SOL-306-14-000008.pdf

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I. SOLICITATION, OFFER AND AWARD

1. This Contract is a Rated Order Under

DPAS (15 CFR 700)

Rating Page of pages

1 110

2. Contract No. 3. Solicitation No. 4. Solicitation Type 5. Date Issued 6. Requisition/Purchase No.

SOL-306-14-000008

Sealed Bid (IFB) 04/14/2014 X Negotiated (RFP)

7. Issued By usaid

Code U 8. Address Offer To (If other than item 7) Code

Office of Acquisition and Assistance

USAID/Afghanistan

Great Massoud Road

KABUL, Afghanistan

NOTE: In sealed bid solicitations “offer” and “offeror” mean “bid” and “bidder”.

II. SOLICITATION

9. Sealed offers in original and 0 copies for furnishing the supplies or services in the Schedule will be received at the place specified in Item 8, or if hand carried, in the depository located in See Section L.2 until 12:00 PM (hour) local time May 29, 2014 (date).

CAUTION – LATE Submissions, Modifications, and Withdrawals: See Section L, Provision No. 52.214-7 or 52.215-1. All offers are subject to all terms and conditions contained in this solicitation.

10. For Information Call:

A. Name

B. Telephone No. (include area code)

(NO COLLECT CALLS)

C. E-MAIL ADDRESS

MAYCHIN HO 301-490-1032 x 4031 MHO@STATE.GOV

11. TABLE OF CONTENTS

(x) Sec Description Page(s) (x) Sec Description Page(s)

Part I – The Schedule Part II – Contract Clauses

A Solicitation/Contract Form 1 I Contract Clauses 60

B Supplies or Services and Prices/Costs 5 Part III – List of Documents, Exhibits and Other Attachments

C Description/Specs./Work Statement 8 J List of Attachments 70

D Packaging and Marking 17 Part IV – Representations and Instructions

E Inspection and Acceptance 18 K

Representations, Certifications and Other Statements of Offerors

F Deliveries or Performance 21

G Contract Administration Data 28 L Instr., Conds., and Notices to Offerors 85

H Special Contract Requirements 33 M Evaluation Factors for Award 100

III. OFFER (Must be fully completed by offeror) NOTE: Item 12 does not apply if the solicitation includes the provisions at 52.214-16, Minimum Bid Acceptance Period.

12. In compliance with the above, the undersigned agrees, if this offer is accepted within _______________ calendar days (60 calendar days unless a different period is inserted by the offeror) from the data for receipt of offers specified above, to furnish any or all items upon which prices are offered at the price set opposite each item, delivered at the designated point(s), within the time specified in the schedule.

13. Discount for Prompt Payment

(See Section I, Clause No. 52.232-8)

10 Calendar Days 20 Calendar Days 30 Calendar Days _____ Calendar Days

14. Acknowledgment of Amendments

The offeror acknowledges receipt of amendments to the SOLICITATION for offerors and related documents numbered and dated.

Amendment No. Date Amendment No. Date

15A. Name and Code Facility 16. Name and Title of Person Authorized to Sign Offer (Type or print)

Address of

Offeror

15B. Telephone No. (Include area code) 15C. Check if Remittance Address is difference from above. Enter such address in Schedule.

17. Signature 18. Offer Date

IV. AWARD (To be completed by Government)

19. Accepted as to Items Numbered 20. Amount

21. Accounting and Appropriation See Section G.8

22. Authority for Using Other Than Full and Open Competition: 23. Submit Invoices to Address Shown in Item

10 U.S.C. 2304 (c)( ) 41 U.S.C. 253 (c)( ) (4 copies unless otherwise specified)

24. Administered By (If other than Item 7) Code Payment Will be Made By Code

26. Name of Contracting Officer (Type or print)

27. United States of America (Signature of Contracting Officer) 28. Award Date

IMPORTANT – Award will be made on this form, or on Standard Form 26, or by other authorized official written notice.

NSN 7540-01-152-8064

PREVIOUS EDITION NOT USABLE

33-134 STANDARD FORM 33 (Rev. 4-85) Prescribed by GSA – FAR (48 CFR) 52.214 (c)

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REGIONAL AGRICULTURAL DEVELOPMENT PROGRAM (RADP) – EAST

TABLE OF CONTENTS

SECTION B: SUPPLIES OR SERVICES AND PRICE/COSTS

B.1 GOAL

B.2 CONTRACT TYPE

B.3 ESTIMATED COST, FIXED FEE, AND OBLIGATED AMOUNT

B.4 BUDGET

B.5 INDIRECT COSTS

B.6 CEILING ON INDIRECT COSTS

B.7 COST REIMBURSABLE

B.8 PAYMENT OF FIXED FEE

B.9 CANCELLATION CEILING AND MULTI-YEAR CONTRACT

SECTION C: DESCRIPTION/SPECIFICATIONS/STATEMENT OF WORK

C.1 BACKGROUND

C.2 PROJECT GOAL AND EXPECTED OUTCOMES

C.3 SCOPE OF WORK

C.4 MANAGEMENT STRUCTURE AND OFFICE LOCATIONS

SECTION D: PACKAGING AND MARKING

D.1 BRANDING STRATEGY

D.2 AIDAR 752.7009 – MARKING (JAN 1993)

SECTION E: INSPECTION AND ACCEPTANCE

E.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

E.2 INSPECTION AND ACCEPTANCE

E.3 MONITORING AND EVALUATION PLAN

E.4 PERFORMANCE STANDARDS

SECTION F: DELIVERIES OR PERFORMANCE

F.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

F.2 752.7005 – SUBMISSION REQUIREMENTS FOR DEVELOPMENT EXPERIENCE DOCUMENTS

(SEP 2013)

F.3 PERIOD OF PERFORMANCE

F.4 PLACE OF PERFORMANCE

F.5 AUTHORIZED WORK DAY/WEEK

F.6 DELIVERABLES AND REPORTS

F.7 KEY PERSONNEL

SECTION G: CONTRACT ADMINISTRATION DATA

G.1 AIDAR 752.7003 DOCUMENTATION FOR PAYMENT (NOV 1998)

G.2 ADMINISTRATIVE CONTRACTING OFFICE

G.3 CONTRACTING OFFICER’S AUTHORITY

G.4 CONTRACTING OFFICER’S REPRESENTATIVE (COR)

G.5 TECHNICAL DIRECTIONS/RELATIONSHIP WITH USAID

G.6 ACCEPTANCE AND APPROVAL

G.7 PAYING OFFICE

G.8 ACCOUNTING AND APPROPRIATION DATA

G.9 CONTRACTOR’S PRIMARY POINT OF CONTACT

G.10 CONTRACTOR’S PAYMENT ADDRESS

PART II – CLAUSES

SECTION H: SPECIAL CONTRACT REQUIREMENTS

H.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

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H.2 752.225-70 SOURCE AND NATIONALITY REQUIREMENTS (FEB 2012)

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

H.4 AIDAR 752.228-3 WORKER’S COMPENSATION INSURANCE

H.5 INSURANCE AND SERVICES

H.6 AIDAR 752.7007 PERSONNEL COMPENSATION (JUL 2007)

H.7 ADDITIONAL REQUIREMENTS FOR PERSONNEL COMPENSATION

H.8 AIDAR 752.231-71 SALARY SUPPLEMENTS FOR HOST GOVERNMENT (HG)

EMPLOYEES (OCT 1998)

H.9 AIDAR 752.7031 LEAVE AND HOLIDAYS (OCT 1989)

H.10 AIDAR 752.228-70 MEDICAL EVACUATION (MEDEVAC) SERVICES (JUL 2007)

H.11 USAID DISABILITY POLICY - ACQUISITION (DEC 2004)

H.12 AUTHORIZED GEOGRAPHIC CODE

H.13 EXECUTIVE ORDERS ON TERRORISM FINANCING

H.14 NONEXPENDABLE PROPERTY PURCHASES AND INFORMATION TECHNOLOGY

RESOURCES

H.15 LOGISTIC SUPPORT GOVERNMENT FURNISHED FACILITIES OR PROPERTY

H.16 COMPLIANCE WITH SECTION 508 OF THE REHABILITATION ACT OF 1973, AS AMENDED

H.17 CONSENT TO SUBCONTRACTS

H.18 SUB-AWARD REQUIREMENTS (MARCH 2012)

H.19 LIMITATION ON SUBCONTRACTING TO NON-LOCAL ENTITIES (MAY 2012)

H.20 ADS 302.3.5.5 - REPORTING OF FOREIGN TAXES (JULY 2007)

H.21 FOREIGN GOVERNMENT DELEGATIONS TO INTERNATIONAL CONFERENCES

H.22 LOGISTIC SUPPORT

H.23 LANGUAGE REQUIREMENTS

H.24 GENDER REQUIREMENTS

H.25 PERSONAL IDENTITY VERIFICATION OF CONTRACTOR PERSONNEL (JAN 2011)

H.26 HOMELAND SECURITY PRESIDENTIAL DIRECTIVE-12 (HSPD-12) (SEP 2006)

H.27 STANDARDS OF CONDUCT -- IMPROPER BUSINESS PRACTICES

H.28 PROHIBITION OF ASSISTANCE TO DRUG TRAFFICKERS

H.29 DISCLOSURE OF INFORMATION (AIDAR)

H.30 DATABASE REPORTING REQUIREMENTS

H.31 USE OF SYNCHRONIZED PRE-DEPLOYMENT AND OPERATIONAL TRACKER (SPOT) FOR

CONTRACTORS SUPPORTING A DIPLOMATIC OR CONSULAR MISSION OUTSIDE THE UNITED

STATES (SUPPLEMENT TO FAR 52.225-19)

H.32 FACILITIES USED FOR RELIGIOUS ACTIVITIES

H.33 SECURITY CLEARANCE

H.34 RIGHT TO PROCURE FROM OTHER SOURCES

H.35 NONDISCRIMINATION (JUNE 2012)

H.36 SERIOUS INCIDENT REPORTING IN AFGHANISTAN (DEC 2010)

H.37 USAID-FINANCED THIRD-PARTY WEBSITES (AUG 2013)

H.38 CONFERENCE PLANNING AND REQUIRED APPROVALS (AUG 2013)

H.39 FRAUD REPORTING

H.40 VETTING

H.41 ENVIRONMENTAL COMPLIANCE

H.42 SPECIAL AFGHANISTAN CLAUSE - DEPARTMENT OF DEFENSE (DOD)COMMON ACCESS

CARD (CAC) (SEP 2007)

H.43 HOST COUNTRY TAXES AND DUTIES

H.44 CONFIDENTIALITY AND OWNERSHIP OF INTELLECTUAL PROPERTY

SECTION I: CONTRACT CLAUSES

I.1 52.252-2 CLAUSES INCORPORATED BY REFERENCE (FEB 1998)

I.2 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

I.3 52.203-13 CONTRACTOR CODE OF BUSINESS ETHICS AND CONDUCT (APR 2010)

I.4 52.217-2 CANCELLATION UNDER MULTI-YEAR CONTRACTS (OCT 1997)

I.5 52.216-8 FIXED FEE (JUN 2011)

I.6 52.217-8 OPTION TO EXTEND SERVICES (NOV 1999)

I.7 AIDAR 752.209-71 ORGANIZATIONAL CONFLICTS OF INTEREST DISCOVERED AFTER AWARD

(JUN 1993)

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I.8 INTERNATIONAL TRAVEL APPROVAL

I.9 AIDAR 752.242-70 PERIODIC PROGRESS REPORTS (OCT 2007)

I.10 AIDAR 752.7006 NOTICES (APR 1984)

I.11 AIDAR 752.7008 USE OF GOVERNMENT FACILITIES OR PERSONNEL (APR 1984)

I.12 AIDAR 752.7025 APPROVALS (APR 1984)

PART III- LIST OF DOCUMENTS, EXHIBITS, & OTHER ATTACHMENTS

SECTION J: LIST OF ATTACHMENTS

SECTION K: REPRESENTATIONS, CERTIFICATIONS AND OTHER STATEMENTS

OF OFFERORS

K.1. NOTICE LISTING SOLICITATION PROVISIONS INCORPORATED BY REFERENCE

K.2. 52.203-11 CERTIFICATION AND DISCLOSURE REGARDING PAYMENTS TO INFLUENCE

CERTAIN FEDERAL TRANSACTIONS (SEP 2007)

K.3. 52.204-3 TAXPAYER IDENTIFICATION (OCT 1998)

K.4. 52.204-8 ANNUAL REPRESENTATIONS AND CERTIFICATIONS (JUL 2013)

K.5. AGREEMENT ON, OR EXCEPTIONS TO, TERMS AND CONDITIONS

K.6. 52.209-5 CERTIFICATION REGARDING RESPONSIBILITY MATTERS (APR 2010)

K.7. 52.209-7 INFORMATION REGARDING RESPONSIBILITY MATTERS (JUL 2013)

K.8. 52.215-6 PLACE OF PERFORMANCE (OCT 1997)

K.9. 52.222-22 PREVIOUS CONTRACTS AND COMPLIANCE REPORTS (FEB 1999)

K.10. 52.222-25 AFFIRMATIVE ACTION COMPLIANCE (APR 1984)

K.11. 52.222-38 COMPLIANCE WITH VETERANS' EMPLOYMENT REPORTING

REQUIREMENTS (SEP 2010)

K.12. 52.225-2 BUY AMERICAN ACT - CERTIFICATE. (FEB 2009)

K.13. 52.225-25 PROHIBITION ON CONTRACTING WITH ENTITIES ENGAGING IN CERTAIN

ACTIVITIES OR TRANSACTIONS RELATING TO IRAN-REPRESENTATION AND

CERTIFICATIONS. (DEC 2012)

K.14. 52.227-6 ROYALTY INFORMATION (APR 1984)

K.15. 52.227-7 PATENTS - NOTICE OF GOVERNMENT LICENSEE (APR 1984)

K.16. 52.227-15 REPRESENTATION OF LIMITED RIGHTS DATA AND RESTRICTED COMPUTER

SOFTWARE (DEC 2007)

K.17. 52.230-1 COST ACCOUNTING STANDARDS NOTICES AND CERTIFICATION (MAY 2012)

K.18. 52.230-7 PROPOSAL DISCLOSURE--COST ACCOUNTING PRACTICE CHANGES(APR 2005)

K.19. SIGNATURE

SECTION L: INSTRUCTIONS, CONDITIONS, AND NOTICES TO OFFERORS

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

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

L.3. GENERAL INSTRUCTIONS TO OFFERORS

L.4. PREPARATION & DELIVERY INSTRUCTIONS

L.5. INSTRUCTIONS FOR THE PREPARATION OF THE TECHNICAL PROPOSAL

L.6. INSTRUCTIONS FOR THE PREPARATION OF THE COST PROPOSAL

L.7. INSTRUCTIONS FOR THE PREPARATION OF BRANDING AND MARKING PLANS

L.8. LATE SUBMISSIONS

L.9. 52.215-22 LIMITATIONS ON PASS-THROUGH CHARGES—IDENTIFICATION OF SUBCONTRACT

EFFORT (OCT 2009)

SECTION M: TECHNICAL EVALUATION CRITERIA

M.1 GENERAL INFORMATION

M.2 EVALUATION FACTORS

M.3 EVALUATION CRITERIA

M.5 COST EVALUATION

M.6 DETERMINATION OF THE COMPETITIVE RANGE

M.7 SOURCE SELECTION

ATTACHMENTS

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PART I – THE SCHEDULE

SECTION B: SUPPLIES OR SERVICES AND PRICE/COSTS

B.1 GOAL

The goal of the Regional Agriculture Development Program – East (RADP-East) is to improve food and economic security for rural Afghans in targeted areas.

The Contractor will provide technical services in order to increase the competitiveness of selected value chains, expand the number of enterprises that can compete and upgrade their products and services in selected markets, and improve relationships and linkages between those firms and other market participants throughout the value chain. Project activities are expected to produce a “ripple effect” of continual upgrading in the private sector through spontaneous replication and investment.

B.2 CONTRACT TYPE

The U.S. Government contemplates award of a Cost-Plus-Fixed -Fee (CPFF) completion type contract resulting from this solicitation. For the consideration set forth below, the Contractor must provide the deliverables or outputs described in Section F in accordance with the performance standards specified therein based on the Scope of Work (SOW) found in Section C of this document.

B.3 ESTIMATED COST, FIXED FEE, AND OBLIGATED AMOUNT

(a) The estimated cost for the performance of the work required hereunder, exclusive of fee(s) is $[to be added upon award]. The fixed fee is $[to be added upon award] and the estimated cost plus all fixed fees is $[to be added upon award].

(b) Within the estimated cost plus all possible fees specified in paragraph (a) above, the amount currently obligated and available for reimbursement of allowable costs incurred by the Contractor (and payment of fee, if any) for performance hereunder is $[to be added upon award]. The Contractor must not exceed the aforesaid obligated amount.

(c) Funds obligated hereunder are anticipated to be sufficient through [date to be added upon award].

B.4 BUDGET ($) - THIS CONTRACT

As the program tasks shall be grouped in three components namely Analysis, Implementation and

Learning/Feedback, the CLIN budget structure must be broken out into the three components with percentages as stated in the SOW for the five year period.

CONTRACT LINE ITEM NUMBERS (CLINs)

CLIN 0001 Component 1: Analysis (10%)

0001AA Labor $ TBD

0001AB Non-Labor Costs $ TBD

0001AC Fixed Fee $ TBD

Subtotal CLIN 0001 $ TBD

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CLIN 0002 Component 2: Implementation (80%)

0002AA Labor $ TBD

0002AB Non-Labor Costs $ TBD

0002AC Fixed Fee $ TBD

Subtotal CLIN 0002 $ TBD

CLIN 0003 Component 3: Feedback/Learning (10%)

0003AA Labor $ TBD

0003AB Non-Labor Costs $ TBD

0003AC Fixed Fee $ TBD

Subtotal CLIN 0003 $ TBD

TOTAL ESTIMATED COST PLUS FIXED FEE: $ TBD

B.5 INDIRECT COSTS

For the Prime Contractor: 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:

Description Rate Base Type Period

TBD 1/ 1/ 1/

1/Base of Application:

Type of Rate: Predetermined

Period:

For Major Subcontractor(s):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:

Description Rate Base Type Period

TBD 1/ 1/ 1/

1/Base of Application:

Type of Rate: Predetermined

Period:

“Major subcontractor(s)” are those subcontractors whose proposed costs exceed 15 percent of the contract value or who are otherwise defined by the prime to be essential to successful project implementation. All primes MUST identify “major subcontractors” in the cover letter of their proposals.

Note: The Contractor is 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).

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B.6 CEILING ON INDIRECT COSTS

(a) Reimbursement for indirect costs shall be at the lower of the negotiated final pre-determined rates or the following ceiling rates:

Description 2014 2015 2016 2017 2018

[Rate 1 description to be inserted] __% ___% ___% ___% ___%

[Rate 2 description to be inserted] __% ___% ___%___% ___%

[Rate 3 description to be inserted] __% ___% ___% ___% ___%

(b) The Government will not be obligated to pay any additional amount should the final indirect cost rates exceed the negotiated ceiling rates. If the final indirect cost rates are less than the negotiated ceiling rates, the negotiated rates will be reduced to conform to the lower rates.

(c) This understanding shall not change any monetary ceiling, obligation, or specific cost allowance or disallowance. Any changes in classifying or allocating indirect costs require the prior written approval of the Contracting Officer.

B.7 COST REIMBURSABLE

The resulting contracts will be Cost Reimbursable contracts. The costs allowable shall be limited to reasonable, allocable and necessary costs determined in accordance with FAR 52.216-7, “Allowable Cost and Payment”, FAR 52.216-8, “Fixed Fee”, if applicable, and AIDAR 752.7003, “Documentation for

Payment”.

B.8 PAYMENT OF FIXED FEE

Pursuant to FAR 16.306 (d), payment of fixed fee shall be based on completion of the deliverables described in Section F, subject to inspection and acceptance by USAID as specified in section E, of the same and otherwise in compliance with the terms of the contract. Upon acceptance by USAID and receipt of approval from the Contracting Officer, the Contractor shall submit an invoice for the amount of the fee associated with the deliverable. The Contractor shall propose a fee distribution schedule for review and approval by USAID.

B.9 CANCELLATION CEILING AND MULTI-YEAR CONTRACT

CLINs 0001 through 0003 are considered non-severable and are therefore multi-year contracts as defined in FAR 17.103. These contracts are subject to the requirements of FAR 17.106.

Cancellation Dates:

Contract Year 2: TBD

Contract Year 3: TBD

Contract Year 4: TBD

Contract Year 5: TBD

Cancellation Ceiling:

This is a CPFF type contract where the Contractor is authorized to be reimbursed for all costs which are allowable in accordance with FAR 52.216-7, “Allowable Cost and Payment”. Therefore, the Contractor will not incur any costs which would have been amortized over the life of the contract should the contract be cancelled in accordance with FAR 52.217-2. Therefore, the cancellation ceiling for each cancellation date is $TBD.

[END OF SECTION B]

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SECTION C: DESCRIPTION/SPECIFICATIONS/STATEMENT OF WORK

Title: Regional Agricultural Development Program (RADP) – East

C.1 BACKGROUND

Approximately 80 percent of Afghanistan’s residents depend on some form of agricultural activity for their livelihood. The agricultural sector comprises roughly one-third of the $17 billion Gross Domestic

Product (GDP) of the country and USAID has been contributing to the reconstruction and development of the agricultural sector in Afghanistan since 2002. USAID’s programs have supported the capacity building of the Ministry of Agriculture, Irrigation and Livestock (MAIL), increased licit agricultural production and processing, and strengthened the connections from the farm to market. As the transition towards Afghan-led development gains momentum, the path to ensure greater and more inclusive economic growth includes building on the market-oriented skills of Afghan farmers and the private sector.

USAID launched the Regional Agricultural Development Program (RADP) to foster economic growth for farmers and agribusinesses that have good market access and are capable of contributing to strengthening targeted agricultural value chains. The goal of the RADP is to “Improve food and economic security for rural Afghans in targeted areas by improving the productivity and profitability of targeted value chains”.

RADP will support the consolidation of licit economies to fuel economic growth, including providing alternatives to poppy cultivation. RADP-East is the fourth of five contracts to be issued under RADP. The four contracts issued are regionally based in the South, North, West, and East, and they will focus on agricultural development in designated provinces. The final contract to be issued will be for RADP

Central, which will focus on improving the enabling environment for agriculture. The priorities for RADP

Central will come from the Ministry of Agriculture, Irrigation, and Livestock (MAIL) and the experiences of the regional RADP programs.

RADP-East will partner with the local private sector to develop inclusive, growth-oriented agricultural value chains in Eastern Afghanistan in order to increase incomes and on-farm productivity of Afghan producers.

The Contractor will provide technical services in order to increase the competitiveness of selected value chains expand the number of enterprises that can compete and upgrade their products and services in selected markets, and improve relationships and linkages between those firms and other market participants throughout the value chain. Project activities are expected to produce a “ripple effect” of continual upgrading in the private sector through spontaneous replication and investment.

C.2 PROJECT GOAL AND EXPECTED OUTCOMES

Project Goal:

Improve food and economic security for rural Afghans in targeted areas.

Project Outcomes:

1. Increased agricultural sector productivity and profitability in target regions

2. Increased profitability of small, medium, and large agribusinesses

3. Increased women’s participation in high-value agricultural value-chain activities

4. Increased and sustained adoption of licit crops

A detailed results framework for RADP is attached in section J, attachment 1.

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C.3 SCOPE OF WORK

RADP-East must include the following three components:

1. Analysis – The selection of value chains and analysis of constraints, opportunities, leverage points, and development of value chain intervention work plans (approximately 10% of total effort).

2. Implementation – All activities with the private sector, government, or civil society based on the analysis component (approximately 80% of total effort).

3. Learning/Feedback – Including the baseline survey, performance monitoring and evaluation system, and collaborating, learning, and adapting (CLA) activities (approximately 10% of total effort).

While the above list is sequential, the activity will, in reality, be a loop where analysis finds opportunities in markets, implementation of activities drives changes in how markets function, and learning/feedback drives refinement of activities towards those that are most effective in achieving the project objectives.

RADP-East shall be: (a) market-driven; (b) flexible and responsive to targets of opportunity; and (c) results-oriented. The Contractor must implement RADP-East in close coordination with other USAID and donor-supported projects involved in rural economic growth activities.

In order to achieve the results identified in the SOW, the Contractor shall provide a wide variety of services to support each of the components. In order to achieve the sought outcomes, the SOW provides a description of the activities and deliverables that are envisioned as the minimum required under each project component. Attachments are also provided to give more information related to the standard expected for activity implementation and deliverable quality. The required minimum deliverables are outlined in Sections C and F. The Contractor is required to identify and carry out any additional activities that are needed to achieve the desired outcomes and meet the deliverables.

C.3.1 PROJECT COMPONENTS

A) COMPONENT ONE: ANALYSIS

Value Chain Selection and Analysis

Throughout the implementation of RADP East, the Contractor will identify potential value chains for possible inclusion in the project utilizing their experiences and analytical research.

Deliverables

Where applicable, the deliverables under this component must incorporate the cross cutting principles under section C.3.2. In order to achieve the objectives under this component, the Contractor will produce the following key deliverables:

a) Three value chains:

The Contractor must work with a minimum of three value chains, which may include interconnected markets as relevant. The value chains must be selected within 60 days from contract award.

Value chains will be selected from within the fruits, nuts, cereals, livestock, and vegetable sectors.

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Criteria for value chain selection will include:

o Potential for increasing producer incomes;

o Potential for benefiting large numbers of farmers;

o Positive impact for women;

o Positive impact for youth;

o Strong potential opportunities for private sector investment;

o Strong private sector leadership/interest;

o Potential for upgrading1; and o Strong market opportunities – local, regional or international.

Not all selected value chains will need to achieve a high rating against all criteria, but all criteria must be considered during selection. USAID must approve the selection of all value chains for the project, in order to ensure that the project does not get spread too thin.

b) Analyses of identified value chains:

Following the selection of the value chains in the target area, the Contractor must complete an analysis of the identified value chains, including a value chain map. This analysis must begin with a desk study to ensure that findings from previous analyses are included. The analyses must contain a map of the value chain, an analysis of constraints and potential solutions, and findings related to vertical and horizontal relationships (e.g. level of cooperation or competition) in the value chain. The Contractor may select the tool for analysis of these relationships (e.g. political economy analysis). The value chain map and analysis must explain how the value chain operates, and the analysis of relationships within the value chain must explain why the market functions the way that it does. The analysis must also include a summary of the end market requirements (i.e. product or operational requirements) for each selected value chain2. The

Contractor should review the USAID Value Chain Development Wiki Page for questions related to value chain methodology (http://www.microlinks.org/good-practice-center/value-chain-wiki).

In many cases, the inefficiencies in one market are caused by another interconnected service market (e.g.

business development services, ICT, input supply services, agronomic services, etc.). The Contractor must provide analyses of interconnected markets when they are identified to be priority constraints for the selected value chains. Interconnected markets may be included as selected value chains, if they are found to be a priority constraint for multiple agricultural value chains. The value chain analyses must be completed 120 days from contract award.

B) COMPONENT TWO: IMPLEMENTATION

The contractor must propose methods of intervention consistent with the following:

1. Utilize the value chain approach3 to identify end-market opportunities and requirements and the constraints holding back market improvements.

2. Use the least intrusive interventions to bring about desired changes. Facilitate change in the market without becoming a direct service provider in the market. Facilitation4 aims to improve the functioning of a market system and to catalyze systemic change without taking a direct role in the system. The objective of facilitation is to ensure sustainability by working through market participants as drivers of the change process. Facilitation focuses on both opportunities and constraints that explain why the

1 Upgrading refers to improvements that increase the competitiveness of a value chain. Upgrading includes new technologies, improved skills, better services, grades and standards, branding and entry into new markets.

2 See attachment 13, Indonesia Value Chain Case Study, for an example of a USAID-funded value chain analysis.

3 See Attachment 14, USAID Briefing Paper: Key Elements of the Value Chain Approach.

4 See Attachment 15, USAID Briefing Paper: Understanding Facilitation.

http://www.microlinks.org/good-practice-center/value-chain-wiki

11 | P a g e market system functions the way it does. While understanding the “tangible” constraints to systemic change, such as lack of access to resources or markets, facilitation also addresses the “intangibles,” such as lack of trust between market participants, lack of transparency, rent seeking behavior, power asymmetries and/or sociocultural beliefs and norms that underpin why people behave the way they do.

3. Seek ‘leverage points’ in targeting interventions to strategic points in the selected market systems that have potential for generating broader systemic change. Use of influential social networks, social or cultural norms, economic incentives, or aggregation points in marketing systems are examples of leverage points.

4. Use innovative and experimental approaches which are supported by evidence-based research that indicates their efficacy.

5. Seek to demonstrate, scale up, and exit the market. The demonstration effect of successful approaches and interventions influences the attitudes, incentives and behaviors of other value chain actors.

Demonstrations can relay success to wide numbers of market participants. Once influential or less risk-averse individuals adopt changes during the demonstration phase, other individuals are motivated to replicate them. Carefully reducing project support and/or increasing self-selection helps ensure that adoption and change are driven by the value seen in adopting the change, rather than by the simple receiving of assistance. As the process reaches a certain critical mass or saturation point, the project must cease its support (or exit) and shift focus to the next incremental intervention.

The Contractor may use a variety of methods to intervene in the selected value chains but the Contractor must use the least intrusive method possible, as described above, to ensure that they do not take over market functions.

Some examples of targeted, strategic market interventions to reduce risk and influence the behavior of market participants include matching grants and promotional activity grants. Some illustrative methods of implementation are provided below:

1. The Behind the Veil project5 increased incomes for over 9,000 rural embroiderers by 300% in

Pakistan. This project was funded by USAID and implemented by Mennonite Economic Development

Associates (MEDA) and the Entrepreneurship Career Development Institute (ECDI). The project’s objective was to integrate rural women into more profitable value chains, to increase their economic participation, and enable greater contribution to household income. A market assessment, conducted by ECDI and MEDA, revealed that the quality of the embroidery of rural women in Pakistan was excellent, but that products were generally sold into low value traditional markets through monopolistic buying channels. Transactions had to take place through a male family member, and sequestered women therefore did not have the knowledge or opportunity to develop products for alternative markets. At the same time, there was a growing middle class of Pakistani women in urban centers willing to pay a premium for quality hand-embroidered garments in contemporary styles.

Market research uncovered a fledgling business model for replication which could help producers sell to this new and growing market. Under the model, female sales agents were able to purchase products from homebound women embroiderers for sale to retailers. Male family members would generally not object to women from within their community coming to their homes to conduct business with the women in their families. The model also addressed isolation constraints by providing producers with a link to the market, through which critical support services, such as information, modern designs, and inputs, could be channeled.

5 See Attachment 16, Behind the Veil: Access to Markets for Homebound Women Embroiderers in Pakistan-Final Report.

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Behind the Veil focused on developing the embroidered garment value chain by identifying mobile women to become sales agents and replicating this sales agent model. Women sales agents purchased finished fabrics from embroiderers for sale into higher value urban markets. As part of these transactions, the sales agents embedded product information, quality control and contemporary designs into their services. The project also stimulated the supply and demand of commercial design services into the value chain by connecting Sales Agents to skilled designers. Awareness of this crucial market information ensures that homebound embroiderers are better equipped to respond to current fashion trends and the demands of middle-class consumers. Through these activities, the project was able to address the critical constraints that prevented the growth of the embroidered garment subsector.

2. The USAID-funded Zambia Production, Finance and Improved Technologies (PROFIT)6 program increased incomes for 143,000 farmers of maize, beans, and groundnut by 273%. Instead of working directly with farmers, the project identified market participants, commercial input suppliers, which viewed farmers as potential customers and therefore saw a win-win relationship with farmers. Input suppliers saw that, if farmers’ yields and profits increased, then their need for additional products would increase. Even with this potential, input suppliers faced inherent risks of trying to provide services in a dispersed network of smallholder farmers. The project used targeted, strategic market interventions (referred to in the project as “smart subsidies”7) to work with the commercial input suppliers to create a cadre of for-profit input supply agents operating in villages and towns. The commercial input suppliers provided product training to the agents along with a supply of inputs and the agents provided feedback from the farmers to the commercial input suppliers. The PROFIT project did not become part of the market by delivering services directly but instead worked with input suppliers and agents to understand their risks and incentives to create an agent network that would last beyond the life of the project.

3. The Animal Health Program (AHP)8, implemented by Mercy Corps, supported by the Dutch

Committee for Afghanistan, with funding from USAID, focused on creating an improved and sustainable veterinary services system in Kandahar, Helmand, Daykundi, and Uruzgan Provinces of

Afghanistan. The objective of the project was to increase food security for these provinces by improving livestock production. AHP changed from a direct service provision model to a value chain methodology and helped 22 veterinary field units (VFUs) privatize and diversify their service offerings. They did this by training VFUs in lab diagnosis, treatment, vaccination and artificial insemination (AI). AHP also supported VFUs in the procurement of quality drugs by locating and partially subsidizing the purchase of quality drugs. As VFUs became recognized as providers of quality drugs and reliable, diversified services the income of each VFU increased. The combined total income increased from approximately $2,000 to $8,000 in one year.

To prepare the VFUs to become wholly independent upon project completion, the AHP created a systematic subsidization withdrawal schedule dependent upon the VFUs level of income. Once the

VFUs were able to provide quality services and products, AHP assisted the VFUs in their marketing strategies. Rather than dictate what marketing strategies the VFUs should implement, the AHP localized the VFU marketing campaigns to facilitate each VFU to identify and implement the marketing strategies they saw as applicable. Examples of marketing strategies used by VFUs were direct solicitation of community leaders and elders; site visits; business cards and radio and newspaper.

6 See Attachment 17, PROFIT Zambia Impact Assessment.

7 A “smart subsidy” is one which leads to sustainable transactions amongst market actors without further subsidy. Often new or new ways of relating between actors in a value chain carry substantial perceived risks. Commitment failure, free rider, theft, rent seeking, unprofitable, etc. are the kinds of risk/concerns a value chain actor may limit their willingness to engage other value chain actors. The starting point for establishing any commercial relationship is the transaction. As a result, a project can use subsidies to reduce the risks leading into a transaction, especially for new clients or for firms entering new markets where risks are perceived as too high to warrant investment.

8 See attachment 18, Veterinary Field Units Privatization Scheme in Afghanistan.

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AHP also established female basic veterinary workers (FBVWs) to provide animal health services to women to care for livestock. FBVWs assisted VFUs increase their client base by referring farmers and

Kuchi nomads to a VFU if the FBVW was unable to treat an animal. AHP identified a culturally suitable solution by training mostly older women or widows who were allowed to work outside the home and provide services to other women.

Where applicable, the deliverables under this component must incorporate the cross cutting principles under Section C.3.2. The contractor will deliver the following Value Chain intervention work plans:

a) Annual Project Work Plan – Year 1

The Contractor must provide a project work plan that covers the project activities for the first year of implementation to ensure that USAID can monitor the project’s effectiveness. This first project work plan must be provided within 60 days of contract award.

b) Annual Value Chain Work Plans

The Project Work Plan will be supported by detailed value chain work plans that expressly identify and detail interventions and activities in each selected value chain, or interconnected service market. The value chain work plans function as the strategy for each value chain. These work plans will be placed as annexes to the project annual work plan as they are developed. They will be due as analyses are completed under the analysis component of RADP-East, no later than 4 months (120 days) after award.

Each value chain work plan must contain a causal model9 (i.e. theory of change) and strategic framework.

A strategic framework includes interventions, targets, and an exit strategy. Each work plan must be approved by USAID prior to the execution of interventions and activities. USAID must be notified of any changes to an approved value chain work plan.

c) Value Chain Summaries

After the value chain work plans are approved by USAID, the Contractor must produce summaries (a maximum of two-pages) for each value chain that provides the essential elements of the selection, identified constraints, expected activities, and expected results. These summaries must be updated as the value chain work plans are updated. The first value chain summaries are due within 150 days from contract award.

d) Annual Project Work Plans – Year 2 until contract completion

Within 60 days from the end of the first year of the contract, the Contractor must provide an annual work plan that includes the value chain work plans as annexes and any additional activities planned for the upcoming year (e.g. addition of any new value chains, analyses, etc.).

e) Work Plan Targets

Targets identified from the value chain analyses and the resulting work plans must be made part of the deliverables and incorporated into the contract.

9 See Attachment 19, Developing a Causal Model for Private Sector Development Programs, for guidance.

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C. COMPONENT THREE: FEEDBACK/LEARNING

Collaborating, Learning and Adapting (CLA) approach is coordinated and collaborative, testing of promising new approaches in a continuous yet rapid, targeted search for generating improvements and efficiencies, and building on what works while eliminating what doesn‘t work. RADP-East will ensure that both tacit and explicit knowledge is collected and used to modify value chain work plans throughout the life of the project. Explicit knowledge will be collected through the performance monitoring and evaluation plan and tacit knowledge will be collected through the CLA method.

CLA creates the conditions for fostering broader development success by:

Collaborating: Facilitating collaboration internally (e.g. within the project and with USAID) and with external stakeholders (e.g. other donors and projects and GIRoA) to promote increasingly national-led socio-economic development;

Learning: Generating and feeding new learning, innovations, and performance information back into the program strategy to inform program management, design, USG policy dialogue opportunities and funding allocations;

Adapting: Translating learning and changing conditions into strategic and programmatic adjustments

(i.e. adjusting work plans to account for contextual shifts or tacit learning from the team’s experience).

Where applicable, the deliverables under this component must incorporate the cross cutting principles under Section C.3.2. In order to achieve the aforementioned objectives, the Contractor will produce the following key deliverables under component three:

a) System and structure for Collaborating, Learning, and Adapting

RADP-East will contribute to USAID’s commitment to a multi-faceted Collaborating, Learning and

Adapting (CLA) approach to management. RADP-East will use CLA to ensure that the project activities yield more effective results by collecting and sharing tacit knowledge. The Contractor will propose a

CLA plan for a coordinated management structure and system for collecting, disseminating, and modifying project activities based on the collection of tacit knowledge. Upon approval by USAID, the contractor will implement the plan and report on the achievement of the agreed upon milestones.

b) Performance Monitoring and Evaluation Plan

Once the selected value chains are approved by USAID and analyzed the Contractor must provide a specific Performance Monitoring and Evaluation Plan (PMEP) for each value chain, which will accompany each value chain work plan. The PMEPs will include a logical framework, results chains, and monitoring plans. The monitoring plan must include quantitative and qualitative data collection tools developed by the Contractor. The Contractor must use the Donor Committee for Enterprise Development

(DCED) results measurement standards10. Indicators included in the PMEPs must include systemic change indicators11.

The monitoring and evaluation results of the PMEP must be used to modify the value chain work plans to ensure that the project is learning during implementation and honing in on the interventions that work.

10 For guidance see Attachment 20, DCED Standard for Measuring Results in Private Sector Development, and Attachment 21, Measuring

Achievements of Private Sector Development in Conflict-Affected Environments.

11 For guidance see Attachment 22, A Note on Indicators of Sustainability for Value Chain Projects. See Attachment 23, Monitoring and

Measuring Change in Market Systems: The Systemic M&E Principles in the Context of the Kenya Market Assistance Program, for a project example.

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c) Baseline data

The Contractor must collect baseline data for each value chain, which will be used to evaluate program impact and results in each quarterly report. Baseline data must be collected and submitted to USAID within 45 days of approval by USAID of each selected value chain or 105 days after contract award.

C.3.2 CROSS CUTTING PRINCIPLES

The contractor will integrate the following into each of RADP-East’s components:

A. GENDER

RADP East will support gender equity in agriculture by supporting women with opportunities to move up the value chain. The Contractor must present a clear strategy for integrating women into RADP-East.

Gender equity will be included in all planning, implementation, and monitoring of activities.

Although women play an important role in agriculture, they have very limited control over productive resources and decision making. Women’s participation is primarily family-based and unpaid, and therefore is not accorded significant status in economic indicators. In the context of Afghanistan, until recently, agriculture programs directed towards women have dealt almost exclusively with practical needs. These programs involved women almost exclusively as beneficiaries and in micro-scale, home-based activities. While these programs may have improved the condition of women’s lives in the immediate term, they have been less successful at altering traditional roles and relationships. While opportunities for women were increased, their capacity to fully capitalize on opportunities did not.

Generally tradition has limited women’s interaction with outsiders and confined to the private space of the household. Yet, in focus group discussions with agricultural women, it has become clear that opportunities that can provide income – even those outside the home – are possible and permitted, if it improves the income and welfare of the family. The impact of these traditional and cultural norms varies regionally. However, this first step in moving women up and out in the value chain (by moving them out of the home) is critical to building better opportunities and gender equality. Furthermore, bringing increased income to the family can improve the perception of a woman’s “value” and respect within the family and can improve family dynamics and relationships.

The recent USAID study12 on gender and agriculture recommends in the Eastern regions, where cultural conservatism is high, that women can support the local agriculture economy from home, or through agribusiness value addition, but in a safe space where privacy is maximized. Men were found to be positive on women’s role in agriculture, but were resistant to permitting them to work in open spaces where contact with other men was pervasive. USAID gender studies also indicate that safety and security for women refers not only to physical protection but also to a woman’s reputation, in which the honor of the family is heavily vested. Conditions in which women work, study or gather, their means of transport, the availability of clean sanitary facilities, and the proximity of men to women, all factor into what is considered secure. Both men and women in the East were more eager for agricultural education than in other parts of the country. Where market development activities lead the Contractor to engage directly with communities, the Contractor will work in conjunction with the community and families, local government leaders, and NGOs to find women that can be productive participants, given safety and security concerns, their level of education, and demands on their time.

12 See Attachment 24, Gender Assessment of USAID Agriculture Programs, Sayara, 2012.

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B. LINKAGES TO OTHER USG AND DONOR PROGRAMS

RADP-East will build on the achievements of two USAID projects: Incentives Driving Economic

Alternatives for North, East, and West (IDEA-NEW) and the Commercial Horticulture and Agricultural

Marketing Program (CHAMP).

RADP East will coordinate efforts with other ongoing USAID activities, which will operate to a greater or lesser extent in the region. These include: Agricultural Credit Enhancement/Agriculture Development

Fund (ACE/ADF) and Assistance in Building Afghanistan by Developing Enterprises (ABADE). The

RADP East management team will be required to assess and coordinate with the activities of these projects, to the extent that they are still active in the region at the time of award, in order to ensure that the impact of USAID resources is being maximized. RADP-East will also collaborate with the RADP-Central project to address economic policy and enabling environment issues that affect the region.

The Contractor will coordinate, where appropriate, with relevant non-agriculture programs that may complement RADP-East outcomes (see section C.2), such as health/nutrition programs that address malnutrition (recognizing that improved nutrition is an essential component of food security). More information on USAID’s programs in Afghanistan can be found at https://dec.usaid.gov

Upon award, the RADP-East management team will need to identify and assess other donor programs operating in the region, in order to ensure that RADP-East activities build upon and support those efforts.

USAID staff will facilitate these discussions with other donors.

C. LINKAGES TO GIROA

RADP-East is harmonized with Afghanistan's National Agricultural Development Framework (NADF) and MAIL's five priorities -particularly food security and agribusiness. The RADP program design also aligns with the GIRoA's Agriculture and Rural Development National Priority Programs (NPP). RADP-

East will coordinate with MAIL's development strategy, as seen in the cluster on National Comprehensive

Agriculture Production Component, including the Food for Life program, and Market Development

Component. RADP-East is a subnational program designed to support farm communities and private sector actors along agricultural value chains. RADP-East will work with Provincial DAILs to ensure alignment of value chain programming with provincial priorities for economic development. USAID will lead the coordination effort with MAIL in Kabul and RADP-East will participate in any required coordination activities.

C.4 MANAGEMENT STRUCTURE AND OFFICE LOCATIONS

The preponderance of USAID/Afghanistan staff is based in Kabul, with limited representation in Eastern

Afghanistan. Due to security considerations, USAID/Afghanistan staff will continue to face stringent and often unpredictable restrictions on their movements within Afghanistan. This limited mobility poses a significant challenge for effective USAID oversight of a complex project with regional coverage. In devising its management structure and office locations, the Contractor must strike a balance between the need for an operational presence in close proximity to project activities and the need for close contact and collaborative relationships with USAID/Afghanistan managers.

[END OF SECTION C]

https://dec.usaid.gov/

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SECTION D: PACKAGING AND MARKING

D.1 BRANDING STRATEGY

(a) In accordance with ADS 320, USAID policy is to require exclusive branding and marking in USAID direct acquisitions using any source of funds. Contractors and Subcontractors' corporate identities or logos must not be used on USAID-funded program materials. Marking is not required on Contractor vehicles, offices, office supplies or other commodities used solely for administration of the USAID-funded program. Marking is not permitted on any communications that are strictly administrative, rather than programmatic, in nature. USAID identity is also prohibited on Contractor and recipient communications related to award administration, such as hiring/firing of staff or renting office space and/or equipment.

(b) The Contractor shall develop a broad Branding Implementation Plan (BIP) and Marking Plan (MP) for the contract to describe how the program deliverables shall be branded. The branding strategy for this contract, as specified in USAID ADS 320.3.2.1 is as follows:

Program Name:…