NOFO PEPFAR.pdf

MILLENNIUM CHALLENGE CORPORATION

NOTICE OF FUNDING OPPORTUNITY #MCC-16-RFA-0001

Data for Local Impact Innovation Challenge Project

COVER LETTER

Dear Applicants, The Millennium Challenge Corporation (MCC) is seeking organizations based in East Africa, legally registered in Tanzania or Kenya, with functioning offices in these countries to submit applications to provide technical assistance for the “Data for Local Impact Innovation Challenge” Project, which is one among several investments under a broader Data Collaboratives for Local Impact Umbrella Program. This is the initial announcement for this new funding opportunity.

The Catalog of Federal Domestic Assistance (CFDA) number is 85.002 MCC Foreign Assistance for Overseas Programs. For the purposes of this Notification of Funding Opportunity (NOFO) the term "Grant" is synonymous with "Cooperative Agreement"; "Grantee" is synonymous with "Recipient"; and "Grant Officer" is synonymous with "Agreement Officer".

Eligible organizations interested in submitting an application are encouraged to read this NOFO thoroughly to understand the nature of the work required, the application submission requirements, and the evaluation process. The funding opportunity number is MCC-16-RFA-0001.

Key dates and references for this NOFO are as follows:

Issue Date November 20, 2015

Phase I Pre-Application Conference registrations deadline November 30, 2015, 4:00 pm (Tanzania)

Phase I Pre-Application Conference December 3, 2015, 4:00 pm (Tanzania), time to be confirmed by amendment to this NOFO

Deadline for the Phase I Questions December 4, 2015, 5:00 pm

(Tanzania)

Anticipated Amendment to NOFO responses to Questions December 6, 2015

Deadline for Phase I Applications (Concept Paper) December 9, 2015, 5 pm (Tanzania)

Phase I Applicants are notified December 15, 2015

Deadline for Phase II Pre-Application Conference Registration January 8, 2016

Phase II Pre-Application Conference, In-Person/Teleconference January 12, 2016, 3 pm (Tanzania), time to be confirmed

Cover Letter, Page 2

Deadline for Final Phase II Questions Submittal January 13, 2016, 5 pm (Tanzania)

Anticipated Amendment response to Questions January 16, 2015

Deadline for Phase II Applications January 25, 2016, 5 pm Tanzania time

Program (Project) Name: “Data for Local Impact Innovation Challenge

Notice of Funding Opportunity Number: MCC-16-RFA-0001

The successful Applicant will be responsible for achieving the Project’s tasks and objectives while also contributing to target achievements, expectations and milestones provided. All questions and correspondence for this NOFO should be directed to the point of contacts specified in Section D.

All MCC’s responses will be posted on www.grants.gov under this NOFO number.

Issue of this NOFO does not constitute a commitment from MCC to award the program. All applications and submission costs are at the Applicants’ expense. MCC will not pay for any costs incurred in preparation of the applications.

We encourage you to apply to this exciting new funding opportunity, working with us to increase the use of data for decision-making for greater local impact!

Agreement Officer

Taylor Wolf MCC/Washington http://www.grants.gov/

Section A, Page 1

List of Acronyms

Acronym Full Term AIDS Acquired immune Deficiency Syndrome AO Agreement Officer AODC Africa Open Data Conference AOR Agreement Officer's Representative CFDA Catalog of Federal Domestic Assistance CFR Code of Federal Regulations COSTECH Tanzania Commission for Science and Technology CPA Certified Public Accountant CSO Civil Society Organization DREAMS Determined, Resilient, Empowered, Aids-free, Mentored, and Safe DUNS Data Universal Numbering System FAPIIS Federal Awardee Performance and Integrity Information System FAQ Frequently Asked Question GAAS Generally Accepted Auditing Standards GPSDD Global Partnership for Sustainable Development Data GSA General Services Administration HIV Human Immunodeficiency Virus IATI International Aid Transparency Index IBC Interior Business Center IDRC International Development Research Center IHE Institution for Higher Education M&E Monitoring and Evaluation MCC Millennium Challenge Corporation MOA Memorandum of Agreement NGO Non-Governmental Organization NICRA Negotiated Indirect Cost Rate Agreement NOFO Notice of Funding Opportunity NSO National Statistics Office ODC Other Direct Cost OGP Open Government Partnership PD Project Description PDF Portable Document Format PEPFAR President's Emergency Plan for AIDS Relief PM Project Monitor SAM System for Award Management SC Selection Committee SDG Sustainable Development Goal SF Standard Form

Section A, Page 2

Acronym Full Term SME Small and Medium Enterprise SMS Short Message Service SOW Scope of Work SPE Senior Procurement Executive SSA Sub-Saharan Africa TAC Technical Advisory Committee TIN Taxpayer Identification Number USAID United States Agency for International Development USG United States Government

Section A, Page 3

SECTION A. PROGRAM DESCRIPTION

1. INTRODUCTION

I. Authority Pursuant to the Millennium Challenge Corporation Act of 2003, as amended, the United States Government (USG), as represented by the Millennium Challenge Corporation (MCC), is seeking support for the activities described below, and requests applications from eligible organizations (see Section C of this NOFO) to manage and implement the Data for Local Impact Innovation Challenge Project. MCC is a government corporation as defined in section 103 of title 5, United States Code, established by the U.S. Congress. It is an independent agency separate from the State Department and USAID applying a new philosophy toward foreign aid.

II. Administration of Award(s) Resulting from this NOFO The prime award(s) resulting from this NOFO will be administered in accordance with the following:

1. 2 CFR 200 UNIFORM ADMINISTRATIVE REQUIREMENTS, COST PRINCIPLES,

AND AUDIT REQUIREMENTS FOR FEDERAL AWARDS http://www.ecfr.gov/cgi-bin/text-idx?tpl=/ecfrbrowse/Title02/2cfr200_main_02.tpl

2. MCC’s STANDARD PROVISIONS (attached to NOFO)

3. MCC’s GRANTS AND COOPERATIVE AGREEMENT MANUAL

4. PEPFAR STEWARDSHIP AND OVERSIGHT ACT OF 2013

https://www.govtrack.us/congress/bills/113/s1545/text

2. PROJECT (PROGRAM) DESCRIPTION

I. INTRODUCTION

A. Organizational Background

The Millennium Challenge Corporation (MCC) is a U.S. government corporation whose mission is to provide assistance that will support economic growth and poverty reduction in carefully selected countries that demonstrate a commitment to just and democratic governance, economic freedom, and investments in their citizens. Eligible countries develop, in coordination with MCC, a program agreement (Compact) that is then implemented during five years. Our model is defined by core principles of selectivity, country ownership, transparency, and a focus on results. For more information on MCC, please visit www.mcc.gov.

Over its 11-year history, MCC has developed extensive experience in setting up country-led programs inspired by data. MCC is a world leader in data transparency, ranking among the top three most transparent aid organizations in the world in Publish What You Fund’s 2014 Aid Transparency Index. MCC is committed to ensuring that the exponential pace of the data revolution enables more inclusive growth, innovation, and participation by communities that will https://en.wikipedia.org/wiki/United_States_Congress https://en.wikipedia.org/wiki/United_States_Department_of_State https://en.wikipedia.org/wiki/United_States_Department_of_State https://en.wikipedia.org/wiki/United_States_Agency_for_International_Development http://www.ecfr.gov/cgi-bin/text-idx?tpl=/ecfrbrowse/Title02/2cfr200_main_02.tpl http://www.ecfr.gov/cgi-bin/text-idx?tpl=/ecfrbrowse/Title02/2cfr200_main_02.tpl https://www.govtrack.us/congress/bills/113/s1545/text http://www.mcc.gov/ http://data.mcc.gov/

Section A, Page 4 benefit from development outcomes the most, including those that have the least access to technology and data.

The United States President's Emergency Plan for AIDS Relief (PEPFAR) is using and sharing data in unprecedented ways for greater transparency, accountability, and impact. In an effort to do the right things in the right places, PEPFAR is using data to strategically target geographic areas and populations with the highest HIV burden to accelerate progress toward epidemic control.

PEPFAR is also opening their data through the PEPFAR Dashboards, enabling all to view, download and utilize PEPFAR data, to optimize program effectiveness and foster mutual accountability. PEPFAR is committed to putting data at the center of decision-making to achieve the greatest impact for investments and achieve an AIDS-free generation. For more information, please visit www.pepfar.gov/pepfar/.

B. Data Collaboratives for Local Impact

MCC and PEPFAR entered into a partnership and signed a Memorandum of Agreement (MOA) in March 2014, which was subsequently amended in April 2015, to explore opportunities to strengthen country data, including open data, systems through a program currently referred to as “Data Collaboratives1 for Local Impact” (hereafter referred to as “Data Collaboratives” or “Program”). The Program will support country capacity and efforts to compile and use data from various sources to support decision-making, and improve programmatic planning effectiveness and mutual accountability (at the local, national and global levels). The Program will initially focus on investments in Tanzania, but will likely include at least one (01) other country in the East African Region.

The nature and timing of the Data Collaboratives fits into the broader context of the global data revolution, including the formation of the Global Partnership for Sustainable Development Data (The Global Data Partnership)2. Working in collaboration with the Global Data Partnership, the Data Collaboratives will demonstrate how multi-stakeholder collaboration can leverage data, processes, systems and know-how to monitor progress toward and achieve concrete local objectives, national country-led plans, and the Sustainable Development Goals. A vibrant open data ecosystem should promote transparency, mutual accountability and citizen engagement. Open data and the types of initiatives that advocate for greater data openness such as the Open Government Partnership3 (OGP) and Open Contracting4 can potentially unlock billions in additional economic value in sectors such as education, transportation, energy and health; thereby giving rise to entrepreneurial businesses, innovation, and improved, more-efficient services.

1 A “Collaborative” is defined as the sustained activity and output of collaboration between different actors, using data-based evidence, to solve a problem in a practical, holistic and sustainable way.

2 For more information on the GPSDD, see http://www.data4sdgs.org/ 3 http://www.opengovpartnership.org/.

4 http://www.open-contracting.org/.

http://data.pepfar.net/ http://www.pepfar.gov/pepfar/ http://www.data4sdgs.org/

Section A, Page 5

C. Problem Formulation, Root Cause Analysis and Need

Based on initial consultation and scoping5, the data environment in Sub-Saharan Africa (SSA) countries is evolving but remains constrained on several important fronts, particularly at the subnational and local levels where there is a need for greater capacity to use data for decision making to inform, drive, and measure development impact. Refer to Annex I which includes a root-cause analysis and presents a high-level program logic for the Data Collaboratives for Local Impact.

The central problem to be addressed through the Data Collaboratives is that data are infrequently and insufficiently used to support decision making, at all levels. As shown in Annex I, this ultimately results in fewer benefits to people at the local level, both as individuals who could perhaps improve their livelihoods from greater access to, and use of, data, but also as recipients of benefits from investors and service providers, including governments, as well as donors, not for profit organizations and the private sector6. While the problem diagnosis is expected to be refined over time, key root causes (e.g. lack of trust, insufficient positive experience with data sharing and use, insufficient connectivity resources, limited technical and human capacity to use data, limited financial resources to enable higher levels of technology penetration, and inexistent, insufficient and/or poorly applied standards) are emerging and contribute to some of the following interconnecting and self-reinforcing constraints:

1. Demand side: Civil society7, the government, private sector and the general public are not sufficiently valuing and using data in decision making. In general, civil society, the private sector and the general public are only marginally asking for, creating, and/or using data, nor are they empowered to value and use data, and they are thereby not contributing to the important feedback loop that drives innovation and/or mutual accountability.

2. Supply side: Insufficient data are shared among government, donors, civil society, the private sectors and others. Data that are available is of variable (often poor) quality, and are not necessarily accurate nor pertinent to individuals wishing to use the information to improve their livelihoods or organizations for resource planning requirements or service delivery, particularly at the subnational (district and/or county) level.

3. Technical capacity: Systems, including useful dashboards, are not in place to view, track and manage national or subnational level programmatic commitments, and capacity to produce, access, and use data is limited.

5 Consultation has included more than 80 organizations and stakeholders based in Tanzania, Zambia, Kenya, Africa more broadly and globally. Scoping involved assessment against components of a country data ecosystem.

6 Private sector refers here to that part of the economy which is run by private individuals or groups, usually as a means of enterprise for profit, and is not controlled by the State.

7 Civil society refers to the "aggregate of non-governmental organizations and institutions that manifest interests and will of citizens." Civil society includes the family and the private sphere, referred to as the "third sector" of society, distinct from government and business. In effect, civil society is seen as a social sphere separate from both the state and the market. The increasingly accepted understanding of the term civil society organizations (CSOs) is that of non-state, not-for-profit, voluntary organizations formed by people in that social sphere.

https://en.wikipedia.org/wiki/Profit_(accounting) https://en.wikipedia.org/wiki/State_(polity)

Section A, Page 6

4. Operating environment: Policies and legislation affecting open data are evolving, and data priorities among government (even within and between government ministries), donors (again even within and among donors), the private sector and civil society are insufficiently aligned.

The above constraints also limit opportunities for an important feedback loop (between citizens at the service delivery level and governments, donors as well as the private sector who make development decisions and investments) that is important for programmatic effectiveness and mutual accountability – and even for a data ecosystem to sustainably grow and evolve. Without addressing these issues at the local level, and without targeted beneficiaries in mind, the exponential pace of the data revolution may exclude socially disadvantaged communities (digital divide) that have the greatest need for data and evidence-based development programs. These are the same communities that also already have the least access to data and technology and for which data and evidenced-based decision making is not systematically applied. However, through emerging mobile technologies and increasing connectivity through affordable cell phones, tablets and other hand-held devices, opportunities for more inclusive data activities are increasing.

There has been comparatively little investment in enhancing the capacity of subnational level (district and/or county) institutions, civil society and intermediaries, combined with targeted national efforts, to holistically use data for decision making and to increase program and policy impact. Most efforts involving data have disproportionally focused on the donors’ own internal management information systems and/or the national (supply) level through investments in eGovernment or edata portals, national statistics offices (NSOs), and/or limited institutional capacity building. Further, as the global community begins tracking the Sustainable Development Goals (SDGs), there is a need and an opportunity to demonstrate how data can support more effective investments and galvanize collaboration among global, national and subnational stakeholders to meet specific targets and to improve lives.

II. BACKGROUND

A. Context and Connection to Sustainable Development Goals

Over three years, PEPFAR and MCC will invest up to US$21.8 million in the Data Collaboratives to demonstrate how collaborations bringing together disparate data can improve data quality, decision-making, transparency and eventually contribute to more effective programs, greater local impact, and mutual accountability. This effort, which will be implemented in collaboration with the Global Data Partnership (www.data4sdgs.org), which was launched in September 2015, and will initially be implemented in Tanzania, and likely in one more East African country.

The Program will focus on government, donor, civil society, and the private sector data relating to HIV/AIDS and broader health, including health-related aspects of gender equality and economic growth – and would therefore fall within the scope of efforts relating to the following SDGs: 3 (Health and Wellbeing); 5 (Gender Equality); 8 (Decent Work and Economic Growth); and 17 (Partnerships to Achieve SDGs). However, it is assumed that the lessons learned and capacity enhancements would be of relevance to other sectors and SDGs. As relevant, Data Collaboratives http://www.data4sdgs.org/

Section A, Page 7 would also support the priority PEPFAR programmatic objective of reducing new HIV infections among adolescent girls in target districts, a goal that is also central to PEPFAR’s 3-year DREAMS8 partnership, as one of its potential data impact applications.

B. Overview of the Data Collaboratives for Local Impact Program and Projects

The Data Collaboratives for Local Impact Umbrella Program will initially fund investments in the following three areas, as integral and interconnected components of the overall investment:

1. Data for Local Impact Innovation Challenge (also referred to hereafter as the “Data Innovation Challenge” or “Challenge,” and the focus of this application (i.e., Applicants are requested to submit applications only for this component out of the three (03) three below mentioned Program components): This Project will involve establishing a flexible online and operations platform that will be used to launch two (02) or three (03) grant and/or success-contingent awards (henceforward referred to as “prizes”9) challenges windows10 per year, in a variety of themes, and open only to local (i.e. in-country national) groups, collaborations and/or organizations. It will aim to strategically surface, engage, support, and connect local innovators, entrepreneurs, advocates, and south-to-south collaborators, to unlock datasets, as well as to fill data gaps to strengthen the overall data ecosystem while also responding to local, subnational and national priorities as well as the select requirements of the Data Collaboratives and the DREAMS partnership11.

2. Tanzania Data Collaborative (or “Co-Lab”): Venue, technology platform and working space to share, combine and use data from multiple sectors and sources. At national and sub-national levels, there are opportunities to connect local objectives to Tanzanian national priorities, global commitments (e.g. Global Data Partnership), and resources. The Co-Lab will be a center of activity to connect these resources and build the capabilities to make open data and data analysis a more prominent part of decision-making in Tanzania.

The Co-Lab is also intended to be the anchor project for the Data Collaboratives Program, 8 A partnership between PEPFAR, Bill & Melinda Gates Foundation, and Nike Foundation, which seeks to reduce new HIV infections among high risk adolescent girls. DREAMS will focus on key districts based on HIV incidence, where data are available, or HIV prevalence where data are not available. The chosen districts will be in line with the larger geographic prioritization within PEPFAR, and represent an opportunity for complementary data-related (gaps or capacity) investments through the Country Data Collaboratives.

9 A prize is a success-contingent financial award given to address an immediate problem or need.

10 The actual number of windows and their frequency will be determined in a Subgrants/Prizes Operations Manual that will be developed by the Applicant to whom a Cooperative Agreement will be awarded (for more details, see Task 2, within Section IV.B).

11 The United States Government (USG) has recognized the benefits of innovative competitions, launching www.challenge.gov, an online platform administered by the General Services Administration (GSA), which empowers the public to bring the best ideas and talent to address pressing challenges. The USG also supports the Global Innovation Exchange where innovators are connected with the resources, funding, people, organizations, programs and information they need to grow, test, and scale their innovation.

Likewise, MCC has incorporated pro-poor innovation facilities or programs in many of its compacts, as a flexible mechanism to inspire local communities to address constraints not identified in the compact logic, and fill in data gaps as they arise over a three to five year period.

http://www.gatesfoundation.org/ http://about.nike.com/pages/the-nike-foundation http://www.challenge.gov/

Section A, Page 8 interconnecting with and making resources available in support of other projects and their respective stakeholders.

3. Subnational Data Collaboratives: This Project, which is still under development, will seek to improve the capacity of DREAMS subnational and district/county institutions to provide actionable data locally and increase citizen, infomediary12, community stakeholder organizations (CSOs), and small and medium enterprise (SME) participation in improving services and/or use of data to improve lives. There are major data gaps at the subnational levels – and comparatively lesser investment from governments, donors and the private sector. At the same time, subnational levels are precisely where added focus is needed to achieve local impact and even more so given the trends related to decentralization of power, funds, and decision-making from national to subnational levels.

C. Data for Local Impact Innovation Challenge Project Logic

As shown in Annex I (Program Logic), the Data Innovation Challenge will complement investments made via the Tanzania Data Collaborative (Co-Lab) and other investments that are going to be part of the overall Data Collaboratives for Local Impact Program. Specifically, the Data Innovation Challenge Project will help to surface, engage, support and connect innovators, entrepreneurs and users of data and contribute to a pool of ideas and innovations on: (i) the use (and application) of data; (ii) creation of new technologies; (iii) generation and application of data sets; and/or (iv) simply ways to engage beneficiaries who are currently not aware of, connected to, or able to understand or use available data to address local needs and priorities.

The specific root causes and areas which will be addressed through this Project will depend both on the specific grant/prize themes to be determined as part of the work, as well as on the actual successful ideas submitted by “grantees.” Broadly speaking; however, it can be expected that this Project will support increased positive experiences with using and sharing of data, improved technical capacity and possibly also increased technology penetration, all of which are some of the root causes of insufficient and ineffective use of data in decision making.

This Project is not sufficient in and of itself to contribute to this goal, but rather is expected to complement the activities contemplated as part of the other core projects that will be part of the Data Collaboratives Program. To this end, the Project will also endeavor to surface, engage and support local innovators and entrepreneurs while connecting them to the other projects of the Data Collaboratives for Local Impact Program.

D. Connectivity Between Projects

While each of the projects considered as part of the overall Data Collaboratives has merit in and of its own, and could be implemented independent of the others, there are inherent connections

12 An infomediary is company, group and/or website that gathers, organizes and repackages information and acts as an intermediary and/or advocate between those who want or need the information and those who supply the information. In many cases, infomediaries can help to put information into a format that is more accessible or more understandable to others that may not have as much experience with data, for example through products such as infographics amongst others.

Section A, Page 9 between them, in that these projects are seeking to address one or more root causes leading to the insufficient or ineffective use of data for decision making. In particular, there are many potential connections between the Data for Local Impact Challenge and the Tanzania Data Collaborative space (i.e. lab). For example, it is also possible to envision that the training offered in Tanzania Data Collaborative space (i.e. lab) would help engage and build the capacity of individuals who might participate in the Challenge competitions. Similarly, it is also envisioned that the lab could bring together successful grantees to leverage data surfaced by entrepreneurs and innovators, or to offer some of the mentorship, support and training that may be needed by grantees.

During implementation, it is possible that additional connections between select projects may become evident. For example, it is also possible that activities of the Tanzania Data Collaborative (or of the subnational level collaborative) could contribute to including a particular theme of one or more individual grant challenge windows. Flexibility and provision for these types of opportunistic overlap and desired synergies have been included in the activities which are proposed as part of this PD – and coordination among Applicants for different projects will be periodically required. However, the Applicant is encouraged to provide additional ideas, thoughts and strategies that would lead to stronger overall program integration.

III. PROGRAM (PROJECT) DESCRIPTION

MCC and PEPFAR are seeking support of a local or a local organization in consortium with an international (regional) organization (the “Applicant”) based in East Africa, legally registered in Tanzania and/or Kenya and capable of operating (and disbursing funds) in both countries, to finalize the design as well as to manage, administer and review13 the “Data for Local Impact Innovation Challenge”14 Project. This Project will involve establishing a flexible online and operations platform that will be used to launch two (02) or three (03) grant and/or prize challenge windows15 per year, in a variety of themes. It would surface, engage and connect local innovators and entrepreneurs, advocates and south-to-south collaborators to (i) unlock datasets at all levels, (ii) and fill data gaps to strengthen the overall data ecosystem while responding to local, subnational and national priorities as well as the select needs of the Data Collaboratives and the DREAMS partnership.

The total value of funds currently expected to be awarded through a combination of small, medium and large subgrants / prizes16 would be the equivalent of up to three million (USUS$3,000,000) dollars. The Data Challenge would be open to local (i.e. in-country national) local innovators and entrepreneurs, individuals and/or groups within governments, civil society, the private sector, and

13 We are referring here to an assessment of the achievements, lessons learned, and opportunities to improve and/or scale-up the Data for Local Impact Innovation Challenge, as further detailed in Section IV, task 7.

14 The principle around “challenges” (or “facilities”) is simple: Investment themes and eligibility requirements are stipulated by the funder and/or the steering committee and one (01) or more calls for applications are launched from which a target number of winning applications are selected using specific criteria and then funded for a determined period of time.

15 The actual number of windows and their frequency will be determined in a Subgrants/Prizes Operations Manual that will be developed by the Applicant to whom a Cooperative Agreement will be awarded (for more details, see Task 2, within Section IV.B).

16 While the Applicant could propose a different range, the size of grants is envisioned as: Small – up to $25,000, medium – from $25,000 to 75,000 and large from 75,000 up to $100,000.

Section A, Page 10

NGOs that could propose and scale-up innovative solutions17 within specific “themes” that will be defined and agreed-upon as part of the Project but could include creating data, publishing and using datasets, technological innovation through data, or other applications in the areas of HIV/AIDS and broader health, gender equality, and economic growth, to achieve local impact18.

As noted in Section II (Subsection C) and depicted in Annex I (figures 1 and 2) this Data Challenge ultimately seeks to surface, support, engage and connect innovators and entrepreneurs and contribute to increased innovations, positive experiences with using and sharing of data, improved technical capacity and possibly also increased technology penetration, all of which are some of the root causes of insufficient and ineffective use of data in decision making. Applicants should ensure their applications reflect how the work to be undertaken will contribute to addressing these constraints and encourage local engagement and solutions to these key problems. Applicants should demonstrate how and to what extent their proposed project is likely to accomplish not only the tasks and requirements of this Notice of Funding Opportunity (NOFO) but also achieve bold outcomes in the short to medium term, including, but not limited to:

• Establishing a functional, nimble and opportunistic, grant/prize platform that surfaces, engages, supports and connects a notable number local entrepreneurs and innovators including some who may not have been reached previously, including youth and women;

• Innovative and sustainable ideas on how to use, mainstream or generate data connected to local and national priorities as well as programmatic needs to achieve the greatest local impact are generated and shared;

• An increasing level of awareness of the grant/prize mechanism is generated resulting in grant applications increasing over time and grant and prize funds disbursed efficiently;

• Ownership and a long-term view in the success of these grants is instilled through the provision of support, engagement, networking among grantees and capacity building for continued impact and scalable innovations;

• The Grant mechanism develops the potential to be self-sustaining through interest and potential support from other funders.

The Project and specifically, this Innovation Challenge, will initially focus on investments in Tanzania, but will likely include at least one (01) other country, probably Kenya. For more information on Applicant’s eligibility requirements, refer to Section VII - Performance Location, Section V – Evaluation and Section X Eligibility Criteria).

As further outlined in Section IV (Sub-Section B), the Applicant will lead the following tasks including achieving specific task-related milestones and achievements further described in the sections that follow:

i. Hold a kickoff meeting; submit an inception report, workplan and status reports; and attend coordination meetings;

17 Innovative ideas and technological solutions would include, among others, the use of mobile technology, web platforms and technology, Apps, social outreach and other outreach mechanisms, and other modern technological tools.

18 By local impact we mean: concrete and/or demonstrable outputs/outcomes affecting citizens at the subnational level, particularly at the village and district level.

Section A, Page 11

ii. Finalize Project design including the Challenge’s eligibility criteria, themes, methodology, application forms, and a Subgrants/Prizes Operations Manual and platform;

iii. Establish an Innovation Challenge platform and online presence;

iv. Support communications, outreach and grantee community and capacity building;

v. Manage the call for applications process, including the development of the windows/calls for applications and the selection of prize awardees and grantees using agreed upon criteria;

vi. Ensure effective administration, mentoring and monitoring of the prizes and grants; and

vii. Document the Data for Local Impact Innovation Challenge’s achievements, lessons learned and opportunities, and collaborate with an M&E Contractor to evaluate19 the success of the Program.

IV. TASKS

A. Overview

The selected Applicant will work closely with MCC’s Agreement Officer’s Representative (AOR)20 and Project Monitor (PM)21 for this requirement, the Challenge’s Technical Advisory Committee22, the broader MCC-PEPFAR partnership team, and periodically also with other applicants and contractors associated with the overall Data Collaboratives Program for Local Impact (e.g. the Monitoring and Evaluation contractor).

The tasks detailed in Section IV.B. below are indicative of what MCC aims to achieve with this Data for Local Impact Innovation Challenge, including anchoring the Project in local (country-specific) priorities and ensuring relevant stakeholder buy-in to ensure overall sustainability.

19 As per MCC’s standard of independent evaluations, the Applicant will collaborate with the M&E (Independent Evaluator), but will not be directly involved in the evaluation itself (i.e. the Contractor for this requirement will not be the one performing the independent evaluation or determining the findings).

20 MCC’s Agreement Officer’s Representative (AOR) is responsible for: monitoring the grantee’s performance and verify that it conforms to the technical requirements and quality standards agreed to in the terms and conditions of the grant/cooperative agreement; issuing technical directions or guidance in accordance with the terms of the grant/cooperative agreement; approving work plans, approaches, solutions, designs, or refinements; providing financial management recommendations and monitoring of costs; participation in the periodic evaluation of the grantee’s performance, and recommending in writing (with justification for the proposed action) to the AO any changes needed in the program description of the grant/cooperative agreement, including any changes to technical provisions of the cooperative agreement that affect the timing of the deliverables/services or the overall cost-price of the cooperative agreement.

21 MCC’s Project Monitor (PM) is responsible for: monitoring the grantee’s performance and verify that it conforms to the technical requirements and quality standards agreed to in the terms and conditions of the grant/cooperative agreement; participation in the periodic evaluation of the grantee’s performance; assisting in recommendation in writing (with justification for the proposed action) to the AOR and AO any changes needed in the program description of the grant/cooperative agreement; assisting the AOR in issuing technical directions or guidance in accordance with the terms of the grant/cooperative agreement; assist the AOR in administering financial management responsibilities. NOFO – Notice of Funding Opportunity per 2 CFR 200.203 22 A Technical Advisory Committee will be established by MCC and PEPFAR to provide technical guidance on the Data for Local Impact Innovation Challenge. It will likely include representation from MCC and PEPFAR teams, as well as representatives from co-funding institutions of the Data for Local Impact Innovation Challenge (if any), and a small group (less than 10) of regionally-based technical individuals representing civil society, government, and the private sector, perspectives. The Technical Advisory Committee’s main roles will be to provide technical guidance/ opinion on themes for this Challenge, to review the Subgrants/Prizes Operations Manual and the recommended grant/prize awards for this Challenge.

Section A, Page 12

Applicants are strongly encouraged, where relevant, to propose better, innovative, additional and/or alternative ideas and tasks to those indicated in this program description (PD) - and as noted in Section VIII, the degree to which application reflect an understanding the goals to be achieved and demonstrate an ability to contribute to implementation strategy are among the criteria that will be used in selecting successful applications.

B. Anticipated Tasks

The Applicant will perform the following tasks and achieve specific task-related milestones and achievements described in the sections that follow during the period of performance (Section VI), all the while ensuring that the tasks and deliverables are anchored in local priorities:

Task 1: Hold a Kickoff meeting, submit an Inception Report, Workplan, Status Reports, and attend Coordination Meetings

The Applicant will become familiar with relevant documentation that will be provided by the AOR and PM at the cooperative agreement’s start date.

The Applicant will develop an inception report that provides updates to the approach and methodology for designing and administering the Data for Local Impact Innovation Challenge, management and technical support to meet the PD’s requirements (for the Period of Performance) as outlined in the application. The Applicant will also develop and submit a draft workplan to the AOR and PM that (i) details the timeframe and methodology to meet the PD’s requirements (for the Period of Performance) and incorporate key milestones and desired results provided in this PD and (ii) addresses issues raised during negotiations (on the basis of the workplan submitted as part of the application).

Following the submission of the inception report and draft workplan to the AOR and PM, the Applicant will hold a kickoff meeting with the AOR, PM, and, if relevant with members of the Technical Advisory Committee, and the broader MCC-PEPFAR partnership team. The objectives of the kickoff meeting will be to: (i) introduce the AOR, PM, Applicant team, Technical Advisory Committee, and MCC-PEPFAR partnership team; (ii) ensure a common understanding of the PD and cooperative agreement’s requirements; (iii) clarify roles related to management and oversight of this cooperative agreement; (iv) identify and resolve any outstanding questions arising from negotiations; (v) discuss the inception report, draft workplan and agree upon next steps; and (vi) establish and/or confirm collaboration and communication procedures among Project stakeholders, other stakeholders.

Following the kickoff meeting and upon receipt of the AOR and PM’s comments, the Applicant will submit a final workplan. The Applicant will monitor the workplan and, if necessary, submit an updated workplan, on a quarterly basis, that detail any variances/changes to the initial one. In addition, the Applicant will submit bi-weekly status reports, based on a simple outline and template that will be agreed upon with the AOR and PM. As part of the workplan, the Applicant

Section A, Page 13 will establish a process and mechanism by which the Agreement Officer (AO)23, AOR and PM will be notified of issues that are likely to affect tasks, schedule or Project goals.

Deliverables under Task 1:24 (i) Kickoff meeting agenda; (ii) inception report with updated methodology for designing and administering the Data for Local Impact Innovation Challenge, management and technical support to be used to meet all the PD’s requirements (for the Period of Performance); (iii) draft and final workplan detailing the timeframe and methodology to meet the PD’s requirements (for the Period of Performance) and a process for quality control; (iv) bi-weekly status reports; and (vi) quarterly updates to the workplan (if needed).

Target Results/Expectations: Internalize project goals, principles and objectives; begin to serve as a proactive leader and thought partner in the implementation of the Project by adding value to and integrating their own strategies into workplan; effectively track and drive progress towards key internal and external milestones (Section VI) and establishing a functional, nimble, self-sustaining grant/prize platform that surfaces and supports a notable number local entrepreneurs and innovators.

Assumptions: Below are some of the assumptions for the Applicant to consider when developing their applications:

• The kickoff meeting should include all key personnel.

• It is anticipated that the kickoff meeting may require up to 2 days and will likely take place in Dar-es-Salaam, Tanzania.

• Assume all travel in coach class.

• Bi-weekly status calls will be conducted over teleconference.

• The Applicant should also assume monthly teleconference calls to coordinate with other

Program project stakeholders

• All deliverables will be submitted in electronic format.

Task 2: Finalize Project Design including the Challenge’s Eligibility Criteria, Themes, Methodology, Application Forms, and a Subgrants/Prizes Operations Manual and Platform

The Applicant will undertake the following sub-tasks, in close coordination with MCC and PEPFAR, and with input from the Technical Advisory Committee:

1. Define the rules and eligibility requirements for this Challenge, including criteria for who is eligible to apply and for what type of grant or prize-related projects and/or activities.

As noted previously, the Project does limit participation to the prize/grant challenges, to local individuals, groups or organizations. Additional proposed rules and eligibility requirements for the Challenge will be submitted to, and discussed with, the AOR, PM and

23 MCC’s Agreement Officer (AO) is responsible for all actions on behalf of the MCC, including entering into, changing, or terminating an award. Warranted AOs act as public trust officials empowered with the authority to obligate the Government. The authority to appoint AO’s is limited to the Millennium Challenge Corporation Senior Procurement Executive (SPE). The SPE for the Millennium Challenge Corporation (MCC) is the Managing Director of the Contracts and Grants Management Division. The SPE has not delegated this authority.

24 Refer to Section V – Deliverables for approximate deadlines for the submission and completion of each deliverable.

Section A, Page 14 the Technical Advisory Committee. Based on their feedback, the Applicant will finalize these rules and requirements.

2. Define the investment themes for the Innovation Challenge, on the basis of the current concept which is described below and anchored in local priorities. Three (03) months prior to each grant/prize window, the Applicant, in consultation with the Technical Advisory Committee, will propose three (03) to five (05) investment themes for the Innovation Challenge which will be the basis for the next window. PEPFAR will provide input on district-specific data needs and challenges which will be used to define at least one of the themes in at least one of the funding windows focused on supporting PEPFAR’s 3-year DREAMS partnership (i.e., the DATA4DREAMS initiative).

The process of selecting themes, prior to launching each grant/prize window, should consider some of the following factors and input streams:

• Connected to the overall access to, awareness of, use of, and ability to understand data as well as open data, in the areas of including on HIV/AIDS and broader health, gender equality and economic growth, to address specific needs;

• Relevance of theme to local, subnational and national level priorities, the objectives of the Data Collaborative for Local Impact Program and/or the DREAMS Partnership;

• Scale of problem and ability of data-related innovation to make a material difference in advancing progress related to the above-noted needs, priorities and goals;

• Input and Recommendations from the Applicant based on the Applicant’s knowledge and experience in the field; from the Technical Advisory Committee, and broader Program stakeholders participating in coordination calls.

• Applies lessons lesson learned from prior funding windows.

More specifically, the Applicant will propose themes based on some of the above factors to help amplify the work of other projects funded by the Program – whether these are specific data needs or ways of making the data relevant and useful to beneficiaries. This may include helping to generate positive experience in the use and sharing of data and supporting country capacity and country efforts to compile and use data related to HIV/AIDS and broader health, gender equality, from various sources to improve programmatic planning effectiveness and mutual accountability. Monthly coordination calls between MCC and all projects and their leads will help create some of the necessary connectivity between projects, including sharing of data and capacity needs in areas which could be proposed / considered as future grant/prize themes.

As stated above, the PEPFAR team will provide input so that at least one of the themes of at least one of funding windows focus on supporting PEPFAR’s 3-year DREAMS partnership (i.e., the DATA4DREAMS initiative). This funding window will pertain to the candidate subnational level DREAMS districts in Tanzania and will focus on innovations to: (i) generate data needed to track progress on the DREAMS’s subnational interventions, (ii) enhance the capacity of country counterparts (e.g. local level health officials, educators, social workers) in Tanzania to generate data (for data gaps areas), or

Section A, Page 15

(iii) use data available or created to address the programmatic objective of reducing new HIV infections among adolescent girls in target districts/counties.

The written, proposed themes will be submitted to, and discussed with, the AOR, PM and the Technical Advisory Committee. Based on their feedback, the Applicant will finalize these themes.

3. Develop the methodology and Application forms for the prize and grant windows/calls for applications: the Applicant will: (i) hold an initial brainstorming session with the AOR, PM and the Technical Advisory Committee to propose a methodology for the innovation challenge and an online application for the prize and grant windows/calls for applications; (ii) develop and submit to the AOR, PM and the Technical Advisory Committee for review, a document detailing the methodology and application for the prize and grant windows/calls for applications; and (iii) based on their feedback, finalize the methodology and application forms manual for the prize and grant windows/calls for applications which will be included in a Subgrants/Prizes Operations Manual and online Platform. The methodology should include, among other things: (i) the composition and structure of the selection committees for the prize and grant windows/calls for applications; (ii) the timeline to establish each selection committee; (iii) the relationship between the Applicant, AOR, PM, Technical Advisory Committee and the various selection committees; and (iv) the methodology for the prize and grant applications, initial screening, review by the selection committees and awards.

4. Develop a Subgrants/Prizes Operations Manual: the Applicant will develop a draft Grants (Operations) Manual which shall be submitted to, and discussed with, the AOR, PM and Advisory Committee. Based on their feedback, the Contractor shall finalize the manual. At a minimum, the Subgrants/Prizes Operations Manual will include the following sections:

i. Overview of the Innovation Grant/Prize Challenge Program;

ii. Governance, Operational Roles, and Risk Management;

iii. Mobilization and leveraging of private sector assets and contributions for the grants;

iv. Process for developing and vetting the themes for the various prize/grant windows based on some of the factors described in point 2 above.;

v. Define the roles and responsibilities tuned to the local conditions of the Technical

Advisory Committee;

vi. Grant Process Management Structure:

• Methodology (as detailed in subsection 3., above), rules and eligibility requirements for applicants to the prize and grant windows/calls for application (including, as relevant depending on grant size, legal status, registration documents, internal control and procurement systems, financial and audit reports)

• Application forms for prize and grant windows/calls for applications (as noted in subsection 3., above)

• Selection criteria for choosing the grant winners, and determining the risk level for recipients

• Types of grants and templates for each type

Section A, Page 16

• Pre-award assessment

• Eligible and ineligible activities as well as allowable and unallowable grant costs

• Grant currency (local currency) and sizes. While the Applicant could propose a different range, the size of grants is envisioned as: Small – up to USUS$25,000, medium – from USUS$25,000 to 75,000 and large…