Cognizant Contracting Officer determines that no other labor categories cover the duties, skills, or tasks required. For task orders, Contractors shall not propose individuals in this category without prior approval of the cognizant Contracting Officer.

4. Attorney: A development professional who is also a practicing attorney. Typically will provide programmatic guidance on issues relating to constitutions, legal and regulatory codes and procedures, human rights, administration of justice, the development of a legal profession, law school curriculum, etc.

5. Management Information Specialist: Provides USAID operating units with information technology assistance regarding tasks specific to this SOW (e.g., program monitoring and evaluation, content specific web sites, analysis of survey data). This assistance will likely include the creation and maintenance of databases and websites.

6. Administrative Support: Provides secretarial, logistical and operations support to contractor teams, USAID and cooperating country personnel. Conducts research and obtains documents to inform technical assistance, briefings and reports. Coordinates logistics for travel, study tours, training and other events.

B.5(a)(2) Labor Categories - Level of Qualification In order to perform the scope of work set forth in Section C, the Contractor must provide the education and experience levels as indicated below of the specific Functional Labor Categories listed above. The qualifications in the categories must correspond to the applicable fixed daily rates provided in Section B.5(a)(1).

JD/ABD

MS/MA/MBA BS/BA

Less than Bachelor's

JD/ABD

MS/MA/MBA BS/BA

Less than Bachelor's

JD/ABD

MS/MA/MBA BS/BA

Less than Bachelor's

*Highest degree obtained should be related to work being performed.

**Relevant Work Experience is required for the levels indicated.

B.5.(b) Locally-Hired National Personnel or Other Non-U.S. Expatriates All locally hired national personnel and other non-U.S. expatriates must be paid in accordance with AIDAR 722.170(a). Third Country Nationals (TCNs) and Cooperating Country Nationals (CCNs) who are working in the United States or are legal residents of the United States at the time they are hired for a task order, must be extended benefits and subject to restrictions on the same basis as U.S. citizens who work in the United States. The U.S. fixed daily rates will be applied to TCNs and CCNs conforming to this regulatory provision.

Salaries for individual locally-hired personnel and other non-U.S. expatriates under this contract or any resulting subcontract must be in accordance with AIDAR 752.7007, Personnel Compensation (August 2004) and should be based upon a combination of factors including prevailing in-country salaries for the professional category being negotiated and consideration of the individual's education, work experience and recent relevant salary history.

B.5.(b)(1) Multiplier The multiplier listed below should be applied to the negotiated unburdened daily salary of locally hired national personnel or other non-US expatriates only.

The multiplier must include indirect costs applicable to labor, and profit or fee, if any.

Note: The Locally-Hired National Personnel or Other Non-U.S. Expatriate multiplier must not include or be applied to costs covered as other direct costs in B.6 such as travel and transportation, costs of a local office, etc. USAID anticipates that, for the most part, bilateral agreements with countries receiving technical assistance under any task order will exempt the contractor from paying non-U.S. taxes, duties, and bonding. To the extent that these costs are not exempted, the question of their allowability would be determined on a case-by-case basis as a direct cost. These costs are not to be considered part of the multiplier. Fringe benefits and social welfare costs for locally-hired or non-U.S. expatriates will be reimbursed as direct costs if allowable/authorized under task orders. They are not to be considered part of the multiplier.

The fixed multiplier(s) for locally hired national personnel and other non-U.S. expatriates under this contract is as follows:

(Offerors may bid separate multipliers for each year of groups of years, and rates will be included accordingly)

Contract Year 1: ____________

Contract Year 2: ____________ Contract Year 3: ____________ Contract Year 4: ____________ Contract Year 5: ____________ The multiplier(s) set forth above are fixed for the contract periods and are applied to locally hired personnel and other non-US employees or consultants of the prime contractor or subcontractors set forth in Section H.18. If a new subcontractor as opposed to an individual is being proposed for a specific task order, the Task Order Contracting Officer may elect to negotiate costs/price of the subcontract as Other Direct Costs.

Note: If a task order is written in Year 1 with a period of performance that extends into Year 2, the applicable multiplier for work days performed in Year 1 and 2 must be used (if the contractor has proposed different multipliers for each year)in the task order. The same is applicable for future years. Non-funded extensions that will cause existing task orders to extend into a subsequent multiplier period would not typically involve a change in the allowable multiplier under that task order; funded extensions that add new work to the task order would normally allow the subsequent year's multiplier to apply. Under these circumstances, all changes in the allowable multiplier are subject to the TOCO's discretion.

B.6 OTHER DIRECT COSTS

B.6.(a) Other direct costs necessary for the performance of the work under task orders, such as DBA and Medevac insurance, travel and transportation, lodging and subsistence expenses may be authorized in the task order. Any cost elements included in the fixed daily rates or multipliers must not be charged as other direct costs. Lodging and subsistence costs may be authorized for locally-hired national personnel, if the terms of the task order require travel, in accordance with the clause of this contract entitled "Travel and Transportation (JAN 1990)", AIDAR 752.7002. Costs for U.S. expatriate travel/transportation to perform services overseas may be authorized by the TOCO or designee in accordance with the same "Travel and Transportation" clause.

B.6.(b) The TOCO determines which other direct costs are allowable, allocable, and fair and reasonable in accordance with the applicable federal cost principles (i.e., FAR 31.2 and AIDAR 731.2 for commercial (for profit) organizations or FAR 31.3 and AIDAR 731.3 for educational institutions, or FAR 31.7 and AIDAR 731.7 for other not-for-profit organizations). For those other direct costs the TOCO authorizes, contractors are allowed to recover applicable indirect costs on these costs, if doing so is part of the contractor's usual accounting procedures, consistent with the applicable cost principles, and are included in the contractor's Negotiated Indirect Cost Rate Agreement.

B.6.(c) No profit or fee will be applied to other direct costs, in accordance with FAR 16.601.

B.7 INDIRECT COSTS (APPLICABLE TO ODC)

B.7.(a) Pending establishment of revised provisional or final indirect cost rates, allowable indirect costs shall be reimbursed on the basis of the following negotiated provisional or predetermined rates and the appropriate bases:

1/Base of Application:

Type of Rate:

Period:

2/Base of Application:

Type of Rate:

Period:

3/Base of Application:

Type of Rate:

Period:

4/Base of Application:

Type of Rate:

Period:

5/Base of Application:

Type of Rate:

Period:

Note 1: Contractors are allowed to recover applicable indirect costs (i.e., overhead, G&A, etc.) on other direct costs (ODCs), if it is part of the contractor's usual accounting procedures, consistent with FAR Part 31, and Negotiated Indirect Cost Rate Agreement (NICRA).

Note 2: While Subcontractor indirect rates are not incorporated above, subcontractor indirect cost rates as indicated in Note 1 above may be included in task order proposals and are subject to approval of the cognizant TOCO in accordance with FAR 52.244-2, Subcontracts.

B.8 TASK ORDER LIMITATIONS

B.8.(a) Minimum Order. When USAID requires services or reports and other deliverables covered by this contract in a Task Order in the amount of less than $25,000.00 the Contractor is not obligated to accept an order to furnish those services or reports and other deliverables under this contract. However, if the Contractor agrees to furnish services or reports and other deliverables required by USAID in an amount of less than $25,000 and is awarded a Task Order to do so, the Contractor is required to provide said services and reports/deliverables in accordance with the Contract's terms and conditions.

B.8.(b) Maximum Order. When USAID requires services or reports and other deliverables covered by this contract in a Task Order amount of more than $5,000,000.00 the Contractor is not obligated to accept an order to furnish those services or reports and other deliverables under this contract. However, if the Contractor agrees to furnish services or reports and other deliverables required by USAID in excess of $5,000,000 and is awarded a Task Order to do so, the Contractor is required to provide said services and reports/deliverables in accordance with the Contract's terms and conditions.

B.8.(c) Notwithstanding the above, if issuance of a task order to, and acceptance of a task order by, the Contractor would: (1) result in the Contractor (or its personnel or its subcontractors or their personnel) having an organizational conflict of interest for which restrictions would be placed on the Contractor's (or its personnel's or its subcontractors' or their personnel's) future activities ; or (2) violate the provisions of the Procurement Integrity legislation, i.e., Section 27 of the Office of Federal Procurement Policy Act (41 U.S.C. 423), as amended by Section 814 of Pub. L. 101-189, the Contractor, after written notification to the TOCO, is not obligated to furnish those services or reports and other deliverables under this contract, and USAID may acquire the supplies or services from another source.

- END OF SECTION B -

SECTION C - DESCRIPTION/SPECIFICATIONS/STATEMENT OF WORK

ANALYTICAL SERVICES III

C.1 BACKGROUND

Increasing foreign government adherence to ruling justly and democratically is a fundamental national interest of the United States and reflected in our National Security Strategy. Democratization facilitates informed participation, public sector accountability, and rule of law. Success in other core areas of USAID’s sustainable development mission is inextricably linked to democratization and good governance. The Bureau for Democracy, Conflict and Humanitarian Assistance’s Office of Democracy and Governance (DCHA/DG) advances USAID’s commitment to strengthening democracy and good governance worldwide as an essential component of a balanced foreign assistance program.

In executing its responsibility for improving the overall effectiveness of Agency programming in democracy and governance, DCHA/DG plays an important role in developing and providing technical expertise to ensure that democracy programs are of the highest possible quality. Services are provided to USAID field missions, other USAID operating units, and other United States Government agencies either directly or through managed contracts and assistance agreements. DCHA/DG is increasingly tasked with managing democracy and governance activities in post-conflict and other transition-situation countries, where USAID often has no or very limited in-country staff.

The critical functions of technical leadership, field support, and program management are carried-out by DCHA/DG with specified objectives in the technical areas of rule of law, elections and political processes, civil society, and governance. At the same time, DCHA/DG recognizes the need for overarching program integration, broad sectoral assessments, and strategy development, and sets resources aside for such analysis and strategizing.

C.2 OBJECTIVES

The purpose of this contract is to provide analytical services and support to inform the design and implementation of USAID-funded democracy and governance strategies and programs. Such services will ensure that DG strategies, programs and activities, and monitoring and evaluation plans are based on in-depth, well-informed analysis; cutting-edge research; valid data; and best practices in the field of democracy and governance. The analytical services and support described below may be required by any USAID organizational entity including field missions, regional bureaus, and other central bureaus, or other USG agencies. Direct technical assistance and/or analytical services to host country institutions (both governmental and non-governmental) may also be necessary under task orders.

Task orders under this contract may require work to be performed in the following functional areas:

Political Science (including Comparative Political Systems and Political Economics), Economics, Sociology, Anthropology, Law, Comparative Legal Systems, Institutional Analysis and Design, Public Administration, Jurisprudence, Constitutional Drafting and Reform, Rule of Law and Judicial System Reform and Strengthening, Legislative Bodies and Processes Reform and Strengthening, Civil Society Strengthening, Civic Education, Decentralization and Sub-national Government Reform and Strengthening, Electoral Reform and Strengthening, Political Party Development, Independent Media Development, Public Sector Reform and Strengthening, Strategic Planning and Development, Performance Measurement and Program Evaluation (including Strategic, Sectoral and Activity Indicator Development), Monitoring and Evaluation Systems Development, Workshop and Conference Management and Facilitation, Training and Human Resource Development, and Research Methodologies and Approaches.

C.3 STATEMENT OF WORK

As an office of technical and intellectual leadership, DCHA/DG will ensure that all USAID organizational entities, including field missions, regional bureaus, and other central bureaus have ready access to a broad array of analytical services for DG programming. These services are essential to the overall success of the USAID/DG portfolio and will enable USAID to maintain and define the state of the art in democratic development. Analytical services and support may also be required by other USG agencies or host country institutions to inform their approaches to complex democracy and governance problems. The Contractor is expected to be able to provide the full range of support and services described below in a timely and efficient manner.

(a) General and Sectoral DG Assessments

A democracy and governance assessment often constitutes the first step in the development and formulation of a mission or bureau’s development strategy, programs, and performance measures. General DG assessments are normally undertaken at the “macro-political” level, and focus on the fundamental constraints and problems that limit the transition to, and consolidation of, democracy and improved governance in the polity. General DG assessments are designed to identify those areas where democratic reform is required and where donor support may be most effective. They may provide, as well, a baseline of data against which to measure the progress and impact of DG programs. DG assessments should also elucidate the relationship between the political context within which USAID works and the impact of democracy and governance on other development sectors. The Contractor will be expected to employ the strategic assessment framework developed under the auspices of DCHA/DG. This framework is a flexible tool designed to assess the state of democracy in a given country and to recommend program choices. It offers an approach for analyzing country-specific political conditions and crafting targeted program strategies with counterparts. Contractors unfamiliar with USAID’s approach to DG assessments are invited to view the framework at: http://www.usaid.gov/our_work/democracy_and_governance/technical_areas/dg_office/assess.html.

Sectoral assessments refer to specific democracy technical areas including rule of law, elections and political processes, civil society, and governance. Sectoral assessments do not employ the strategic assessment framework for general DG assessments, but may use assessment frameworks developed specifically for the subject technical area. In some cases, sectoral assessments will use a similar methodology; however they differ in that they focus on a particular sector and typically produce much more detailed programmatic recommendations. Sectoral assessments often follow a general DG assessment, but can be done when USAID already knows in which sector it wants to provide assistance.

The contractor may be called upon by DCHA/DG, missions, regional bureaus, and other central bureaus to conduct general and/or sectoral assessments, which will inform the development of DG strategies and programs. Such analytical services and support may include the following illustrative examples:

· Conducting full-scale, multi-person, “general DG assessments” that include the examination of all major functional DG components and areas of USAID interest;

· Conducting single component or “sectoral DG assessments” (e.g., rule of law, decentralization, elections, civil/military relations);

· Executing regional or multi-country DG assessments, both general and sectoral; and,

· Creating a common analytical framework and methodology for the conduct of DG assessments, both general and sectoral.

(b) DG Strategy Development Sound strategic planning is critical to ensuring that DG resources are being utilized to achieve specific objectives and priorities, and enables more efficient use of financial, technical, and human resources within the Agency. Strategic planning at USAID takes place at the activity, mission, bureau, and Agency levels. In developing long-term (over one year) strategic plans or discrete DG targets of opportunity, or incorporating DG principles and approaches across a program portfolio, USAID operating units may require short-term, specialized technical assistance or analytical services. For example, the contractor may be asked to help missions develop strategic plans which prioritize interventions; lay out specific, measurable goals for the DG portfolio; and elucidate the intermediate results that are necessary and sufficient to achieve those goals. At the activity and mission level, strategy development should ideally include or flow from the DG assessment process and/or through special studies on specific DG issues or problems. At the regional level, assistance may include helping the regional bureau develop a strategic framework that provides the principal goals, purposes, outcomes, and general parameters that missions within that region will follow in the development of DG strategies and programs. At the Agency level, DCHA/DG expects to continue developing real and illustrative DG strategic frameworks and programs in consultation with field missions and regional bureaus. In doing so, DCHA/DG may request assistance from the contractor to help frame the strategic issues and put forward innovative DG approaches for the Agency. As noted in Section C.3(a), the Contractor shall employ the strategic assessment framework developed under the auspices of DCHA/DG to inform the development of DG strategies and targets of opportunity.

The contractor may be called upon by DCHA/DG, missions, regional bureaus, and other central bureaus to conduct general and/or sectoral assessments, which will inform the development of DG strategies and programs. Such analytical services and support may include the following illustrative examples:

· Developing long-term strategic plans, including DG assistance objectives and targets of opportunity, or incorporating DG strategies, principles, and approaches into an overall program portfolio;

· Formulating regional level DG strategies, programs, and action plans; and,

· Conceptualizing Agency-wide DG strategies, programs, and action plans.

(c) Managing for DG Results The federal government is required to “manage for results,” a process that requires setting regular benchmarks of progress, results, and impacts that provide a means for demonstrating achievements and meaningful change through U.S. foreign assistance. The Contractor may be asked to provide assistance to USAID entities in the design or implementation of performance monitoring plans as well as in creating systems and means to measure and report on performance. This may include identification of trends, performance, and assessment issues in DG programming.

At present, the performance of USAID programs is measured through a combination of custom indicators, which are developed by each operating unit to track the performance of their programs, and standard indicators, which are shared across all operating units and reported to headquarters for inclusion in Agency performance reports. Grants and contracts through which USAID implements its strategic plans are expected to measure performance against mutually-approved goals and objectives and associated performance indicators. The contractor may provide assistance, as requested, in refining old indicators, formulating new ones, and developing data collection and analysis plans that can be used by operating units to track the progress and impact of their DG programs. USAID operating units may also request assistance from the contractor to help develop alternative approaches to managing for results.

· Sample custom performance indicators are available at http://www.usaid.gov/our_work/democracy_and_governance/publications/dgtpindx.html#pnacc390. Standard indicators are available at: http://www.state.gov/f/indicators/

The contractor may be called upon by DCHA/DG, missions, regional bureaus, and other central bureaus to conduct general and/or sectoral assessments, which will inform the development of DG strategies and programs. Such analytical services and support may include the following illustrative examples:

· Creating DG indicators at the strategic (objective), sectoral (technical), and activity (implementation) levels;

· Designing data collection and analysis plans and methodologies to track achievement toward stated objectives;

· Refining DG indicators to monitor progress and measure impact of DG programs; and,

· Developing or revising performance management plans, results frameworks, and/or annual performance reports (or their functional equivalents), including objectives and indicators.

(d) DG Program and Activity Design

USAID operating units may require technical and/or analytical support to assist with the design of DG programs and activities, across a portfolio or in specific sectors. The Contractor may be called upon to undertake a variety of tasks related to the development of DG programs, in accordance with USAID legal and policy considerations applicable when partners are involved in strategic objective teams and other consultations: http://www.usaid.gov/policy/ads/200/2016s1.pdf. Providing assistance with DG program and activity design will require the contractor to have knowledge of the USAID design process, documentation requirements, and USAID policy and other applicable guidance. The design of new or follow-on DG programs should be informed by completed DG assessments, previous evaluations, specially commissioned studies, and the operating unit’s approved country assistance strategy (where applicable); where necessary, additional research and analyses may be requested to complete design requirements.

The contractor may be called upon by DCHA/DG, missions, regional bureaus, and other central bureaus to conduct general and/or sectoral assessments, which will inform the development of DG strategies and programs. Such analytical services and support may include the following illustrative examples:

· Designing or redesigning stand-alone, multi-component, or single component DG programs or activities;

· Designing or redesigning programs or activities in other development sectors which have either a DG component or in which DG principles and strategies are to be incorporated;

· Providing specific information, such as best practices or data, to help with the design or redesign of DG programs or activities; and,

· Preparing various design documents and requirements (e.g., concept papers, Scopes of Work, New Activity Designs, Activity Proposals, technical analyses, and activity protocols or authorizing documents), per the legal and policy considerations cited above.

(e) DG Evaluation

Evaluations are both the last and first step in the program and activity cycle. They measure both progress and the impact of ongoing or completed activities, and inform the design of new ones. By providing USAID, implementing partners, and others with a clear idea about whether programs are achieving the intended results and why, evaluations can help USAID operating units make informed decisions about whether to modify, continue, or end portions of their democracy and governance portfolio. Evaluations also provide USAID, implementing partners, and associated program stakeholders with an in-depth, and oftentimes, independent analysis of success or failure in meeting stated objectives. Where relevant, evaluations can provide recommendations for corrections or improvements, and synthesize lessons to inform future design efforts.

Over the past several years, DCHA/DG has undertaken a comprehensive effort to determine the impact and effectiveness of USAID democracy and governance assistance programs. The main component of this initiative was a contract awarded in 2006 to the National Research Council (NRC) of the National Academy of Sciences. Under this award, the NRC convened an expert advisory committee to produce a report with recommendations for improving evaluations of USAID-funded DG programs. The report includes a range of specific practical and policy recommendations that can be implemented by USAID and its implementing partners. One of the most significant recommendations was to undertake more impact evaluations in order to increase USAID’s knowledge of whether its DG programs contribute to democratization and “what works and what doesn’t” in the field of democracy and governance. The report can be accessed at http://www.nap.edu/catalog.php?record_id=12164.

The contractor may be called upon by DCHA/DG, missions, regional bureaus, and other central bureaus to conduct general and/or sectoral assessments, which will inform the development of DG strategies and programs. Such analytical services and support may include the following illustrative examples:

· Conducting evaluations of programs and activities at various points of design and implementation including initial, mid-term, and final evaluations;

· Designing and conducting impact evaluations of DG programs and activities in a given country or sub-region; and,

· Analyzing data from cross-national impact evaluations within a specific sub-sector to draw conclusions about the impact of DG programs and make recommendations for best practices within that sub-sector.

(f) Research and Special Studies The NRC study referenced above (C.3(e)) also recommended that USAID use more diverse and theoretically structured clusters of studies of democratization and democracy assistance to develop hypotheses that will guide democracy assistance planning in a diverse range of settings. In other words, USAID should use a variety of research and special studies to learn from past endeavors and inform future ones. Such efforts can guide strategic planning and provide insights to the question “under what kinds of conditions might what kind of investments pay off and during what time frame?”

USAID also has a need to collect data and conduct research into specific DG topics in order to stay on the cutting edge of technical expertise. Oftentimes, this research or study is in new areas of DG programming, such as working with informal governance structures in highly tribalized societies, and is of use to a wide range of audiences within USAID and outside of the Agency facing similar questions. By getting out in front of challenging research questions, this analytical work will enable USAID and its partners to maintain and define the state of the art in democratic development and will directly contribute to the design, implementation, and/or monitoring and evaluation of USAID’s DG programs.

The contractor may be called upon by DCHA/DG, missions, regional bureaus, and other central bureaus to conduct general and/or sectoral assessments, which will inform the development of DG strategies and programs. Such analytical services and support may include the following illustrative examples:

· Collecting new data and/or adapting existing data on USAID activities: inputs, outputs, outcomes, and impacts;

· Collecting and/or adapting data on political, economic, social, and other phenomena in USAID recipient and non-recipient countries;

· Developing indices to monitor DG programming;

· Reviewing secondary source research, including desk studies, evaluations, analyses of best practices, and syntheses of other sources of relevant materials;

· Conducting primary source research, for example via case studies or general sectoral evaluations, in such areas as backsliding, patronage, corruption, or Islam and Democracy;

· Conducting studies pertaining to policy constraints, theoretical limitations, and systemic or sectoral problems;

· Translating research findings from above analyses into periodic reports that are intelligible to a policy audience, and that spell out practical, programmatic implications of the research for democracy assistance practitioners; and,

· Writing handbooks, manuals, and reference materials needed for program development, implementation, and monitoring and evaluation.

(g) Survey Research and New Methodologies The field of survey research is expanding rapidly, with proven and potential use in collecting data, assessing, monitoring, and evaluating country and programmatic attributes of democracy and governance. USAID’s missions, central offices, and partners are increasingly contracting for surveys and using the results of surveys carried out by others in the design and implementation of their DG programs. These public opinion and experiential surveys may focus on the national or sub-national level, or concentrate on specific topics. They are carried out by academic researchers, media, governments, USG partners, NGOs, and others.

The contractor may be called upon by DCHA/DG, missions, regional bureaus, and other central bureaus to conduct general and/or sectoral assessments, which will inform the development of DG strategies and programs. Such analytical services and support may include the following illustrative examples:

· Undertaking surveys;

· Assessing the feasibility of survey research in a given context and providing general assistance to missions interested in using survey data or undertaking surveys;

· Providing guidance on ensuring high quality and relevant research designs and findings;

· Analyzing survey data, and analyzing the validity of other methodological approaches in a particular context;

· Developing training materials, workshops, and other pedagogical/information dissemination products in the field of survey research and methodology; and,

· Developing and/or expanding online and Web-related capabilities in USAID to provide survey findings and data for further use by missions and other operating units.

(h) USAID Training and DCHA/DG Networking As a means of broadening outreach to cooperating partners, generating and disseminating information and lessons learned about its programs, and increasing the skill and knowledge level of USAID staff and its partners, USAID often provides training and networking opportunities (e.g., through workshops, seminars, and conferences) whether on a country, regional, sub-regional or global basis.

The contractor may be called upon by DCHA/DG, missions, regional bureaus, and other central bureaus to conduct general and/or sectoral assessments, which will inform the development of DG strategies and programs. Such analytical services and support may include the following illustrative examples:

· Developing and implementing a training program to increase the knowledge and skills of USAID personnel or that of cooperating partners or other donors;

· Providing fora for mission and bureau staff to exchange experiences and lessons learned. The fora could take a variety of forms, such as conferences, workshops, electronic distributions and video-conferencing, and could include partners, academics, sectoral specialists, and other donors;

· Facilitating or conducting workshops that bring together USAID staff with cooperating agencies including PVOs, NGOs, universities, consulting firms, etc., to discuss the Agency's DG programs and the potential role of these partners in program and strategy implementation; and,

· Facilitating or conducting workshops and conferences to discuss issues and problems of common interest to USAID, its partners, other donors, and others concerned about DG issues.

C.4 GRANTS MANAGEMENT

Funds may be made available on a grant basis for institutional capacity building in the analytical areas listed in section C.3. In such cases, the Contractor may be responsible for the administration of said grants. Participating organizations may be expected to provide a portion of their costs from their own resources. In this regard, the Contractor may be required to execute and/or administer grants under awarded task orders.

Under this IQC, grants management tasks may include: contractor(s) participation in or responsibility for the drafting and publication of Requests for Applications (RFAs). However, the program direction, focus, type of grantees and final grant approval will remain with the tasking Bureau or Mission. The Contractor will be responsible for working with local groups to develop grant proposals, evaluation of proposals, establishment of grant agreements, delivery of financial and in-kind assistance, monitoring implementation and grant close-out. The Contractor(s)’s responsibilities may also include: screening of potential grantee partners, design of the grant, database entry, and/or monitoring and evaluating the grantee deliverables. The Contractor(s) must review all grant proposals before final approval to assure they are consistent with USAID policies and procedures, grant format and disposition of property. USAID must approve sub-awards unless otherwise stated in the task order.

· END OF SECTION C –

SECTION D - PACKAGING AND MARKING

D.1 AIDAR 752.7009 MARKING (JAN 1993)

D.1(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.

D.1(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.

D.1(c) Authority to waive marking requirements is vested with the Regional Assistant Administrators, and with Mission Directors.

D.1(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.

D.2 BRANDING POLICY

Markings under this contract shall comply with the USAID “Graphic Standards Manual” available at www.usaid.gov/branding, or any successor branding policy.

- END OF SECTION D -

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" in Section I of this contract. See FAR 52.252-2 for an internet address (if specified) for electronic access to the full text of a clause.

NUMBER

TITLE

DATE

FEDERAL ACQUISITION REGULATION (48 CFR Chapter 1)

52.246-6

INSPECTION--TIME-AND-MATERIALS AND

MAY 2001

LABOR-HOUR

E.2 INSPECTION AND ACCEPTANCE

USAID inspection and acceptance of services, reports and other required deliverables or outputs shall take place at USAID Washington or at any other location where the…