SOL-176-14-000009.pdf

Table of Contents

PART I – THE SCHEDULE

SECTION B – SUPPLIES OR SERVICES AND PRICE/COSTS

B.1 PURPOSE

B.2 COST REIMBURSEMENT CONTRACT TYPE

B.3 TOTAL CONTRACT VALUE AND OBLIGATED AMOUNT

B.4 PRICE/COST SCHEDULE

B.5 FIXED FEE (CPFF)

B.6 INDIRECT COSTS (CPFF)

B.7 CEILING INDIRECT COST RATES (CPFF)

B.8 COST REIMBURSABLE (CPFF)

SECTION C – DESCRIPTION / SPECIFICATIONS/STATEMENT OF WORK

C.1. OBJECTIVE

C.2 BACKGROUND

C.3 SCOPE OF WORK

C.4 GENDER REQUIREMENTS

C.5 STAFFING AND MANAGEMENT PLAN

C.6 MONITORING AND EVALUATION PLAN

SECTION D – PACKAGING AND MARKING

D.1 AIDAR 752.7009 MARKING (JAN 1993)

D.2 BRANDING AND MARKING POLICY

D.3 BRANDING STRATEGY

D.4 Approval of Branding Implementation Plan

SECTION E – INSPECTION AND ACCEPTANCE

E.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

E.2 INSPECTION AND ACCEPTANCE

SECTION F – DELIVERIES OF PERFORMANCE

F.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

F.2 PERIOD OF PERFORMANCE

F.3 PLACE OF PERFORMANCE

F.4 AUTHORIZED WORK DAY / WEEK

F.5 REPORTS AND DELIVERABLES OR OUTPUTS

F.6 KEY PERSONNEL

F.6.1 QUALIFICATIONS

F.7 PERFORMANCE STANDARDS

F.8 752.7005 SUBMISSION REQUIREMENTS FOR DEVELOPMENT EXPERIENCE DOCUMENTS

(SEPTEMBER 2013)

F.9 752.242-70 PERIODIC PROGRESS REPORTS (OCTOBER 2007)

SECTION G – CONTRACT ADMINISTRATION DATA

G.1 CONTRACTING OFFICER'S AUTHORITY

G.2 ADMINISTRATIVE CONTRACTING OFFICE

G.3 CONTRACTING OFFICER’S REPRESENTATIVE (COR)

G.4 AIDAR 752.7003 DOCUMENTATION FOR PAYMENT (NOV 1998) (CPFF)

G.5 TECHNICAL DIRECTIONS/RELATIONSHIP WITH USAID

G.6 PAYING OFFICE

G.7 ACCOUNTING AND APPROPRIATION DATA

G.8 CONTRACTOR’S PRIMARY POINT OF CONTACT

SECTION H – SPECIAL CONTRACT REQUIREMENTS

H.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

H.2 AIDAR 752.7004 EMERGENCY LOCATOR INFORMATION (JUL 1997)

H.3 FOREIGN GOVERNMENT DELEGATIONS TO INTERNATIONAL CONFERENCES (JAN 2002) .. 31

H.4 INSURANCE AND SERVICES

H.5 AUTHORIZED GEOGRAPHIC CODE

H.6 NONEXPENDABLE PROPERTY PURCHASES AND INFORMATION TECHNOLOGY

RESOURCES

H.7 LOGISTIC SUPPORT

H.8 LANGUAGE REQUIREMENTS

H.9 SUBCONTRACTING CONSENT

H.10 EXECUTIVE ORDER ON TERRORISM FINANCING (FEB 2002)

H.11 REPORTING OF FOREIGN TAXES (JULY 2007)

H.12 USAID DISABILITY POLICY - ACQUISITION (DECEMBER 2004)

H.13 AIDAR 752.225-70 SOURCE AND NATIONALITY REQUIREMENTS (FEB 2012)

H.14 752.7007 PERSONNEL COMPENSATION (JULY 2007)

H.15 ORGANIZATIONAL CONFLICT OF INTEREST

H.16 INFORMATION TECHNOLOGY REQUIREMENT

H.17 MANAGEMENT OF INFORMATION TECHNOLOGY RESOURCES

H.18 PROHIBITION AGAINST DISCRIMINATION (OCT 2011)

H.19 GENDER CONSIDERATION

H.20 ENVIRONMENTAL COMPLIANCE

H.21 AIDAR 752.7032 INTERNATIONAL TRAVEL APPROVAL AND NOTIFICATION REQUIREMENTS

(JAN 1990)

H.22 APPROVAL OF INTERNATIONAL TRAVEL

H.23 NONDISCRIMINATION (JUNE 2012)

H.24 ACCESS TO USAID FACILITIES AND USAID’s INFORMATION SYSTEMS (AUGUST 2013)

H.25 LIMITATION ON SUBCONTRACTING TO NON-LOCAL ENTITIES (MAY 2012)

H.26 USAID-FINANCED THIRD-PARTY WEB SITES (AUGUST 2013)

H.27 CONFERENCE PLANNING AND REQUIRED APPROVALS (AUGUST 2013)

H.28 AMMONIUM NITRATE AND CALCIUM AMMONIUM NITRATE RESTRICTION (SEPTEMBER

2011)

PART II – CONTRACT CLAUSES

SECTION I – CONTRACT CLAUSES

I.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

I.2 52.204-1 APPROVAL OF CONTRACT (DEC 1989)

I.3 52.204-7 SYSTEM FOR AWARD MANAGEMENT (JUL 2013)

I.4 52.209-9 UPDATES OF PUBLICLY AVAILABLE INFORMATION REGARDING RESPONSIBILITY

MATTERS (JUL 2013)

I.5 52.215-19 NOTIFICATION OF OWNERSHIP CHANGES (OCT 1997)

I.6 52.216-24 LIMITATION OF GOVERNMENT LIABILITY (APR 1984)

I.7 52.216-25 CONTRACT DEFINITIZATION (OCT 2010)

I.8 52.222-50 COMBATING TRAFFICKING IN PERSONS (FEB 2009)

I.9 52.232-40 PROVIDING ACCELERATED PAYMENTS TO SMALL BUSINESS

SUBCONTRACTORS

I.10 752.227-14 RIGHTS IN DATA - GENERAL (OCT 2007)

PART III – LIST OF DOCUMENTS, EXHIBITS AND OTHER ATTACHEMENTS

SECTION J - LIST OF ATTACHMENTS

PART IV – REPRESENTATIONS AND INSTRUCTIONS

SECTION K – REPRESENTATIONS, CERTIFICATIONS, AND OTHER STATEMENTS

K.1 NOTICE LISTING SOLICITATION PROVISIONS INCORPORATED BY REFERENCE

K.2 52-204-3 TAXPAYER IDENTIFICATION (OCT 1998)

K.3 52.204-8 ANNUAL REPRESENTATIONS AND CERTIFICATIONS (JUL 2013)

K.4 52.209-5 CERTIFICATION REGARDING RESPONSIBILITY MATTERS (APR 2010)

K.5 52.209-7 INFORMATION REGARDING RESPONSIBILITY MATTERS (JUL 2013)

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

K.7 52.219-1 SMALL BUSINESS PROGRAM REPRESENTATIONS (APR 2012)

K.8 52.222-52 EXEMPTION FROM APPLICATION OF THE SERVICE CONTRACT ACT TO

CONTRACTS FOR CERTAIN SERVICES – CERTIFICATION (NOV 2007)

K.9 52.230-1 COST ACCOUNTING STANDARDS NOTICES AND CERTIFICATION (MAY 2012)

K.10 52.230-7 PROPOSAL DISCLOSURE—COST ACCOUNTING PRACTICE CHANGES (APR 2005)

K.11 INSURANCE - IMMUNITY FROM TORT LIABILITY

K.12 SIGNATURE

SECTION L - INSTRUCTIONS, CONDITIONS, AND NOTICES TO OFFERORS

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

L.2 NOTICE LISTING SOLICITATION PROVISIONS INCORPORATED BY REFERENCE

L.3 52.215-1 INSTRUCTIONS TO OFFERORS – COMPETITIVE ACQUISITION (JAN 2004)

L.4 52.216-1 TYPE OF CONTRACT (APR 1984)

L.5 52.233-2 SERVICE OF PROTEST (SEP 2006)

L.6 GENERAL INSTRUCTIONS TO OFFERORS

L.7 PROPOSAL SUBMISSION

L.8 INSTRUCTIONS FOR THE PREPARATION OF THE TECHNICAL PROPOSAL

L.9 INSTRUCTIONS FOR THE PREPARATION OF THE COST PROPOSAL

L.10 INSTRUCTIONS FOR THE PREPARATION OF BRANDING AND MARKING PLANS

SECTION M - EVALUATION FACTORS FOR AWARD

M.1 GENERAL INFORMATION

M.2 EVALUATION CRITERIA

M.3 COST PROPOSAL EVALUATION

M.4 DETERMINATION OF THE COMPETITIVE RANGE AND CONTRACT AWARD

M.5 SOURCE SELECTION

RFP No. SOL-176-14-000009

PART I – THE SCHEDULE

SECTION B – SUPPLIES OR SERVICES AND PRICE/COSTS

B.1 PURPOSE

The purpose of this contract is to obtain services as described in Section C – Statement of Work.

B.2 COST REIMBURSEMENT CONTRACT TYPE

This is a Cost-Plus-Fixed-Fee (CPFF) completion contract. For the consideration set forth below, the

Contractor must provide the deliverables or outputs described in Sections C and F in accordance with the performance standards specified in Sections C and F.

B.3 TOTAL CONTRACT VALUE AND OBLIGATED AMOUNT

(a) The estimated cost for the performance of the work required hereunder, exclusive of fixed fee, if any, is

TBD. The fixed fee, if any, is TBD. The estimated cost plus fixed fee, if any, is TBD.

(b) Within the estimated cost plus fixed fee (if any) 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 TBD. The Contractor shall not exceed the aforesaid obligated amount.

(c) Funds obligated hereunder are anticipated to be sufficient through TBD.

B.4 PRICE/COST SCHEDULE

Amount

a. Direct Cost

b. Indirect Cost

c. Fixed Fee

d. Total Cost + Fixed Fee

TBD

TBD

TBD

TBD

B.5 FIXED FEE (CPFF)

Pursuant to FAR 16.306(d), the fixed fee payable under this contract will be tied to the Completion of the reports and deliverables specified in Section F.56 of this contract and in accordance with the final approved

Fee Schedule.

[TBD UPON AWARD]

B.6 INDIRECT COSTS (CPFF)

Pending establishment of revised provisional or final indirect cost rates, allowable indirect costs will be reimbursed on the basis of the following negotiated provisional or predetermined rates and the appropriate bases:

Description Rate Base Type Period

Indirect Cost X % 1/ 1/ 1/

Indirect Cost Y % 2/ 2/ 2/

Indirect Cost Z % 3/ 3/ 3/

RFP No. SOL-176-14-000006

1/Base of Application:

Type of Rate:

Period:

2/Base of Application:

3/Base of Application:

B.7 CEILING INDIRECT COST RATES (CPFF)

a) Reimbursement for indirect costs will be at the lower of the negotiated final (or predetermined) rates or the following ceiling rates:

Description Rate Base Type Period

Indirect Cost X % 1/ 1/ 1/

Indirect Cost Y % 2/ 2/ 2/

Indirect Cost Z % 3/ 3/ 3/

1/Base of Application:

2/Base of Application:

3/Base of Application:

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 will 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.8 COST REIMBURSABLE (CPFF)

Allowable costs will 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.

In addition, the requirement and conditions concerning estimated cost and funding apply as detailed in FAR

52.232-22, Limitation of Funds, incorporated by reference in Section I of this contract.

[END OF SECTION B]

RFP No.: SOL-176-14-000009

SECTION C – DESCRIPTION / SPECIFICATIONS/STATEMENT OF WORK

C.1. OBJECTIVE

The objective of Energy Links is to increase national energy security for countries in Central Asia. By increasing transparent intra- and inter-regional energy trade, improving the legal and regulatory framework and investment climate for the countries’ energy sectors, improving corporate governance, operations and commercialization of the energy companies, and improving energy efficiency and demand side management the countries of Central Asia will increase the sustainability of their energy sectors and increase their ability to provide year-round, reliable power to their citizens.

For the purposes of conducting regional activities under the project, the region is defined as Kazakhstan, Kyrgyz Republic, Tajikistan, Turkmenistan, and Uzbekistan, and Afghanistan and Pakistan. The bilateral aspects of this project focus on Tajikistan and the Kyrgyz Republic because those countries are the most energy insecure, but they also have potential to be major summer exporters of hydropower. The project also targets Turkmenistan because it has potential to greatly increase year round energy exports both in

Central Asia and to Afghanistan, Pakistan and beyond.

C.2 BACKGROUND

The energy sector in much of Central Asia is crumbling and in danger of collapse. Many countries do not have enough power in winter and are forced to cut off electricity to their rural and even some urban areas.

This has led to decreased economic growth, poor health outcomes, deforestation, and in some cases, political instability. Tajikistan and Kyrgyz Republic have a great deal of seasonal flowing water and hydroelectric dams built and (more or less) functioning, but lack substantial and accessible domestic sources of thermal power. With their weak economies, they cannot afford to import very much coal, gas or oil. The Kyrgyz Republic manages this uncertainty by running its hydroelectric dams to generate maximum winter electricity, leading to less summer water releases for the downstream countries of

Kazakhstan, Turkmenistan, and Uzbekistan, reducing the amounts of water they can use for irrigation.

This causes the downstream countries to fear for their economic wellbeing and increases regional tension.

In addition, in 2009, Uzbekistan disconnected Tajikistan from the Central Asia Unified Power System

(CAPS). The disconnection from CAPS plunged Tajikistan into extreme winter power shortages, and left the country without a means to exchange its summer surplus hydropower for its neighbors’ thermal power during the winter. Without export revenues, Tajikistan had less funding available for power sector maintenance and investment, which further weakened the system. As a result, Tajikistan and Kyrgyz

Republic have doubled down on their pursuit of hydropower-based national energy security strategies.

In addition to the upstream countries’ uneven sources of electric power, their energy sectors are in disarray. This is due to setting tariffs at lower than cost, large losses, weak legal and regulatory environments, poor management practices at the electric companies, corruption and theft, and inefficient energy use by consumers. Both countries’ power sectors need billions of dollars of investment in order to maintain their systems at the current levels, and more than that if they are to keep up with expected future demand growth. However without sector-wide reform, they cannot attract enough private investment to finance the new infrastructure. If the countries can get the management and governance of their power sectors in order, they will reduce their losses, and will be better able to pay to maintain their systems in the long term. This will increase their sense of energy security, a necessary (but not sufficient) building block for them to cooperate on sustainable water management practices with their downstream neighbors.

Another problem that the upstream countries face is lack of transmission line connections to other countries. In the Kyrgyz Republic’s case, the majority of its connections are via Uzbekistan which allows

Uzbekistan to extract fees for transiting Kyrgyz Republic’s power from its south to its north. The Kyrgyz

Republic does have some connections with Kazakhstan which allows it to sell power to Kazakhstan in the summer, which provides needed revenue to the system. Tajikistan, on the other hand, is not connected to any other country, except one high voltage line to Afghanistan and some very low voltage lines to

Afghanistan and the Kyrgyz Republic. Due to some technical issues, Tajikistan can sell power to

Afghanistan via this line only when Uzbekistan is not also selling power to Afghanistan. Afghanistan does not have extra electricity to sell to Tajikistan during Tajikistan’s winter deficit period. Turkmenistan has extra power and will likely continue to have extra power to sell year round, but at present there are no lines that connect it to Tajikistan – the line via Uzbekistan was cut, and the line via Afghanistan is still only an idea: the so-called “J-line.”

Beyond the hardware, Central Asian countries lack the legal and market knowhow to structure energy deals except for simple power purchase agreements. There is also a lack of trust between countries.

Energy-hungry Afghanistan and Pakistan beckons but without the infrastructure and legal agreements, there is no way for Central Asian power to serve that market. The Central Asia-South Asia Regional

Energy Market (CASAREM) is a concept for developing energy trade among the countries of the two regions through a set of projects and investments, underpinned by the relevant institutional arrangements and legal agreements. The four countries which have agreed to pursue CASAREM include Kyrgyz

Republic and Tajikistan in Central Asia (intended exporters), and Afghanistan and Pakistan in South Asia

(intended importers). However, it is envisaged that other countries, such as India, could join the initiative as the trade expands.

USAID/Central Asian Republics Regional Development Cooperation Strategy (RDCS)

The overall goal of the RDCS is enhanced regional cooperation and prosperity in the Central Asian

Republics. Water access is a major source of disagreement among the countries. These tensions have a substantial, negative economic impact on cross border connections and trade. If Central Asian neighbors can resolve their energy and water related disagreements, the countries will see gains in prosperity.

Development Objective (DO) Two covers Enhanced Cooperation on Shared Energy and Water

Resources. One of the intermediate results (IR) under the DO is focused on water: IR 2.2 is Increased

Coordination on Regional Water Resource Management. The other two IRs under the DO speak to energy, i.e., IR 2.1 is Increased National Energy Security; and IR 2.3 is Improvements to Energy

Infrastructure. The objective and outcomes of Energy Links correspond with IR 2.1 and its four Sub-IRs:

Sub-IR 2.1.1 Enhanced intra- and inter-regional energy trade

Sub-IR 2.1.2 Modern laws, policies and procedures adopted and implemented

Sub-IR 2.1.3 Improved corporate governance, operations and commercialization of the energy companies

Sub-IR 2.1.4 Improved energy efficiency/demand side management

Connection with other USAID and USG priorities

Almaty Consensus and New Silk Road

Energy, specifically trade between Central and South Asia via Afghanistan, is a major component of

USAID’s Almaty Consensus and the State Department’s New Silk Road (NSR) strategies. Work done to strengthen the countries’ energy grids and to increase Central Asia – South Asia power trade will support the goals of the Almaty Consensus and NSR. The flagship energy trade project under both these initiatives is the Central Asia – South Asia 1000 (CASA-1000) project, which is a World Bank-led planned transmission line that would run from Kyrgyz Republic and Tajikistan to Afghanistan and

Pakistan. Once complete, CASA-1000 will allow Kyrgyz Republic and Tajikistan to sell surplus summer power to Afghanistan and Pakistan. CASA-1000 is economically viable using existing hydroelectric capacity in Central Asia. In other words, it does not require that new dams be built, and thus would not affect water-sharing agreements. USAID currently supports CASA-1000 by funding the CASA-1000

Secretariat’s executive director and support staff, and helping the participating countries work through the project’s various contracts and agreements. USAID plans to continue its support for CASA-1000 as it transitions from the project planning phase to project construction phase and possibly beyond.

USAID power sector work in Afghanistan and Pakistan

USAID/Afghanistan has several ongoing energy projects, including the Power Transmission Expansion and Connectivity Project and the Kandahar – Helmand Power Project, that directly support expanding power supply to Afghans and improving the national energy supply by providing infrastructure that will expand low-cost grid power to isolated population centers. USAID/Afghanistan energy programs also include significant funding for capacity building of Da Afghanistan Breshna Shirkat, the national electric utility, to ensure sustainability of the national energy system. The Mission’s energy projects are a shared key infrastructure priority of the USG and Afghanistan.

The goals of USAID’s energy programs in Pakistan are: expanding production capacity, increasing distribution efficiencies, and supporting reform of the sector. This multi-prong approach aims to address both the immediate energy shortages and help the country build longer-term energy sufficiency. Out of the 800 megawatts that U.S.-funded projects have brought for Pakistani businesses and families, approximately 700 megawatts were added through renovation of the Tarbela Dam in Khyber

Pakhtunkhwa, the Jamshoro Thermal Power Plant in Sindh, and the Muzaffargharh Thermal Power Plant in Punjab as well as construction of the Satpara Dam in Gilgit-Baltistan. USAID/Pakistan also works with power distribution companies to improve their governance and management systems and upgrade equipment and maintenance of distribution network so that those losses are cut down to the minimum.

Private sector engagement and public private partnership opportunities

Although much of the energy sector asset base is owned by one government or another, there are opportunities for private sector engagement as well as public private partnerships. For example, in the

Kyrgyz Republic, there may be public private partnership opportunities related to aspects of work planned under Outcome #3, described below. In Tajikistan, USAID may be able to partner with a university to provide business training for Barki Tojik employees. It may also directly partner with Pamir Energy, a

Tajik-registered business that provides electric power services to rural customers in eastern Tajikistan.

USAID has twice subgranted to Pamir Energy. In Turkmenistan, multinational firms such as Chevron have partnered successfully with USAID in the past and are interested in more such partnerships. USAID seeks public private partnership (PPP) opportunities that have the potential to increase the effectiveness of its projects and contribute to achieving project objectives; under its current energy strategy, USAID/CAR does not consider PPPs to be objectives in their own right.

Other donors

USAID is one of many players in the energy sector in Central Asia. The multilateral banks, especially the

World Bank (WB) and the Asian Development Bank (ADB) are active in the region, providing millions of dollars for infrastructure, equipment and technical assistance. The WB and the Islamic Development

Bank are the major donors behind the planned CASA-1000 project. The ADB leads planning on the

Afghan Power Sector Master Plan also known as TUTAP, named for the countries involved:

Turkmenistan, Uzbekistan, Tajikistan, Afghanistan, and Pakistan. The WB and ADB co-fund the Central

Asia Regional Economic Cooperation program (CAREC), which is a partnership of 10 countries including the five Central Asian countries plus Afghanistan, Azerbaijan, China, Mongolia, and Pakistan.

Through CAREC the countries come together to promote development through cooperation, leading to accelerated growth and poverty reduction. CAREC facilitates regional cooperation in four priority areas, one of which is energy. Other non-traditional donors like China, Iran, Russia, and the Gulf countries also fund infrastructure. There are a variety of bilateral donors working in the space as well, with their own objectives and core competencies. In Tajikistan, the Development Coordination Council developed and unites around its “Ensuring Tajikistan’s Energy Independence” multi-donor development initiative operating from 2013-2015.

C.3 SCOPE OF WORK

The objective of Energy Links is to increase national energy security in Central Asia. By increasing transparent intra- and inter-regional energy trade, improving the legal and regulatory framework and investment climate for the countries’ energy sectors, improving corporate governance, operations and commercialization of the energy companies, and improving energy efficiency and demand side management, the countries will increase the sustainability of their energy sectors and increase their ability to provide year-round, reliable power to their citizens

For the purposes of conducting regional activities under the project, the region is defined as Kazakhstan, Kyrgyz Republic, Tajikistan, Turkmenistan, and Uzbekistan, and Afghanistan and Pakistan. The bilateral aspects of this project focus on Tajikistan and the Kyrgyz Republic because those countries are the most energy insecure, but they also have potential to be major summer exporters of hydropower. The project also targets Turkmenistan because it has potential to greatly increase year round energy exports both in

Central Asia and to Afghanistan, Pakistan and beyond.

The outcomes that support the project’s objective are listed below. They correspond to the Sub-intermediate results, under DO2, IR 1 in USAID CAR’s RDCS strategy:

Outcome 1: Increased transparent intra- and inter-regional energy trade

Outcome 2: Improved legal and regulatory framework and investment climate for the countries’ energy sectors

Outcome 3: Improved corporate governance, operations and commercialization of the energy companies

Outcome 4: Improved energy efficiency/demand side management

The project will conduct both regional and country-level tasks in order to achieve the above-mentioned outcomes and objective. The amount of funding that will be available for this project is uncertain, although there is a core level of funding that is relatively certain. Tasks listed below are designated as either “base” or “option.” Contractor will prioritize the base tasks over the option tasks. Section L provides more information on the base and option funding amounts.

Regional

The tasks at the regional level primarily support Outcome No. 1, but there may be occasional tasks that fall under one of the other three outcomes. The countries considered to be part of the region for work at the regional level include Kazakhstan, Kyrgyz Republic, Tajikistan, Turkmenistan, and Uzbekistan, and

Afghanistan and Pakistan. Regional tasks include:

Outcome 1:

Employ and provide resources for the CASA-1000 Inter-Governmental Council (IGC) Secretariat staff. This should include at a minimum one full time professional, one full time local administrative support person, and intermittent professional legal, engineering, or other services.

Secretariat should be flexible and responsive to the needs of the CASA project, whether it is in project negotiation, construction, or implementation phase. World Bank is the lead on CASA-

1000. (Base)

Performance indicator (This indicator, and others listed in the following pages, are required indicators for measuring the expected outcomes. The offeror will propose additional indicators to track performance as part of its activity monitoring and evaluation plan.): CASA IGC’s satisfaction with Secretariat’s performance as measured by a survey of the IGC members.

Provide intellectual leadership in support of the technical, financial, and governance aspects of energy trade projects such as CASA-1000, TUTAP, the notional power transmission line from

Turkmenistan to Tajikistan through Afghanistan (“J-line”), and other projects under CASAREM.

The contractor will maintain a current understanding of the energy sector in Central Asia, and including but not limited to country priorities, energy sales agreements, infrastructure investments, and donor activities, and plans. The contractor may also be requested to provide short- or long-term advisors to assist the national transmission companies, ministries of energy, or other relevant entities to successfully implement CASA-1000 or other future energy trade projects to be defined. (Base)

Outcomes 1, 2, 3, and 4

Organize technical workshops/trainings for government and/or energy sector professionals from

Kazakhstan, Kyrgyz Republic, Tajikistan, Turkmenistan, and Uzbekistan, and Afghanistan and/or

Pakistan. Workshop topics may include energy sector IT, renewable energy, PPAs and negotiation, competitive energy markets, and energy efficiency. Workshops will be for approximately 25 participants each, 2-3 days per workshop. The contractor will organize at least one workshop/training per year in association with the Central Asia Regional Economic

Cooperation (CAREC) program’s Energy Sector Coordinating Committee. Contractor will organize the workshops, provide the speakers, materials, and hotel accommodations for participants. Workshops will take place in Almaty or other city to be determined. The ADB is the lead on CAREC. (Base: one workshop per year)

Kyrgyz Republic

Tasks in the Kyrgyz Republic variously support all four outcomes. Tasks include:

Ad hoc technical assistance for the Ministry of Energy and Industry and other relevant actors to implement CASA and future energy trade projects sustainably. (Base)

Outcome 2:

Technical assistance to prepare draft energy-related legislation and implementing regulations which allows for effective oversight of a modern, sustainable energy sector. Specifically, technical assistance will support legislation that allows for an independent settlement center, independent sector regulation, an energy sector development policy, an increase in the roles and responsibilities of the energy companies’ boards of directors, and consideration of methods to discourage energy theft. (Base)

Illustrative indicator: Number of new draft energy legislation and regulation pieces presented to government and other stakeholders for review.

Technical assistance to help develop institutional capacity of the energy sector Regulator by conducting a human and institutional capacity development (HICD) assessment and program within 12 months of project inception. Specific target technical areas will include licensing, monitoring of license terms, tariff methodology and policy, resolution of disputes between sector players, etc. The World Banks is leading the tariff methodology effort. (Base)

Technical assistance to support the ADB’s effort to establish an independent settlement center.

(Base)

Outcome 3:

Support to the State Property Management Fund (SPMF). Assistance to SPMF will be limited to support for oversight of the state owned energy companies. This support is anticipated to be in the form of workshops and trainings on monitoring and evaluation of energy companies’ financial performance, improving selection and oversight of boards of directors, and other activities to improve the governance of the energy companies. (Base)

Illustrative indicator: Number of energy company financial audits that are publicly available.

(Minimum required is one company.)

Support to improve the governance and management of the energy companies. This will include providing two trainings per year to one or more Kyrgyz electric companies’ employees one or more topics such as strategic planning, accounting, using IT effectively, bill collections, improving customer services, etc. (Base)

Illustrative indicator: % increase in relevant knowledge and skills as a result of training.

Technical assistance in support of an external management contract for one or more Kyrgyz electric companies. This may include supporting legal or engineering due diligence efforts. The

IFC is leading this effort. (Option)

Technical assistance to help electric companies and government introduce electricity demand forecast and implement demand management measures, especially for winter demand. This may include advising the Ministry on next steps of operationalizing demand side management actions:

such as tariff incentives, and energy efficiency policies. (Option)

Supports Outcomes 2, 3, and 4

Technical assistance and advisory services to help the government implement the “Action Plan on

Energy reforms,” and future reform plans that the GOKR may develop. Activities will include embedding one local senior advisor in the Ministry of Energy to help the MOE operationalize the

Action Plan, and coordinating meetings among Ministry of Energy, other government and nongovernment stakeholders, and other donors, related to Action Plan implementation. (Base)

Technical assistance to the Ministry of Energy and Industry and energy companies in raising public awareness on energy sector reforms, tariff increases, and energy companies’ performance, if requested. This will include preparing presentations, talking points, and press releases for use by the Ministry. The ADB is leading this effort. (Base)

Tajikistan

Tasks in Tajikistan variously support all four outcomes: Tasks include:

Ad hoc technical assistance for the Ministry of Energy and Water Resources, Barki Tojik, and other relevant actors to implement CASA and future energy trade projects sustainably. (Base)

Outcome 2:

Technical assistance on revising legal, regulatory, and policy frameworks to drive energy sector reform. This will include reviews of current laws and policies, examples from the region, recommendations for how the laws, regulations and policies might best be structured, and organizing related workshops for Ministry of Energy and Water Resources and other stakeholders. (Option)

Outcome 3:

Provide trainings for Barki Tojik (BT) employees on a variety of topics in order to modernize the management, operations and commercial orientation of the company. Skill gaps in BT are vast, and there is an acute need for capacity building in the following functional areas: human resources, accounting, strategic planning, marketing, and customer service, among others.

Capacity-building efforts may include long-term, short-term, on-the-job and/or classroom-based trainings. Contractor should seek opportunities to collaborate with Tajik or other Central Asian organizations in providing the trainings and technical assistance. The ADB, which is leading this effort, has expressed strong interest in working closely with USAID on this task. Top level management at BT is also enthusiastic about modernizing the company. This activity should be

70-80% of efforts in Tajikistan. (Base)

Illustrative indicator: % of Barki Tojik employees who demonstrate measurable increase in target skills in target functional areas/ % improvement in knowledge and skills among targeted employees.

Outcome 4:

Support to mitigate the effects of the winter energy crisis, including demand management, and energy efficiency. This will include conducting a review of best practices, preparing recommendations for their adaptation for the context of Tajikistan, estimating implementation costs, and presenting findings to the Ministry and other stakeholders. (Option)

Turkmenistan

Tasks in Turkmenistan support outcome No. 1. Activities for Turkmenistan include:

Provide three workshops and trainings per year on power trade and other technical topics of interest to the Ministry of Energy and other relevant stakeholders. Recent workshops that have been well-received by the Government of Turkmenistan include topics such as: modern supervisory control and data acquisition and voice communications systems, building an automated electricity metering system, using modern technologies and practices to protect energy sector electronic data, win-win negotiations, and power purchase agreements. (Option)

Provide technical assistance and advisory services in support of energy trade including support for Turkmenistan’s participation in energy trade initiatives such as TUTAP, the J-line, and

CASAREM. This will include at least one white paper per year and presentation of findings to

Turkmen officials. USAID will review and approve all papers before they are released to the

Turkmen government or other stakeholders. (Option)

C.4 GENDER REQUIREMENTS

Energy plays a crucial role in the development process, as access to sustainable modern energy services contributes to poverty eradication, saves lives, improves health, and helps to provide for basic human needs. These services are essential to social inclusion, gender equality, and sustainable development.

Energy is also a key input to production. Without reliable winter energy, household burning of solid fuels

(e.g., car tires, coal) is a major health risk factor in Tajikistan and the Kyrgyz Republic, and particularly affects women and children. Staying warm becomes a preoccupation for families and overrides the risks of fire and poor indoor air quality. While men and women benefit equally from energy inputs, the reasons why they need energy and the ways in which they use it differ considerably. Most countries do provide for equal individual rights for men and women with respect to their access to energy resources; however, barriers prevent actual realization.

Energy Links is focused on policy- and implementation-level issues which are estimated to have a gender-neutral effect. By improving the environment for and expanding power markets, the project will create benefits for all of society. In order to be consistent with current guidelines of the Mission’s gender analysis, the contractor will make a conscious effort to ensure that project activities do not discriminate against, and disproportionately benefit, either gender. To provide USAID with information to help inform planning and design of future activities so that they will address these gender-related issues as effectively as possible, the contractor will collect, analyze and submit to USAID gender-disaggregated data for the training of government and officials and private sector stakeholders.

C.5 STAFFING AND MANAGEMENT PLAN

The contractor will provide contract management necessary to fulfill all the requirements of this task order. This includes cost and quality control under this contract. The contractor will propose where to place the project’s head office and key personnel and other staff to be most effective.

As mentioned in Section C.3, the amount of funding that will be available for this project is uncertain, although there is a base level of funding that is relatively certain. The contractor will assume that the project will work under the base budget scenario, unless informed otherwise. The contractor will submit an option implementation plan to USAID as described in Section F.5.

In the Kyrgyz Republic, staff in the country office will have sufficient capacity to lead planning and implementation of the project’s activities in the country, and to monitor and report on energy sector reforms and other developments in the sector, activities of other donors and other relevant changes taking place in country.

Many tasks and activities under this SOW are part of larger initiatives led by other donors. The contractor will take steps to ensure that its activities are well-coordinated with other donors and avoid duplication of efforts but will ensure that it only takes technical direction from USAID.

C.6 MONITORING AND EVALUATION PLAN

The contractor must prepare a Monitoring and Evaluation (M&E) Plan that describes how performance will be monitored.

The M&E Plan will include an appropriate set of quantitative and/or qualitative performance indicators that measure outputs and outcomes accurately and in a timely, cost-effective manner. The contractor must develop high-quality indicators and, where appropriate, draw upon relevant USAID standard indicators

(http://f.state.sbu/Pages/Indicators.aspx). For each indicator, the M&E Plan must include a Performance

Indicator Reference Sheet which provides a precise definition, information on disaggregation, the data source, frequency of data collection, collection method, the party responsible for data collection, when baseline information will be collected, and expected annual targets for each country of operation. The

M&E Plan will also include a Performance Indicator Tracking Table (PITT), an excel-based file that tracks all quantitative performance data and lists baseline figures, quarterly and/or annual actuals, quarterly and/or annual targets, and life of project targets, disaggregated as appropriate. The PITT will be submitted to USAID on an annual basis.

Beyond simply a list of indicators, the M&E Plan must also include a logical framework and narrative detailing the following: how data collection and analysis will be managed; how and when internal data quality assessments will be undertaken; how and when routine assessments and internal evaluations will take place; how gender analysis will be incorporated into the M&E methodology; how performance data will be shared internally and used to inform management decisions; the planned staffing structure and resource allocation for M&E to complete these tasks; and an annual calendar of planned M&E activities, presented in a table or Gaant chart. Major M&E activities (e.g. annual internal Data Quality Assessments, routine surveys, quarterly data entry into USAID’s management information system, etc.) should appear in the proposed Implementation Plan. In addition, key performance information (e.g. activities, indicators, quarterly and annual reports, etc.) must be entered into USAID/CAR’s management information system for the entirety of the performance period. Appropriate training will be provided by USAID to ensure compliance.

[END OF SECTION C]

http://f.state.sbu/Pages/Indicators.aspx

SECTION D – PACKAGING AND MARKING

D.1 AIDAR 752.7009 MARKING (JAN 1993)

(a) It is USAID policy that USAID-financed commodities and shipping containers, and project construction sites and other project locations be suitably marked with the USAID emblem. Shipping containers are also to be marked with the last five digits of the USAID financing document number. As a general rule, marking is not required for raw materials shipped in bulk (such as coal, grain, etc.), or for semi-finished products which are not packaged.

(b) Specific guidance on marking requirements should be obtained prior to procurement of commodities to be shipped, and as early as possible for project construction sites and other project locations. This guidance will be provided through the contracting officer’s technical representative

(COTR) indicated on the cover page of this Order, or by the Mission Director in the Cooperating Country to which commodities are being shipped, or in which the project site is located.

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

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

D.2 BRANDING AND MARKING POLICY

All USAID-funded foreign assistance (including programs, projects, activities, public communications, or commodities) must be communicated, promoted, and marked as coming from the American People through USAID. Specific communications and promotion measures shall be described in the “Branding

Strategy” and “Branding Implementation Plan,” and specific marking will be described in the “Marking

Plan” for the contract. Branding and marking under this contract shall comply with the USAID

Automated Directive System Chapter 320 Branding and Marking (ADS 320) at http://www.usaid.gov/policy/ads/300/320.pdf.

D.3 BRANDING STRATEGY

The name of the project:

The project name is USAID Energy Links Project.

Translations to other applicable languages must be proposed by the Contractor and approved by USAID as part of the Branding Implementation Plan.

How the materials and communications will be positioned:

In all project communications and materials the project will be referred to as USAID’s. In all public events and public communications the project will also acknowledge and make it visible and understandable that the project, all its activities and/or materials/deliverables are made possible by the

American People. Any materials and communications produced by any sub-contractor must follow

USAID branding requirements.

The desired level of visibility:

The Contractor must ensure that the project (as well as the fact that it is made possible by the American people through USAID) receives broad visibility not only among its beneficiaries and counterparts, but also among the general public in countries in which the project operates. USAID’s experience in Central http://www.usaid.gov/policy/ads/300/320.pdf

Asia demonstrates critical importance and multiple opportunities for public outreach through information dissemination.

Any other organizations to be acknowledged:

Co-branding and co-marking of public communications with local partners, in particular municipal governments and partners in public-private partnerships, is allowable and encouraged in order to promote local ownership of the initiatives supported by USAID. Co-branding and co-marking is to be specified in the branding implementation plan and will require approval by USAID.

D.4 Approval of Branding Implementation Plan

The contractor Branding Implementation Plan and Marking Plan will be finalized and submitted for

Contracting Officer approval prior to award. The contractor will follow the approved plan during implementation of this contract unless a waiver is requested and approved. Guidance applying for waivers can be found at USAID Automated Directive Supplement Chapter 320, Branding and Marking.

[END OF SECTION D]

SECTION E – INSPECTION AND ACCEPTANCE

E.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

The following Contract clauses pertinent to this section are hereby incorporated by reference (by Citation

Number, Title, and Date) in accordance with the clause at FAR 52.252-2 CLAUSES INCORPORATED

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

FEDERAL ACQUISTION REGULATION

(48 CFR Chapter 1)

NUMBER TITLE DATE

CPFF 52.246-3 INSPECTION OF SUPPLIES—COST REIMBURSEMENT MAY 2001

CPFF 52.246-5 INSPECTION OF APR 1984

SERVICES--COST-REIMBURSEMENT

E.2 INSPECTION AND ACCEPTANCE

USAID inspection and acceptance of services, reports and other required deliverables or outputs shall take place in Kazakhstan, Kyrgyz Republic, Tajikistan, Turkmenistan, and Uzbekistan, and Afghanistan and Pakistan or at any other location where the services are performed and reports and deliverables or outputs are produced or submitted.

The Contracting Officer has delegated to the COR the authority to inspect and accept certain services, reports and required deliverables and outputs as outlined in the COR designation letter and via clauses in the contract.

[END OF SECTION E]

SECTION F – DELIVERIES OF PERFORMANCE

F.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

The following contract clauses pertinent to this section are hereby incorporated by reference (by Citation

Number, Title, and Date) in accordance with the clause at FAR ―52.252-2 CLAUSES INCORPORATED

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

FEDERAL ACQUISITION REGULATION (48CFR Chapter 1)

CPFF 52.242-15 STOP-WORK ORDER AUG 1989

ALTERNATE I APR 1984

F.2 PERIOD OF PERFORMANCE

The estimated period of performance for this Contract is five (5) years from the date of the award.

F.3 PLACE OF PERFORMANCE

The place of performance under this contract will be primarily Tajikistan, Kyrgyz Republic, and

Turkmenistan but may also include Kazakhstan, Uzbekistan, and Afghanistan and Pakistan as specified in

Section C above.

F.4 AUTHORIZED WORK DAY / WEEK

No overtime or premium pay is authorized under this contract. The contractor is authorized up to a 5 day workweek for long-term staff in the field with no premium pay, and 6 day workweek for short-term advisors in the field with no premium pay.

F.5 REPORTS AND DELIVERABLES OR OUTPUTS

In addition to the requirements set forth for submission of reports in C and in the AIDAR clause 752.242-

70, Periodic Progress Reports, the Contractor will submit the following deliverables or outputs to the COR and a copy to CO specified in Section G:

The Contractor will provide the following reports, deliverables and outputs. All work plans, progress and financial reports will have information for regional activities, and for activities based in each country involved in Energy Links, and will include both technical and budget sections, except as listed below.

a. Approved Monitoring and Evaluation Plan: The Contractor is required to discuss M&E requirements with the COR and submit a final M&E Plan for COR approval within 90 days after the effective date of award.

b. Quarterly Regional and International Travel Plan. These plans will be due to the COR 15 calendar days before the beginning of the next quarter.

c. Annual Work Plan. Annual Work Plans for subsequent year is due to the COR 30 days before the end of the preceding year. Work plan should include a list of tasks to be completed during the year.

For each task the Contractor should summarize the intended results, define the necessary steps, outline any specific issues, provide quantitative targets, and specify the timeline for the implementation.

d. Weekly Progress Report. Weekly reports will be due within four working days following the end of reporting week, i.e. on Thursdays for the prior week. These written reports are informal in nature;

budget information should not be included.

e. Monthly Financial Report. Financial reports will be per requirements listed in 22 CFR 226.52.

f. Annual Report. Annual Reports will be due within 60 calendar days after the end of each year period. These reports will compile data from the preceding four quarterly reports, will detail the status of progress against benchmarks, and the achievement of result and indicators as agreed in performance monitoring plan. The reports will contain analyses of progress achieved, and provide management and technical adjustments required to achieve success.

g. Technical Reports and Memoranda. The contractor will submit technical reports and memos as specified in the annual work plans. Technical reports will submitted after completion of some tasks and components.

h. Final report. Sixty days after completion of the contract, the recipient will submit a final report.

The final report will summarize all contract activities and achievements against the agreed-upon benchmarks and expected results.

i. Branding Implementation and Marking Plan. The application package must include a draft

Branding Implementation and Marking Plan. Additional guidance is available at http://www.usaid.gov/branding . The cost application must incorporate the estimated cost of the proposed Branding Implementation and Marking Plan.

j. Option Implementation Plan. In the event that USAID decides to exercise the option, the contractor must submit an option implementation plan specifying what activities it will undertake, and how it will manage those activities, before the beginning of the second year of the contract, or as specified by USAID.

F.6 KEY PERSONNEL

A. The key personnel which the Contractor will furnish for the performance of this contract are as follows:

Title Name

Chief of Party (COP)

Deputy Chief of Party (DCOP)

CASA-1000 Secretariat Executive Director

Kyrgyz Republic Country Director

B. The personnel specified above are considered to be essential to the work being performed hereunder. Prior to replacing any of the specified individuals, the Contractor will immediately notify both the Contracting Officer and USAID Contract Officer’s Representative reasonably in advance and will submit written justification (including proposed substitutions) in sufficient detail to permit evaluation of the impact on the program. No replacement of personnel will be made by the Contractor without the written consent of the Contracting Officer.

F.6.1 QUALIFICATIONS

http://www.usaid.gov/branding

CHIEF OF PARTY

The Chief of Party candidate’s responsibilities will include, but are not limited to, overall program management, providing leadership to attain objectives, ensuring adequate communication with USAID and external stakeholders, and identifying and mitigating program risks.