RFI_72048622R00002_USAID_RDMA Enhance Activity.pdf

REQUEST FOR INFORMATION

Request for Information No.: 72048622R00002

Released Date: February 9, 2022

Response Due Date: February 16, 2022, 10 a.m. Bangkok time

The United States Agency for International Development, Regional Development Mission for Asia (USAID/RDMA) is in the process of gathering information to support activity design for USAID/RDMA Enhance Activity.

In particular, this Request for Information (RFI) intends to:

1. Offer the opportunity for interested individuals and organizations to provide feedback on the Attachment A: Statement of Objectives (SOO) , and the Attachment B: Draft Source Selection Criteria and Proposal Instructions , and,

2. After review of the documents referenced in no. 1, USAID is interested to know whether your organization intends to submit the proposal as a prime offeror in respo nse to the future Enhance solicitation to be issued at a later date.

Please note that USAID is seeking feedback to the mentioned documents only and is not seeking technical or cost proposals at this time. Responses to this RFI are voluntary and USAID will not pay respondents for any information provided in response to this RFI. All comments and questions regarding this RFI must be submitted in writing via e-mail to Ms. Tanapreeyanun Paoluglam, A&A Specialist at tpaoluglam@usaid.gov no later than the closing date and time stated above.

Virtual Pre-Solicitation Call

All prospective organizations are invited to attend a virtual pre-solicitation call on March 3, 2022 from 8.30 a.m. to 10.30 a.m. local time Bangkok, Thailand. The purpose of this meeting is to respond to feedback of the SOO and the evaluation criteria and address any questions received.

Anyone interested in attending the meeting please include your confirmation with the name, position, and email address of individuals to attend, and the organization represented in the mailto:tpaoluglam@usaid.gov response to the RFI by the date and time specified above. USAID will send the invitation prior to the call. Any costs related to attending this meeting will not be reimbursed by USAID.

Response Submission Guideline

All comments and recommendations must be submitted electronically with the title “72048622RFI00002 USAID/RDMA Enhance Activity” to Ms. Tanapreeyanun Paoluglam, Acquisition and Assistance Specialist, at tpaoluglam@usaid.gov . Responses to this RFI will be accepted through the date and time indicated above.

You will only receive an electronic confirmation acknowledging receipt of your response, but will not receive individualized feedback on any suggestions. No basis for the claims against the U.S. Government shall arise as a result of a response to this request for information or from the Government’s use of such information. Specific questions about this RFI should be directed only to the email addresses identified above.

The submitted response should include:

Reference number: RFI No. 72048622RFI00002 USAID/RDMA Enhance Activity [Date] Name Position Affiliation/Organization Email Address:

Please note that issuance of this RFI does not constitute an award commitment on the part of the U.S. Government, nor does it commit the Government to pay for any costs incurred in the preparation of comments.

Thank you for your assistance and interest in USAID programs.

Sincerely, /s/

Ayana Angulo Regional Contracting Officer USAID/RDMA, Bangkok, Thailand mailto:tpaoluglam@usaid.gov

ATTACHMENT A: USAID/RDMA ENHANCE ACTIVITY: STATEMENT OF

OBJECTIVES

OBJECTIVE

The purpose of this Activity is to strengthen citizen-centric local governance in Thailand. In particular, it aims to 1) Strengthen capacity of local governments and non-governmental stakeholders in citizen-centric governance, 2) Strengthen communications, networking, and learning among government and non-governmental stakehold ers to increase innovations that will amplify citizen voice and accountability in local governance, and 3) Ensure wider adoption and/or institutionalization of successful local innovations that support citizen-centric governance.

BACKGROUND

General Background Information and Country Context The United States and Thailand share a longstanding friendship that spans more than 200 years.

Since World War II, the United States and Thailand have significantly expanded diplomatic, security, and commercial relations. Thailand is a key U.S. ally in Asia. Stability and growth are important to ensure Thailand plays a leadership role throughout the region. Thailand has emerged as a donor in its own right, contributing to the security, resiliency, and prosperity of the region while also having the potential to serve as an important governance model. Despite Thailand’s socio-economic progress, the country continues to be challenged by competing visions for a system of good governance. Thailand has witnessed a series of political crises over the past decades. There are few opportunities for citizens to articulate their needs effectively through democratic means, contributing to internal unrest, and further exacerbated by increasing social and economic polarization.

While a majority of key governance decisions in Thailand are made at the national level, there are currently opportunities available to citizens to influence decision making on issues of public interest. Thailand has an extensive system of elected local governments, comprising 76 provincial administrative organizations (PAOs), 2,472 municipalities, and 5,300 sub-district administrative organizations (SAOs). 1 Elected local governments operate at three main levels:

municipalities (primarily the three or four principal towns of each province), PAOs, and SAOs.

The latter two levels of local government were introduced as part of decentralization reforms in the 1990s, and play an important role in giving communities greater authority over their own services. In addition, the Bangkok Metropolitan Authority elects its own governor and councilors, while Pattaya is a special administrative area which has an elected mayor, otherwise similar to a city municipality structure. Most local authorities are small SAOs, which outnumber PAOs and municipalities. PAO elections were held on December 20, 2020, municipal elections were held on March 28, 2021, and SAO elections were held on November 28, 2021. The elected officials have the mandate and many incentives to take forward new initiatives at the local level.

USAID’s consultations have also identified a high level of demand for modernization at the local level, and a desire to strengthen the mandate and legitimacy of local authorities to better

1 http://www.dla.go.th/work/abt/summarize.jsp represent their constituents, promote local priorities, and interact with the national government more effectively.

Local governance is where the interplay of government and citizens is most tangible. There are outstanding examples of good governance in a number of localities. Some municipalities and other local administrative bodies are well-run and are models of creativity and innovation, while others are in the process of improving their administrations and services. Many local governments intend to channel the energy and ideas of localities while addressing pluralism and diversity. Some local governments already have taken steps and developed tools to communicate with and respond to citizens on a range of issues via increased use of technology and open data at the local level. However, many of these initiatives are being developed in isolation, without connections to other promising local governance initiatives or opportunities to expand successful initiatives through mutual learning and collaboration. Moreover, the regulatory environment for these initiatives is not always clear, which has also inhibited broader adoption of multi-stakeholder modes of local governance.

Non-governmental stakeholders have an important role in strengthening local governance in Thailand. For the purposes of this Activity, “non-governmental stakeholders” include think tanks, academic institutions, media, Civil Society Organizations (CSOs), local community networks, and private sector actors including both individual entrepreneurs and local business associations. They and their networks seek to amplify citizen’s concerns and serve as intermediaries between government and citizens. However, there have been limited opportunities to develop innovative skills in engaging citizens, articulating and advocating for their needs and interests. There is limited neutral space for constructive dialogue and engagement among governmental and non-governmental stakeholders to discuss and develop innovations together to solve local issues.

Local governments and non-government stakeholders in their most effective form are organizations that have strong connections to local issues. Their roles and responsibilities include engagement with citizens as constituents that inform their work and priorities. Thus, citizens can participate effectively directly or through stakeholders or intermediaries that represent them in local governance efforts. However, gaps remain in terms of communication, networks and innovations in magnifying local voices around particular issues. This is particularly important for under-represented or socially marginalized groups that would otherwise have little influence over politics and policies because they do not have access to consultative or decision-making authorities. For example, according to USAID’s recent regional gender analysis, women's unequal participation and representation in political processes is due to gendered norms that situate women's roles predominantly within their homes and family realms, whereas politics and decision making are a largely male-dominated sphere. Even when women do hold decision-making positions, traditional cultural biases may undermine women's voices.

Development Challenge Insufficient participation, interaction and communication among local governments and non-government stakeholders may lower citizen voice and accountability in local governance and lead to uneven development outcomes in some areas of Thailand. This Activity is based on the premise that mutually reinforcing efforts and deeper partnerships between government and non-governmental stakeholders will provide more opportunities for citizens to participate in governance and empower citizens to voice their concerns constructively. Strengthening communications, networking, and learning among government and non-governmental stakeholders play an important role in facilitating more citizen-centric local governance that can contribute to reorienting local public officials toward processes and initiatives that better reflect citizen’s concerns and interests.

Despite Thailand’s current political crossroads, opportunities do exist given that local elections were held in 2020 and 2021 for the first time since 2014. USAID assistance, therefore, can support local efforts to strengthen citizen-centric local governance and contribute to a more stable foundation for more inclusive and equitable economic and social development. USAID RDMA has longstanding relationships with the RTG and various stakeholders in Thailand that will be critical to Thailand’s continued social and economic development, and is well-positioned to partner with RTG entities and all stakeholders seeking to support good local governance.

Theory of Change The fundamental theory of change is that:

If Capacity of local governments and non-governmental stakeholders in citizen-centric governance is strengthened, and

If Communications, networking and learning among government and non-governmental stakeholders to increase innovations that will amplify citizen voice and accountability in local governance are strengthened, and

If Wider adoption and/or institutionalization of successful local innovations that support citizen-centric governance is ensured

Then Citizen-centric local governance will be strengthened.

RESULTS

The Contractor must provide the necessary approaches and solutions to achieve Enhance’s purpose of “ Strengthened citizen-centric local governance in Thailand.” Interventions under this Activity will lead towards more accountable and responsive local governance, increasing partnership among local stakeholders and Royal Thai Government (RTG) agencies in support of plans for innovation, and promote successful efforts to other localities. Below are the mandatory indicators against which the Contractor must report associated with each objective.

Objective 1: Capacity of local governments and non-governmental stakeholders in citizen-centric governance strengthened

This objective builds the capacity of both local government counterparts and non-governmental stakeholders, in order to promote mutually reinforcing citizen-centric governance processes at the local levels.

Mandatory Indicators Percentage of USG-assisted organizations with improved performance [IM-level] (F-indicator, CBLD-9)

Objective 2: Communications, networking, and learning among government and non-governmental stakeholders strengthened in order to increase innovations that will amplify citizen voice and accountability in local governance.

The communications, networking, and learning described in this objective involves constructive engagement among government and non-governmental stakeholders. This objective is aimed at strengthening those relationships so that local governments and non-governmental stakeholders can develop more innovations that will amplify citizen voice and accountability in local governance.

Mandatory Indicator Number of civil society organizations (CSOs) receiving USG assistance engaged in advocacy interventions (F-indicator, DR.4.2-2)

Objective 3: Wider adoption and/or institutionalization of successful local innovations that support citizen-centric governance ensured.

This objective is aimed at expanding successful local innovations identified and/or developed in Objective 2 to other localities. To the extent possible, interventions under this objective should build national-level agency support for such innovations.

Mandatory Indicator Number of citizen-centric governance innovations adopted and/or institutionalized at other localities and/or at national level

ACTIVITY PARAMETERS

Target Beneficiaries:

National and local government and non-governmental stakeholders all play important roles in strengthening local governance in Thailand. For the purposes of this Activity, “non-governmental stakeholders” include think tanks, academic institutions, media, Civil Society Organizations (CSOs), local communities, and private sector stakeholders including both individual entrepreneurs and local business associations.

Geographic Focus:

USAID RDMA aims to work nationwide to strengthen citizen-centric local governance in Thailand. This Activity will have both local and national audiences in Thailand’s Deep South (Yala, Pattani, Narathiwat, and some districts of Songkhla), and nationwide (North and Northeast). The allocation of funding per geographic focus must be 60% for the Deep South, 20% for the North, and 20% for the Northeast.

Innovation for the purposes of this Activity means design and implementation of creative and tangible ideas that result in introduction of new public services or improvement in offering public services. It includes use of appropriate technologies to achieve the expected results.

Citizen-centric for the purposes of this Activity means actions or processes that substantively focus or address citizens’ concerns, consult citizens about their needs, and ensure citizens’ participation and engagement at all the levels.

Strategic Approach:

No funds under this Activity would be transferred to non-Thai government institutions. The Contractors’ role must be to serve as a neutral convener and professional technical advisor to support various stakeholders from the government and non-government stakeholders, and other relevant sectors to come together in constructive ways that increase mutual understanding and develop innovations to strengthen citizen-centric local governance.

Implementation Considerations/Constraints:

As a U.S. Government-funded Activity, the Contractor must not lead or interfere directly in any peace dialogue - current or future.

CROSS-CUTTING PRINCIPLES

Partnerships:

The contractor must use Grants Under Contract (GUCs) to establish formal partnerships with local non-governmental entities, as appropriate. GUCs may be used to support the achievement of one or more objectives of this Activity.

No formal discussions should take place with government counterparts until after the award with close consultation with USAID.

Sustainability:

Long-term development impact should serve as a guiding principle for this activity, and should be reflected in all aspects of design, implementation, and assessment.

Gender and Social Inclusion:

This activity must reflect an equitable and participatory approach that actively includes marginalized populations and their voices in strengthening citizen-centric government. This also includes categories of a social inclusion approach that ensures that all people, including those who face discrimination and thus may have limited access to a country’s benefits, legal protections, or social participation are fully included and can actively participate in and benefit from development processes and activities. Here is USAID’s Gender Equality and Women's Empowerment 2020 Policy .

Do No Harm:

The Contractor must contribute to good local governance, while avoiding the exacerbation of conflict and inter/intra-group tensions. The Contractor must work very closely with USAID to integrate conflict sensitive principles, including “Do No Harm,” into all aspects of design, https://www.usaid.gov/sites/default/files/documents/USAID_GenderEquality_Policy_MT_WEB_single_508.pdf https://www.usaid.gov/sites/default/files/documents/USAID_GenderEquality_Policy_MT_WEB_single_508.pdf planning, and implementation to avoid interventions that may create negative consequences or endanger the intended beneficiaries, host communities, or local partners. This must include the protection and safeguarding of data and privacy information collected and/or used by the Activity.

Climate Resilience:

The Activity will largely entail capacity building and network strengthening actions and are not expected to be directly carrying out construction activities. As such, the Initial Environmental Assessment (IEE) may recommend a Categorical Exclusion threshold decision. Activities under the Categorical Exclusion do not require an Environmental Assessment because the actions do not impact the natural or physical environment.

As per the new ADS 201.3.3.13(A) and the executive order on “Climate-Resilient International Development,” USAID must factor climate resilience into international development programs and address them as appropriate. Initial assessment by USAID has determined that this Activity involves low climate risk.

Collaborating, Learning, and Adapting (CLA) and Monitoring, Evaluation, and Learning

(MEL) :

The Contractor must incorporate collaboration, learning, and adaptive management, as well as complexity-aware MEL approaches, into its Activity design, implementation, and management approach.

USAID RDMA may conduct an independent impact and/or performance evaluation of this Activity to comply with USAID’s Evaluation Policy and due to its innovative nature and the need for evidence to inform scalability of the innovations developed/to be promoted by the Activity and/or future programming. Any evaluation design would be completed in consultation with the Contractor to ensure alignment with the Activity work plan and implementations.

ATTACHMENT B: USAID/RDMA ENHANCE ACTIVITY: SOURCE SELECTION

CRITERIA AND PROPOSAL INSTRUCTIONS

1. PROPOSAL INSTRUCTIONS AND EVALUATION CRITERIA

1.1 TECHNICAL PROPOSAL

Technical Proposal Instructions:

The page limitation for the Technical Proposal is 28 pages. A page is defined as capable of being printed on one side of a sheet, 8-1/2" x 11", with at least one inch margins on all sides, using Times New Roman 12-point type. In addition, 11-point type is required for the Results Framework and Expected Result/Performance Standard/Acceptable Quality Level tables.

Number each page consecutively. A page in the Technical Proposal that contains a table, chart, or graphic is subject to the 28-page limitation. The Government will not evaluate pages submitted in excess of the limitations specified in this provision. If revised proposals are requested, separate page limitations may be specified in the Government's request for that submission.

Offerors must organize the technical proposal to follow the technical evaluation criteria listed in Section L. Refer to Sections C, F, and M for more information. Technical proposals must be organized in the following manner.

Not included in the 28-page limitation a re the following:

1. Cover Letter

2. List of Acronyms (1 page)

3. Table of Contents

4. Dividers

5. Annexes

● Draft Year 1 and Year 2 workplan (5 pages),

● Potential programmatic risks and mitigation plan, (2 pages),

● Key Personnels’ Curriculum Vitae (3 pages per CV),

● All Key Personnel’s three references (at least one superior, one subordinate, and one peer that include referee’s e-mail, and phone number) (1 page),

● Letter of commitments of proposed Key Personnel candidates (1 page each),

● Letter of commitments of proposed major subcontractors/partners (1 page each),

● Organization chart (1 page)

The technical evaluation will evaluate the offerors using the following factors. The evaluation criteria listed the paramount of importance. The evaluation of proposals will be completed using the following evaluation factors:

FACTOR FACTOR NAME

Factor 1 Technical Approach Factor 2 Management, Key Personnel, and Staffing Approach

Factor 3 Past Performance

Factor 1 - Technical Approach Technical Proposal Instructions:

Specifically, the Offeror must provide:

1) A Performance Work Statement (PWS) that includes the following sections: (not to exceed 20 pages).

a) List of Acronyms

b) Activity Background

i) This section must describe context, including challenges and opportunities in local governance and stakeholder landscape in Thailand, information on the binding constraints, and a supporting analysis of these opportunities and challenges.

c) Scope of Work and Results Framework

i) The Results Framework must include key assumptions, risks to the achievement of results, and mitigating strategies.

ii) This section must include an overview of target beneficiaries, all key stakeholders, type of engagement and/or assistance to be provided, and proposed geographic activity locations.

d) Activity Objectives and Expected Results, including table(s) capturing the annual expected result(s), performance standard(s), and/ or acceptable quality levels and performance assessment methods associated with each objective

i) This section must include the offeror’s technical approach to achieving the expected results and performance standards under each of the three objectives, with the proposed acceptable quality levels, including an approach to maintain flexibility and adapt to evolving conditions.

ii) This section must include information on proposed interventions and their associated outputs, outcomes, and deliverables, and integration of activity parameters.

e) Cross-Cutting Principles addressing how the Offeror’s technical approach will incorporate following at a minimum:

i) Partnerships

ii) Science, technology, innovation, and partnerships (STIP)

iii) Sustainability

iv) Gender and Social Inclusion

v) Do No Harm

vi) Collaborating, Learning, and Adapting (CLA) and Monitoring, Evaluation, and Learning (MEL)

f) Grants under Contracts (GUCs)

i) Include a description of the Offeror’s plans for using GUCs to achieve one or more objectives of the award and engage with local partners.

Evaluation Criteria : The performance work statement will be evaluated on the extent to which the results and performance standards are ambitious and likely to lead to the achievement of the objectives; the approach to achieve results is technically sound, feasible, appropriate for the operating environment in Thailand and substantially reflect or integrate thoughtful considerations of the activity parameters and cross-cutting principles in a way that will maximize the impact of the Activity.

Factor 2 - Management, Key Personnel, and Staffing Approach

Technical Proposal Instructions:

Offerors must present its management and staffing strategy to program management (prime, all subcontractors, and/or other partner organizations) and staffing. Offerors must present a comprehensive organizational chart and skill matrix placing all proposed personnel (both Key and Non-Key) with clearly defined position titles, levels of effort, and lines of reporting authority. The plan must describe how lines of authority will be structured and managed within the Offeror’s own organization and between the prime Offeror and any sub-offerors and/or other partners. The Offeror must describe the roles of field office and headquarters office (if any) and discuss Home Office support capabilities including experience in timely project start up (systems, procurement, post-award administration, etc.).

The Management and Staffing Approach must be no more than 8 pages. Offerors must describe the approach they will take to managing and administering this activity, including collaboration, learning, and adaptive management based on well-informed decision making.The Offeror must describe how the organizational structure will be responsive to their proposed technical approach. The Offeror must describe the role and capacity of the prime and all subcontractors included in the proposal to implement this activity.

Offerors must describe how they will address dynamic collaborative partnership and adapting.

Offerors must describe plans to ensure robust stakeholder engagement; identify and fill knowledge and learning gaps; ensure analysis and application of knowledge to improve adaptive management; and capture and share results, lessons learned, and promising practices.

Key Personnel

Offerors must identify four “key personnel” positions: Thai Chief of Party, Expatriate Deputy Chief of Party, Thai Government Liaison Specialist, and Thai Senior Program Manager. The Offeror must provide a brief description of the position and required qualifications of the proposed four Key Personnel. Offerors must describe the minimum qualification and responsibilities for such positions.

Evaluation Criteria :

Management, Key Personnel and Staffing Plan will be evaluated on the extent to which the proposal convincingly demonstrates a logical and well-thought out management approach, organizational structure, and a staffing plan that demonstrates how the Offeror will effectively and efficiently organize, mobilize, and manage the necessary resources to implement the proposed interventions to achieve the objectives and expected results. This includes the extent to which the Management Plan articulates effective adaptive management approaches to address the complex operating conditions and respond to unforeseen challenges. The Key Personnel will be evaluated on the extent to which they possess the necessary knowledge, skills, and experience needed; and the references collected by USAID that strongly support the candidate’s ability to successfully accomplish the requirements of the position.

Factor 3 - Past Performance

Technical Proposal Instructions:

A. By the submission due date specified in the cover page of this solicitation, Offerors must submit a list of three of the most recent (within t he last three years) and relevant awards for efforts similar to the work in the subject proposal of the Offeror and each major subcontractor.

“Major subcontractors” are those whose proposed cost is expected to exceed 15% of the Offeror’s total estimated cost for the resulting contract. Relevant performance is defined as awards of similar scope and complexity, working in politically sensitive environments with national and local government and non-governmental entities, with a value of at least $10M. For each of the awards listed, Offerors must complete and submit the Past Performance Information Template provided in Attachm ent J of the solicitation.

Performance information will be used for both the responsibility determination and best value decision.

B. USAID may use performance information obtained from other than the sources identified by the Offeror/Subcontractor. USAID will utilize existing databases of contractor performance information and solicit additional information from the references provided by the Offeror and from other sources if and when the Contracting Officer finds the existing databases to be insufficient for evaluating an Offeror’s performance.

C. For all awards listed above that are not in CPARS, provide a list of contact names, job titles, mailing addresses, phone numbers, e-mail addresses, explanation of relevance to the proposed acquisition and a description of the performance to include:

● Scope of work or complexity/diversity of tasks;

● Primary location(s) of work;

● Period of performance;

● Skills/expertise required;

● Dollar value; and

● Award type, i.e., cooperative agreement, fixed-price contract, cost reimbursement contract, grant, etc.

USAID recommends that Offeror alerts the contacts that their names have been submitted and that they are authorized to provide past performance information concerning the listed awards if and when USAID requests it.

D. If extraordinary problems impacted any of the referenced awards, provide a short explanation and the corrective actions taken (FAR 15.305(a) (2)).

E. Offerors must describe any quality awards or certifications that indicate exceptional capacity to provide the service or product described in the proposed Performance Work Statement.

F. Performance in Using Small Business (SB) Concerns (as defined in FAR 19.001):

(1) This section is not applicable to Offers from small business concerns.

(2) In order for USAID to fully and fairly evaluate performance in this area, all Offerors who are not small business concerns must do the following:

(i) As an attachment to the Past Performance Information Data Sheets, provide a description of the prime offeror organization's use of small business concerns over the past three years.

Describe how you actually use small businesses—as subcontractors, as joint venture partners, through other teaming arrangements, etc. Explain the nature of the work small businesses performed--substantive technical professional services, administrative support, logistics support, etc. Describe the extent of your compliance with your SB subcontracting plan(s) or other similar SB incentive programs set out in your contract(s) and explain any mitigating circumstances if goals were not achieved.

(ii) As part of the documents to be submitted:

● Provide a list of three (3) recent contracts for which you submitted subcontract reports to eSRS (FAR 52.219-9(d) (10) and a copy of any similarly recent subcontracting reports if they were not submitted to eSRS; and

● Provide the names and addresses of three SB concerns for USAID to contact for their assessment of your performance in using SB concerns. Provide a brief summary of the type of work each SB concern provided to your organization, and the name of a contact person, his/her title, phone number, and e-mail address for each.

Evaluation Criteria

1. Performance information will be used for both the responsibility determination and best value decision. USAID may use performance information obtained from other than the sources identified by the offeror/major subcontractor(s). USAID will utilize existing databases of contractor performance information and solicit additional information from the references provided in Section L of this RFP and from other sources if and when the Contracting Officer finds the existing databases to be insufficient for evaluating an offeror’s performance.

2. USAID will initially determine the relevance of similar performance information as a predictor of probable performance under the subject requirement. USAID may give more weight to performance information that is considered more relevant and/or more current.

3. Past performance information will be evaluated by evaluating the degree of relevancy as compared to the proposed Performance Work Statement and the feedback provided on the combination of offerors’ and major sub-offerors’ performance. For this solicitation, the following Each aspect of past performance will be evaluated as outlined below:

● Quality of product or service, including consistency in meeting goals and targets.

This also includes overall performance to accomplish logistic planning, success in meeting quality objectives and consistency in meeting goals and targets.

● Management/Business Relations - Addressing the history of professional behavior and overall business-like concern for the interests of the customer, including the contractor’s history of reasonable and cooperative behavior (to include timely identification of issues in controversy), customer satisfaction, timely award and management of subcontracts and other activities’ stakeholders (if any), cooperative attitude in remedying problems, and timely completion of all administrative requirements, management of key personnel, including appropriateness of personnel for the job and prompt and satisfactory changes in personnel when problems with clients where identified

● For prime Offerors who are not small business concerns, their utilization of Small Business concerns as subcontractors, including efforts in achieving small business participation goals.

4. An Offeror’s performance will not be evaluated favorably or unfavorably when:

● The Offeror lacks relevant performance history,

● Information on performance is not available, or

● The Offeror is a member of a class of Offerors where there is provision not to rate the class against a sub-factor.

When this occurs, an Offeror lacking relevant performance history is assigned a “Neutral” rating. Prior to assigning a "neutral" past performance rating, the contracting officer may take into account a broad range of information related to an offeror's performance.

5. Adverse past performance information to which the offeror has not previously had an opportunity to respond will be addressed in accordance with the policies and procedures set forth in the FAR 15.3.

1.2 COST PROPOSAL

Cost Proposal Instructions

The cost proposal must be submitted under a separate file from the technical proposal. The cost proposal shall be in MS 365 Enterprise or a later version and compatible with a MS Windows 10 operating environment. All calculations and formulas must be visible and unlocked, and worksheets must be connected. The text must be Times New Roman font size 12, text accessible. While there is no page limit, Offerors are encouraged to be as concise as possible, but still provide the necessary detail to address the solicitation requirement.

For purposes of responding to this solicitation the following definitions and instructions will apply.

Definitions:

Detailed Budget Worksheets: Detailed Budget Worksheets contain the greatest level of detailed budget breakdown. In the Detailed Budget Worksheets provide details of every estimated item of cost that make up the Cost Elements. The detailed budget must reflect the individual cost items.

Summary Worksheets: Summary Worksheets derive data from the detailed budget worksheets and summarize the information. Consolidated Data are figures that appear within a cell because they have been calculated as the result of a formula, and not because they have been manually entered into the cell.

For both Detailed Budget Worksheets and Summary Worksheets, the cells that contain budget figures should be formatted as Numbers or Currency, with no decimal places, and with comma separators.

Budget Narrative - Offerors must submit a detailed budget narrative that supports the cost estimates proposed in its detailed budget. The budget narrative will describe the nature of individual cost items proposed and include a description of the source of that particular cost estimate (historical experience, market survey, vendor quotes, etc.). Narratives for the individual cost items must provide a discussion of any estimated escalation rates where applicable.

Estimated costs proposed to exceed ceilings imposed by USAID or Federal procurement policy must be fully explained and justified.

Additionally, offerors must structure their proposals so as to provide the best value and greatest assurance of results at the lowest cost.

The Offerors must submit the following with the cost proposal:

1. STANDARD FORM (SF) 33: The Offeror must submit the cover page (Section A) of this solicitation [Standard Form (SF) 33, “Solicitation, Offer and Award”], with blocks 12 through 18 completed and a signature of a person authorized to sign the offer on behalf of the Offeror.

2. SUMMARY BUDGET: The Offeror must submit a summary budget as shown below for the contract period in Excel format and in US dollars. The summary budget must reflect summary cost information for each of the major budget categories. The summary budget must reflect each of the years separately and then capture total for the entire contract, item for item in the last column of the spreadsheet.

Budget Category Year 1 Year 2 Year 3 Year 4 Year 5 Total

Personnel and Wages

Fringe Benefits

Consultants

Travel, Transportation and Per Diem

Equipment

Supplies

Subcontracts

Grants under Contracts

Other Direct Costs

Total Direct Charges

Indirect Charges

Total Estimated Cost

Fixed Fee

Total Estimated Cost-Plus Fixed Fee

3. DETAILED BUDGET: The Offeror must also submit a detailed version of its summary budget for the contract period in Excel format and in US dollars. The detailed budget must reflect every estimated cost item, broken out. The detailed budget must reflect the individual cost items for each of the years separately and then capture the total for the entire contract, item for item in the last column of the spreadsheet. The detailed budget must be submitted for the prime and all major subcontractors.

Offerors should integrate Branding and Marking Plan Costs including other communication and outreach costs throughout the budget. This information is being requested to enable the evaluation team to determine whether an adequate amount of funding for environmental compliance related activities is captured.

4. BUDGET NARRATIVE: The Offeror must submit a detailed budget narrative that supports item for item the cost estimates proposed in its detailed budget by cost category. The budget narrative must be provided in sufficient detail to allow complete cost realism, allowability, and reasonableness analysis of the proposal, therefore it must provide a detailed description and address why these costs are considered realistic, fair and reasonable and necessary to successfully implement the activity.

5. BRANDING IMPLEMENTATION PLAN AND MARKING PLAN:

Offerors invited to competitive range, if conducted, or the apparently successful offeror must prepare and submit with the cost proposal, a Branding Implementation Plan and Marking Plan to implement the USAID Branding Strategy. The Offeror’s branding implementation plan and marking plan must be an attachment to its cost proposal and will not be included in the page limitation.

Budget Line Item Definitions:

(a) Personnel (Salaries and Wages): Direct labor salary and wages should be proposed in accordance with the Offeror's personnel policies and must meet the regulatory requirements. Unit costs for each proposed position, key or not, should be expressed in an amount per work day with the corresponding level of effort required for the position (number of workdays) and then calculated for a total cost for each cost period where the salary would be applicable. Position descriptions briefly explaining what role each proposed person will perform on the project must be included.

No unburdened base daily rate (i.e. Year 1 rate) may exceed the current USAID Contractor Salary Threshold (CST), as described in ADS 302.3.6.10. Salaries proposed in excess of the maximum CST, must be thoroughly justified in a request for approval submitted with the cost proposal.

The salary for each employee for the total number of days in a year (which should be no more than 260 days), may not exceed the current maximum USAID Contractor Salary Threshold of $187,300/year, effective in January 2022 without prior approval of the Contracting Officer.

Additionally, per AIDAR 722.170(b), compensation paid to Third Country Nationals (TCN) and Cooperating Country Nationals (CCN) contractor employees may not exceed the prevailing compensation paid to personnel performing comparable work in the cooperating country as determined by the USAID Mission, without prior approval of the Mission Director or the Assistant Administrator having program responsibility of the project. Offerors must submit a request for a waiver with the cost proposal for any proposed TCN Long Term Technical Assistance (LTTA) employees.

NOTE: Guidance including the benefits and allowances authorized for Thailand US Mission local staff is attached to this RFP.

Where applicable, a discussion of the estimated annual escalation of all salaries must be provided in the budget narrative.

(b) Fringe Benefits: FAR 31.205-6 provides allowable allowances and services provided by the Contractor to its employees as compensation in addition to regular wages and salaries. If the contractor has a fringe benefit rate that has been approved by a Government agency, such rate should be used and evidence of its approval should be provided. If a fringe benefit rate has not been so approved, the proposal should propose a rate and explain how the rate was determined. If the latter is used, the narrative must include a detailed breakdown of all items of fringe benefits (e.g., unemployment insurance, workers compensation, health and life insurance, retirement, FICA, etc.) and the costs of each, expressed in dollars and as a percentage of salaries.

(c) Consultants: Consultants are members of a particular profession or possess a special skill and who are not officers or employees of the Offeror. Unit costs for each proposed position, must be expressed in an amount per workday with the corresponding level of effort required for the position (number of workdays) and then calculated to a total cost for each cost period.

Additionally, it must be clearly stated as to why the hiring of a consultant is considered more appropriate than utilizing LTTA.

(d) Grants under Contract : The Offeror must propose a total Grants under Contract amount believed to be necessary to achieve the objectives outlined in the SOO successfully. The proposed budget must provide illustrative types of grant activities it proposes to fund, indicative grant amounts and quantities mapped across each year of project implementation and the associated results.

(e) Travel, Transportation and Per diem: Cost principles in the Federal Acquisition Regulation (FAR) provide for costs for transportation, lodging, meals and other related travel costs. Costs should be broken down by the number of trips, domestic and international must be separate, and the estimated cost per trip, including airfare, and per diem not to exceed the State Department per diem rates. The origin and destination, purpose for each proposed trip, duration of travel, and number of individuals traveling must be specified. For known trips, the budget narrative must identify the name/position of traveler, purpose of trip, origin/destination (and intervening stops), and dates of travel. The narrative must also include a description of the source of that particular cost estimate (historical experience with the cost item, catalogue price, vendor price quotes, etc.).

Per Diem should be based on the Offeror's normal travel policies; however, the rates cannot exceed those of the Department of State Standardized Travel Regulations for cost estimates.

Offerors must review all regulations related to Business Class Travel for Contractor’s Employees and base cost/business proposals on current regulations.

**Should the Offeror propose expatriate long-term personnel, the Offeror should assume the Government of Thailand will not approve the work permit and/or residency permit application within the first 90 days of the employee’s relocation to Thailand. The successful Offeror should expect to obtain the correct types of visa and permit to stay in Thailand prior to arriving post.

Furthermore, Offerors are required to include their cost estimates with the applicable taxes and duties incurred during the implementation in the host country. The Government of Thailand has been inconsistently granting value-added tax exemptions or reimbursements to diplomatic missions and USAID-funded implementing partners. The Contractor is required to seek VAT reimbursement for all purchases and should the Government of Thailand grant tax relief, the Contractor must contact the Contracting Officer for guidance on the next steps.

(f) Equipment and Supplies: Specify all equipment to be purchased, including the type of equipment, the manufacturer, the unit cost, the number of units to be purchased and the expected geographic source. Goods and services provided by the Offerors under this USAID-financed award are subject to the 937 Geographic Code.

Specify all materials and supplies expected to be purchased, including type, unit cost, and number of units for each category.

(g) Subcontract: The Offeror must include the proposed budget for their major subcontractors, if any, to implement this Activity. This provides for any contract entered into by a sub-contractor to furnish supplies or services for performance of a prime contract. Information sufficient to determine the reasonableness of the cost/price of each specific major subcontracts must be included. Subcontract costs shall be proposed for each year. Additionally, Offerors shall identify each subcontractor’s effort in relation to the PWS. Separate budgets (with the same level of details as the prime budget) must be submitted for each major subcontractor proposed.

In case offerors use multipliers to apply on direct labor of the subcontractors, Offerors must explain and provide evidence/documents to support the basis of the multiplier as well as breakdown of what constitutes multiplier. “Major subcontractors” for the purpose of the cost proposals are those whose proposed cost is expected to exceed 20% of the Offeror’s total estimated cost for the resulting contract.

For proposed subcontractors whose proposed cost is expected to be 20% or less than the Offeror’s total estimated cost , Offerors must include a one-page narrative describing the cost elements and required resources in sufficient detail to give USAID an understanding of the type and number of units of labor, travel, and transportation that will be attributed to the subcontractor’s budget and reflect the proposed PWS during implementation. .

(h) Other Direct Costs (ODCs): This includes costs such as report preparation costs, passports and visas fees, medical exams and inoculations, insurance (other than insurance included in the Offeror's fringe benefits), as well as any other miscellaneous costs, which directly benefit the technical approach proposed by the Offeror. The narrative must provide a breakdown and support for all other direct costs. For seminars, workshops and conferences, if any, the Offeror must indicate the purpose, venue and duration of proposed conferences and seminars, their relationship to the contract objectives, along with estimates of costs. Offerors must consider any normal security costs (such as for security-related equipment, communications and guards) required for contract implementation. Other Direct Costs may include:

(i) Allowances: Allowances must be broken down by specific type and by person. Allowances must be in accordance with the Offeror’s policies and the applicable regulations and policies established by the U.S. Department of State.

(ii) Communications: Specific information regarding the type of communication cost at issue (i.e. mail, telephone, cellular phones, internet etc.) must be included in order to allow an assessment of the realism and reasonableness of these costs.

**Please note the FAR part 4.2102 prohibition on covered equipment.

(iii) Office Rent: Specific information regarding the cost of any facilities needed to perform contract activities must be provided. The information must identify the location, the unit cost (rent), the time period the facilities are needed and the number of facilities. Only facilities that directly benefit the contract activities must be included in this category; all other facility costs must be included in the indirect cost category. The Offeror must also provide information related to square footage of the office space.

(iv) Seminars, workshops and conferences : the Offeror must indicate the subject, venue and duration of proposed conferences and seminars, their relationship to the program objectives, along with estimates of costs.

(v) Participant Training (if any) : AIDAR 752.7019 provides for participant training and training in development. For example, costs should be broken down by types and participants.

(vi) Monitoring, Evaluation and Learning/Branding and Marking/Environmental Compliance Costs : The Offeror should propose costs associated with the implementation of its MEL, branding plan and the environmental compliance.

(vii) Demobilization Costs : The Offeror should identify demobilization costs for the completion of the contract.

(i) Indirect Costs: FAR 31.203 and FAR 42.700 provides for those remaining costs (indirect) that are to be allocated to the contract. The Offeror must support the proposed indirect cost rate with a letter from a cognizant U.S.