2014_05_15_Yemen_RFI.pdf

Request for Information (RFI) – Yemen Monitoring and Evaluation – Phase 2 (YMEP2) United States Agency for International Development (USAID) Yemen

May 15, 2014

The United States Government, represented by the Agency for International Development (USAID) Yemen is seeking comments on a draft Statement of Work (SOW) and Evaluation Criteria for a planned activity under Yemen Monitoring and Evaluation- Phase 2 (YMEP 2). USAID/Yemen plans to issue a Request for Proposals (RFP) within the next few weeks. This draft SOW presents current objectives and key elements.

INSTRUCTIONS: Interested parties are requested to submit comments, questions on this RFI, and statement of interest in the upcoming RFP to the Acquisition and Assistance Specialist for USAID/Egypt, Sarah Botros, at sbotros@usaid.gov and Ralph Koehring, Director of Procurement for USAID/Egypt, at rkoehring@usaid.gov. Information should be submitted electronically by email in either Adobe Acrobat or Microsoft Word. The Government is not responsible for any format changes due to the use of a newer version of Microsoft Office.

Responses are due no later than May 22, 2014.

Please include a cover letter with contact information. Do not submit any proprietary information.

Interested parties are encouraged to ask questions of USAID/Yemen as part of their submissions.

Questions and answers of general interest and applicability will be posted with the RFP. It is anticipated that the RFP will be posted on or about May 28, 2014 and interested parties will have approximately 4 weeks to submit proposals.

THIS IS NOT A REQUEST FOR PROPOSALS. This RFI is for planning purposes only. The information provided in the RFI is subject to change and is not binding on the Government. Issuance of this notice does not constitute any obligation on the part of the Government to procure supplies or services or to issue a solicitation. In addition, the Government will not pay direct or indirect costs or charges that arise as a result of contractor submission of responses to this RFI. The release of this RFI shall not be construed as a commitment or as authorization to incur cost for which reimbursement would be required or sought. All submissions become Government property and will not be returned.

mailto:sbotros@usaid.gov mailto:rkoehring@usaid.gov

STATEMENT OF WORK

A. Purpose

USAID/Yemen intends to solicit and award a new contract for Monitoring and Evaluation (M&E) tasks to provide oversight and analysis of project implementation and impact that shall enable and enhance USAID performance management in Yemen. The Contractor shall monitor the progress of activities, report outcomes, and evaluate effectiveness of programs vis a vis development objectives specified in USAID’s Country Development Cooperation Strategy (CDCS) for 2014 -2016. The scope of services to be performed includes overall program performance analyses, project and activity-level performance monitoring and evaluation services, as well as prerequisite planning, systems development and management, training and orientation, and outreach and communications support services. Services are to be provided in collaboration with USAID/Yemen program implementing partners. The objective of the contract is to enable and enhance USAID performance management in Yemen.

B. Background

1. USAID’s CDCS for 2014 – 2016 directs efforts in ways that: 1) leverage the historic opportunities for political transition; and 2) methodologically align and integrate technical areas of development assistance with humanitarian aid in order to build greater resilience (at the state, community, household, and individual levels). The Strategy is to capitalize upon positive momentum in the country, mitigate the challenges of vested interests and humanitarian crises, and stay flexible in the fluid context of transition. The focus is on the core barriers to broader political/economic participation rates. The immediate emphasis is delivery of humanitarian assistance and support for an informed and participatory approach to political transition. Going forward, the programmatic thrust increasingly addresses development challenges at local level; including matters of governance, civic participation, public service delivery, economic growth and private sector job creation.

2. The Yemen CDCS intends to support the country’s resilience to humanitarian, political and economic challenges. While supporting the transition, and staying positioned to advance the outcomes of the transition, USAID aims to strengthen the administration of humanitarian and development assistance while targeting vulnerable communities emerging from cycles of crisis. More than a static relief to development approach, the effort is to create adaptive capacities, assist in breaking the chronically vicious cycle of poverty and fragility, and establish a foundation for inclusive growth and development.

The aim is to be more strategic, and to better manage program performance, for greater impact.

3. USAID has provided over $240 million development assistance to Yemen through the Bilateral

Assistance Agreement with the Republic of Yemen Government (ROYG) since 2009. In addition, over $300 million of Humanitarian Assistance and Transitional Initiative funds was also provided by USAID since then. A Sanaa-based USAID staff of 12 expatriates and 16 Nationals manages USAID program delivery. The portfolio consists currently of 12 contracts and assistance agreements of varying kind, scope and duration (see Annex I). Implementing partners range from small local entities to large multi-national organizations. All are subject to oversight review, evaluation and reporting, although the relative level of third-party monitoring and evaluation effort required for each will differ.

4. The principal challenge to operate in Yemen is insecurity. Managing aid for results in an environment that is socially, politically and economically volatile presents ongoing management challenges. Because of that the M&E Project is fundamental to USAID’s success in Yemen. Due to security constraints, USAID personnel have limited mobility which inhibits site visits and close connections with beneficiaries. Therefore, USAID needs a Third Party Monitor (TPM) to be the eyes and ears in the field.

USAID keeps looking to improve effectiveness and the impact of its projects, which cannot be done without a TPM partner. During the previous USAID Interim Strategy 2009-2012, USAID contracted IBTCI to do the monitoring and evaluation services, including third party monitoring. IBTCI contract is about to expire. The services of the subject Statement of Work are to follow-on that of the IBTCI contract.

5. The security situation impacts design and management of USAID assistance programs, development outcomes, and approach to monitoring and evaluation. The security situation prevents routine travel of USAID personnel in Yemen; and, third-party monitoring and reporting is meant partly to mitigate USAID inability for regular direct field-based consultation and coordination with implementing partners and stakeholders.

6. Third-party monitoring and evaluation responsibilities will preclude Contractor participation in other

USAID/Yemen contracts or agreements over the performance period.

C. Objective

1. Through the new CDCS, USAID plans to leverage a resilience-based approach to programming in order to meet its overarching goal of helping Yemen become more resilient in and of itself. Assumptions have been made as part of the new strategy. USAID would like to determine the strength and validity of resilience programming in an environment such as Yemen’s. Therefore, the prime objective of YMEP2 is to measure the impact and effectiveness of resilience programming.

2. Furthermore, USAID requires contract assistance in the systematic process of monitoring the achievements of program activities; collecting and analyzing performance information to track progress toward planned results; using performance information and evaluations to influence decision-making and resource allocation; and communicating results to advance organizational learning and inform stakeholders.

3. The contract scope of services to be performed includes overall program monitoring and evaluation;

and project and activity-level performance monitoring and evaluation services, as well as prerequisite planning, systems development and management, training and orientation, and outreach and communications support services. The Contractor is to provide regular and consistent performance monitoring and reporting, as well as reviews of specific activities, projects and the portfolio as a whole.

4. Oversight monitoring and reporting is to be independent of and supplemental to that provided separately by implementing partners.

5. Implementing partner contracts and assistance agreements include responsibilities for coordination on matters of monitoring and evaluation, but the value of third party efforts should in itself motivate a cooperative undertaking in performance management. A successful undertaking will be mutually interesting and beneficial to all parties, and will fortify the close working relations needed to attain overall Mission Program success.

6. The systems, methods and practices that USAID seeks to establish and maintain for optimal performance management, and that this contract is meant to enable, are specified and defined in USAID ADS Chapter 203 http://www.usaid.gov/sites/default/files/documents/1870/203.pdf . Guidance specific to addressing matters of gender equality and female empowerment is found in ADS Chapter 205 http://www.usaid.gov/sites/default/files/documents/1870/205.pdf . USAID ADS Chapter 202 http://www.usaid.gov/sites/default/files/documents/1868/202.pdf provides relevant information on http://www.usaid.gov/sites/default/files/documents/1870/203.pdf http://www.usaid.gov/sites/default/files/documents/1870/205.pdf http://www.usaid.gov/sites/default/files/documents/1868/202.pdf activity-level oversight during implementation, such as site visits and verification of inputs and outputs.

ADS Chapter 204 http://www.usaid.gov/sites/default/files/documents/1865/204.pdf provides guidance for the monitoring of compliance with 22 CFR 216 environmental determinations http://www.usaid.gov/our_work/environment/compliance/22cfr216 .

D. Statement of Work

Illustrative Tasks

The Contractor shall establish and maintain in-country capacity for performance of the following tasks.

Tasks are to be carried-out in close collaboration and cooperation with USAID and USAID-funded implementing partner personnel and stakeholders in Yemen.

1. Develop and finalize the Mission Performance Monitoring Plan (ADS 203.3.3) , Establish Baseline, and Evaluate Mission Programs Performance.

2. Review and Refine Project Monitoring and Evaluation Plans (PMEP) (ADS 203.3.4), Conduct

Oversight Project Monitoring and Reporting (ADS 202), and Evaluate Project Performance.

3. Provide technical assistance to the Implementing Partners (IPs) in developing their PMEP and also to improve their data collection and self-monitoring methodologies.

4. Further Develop, Manage and Maintain the Existing Local Information Management System and

Clearinghouse. If USAID Global Database Clearing House (AIDtracker) use become mandatory, the contractor shall be responsible for conducting Mission’s related data entry to the system.

5. Conduct Sectoral and Issue-oriented Analyses/Assessment as requested by USAID.

6. Provide Outreach and Communication Support Services, including regular bulletins on the status and progress of all USAID projects and disseminate information and public reporting results, per USAID instructions, to interested parties including USG involved agencies, beneficiaries and the ROYG.

7. Monitor the results and impact of USAID activities on beneficiaries, communities and local organizations through providing periodic trend analysis of main outcomes and impacts indicators.

8. As per USAID guidance and request, conduct any required evaluation for the USAID projects performance and achievements (including baseline surveys, mid-term and final evaluations). In compliance with USAID Forward objectives, Impact evaluation for the major USAID program and/or pilot program will also be part of the contractor responsibilities.

9. Support the M&E building capacity for USAID Mission staff, IPs, and Yemeni government and organizations, as necessary, to build capacity and to coordinate data collection and reporting requirements, and to update the PMP, PMEPs and other reporting data.

10. Collect, review and verify the performance data provided by the USAID implementers for quality and accuracy. Support project implementers by conducting data quality assessments and monitoring site visits. The contractor will also be responsible on collecting and verifying the data that used in the Mission annual Performance Plan Report (PPR).

11. On behalf of the Mission, the contractor will be responsible to conduct all required field monitoring visits to monitor the IP’s various activities on the ground.

12. Verify environmental compliance of USAID projects and activities in conjunction with the Mission Environmental Officer.

E. Activities and Deliverables

Mission Performance Monitoring Plan and Project Monitoring and Evaluation Plans Finalization of the Mission Performance Monitoring Plan (PMP) is to be a participatory in-country effort.

Organized by the Contractor, and led by USAID, the process will include implementing partners and stakeholders. The completed Plan is to include a description of performance management methodology and the main features of data collection instruments, implementation plans and schedules, and plans for data http://www.usaid.gov/sites/default/files/documents/1865/204.pdf http://www.usaid.gov/our_work/environment/compliance/22cfr216 analysis. In collaboration with USAID and implementing partners, the Contractor shall advise the development and refinement of all existing and planned Project Monitoring and Evaluation Plans (PMEP).

The contractor is responsible to file, track and or follow on approvals with USAID for all IPs PMEPs. An efficient approach to effective monitoring and reporting is to be implemented, and feedback loops for learning shall be institutionalized. Both PMP and PMEP are performance management tools used by the USAID and the IPs to monitor achieved progress against planned targets and evaluates progress towards achieving expected program results.

Monitor and Evaluate the IPs Activities The Contractor shall conduct portfolio-wide oversight monitoring. This includes activity verification, checks on input and output, data quality assessment, annual reporting of non-expendable property, and monitoring for compliance on agreed programming approach, branding policy and 22 CFR 216 environmental determinations. The contractor will also provide activity-level monitoring and evaluation services designed to provide qualitative and quantitative analyses and reviews of specific activities on an ‘as-needed’ basis.

Some of these M&E services could include, but are not limited to: rapid assessments of USAID intervention regions and localities; field verification exercises of the indicator results provided by USAID implementing partners; targeted activity-level performance audits and monitoring site visits; Performance and Impact Evaluations.

The Contractor shall arrange project site visits, prepare briefing materials and scene setters, coordinate meetings and briefings with Implementing Partners, other donors, and government officials; and, manage logistics related to visits.

Baseline Studies and Evaluations With the release of the Evaluation Policy in January 2011, USAID made an ambitious commitment to quality program evaluation - the systematic collection and analysis of information and evidence about program performance and impact. USAID uses evaluation findings to inform decisions, improve program effectiveness, be accountable to stakeholders, and support organizational learning. Strengthening evaluation and transparency are part of the USAID Forward reform agenda.

Contract scope includes activity and project evaluation services, as well as the overarching understanding of the impact and effectiveness of resilience programming. Both Performance and Impact Evaluation will be considered when the annual evaluations are planned by the Mission. The Contractor will be considered, among other sources, for these assignments as project and activity evaluation requirements are determined.

The Contractor shall also develop baseline data and protocols for consistent ongoing data collection by all USG implementers.

The purpose of the baseline study is twofold: Provide a baseline for impact and outcome indicators to serve as a point of comparison for periodic evaluation; and, inform program targeting and, where possible, program design.

Assessments and Analyses The Contractor shall design and conduct ad hoc surveys, studies, research and analyses, and provide substantive qualitative, quantitative and analytical information in support of program achievement and on-going program development. The prime objective is to be able to measure the impact and effectiveness of resilience programming.

Furthermore, the Contractor shall support project implementers by conducting data quality assessments, performance audits and monitoring IP site visits by collecting, reviewing and verifying the performance data provided by the USAID implementers for quality and accuracy.

Environmental Compliance Reports The Contractor shall coordinate a review of the USAID portfolio of projects and activities, and produce a plan to ensure USAID compliance with environmental impact monitoring and mitigation regulation (‘Reg.

216’). The Review shall be conducted following ADS 204 guidelines under the supervision of USAID’s Mission Environmental Officer.

M&E Capacity Building The Contractor shall provide training and technical assistance to USAID and Implementing Partner personnel on the overall performance management system, as well as best practices and methods. Regular workshops for USAID, Implementing Partners and stakeholders are to be organized so as to build performance management capacity, expand database usage, and coordinate data collection and reporting.

Efforts shall aim to strengthen collaboration, coordination and knowledge sharing within USAID, and with and among implementing partners and stakeholders. Managing and organizing a monthly M&E working group meetings could be used as one of the building capacity tools.

Database System Development and Management The Contractor shall further maintain, develop and manage the existing USAID/Yemen Geographical Information and Database information management system (Clearinghouse) to capture the breadth of qualitative and quantitative performance and contextual data. The data captured will be reported and input by the IPs. There may also be requests for updates and modifications, as necessary. The System is meant to maintain comprehensive information on the status and progress of all USAID activities with corresponding Geographic Information System (GIS) data and mapping capacities. Regular upgrading and increasingly sophisticated usage of the database over the performance period is expected. The completed Mission Performance Monitoring Plan (task one) is to include a description of the database management system and a projection on the production of Clearinghouse reports and provision of Clearinghouse services. The contractor is responsible to manage and update the Clearinghouse on regular basis.

Outreach and Communication Support The Contractor shall provide counsel and assistance for the annual update and implementation of the Mission Development Outreach and Communication Strategy. The Contractor will help promote USAID/Yemen and all USG programs to internal and external audiences, build public awareness of programs and projects being funded by USAID and strengthen and facilitate Mission reporting functions.

The Contractor shall assist in developing a targeted, coherent, and consistent message from USAID and all implementing partners. The intention is to substantially increase the effective use of multimedia to enhance USAID Program delivery.

The Contractor shall retain expertise, and provide highest-level professional English and local dialect Arabic interpreter and translator support services. The Contractor shall encourage in-depth coverage of activities in the local and international media; and organize media tours and facilitate contacts among members of the media and USAID Implementing Partners. The Contractor shall proactively facilitate stakeholder knowledge of USAID-funded activities through facilitated field trips, background materials and rapid and effective response to inquiries.

Illustrative Deliverables Schedule An expeditious start-up is required. Effective program mobilization includes coordination with an out-going Contract Team. Transition from the expiring existing contract and that proposed is to be orderly and without interruption of service or capability.

DELIVERABLES Against ACTIVITIES DELIVERY DATE

Mission PMP and Project PMEP

Performance Monitoring Plan Finalized Within first 90-days of having the Mission approved CDCS PMP Baseline Established Fully established within Year One of the Contract

Monitor and Evaluate the IPs Activities

Plan for Site Visits and TPM reports Within 90- days of contract; then quarterly updated Performance and Impact Evaluations As per the mission Annual Evaluations Plan

Baseline Studies and Evaluations

Project Monitoring and Evaluation Plan Operational within 90-days of contract; finalized within Year

One; updated according to work plan Oversight Project Monitoring and Reporting Regularly, according to work plan Projects Evaluations TBD, according to the annual Mission Evaluations work plan

Assessments and Analyses

Trends analysis especially on cross-sectoral interests such as water and nutrition.

TBD, based on the Mission annual plan

Conduct PPR related indicators DQAs Annual (Oct-Dec) Non PPR selective indicators DQA Annual (May-June) as per USAID selected IP.

Annual assessments of progress toward CDCS objectives and overarching goal.

Annually

Environmental Compliance Reports

Environmental Compliance Review Report due within 90-days of STTA contract

M&E Capacity Building

Training plan for USAID staff and IPs’ M&E staff Within 90- days of contract; then annually updated M&E Working Group meeting Monthly On Job Training As per IPs request

Database System Development and Management

Assessment of the current Clearinghouse database, design and uses.

Report within 45-days of contract award

Clearinghouse Development and Management Plan Plan finalized within 90-days of contract award Clearinghouse Management and output According to work plan Workshops for Collaboration, Coordination and Knowledge Sharing

Quarterly

Updated Clearinghouse database Quarterly Training Events for USAID, Implementing Partners on use of Clearinghouse

Annually

Outreach and Communication Support

Project (YMEP2) Branding and Marking Plan Within 90-days of contract award Mission Development Outreach and Communication Strategy

Annually

Monthly bulletin for USAID activities Monthly in two language Success Stories At least two per months Videos and other Communication tools As per the Mission annual DOC Strategy

F. Performance Period and Budget

The base performance period shall be three (3) years with up to two, one-year options for a maximum performance period of five (5) years. Decisions to fund the options will be determined by assessment of program performance, USAID requirements, and the availability of funding.

G. PROPOSAL GUIDANCE

a. Program Technical Proposal

A clear description of Program concept and strategy (i.e. methodology and techniques) is to be presented. The Presentation should outline specific, focused activities; explain how the approach is expected to achieve the Program objective; elaborate on tactics and activities specific to program considerations on gender; and describe how capabilities of local partners will be strengthened in order to enable activities and impact to be sustained after the contract is completed.

A Work Plan, as part of the Technical Proposal, is to briefly describe activities for the full period of up to five years. The Plan should include a summary of outcomes, performance milestones, and an implementation schedule aimed at progressively greater and significant accomplishment of the Program objective. The Plan should address how the program will engage regional, national-level, and other counterpart organizations in seeking to achieve outcomes; and define an approach to and means for successful collaboration in this joint undertaking with USAID, implementing partners and other stakeholders. The Work Plan will be evaluated for efficiency and effectiveness in the proposed level-of-effort vis a vis expected outputs and outcomes. The technical proposal should include proposed office location(s) and personnel structure, as well as equipment needed to implement the Program.

The Technical Proposal will be evaluated on evidence of a clear, logical, technically sound, effective, and feasible approach appropriate to the Yemen context.

Criteria include: Solid understanding of the country context – including both the development challenges and the practical working environment; a clear and reasonable description of how the proposed project design and approach will be implemented, managed, and sequenced; consistency with the requirements of the Statement of Work; feasibility of methodologies for baseline data collection and survey research; solid understanding of system management requirements, and performance of the Clearinghouse function; full understanding of USAID coordination, reporting, and information-sharing needs; and, a creative, flexible and responsive approach to working with USAID partners and other USG implementing partners, including appropriate coordination, data collection, information sharing and training-related methods.

b. Personnel/Management Structure

Evaluation of institutional capabilities will be based upon demonstrated effectiveness in organization and management of relevant programs; demonstrated understanding of working in Yemen or the Middle East development context; demonstrated knowledge and experience with gender issues; experience demonstrating an understanding of host country M&E systems, as well as experience coordinating with host country stakeholders on joint efforts; and a satisfactory record of integrity and business ethics.

A Management Plan is to propose an organizational structure. The proposal will be evaluated in respect to demonstrated understanding of the Statement of Work and how all aspects of the project will be managed effectively – as evidenced by an appropriate Staffing Plan and level-of-effort chart with linkage to Program Outputs.

Project management is responsible for cost and quality control of all tasks and activities. In addition to demonstrated capability and experience, key personnel should have an intimate knowledge of development challenges in Yemen, speak fluent English and Arabic and possess an advanced degree in a relevant field.

Three key staff are specified: Program Director (Chief-of-Party), Senior Monitoring and Evaluation Specialist, and Outreach Specialist. Expatriates may be nominated for these positions, although Yemeni nationals are preferred and the nomination of expatriates must be justified. Yemeni Nationals are expected to fulfill all other roles and functions. The Yemeni staff is to be offered regular training opportunities for relevant skills development, and qualification for assignment to increasingly greater responsibilities within the Program and longer-term career advancement.

• The Chief of Party has overall responsibility for program performance, management, and operations;

liaising on and helping resolve contractual matters; overall achievement of programmatic results;

and timely completion of deliverables.

• The Senior Monitoring and Evaluation Specialist will oversee evaluations, analyses and assessments.

This includes design of evaluation methodology, participatory data collection methods and protocols, and data verification techniques; and responsibility for the design, quality, development and production of all assessments, analytical reports and evaluations.

• The Outreach Specialist will need to drive all opportunities for increasing USAID’s positive engagement with Yemenis, as well as produce regular stories, blogs, et al for the U.S. and International audience. This requires building local relationships, traveling in Yemen, doing interviews, and liaising closely with the USAID Supervisory Program Officer or designee.

H. EVALUATION FACTORS AND CRITERIA

Technical evaluation of proposals will be based on the extent and appropriateness of the proposed approaches and feasibility of achieving the strategic objectives, in accordance with the evaluation criteria.

Offerors will note that these criteria serve as the standard against which all technical information will be evaluated, and serve to identify the significant matters which offerors will address.

Relative Order of Importance of Factors: The Technical Approach factor is slightly more important than the Management Approach factor. Sub-factors under both Technical and Management Approach are listed in descending order of importance. Management Approach is significantly more important than Cost factor.

The Cost factor is more important than the Past Performance factor. All non- cost factors taken together are significantly more important than cost.

Factor 1: Technical Factors

Subfactor 1: Technical Approach

1. The offeror will present a change theory that focuses heavily on the systematic process of monitoring and evaluating the result of USAID/Yemen activities/interventions. The offeror will also present a clear approach to the objectives described in the scope of work, including collecting and analyzing performance information to track progress toward planned results;

using performance information and evaluations to influence decision-making and resource allocation; and communicating results to advance organizational learning and inform stakeholders. The offeror will also present a strategy to enable and enhance USAID performance management in Yemen.

2. The offeror will present a clear description of M&E program concept and strategy (i.e.

methodology and techniques) which should outline specific, focused activities; explain how the approach is expected to achieve the program objective; elaborate on tactics and activities specific to program considerations on gender; and describe how M&E capabilities of USAID and its partners will be strengthened in order to enable activities and impact to be sustained after the contract is completed.

3. The offeror will present an approach that addresses three major cross-cutting issues: Gender, and

Capacity Building. The offeror should consider the different challenges that male and female beneficiaries of USAID programs are facing and offer approaches to addressing these challenges. With regards to Capacity Building, the offeror will present a strategy for assisting USAID and its partners to strengthen their M&E capabilities through different level of trainings and joint implementation of M&E activities.

4. The offeror will present a plan for how they plan to engage key stakeholders, such as Yemeni

Government and various Yemeni citizens as final beneficiaries.

Sub- factor 2 : Management Approach

Key Personnel and Staffing: The offeror will present qualified Key Personnel in accordance with the Instructions and Scope of Work and a draft, comprehensive staffing plan with a level of effort chart that includes key personnel, other long-term staff, short-term staff, professional staff, and administrative staff. More emphasis will be given to the level of expertise of the key personnel (Chief of Party and Senior M&E Specialist) and STTA professional staff that are focused on capacity building efforts. The statements of qualification (see instructions) will be evaluated as part of this sub-factor.

Sub-factor 3 – Implementation Plan –

The offeror will present a draft implementation timeline that clearly describes how they will undertake activities and sub-activities. This implementation timeline should be clearly linked with the approaches to the theory of change, ensuring sustainability, and addressing cross-cutting issues.

Additionally, the offeror will submit a Rapid Mobilization Plan, in accordance with the Instructions, that will be evaluated as part of this sub-factor.

Factor 2: Cost/Price

The price and cost evaluation will assess the reasonableness of the proposed prices and cost, including all options, in accordance with one or more price and cost analysis techniques as identified in FAR 15.404.

Proposed costs will not be scored, but will be a selection factor and considered in terms of the total proposed amount, proposed cost and the proposed fee. The cost proposal will be judged on: (i) whether it is realistic and consistent with the technical proposal; (ii) overall cost control (avoidance of excessive salaries, excessive home office visits, and other costs in excess of reasonable requirements); and (iii) amount of proposed fee. Any proposal that is unreasonable or materially unbalanced as to price for base or option line items may be rejected. An unbalanced proposal is one that incorporates prices that are significantly understated or overstated as indicated by price and cost analysis techniques.

A cost realism analysis, in addition to the cost analyses for determining allowability, allocability and reasonableness of the proposed costs, will be conducted.

Cost realism is an assessment of accuracy with which proposed costs represent the most probable cost of performance, within the Offeror's technical and Management Capacity. Cost realism evaluation will be performed as part of the evaluation process:

(a) to verify the Offeror's understanding of the requirements;

(b) to assess the degree to which the cost/price proposal accurately reflects the approaches and/or risk assessments made in the Technical Proposal as well as the risk that the Offeror will provide the supplies or services for the offered prices/cost; and

(c) to assess the degree to which the cost included in the cost/price proposal accurately represents the work effort included in the Technical Proposal.

In evaluating the Offeror's Cost Proposal, the Government will estimate the overall cost to the Government, including fee, which in the Government's judgment will result from the Offeror's performance of the contract. In making this determination, if the proposed cost is considered to be unrealistic, the Offeror's proposed cost, including proposed fee, will be adjusted upward or downward to reflect more realistic costs. Therefore, the evaluated cost, including fee, will be used in making a selection decision. Unrealistic cost proposals may result in a re-evaluation and concurrent rescoring of Technical Proposals. Such re-evaluation based on cost or realistic cost analysis could negatively impact the technical rating and overall rating of the proposal.

The offers will be evaluated by summing the total price of the base period with the total price of each option period as well as the option entertained by FAR 52.217-8.

Prior to conducting the price analysis, each price proposed will be examined for arithmetic accuracy and consistency of the information presented in the pricing schedule.

The Business Evaluation will insure that the proposals comply with the RFP instructions.

Factor 3: Past Performance

USAID will evaluate the quality of an offeror’s and its major subcontractor’s past performance based on feedback from references submitted by the offeror for relevant past performance over the last three years.

USAID may use performance information obtained from other than the sources identified by the offeror and its major subcontractors. USAID will utilize existing databases of contractor/subcontractor performance information and solicit additional information from the references provided by the offeror in accordance with the Instructions of this RFP and from other sources if and when the Contracting Officer finds the existing databases, such as the Past Performance Information Retrieval System (PPIRS), to be insufficient for evaluating an offeror’s performance.

If the performance information contains negative information on which the offeror has not previously been given an opportunity to comment, USAID will provide the offeror an opportunity to comment on it prior to its consideration in the evaluation, and any offeror comment will be considered with the negative performance information.

USAID will determine the relevance of similar performance information in terms of size, scope and complexity. USAID will give more weight to performance information that is considered more relevant and/or more current.

In cases where an offeror lacks relevant performance history or information on performance is not available, the offeror will not be evaluated favorably or unfavorably on performance. 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.

List of Acronyms

ADS Automated Directive System CO Contracting Officer CDCS Country Development Cooperation Strategy CFR Code of Federal Regulations DOC Development Outreach & Communication DQA Data Quality Assessment FAR Federal Acquisition Regulation GIS Geographic Information System IP Implementing Partner M&E Monitoring & Evaluation PMP Performance Monitoring Plan PMEP Project Monitoring and Evaluation Plans PPR Performance Plan Report RFI Request for Information RFP Request for Proposals ROYG Republic of Yemen Government STTA Short Term Technical Advisor TPM Third Party Monitor USG U.S. Government