SOL-306-14-000026_-_ISLA.pdf

SOL-306-14-000026

SOLICITATION, OFFER AND AWARD

4. TYPE OF SOLICITATION2. CONTRACT NUMBER 3. SOLICITATION NUMBER

7. ISSUED BY CODE 8. ADDRESS OFFER TO (If other than Item 7)

ORDER UNDER DPAS (15 CFR 700)

6. REQUISITION/PURCHASE NUMBER

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

NEGOTIATED (RFP)

SEALED BID (IFB)

5. DATE ISSUED

1. THIS CONTRACT IS A RATED RATING PAGE OF PAGES

1 176

C. E-MAIL ADDRESS

EXT.NUMBERAREA CODE

B. TELEPHONE (NO COLLECT CALLS)A. NAME

10. FOR

INFORMATION

CALL:

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

(Date)(Hour) local timeuntildepository located in copies for furnishing the supplies or services in the Schedule will be received at the place specified in Item 8, or if hand carried, in the

SOLICITATION

9. Sealed offers in original and

PART IV - REPRESENTATIONS AND INSTRUCTIONS

OTHER STATEMENTS OF OFFERORS

EVALUATION FACTORS FOR AWARD

INSTRS., CONDS., AND NOTICES TO OFFERORS

REPRESENTATIONS, CERTIFICATIONS AND

LIST OF ATTACHMENTS

CONTRACT CLAUSES

PART III - LIST OF DOCUMENTS, EXHIBITS AND OTHER ATTACH.

I

J

K

L

M SPECIAL CONTRACT REQUIREMENTS

CONTRACT ADMINISTRATION DATA

DELIVERIES OR PERFORMANCE

INSPECTION AND ACCEPTANCE

PACKAGING AND MARKING

DESCRIPTION/SPECS./WORK STATEMENT

SUPPLIES OR SERVICES AND PRICES/COSTS

SOLICITATION/CONTRACT FORM

PART II - CONTRACT CLAUSESPART I - THE SCHEDULE

H

G

F

E

D

C

B

A

SEC. DESCRIPTION PAGE(S) (X) DESCRIPTION SEC. (X)

11. TABLE OF CONTENTS

18. OFFER DATE17. SIGNATURE

SUCH ADDRESS IN SCHEDULE.

IS DIFFERENT FROM ABOVE - ENTER

15C. CHECK IF REMITTANCE ADDRESS

EXT.NUMBERAREA CODE

15B. TELEPHONE NUMBER

(Type or print)AND

ADDRESS

OF

OFFEROR

CODE FACILITY

16. NAME AND TITLE OF PERSON AUTHORIZED TO SIGN OFFER15A. NAME

DATEAMENDMENT NO.DATEAMENDMENT NO.

and related documents numbered and dated):

amendments to the SOLICITATION for offerors

(The offeror acknowledges receipt of

14. ACKNOWLEDGEMENT OF AMENDMENTS

CALENDAR DAYS (%)30 CALENDAR DAYS (%)20 CALENDAR DAYS (%)10 CALENDAR DAYS (%)

(See Section I, Clause No. 52.232.8)

13. DISCOUNT FOR PROMPT PAYMENT

designated point(s), within the time specified in the schedule.

by the offeror) from the date for receipt of offers specified above, to furnish any or all items upon which prices are offered at the price set opposite each item, delivered at the

12. In compliance with the above, the undersigned agrees, if this offer is accepted within ______________ calendar days (60 calendar days unless a different period is inserted

NOTE: Item 12 does not apply if the solicitation includes the provisions at 52.214-16, Minimum Bid Acceptance Period.

OFFER (Must be fully completed by offeror)

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

28. AWARD DATE

(Signature of Contracting Officer)

27. UNITED STATES OF AMERICA

25. PAYMENT WILL BE MADE BY

26. NAME OF CONTRACTING OFFICER (Type or print)

CODE 24. ADMINISTERED BY (If other than Item 7)

ITEM

(4 copies unless otherwise specified)

23. SUBMIT INVOICES TO ADDRESS SHOWN IN

41 U.S.C. 253 (c) ( 10 U.S.C. 2304 (c) (

22. AUTHORITY FOR USING OTHER THAN FULL AND OPEN COMPETITION:

21. ACCOUNTING AND APPROPRIATION20. AMOUNT19. ACCEPTED AS TO ITEMS NUMBERED

AWARD (To be completed by government)

CODE

REQ-306-14-00003802/02/2014

X

AFGHANISTAN

USAID/Afghanistan Office of Acquisition & Assistance

1400 LT 03/16/2014

Mohammad Edris +93 04 medris@state.gov

700-2309

PAGE(S)

Sonila Hysi

AUTHORIZED FOR LOCAL REPRODUCTION

Previous edition is unusable

STANDARD FORM 33 (Rev. 9-97)

Prescribed by GSA - FAR (48 CFR) 53.214(c)

ITEM NO. SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT

NAME OF OFFEROR OR CONTRACTOR

2 176

CONTINUATION SHEET

REFERENCE NO. OF DOCUMENT BEING CONTINUED PAGE OF

SOL-306-14-000026

(A) (B) (C) (D) (E) (F)

Delivery Location Code: AFGHANISTAN USAID/Afghanistan 6180 Kabul Place Dulles, VA 20189-6180

The purpose of this solicitation is to issue a Cost Plus Fixed Fee (Completion) Contract for the implementation of Initiative to strengthen Local Administrations (ISLA)

OPTIONAL FORM 336 (4-86)

Sponsored by GSA

FAR (48 CFR) 53.110

NSN 7540-01-152-8067

ISLA

TABLE OF CONTENTS

Solicitation/Contract Form

PART I – THE SCHEDULE

SECTION B: SUPPLIES OR SERVICES AND PRICE/COSTS

B.1 PURPOSE

B.2 ESTIMATED COST, FIXED FEE, AND OBLIGATED AMOUNT

B.3 BUDGET ($) - THIS CONTRACT

B.4 INDIRECT COSTS

B.5 ADVANCE UNDERSTANDING ON CEILING ON INDIRECT COST RATES AND FINAL

PERFORMANCE FOR INDIRECT COSTS

B.6 COST REIMBURSABLE

B.7 FEE SCHEDULE

B.8 CANCELLATION CEILING

SECTION C: DESCRIPTION/SPECIFICATIONS/STATEMENT OF WORK

C.1 LIST OF ACRONYMS

C.2 PURPOSE AND SCOPE

C.2.1 Program Context C.2.2 Linkages to Other USG Programs and USAID Policies C.2.3 Linkages to the Work of Other Donors C.2.4 Linkages to GIROA C.2.5 Program Strategy C.2.6 Cross-Cutting Principles C.2.7 Program Locations

C.3 PROGRAM COMPONENTS

C.4 DELIVERABLES

C.5 RAPID ASSESSMENTs

C.6 MONITORING, EVALUATION, AND REPORTING

C.6.1 Program Evaluation

C.7 PROGRAM MANAGEMENT APPROACH

C.8 GRANTS UNDER CONTRACT

C.9 ELECTRONIC PAYMENTS

SECTION D: PACKAGING AND MARKING

D.1 BRANDING STRATEGY

D.2 AIDAR 752.7009 – MARKING (JAN 1993)

SECTION E: INSPECTION AND ACCEPTANCE

E.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

E.2 INSPECTION AND ACCEPTANCE

E.3 MONITORING AND EVALUATION PLAN

E.4 PERFORMANCE STANDARDS

SECTION F: DELIVERIES OR PERFORMANCE

F.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

F.2 CONTRACT TYPE

F.3 PERIOD OF PERFORMANCE

F.4 PLACE OF PERFORMANCE

F.5 AUTHORIZED WORK DAY/WEEK

F.6 REPORT AND DELIVERABLES

A. REPORTS

B. SUMMARY of REPORTS

C. SUMMARY OF PROGRAM DELIVERABLES

F.7 KEY PERSONNEL

SECTION G: CONTRACT ADMINISTRATION DATA

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

G.2 CONTRACTING OFFICER’S AUTHORITY

G.3 CONTRACTING OFFICER’S REPRESENTATIVE (COR)

G.4 TECHNICAL DIRECTIONS/RELATIONSHIP WITH USAID

G.5 ACCEPTANCE AND APPROVAL

G.6 PAYING OFFICE

G.7 CONTRACTOR’S PRIMARY POINT OF CONTACT

G.8 CONTRACTOR’S PAYMENT ADDRESS

PART II – CLAUSES

SECTION H: SPECIAL CONTRACT REQUIREMENTS

H.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

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

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

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

H.5 INSURANCE AND SERVICES

H.6 AIDAR 752.7007 PERSONNEL COMPENSATION (JUL 2007)

H.7 ADDITIONAL REQUIREMENTS FOR PERSONNEL COMPENSATION

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

1998)

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

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

H.11 USAID DISABILITY POLICY (DEC 2004)

H.12 AUTHORIZED GEOGRAPHIC CODE

H.13 EXECUTIVE ORDERS ON TERRORISM FINANCING

H.14 NONEXPENDABLE PROPERTY PURCHASES AND INFORMATION TECHNOLOGY

RESOURCES

H.15 LOGISTIC SUPPORT GOVERNMENT FURNISHED FACILITIES OR PROPERTY

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

H.17 CONSENT TO SUBCONTRACTS

H.18 SUBCONTRACTING REQUIREMENTS

H.19 SUB-AWARD REQUIREMENTS (MARCH 2012)

H.20 LIMITATION ON SUBCONTRACTING TO NON-LOCAL ENTITIES (MAY 2012)

H.21 REPORTING OF FOREIGN TAXES (JULY 2007)

H.22 FOREIGN GOVERNMENT DELEGATIONS TO INTERNATIONAL CONFERENCES

H.23 LOGISTIC SUPPORT

H.24 LANGUAGE REQUIREMENTS

H.25 GENDER REPORTING

H.26 PERSONAL IDENTITY VERIFICATION OF CONTRACTOR PERSONNEL (JAN 2011)

H.27 HOMELAND SECURITY PRESIDENTIAL DIRECTIVE-12 (HSPD-12) (SEP 2006)

H.28 STANDARDS OF CONDUCT -- IMPROPER BUSINESS PRACTICES

H.29 ACCESS TO USAID FACILITIES AND USAID’S INFORMATION SYSTEMS (AUGUST 2013) ... 88

H.30 PROHIBITION OF ASSISTANCE TO DRUG TRAFFICKERS

H.31 DISCLOSURE OF INFORMATION (AIDAR)

H.32 DATABASE REPORTING REQUIREMENTS

H.33 USE OF SYNCHRONIZED PRE-DEPLOYMENT AND OPERATIONAL TRACKER (SPOT) FOR

CONTRACTORS SUPPORTING A DIPLOMATIC OR CONSULAR MISSION OUTSIDE THE

UNITED STATES (SUPPLEMENT TO FAR 52.225-19)

H.34 FACILITIES USED FOR RELIGIOUS ACTIVITIES

H.35 SECURITY CLEARANCE

H.36 GRANTS UNDER CONTRACT (GUCs)

H.37 RIGHT TO PROCURE FROM OTHER SOURCES

H.38 NONDISCRIMINATION (JUNE 2012)

H.39 SERIOUS INCIDENT REPORTING IN AFGHANISTAN (DECEMBER 2010)

H.40 STANDARDS FOR ACCESSIBILITY FOR THE DISABLED IN USAID CONSTRUCTION

CONTRACTS (JULY 2007)

H.41 USAID-FINANCED THIRD-PARTY WEBSITES (AUGUST 2013)

H.42 CONFERENCE PLANNING AND REQUIRED APPROVALS (AUGUST 2013)

H.43 FRAUD REPORTING

H.44 VETTING

H.45 ENVIRONMENTAL COMPLIANCE

PART II: CONTRACT CLAUSES

SECTION I: CONTRACT CLAUSES

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

I.2 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

I.3 52.216-8 FIXED FEE (JUN 2011)

I.4 FAR 52.209–9 UPDATES OF PUBLICLY AVAILABLE INFORMATION REGARDING

RESPONSIBILITY MATTERS (JUL 2013)

I.5 CANCELLATION UNDER MULTI-YEAR CONTRACTS (OCT-1997)

I.6 AIDAR 752.209-71 ORGANIZATIONAL CONFLICTS OF INTEREST DISCOVERED AFTER

AWARD (JUN 1993)

I.7 COMMUNICATIONS PRODUCTS (OCT 1994)

I.8 INTERNATIONAL TRAVEL APPROVAL

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

I.10 AIDAR 752.7006 NOTICES (APR 1984)

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

I.12 AIDAR 752.7025 APPROVALS (APR 1984)

I.13 752.202-1 DEFINITIONS (JAN 1990)

I.14 USAID DEFINITIONS CLAUSE - SUPPLEMENT FOR CONTRACTS WITH AN

EDUCATIONAL INSTITUTION FOR PARTICIPANT TRAINING (APR 1984)

I.15 USAID DEFINITIONS CLAUSE - SUPPLEMENT FOR USAID CONTRACTS INVOLVING

PERFORMANCE OVERSEAS (DEC 1986)

I.16 752.211-70 LANGUAGE AND MEASUREMENT (JUN 1992)

I.17 752.245-70 GOVERNMENT PROPERTY - USAID REPORTING REQUIREMENTS

I.18 ANNUAL REPORT OF GOVERNMENT PROPERTY IN CONTRACTOR'S CUSTODY

I.19 752.7001 BIOGRAPHICAL DATA (JUL 1997)

I.20 752.228-7 INSURANCE - LIABILITY TO THIRD PERSONS

I.21 752.229-70 FEDERAL, STATE AND LOCAL TAXES

I.22 752.7002 TRAVEL AND TRANSPORTATION (JAN 1990)

I.23 752.7010 CONVERSION OF U.S. DOLLARS TO LOCAL CURRENCY (APR 1984)

I.24 752.7011 ORIENTATION AND LANGUAGE TRAINING (APR 1984)

I.25 752.7013 CONTRACTOR-MISSION RELATIONSHIPS (OCT 1989)

I.26 752.7014 NOTICE OF CHANGES IN TRAVEL REGULATIONS (JAN 1990)

I.27 752.7027 PERSONNEL (DEC 1990)

I.28 752.7028 DIFFERENTIAL AND ALLOWANCES (JUL 1996)

I.29 752.7029 POST PRIVILEGES (JUL 1993)

I.30 752.7033 PHYSICAL FITNESS (JUL 1997)

I.31 752.7035 PUBLIC NOTICES (DEC 1991)

I.32 752.7018 HEALTH AND ACCIDENT COVERAGE FOR USAID PARTICIPANT TRAINEES (JAN

1999)

I.33 752.7019 PARTICIPANT TRAINING (JAN 1999)

I.34 752.7023 REQUIRED VISA FORM FOR USAID PARTICIPANTS (APR 1984)

I.35 52.222-40 Notification of Employee Rights Under the National Labor Relations Act (DEC 2010)

I.36 52.222-50 Combating Trafficking in Persons (FEB 2009)

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

SECTION J: LIST OF ATTACHMENTS

PART IV - REPRESENTATIONS AND INSTRUCTIONS

SECTION K: REPRESENTATIONS, CERTIFICATIONS AND OTHER STATEMENTS OF

OFFERORS

K.1 NOTICE LISTING SOLICITATION PROVISIONS INCORPORATED BY REFERENCE

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

CERTAIN FEDERAL TRANSACTIONS (SEP 2007)

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

K.4 52.204-8 ANNUAL REPRESENTATIONS AND CERTIFICATIONS (JAN 2014)

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

K.6 52.209-7 INFORMATION REGARDING RESPONSIBILITY MATTERS (JUL 2013)

K.7 52.215-6 PLACE OF PERFORMANCE (OCT 1997)

K.8 52.222-22 PREVIOUS CONTRACTS AND COMPLIANCE REPORTS (FEB 1999)

K.9 52.222-25 AFFIRMATIVE ACTION COMPLIANCE (APR 1984)

K.10 52.222-38 COMPLIANCE WITH VETERANS' EMPLOYMENT REPORTING REQUIREMENTS

(SEP 2010)

K.11 52.225-2 BUY AMERICAN ACT - CERTIFICATE (FEB 2009)

K.12 52.225-25 PROHIBITION ON CONTRACTING WITH ENTITIES ENGAGING IN CERTAIN

ACTIVITIES OR TRANSACTIONS RELATING TO IRAN-REPRESENTATION AND

CERTIFICATIONS (DEC 2012)

K.13 52.227-6 ROYALTY INFORMATION (APR 1984)

K.14 52.227-7 PATENTS - NOTICE OF GOVERNMENT LICENSEE (APR 1984)

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

SOFTWARE (DEC 2007)

K.16 52.230-1 COST ACCOUNTING STANDARDS NOTICES AND CERTIFICATION (MAY 2012). 150

K.17 52.230-7 PROPOSAL DISCLOSURE--COST ACCOUNTING PRACTICE CHANGES (APR 2005)

SECTION L: INSTRUCTIONS, CONDITIONS, AND NOTICES TO OFFERORS

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

L.2 FAR 52.216-1 TYPE OF CONTRACT (APR 1984)

L.3 FAR 52.233-2 SERVICE OF PROTEST (SEPT 2006)

L.4 GENERAL INSTRUCTIONS TO OFFERORS

L.5 PROPOSAL SUBMISSION

L.6 INSTRUCTIONS FOR THE PREPARATION OF THE TECHNICAL PROPOSAL

L.7 INSTRUCTIONS FOR THE PREPARATION OF THE COST PROPOSAL

SECTION M: TECHNICAL EVALUATION CRITERIA

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

M.2 GENERAL INFORMATION

M.3 EVALUATION CRITERIA

M.4 COST PROPOSAL EVALUATION

M.5 SOURCE SELECTION

M.6 DETERMINATION OF COMPETITIVE RANGE

M.7 CONTRACTING WITH SMALL BUSINESS CONCERNS

Solicitation/Contract Form

Please see attached

PART I – THE SCHEDULE

SECTION B: SUPPLIES OR SERVICES AND PRICE/COSTS

B.1 PURPOSE

The purpose of the Initiative to Strengthen Local Administrations (ISLA) project is to strengthen the sub-national government system in Afghanistan to enable the Government of Afghanistan (GIRoA) to improve provincial governance in the areas of fiscal and development planning, representation of citizens, and enhanced delivery of public services.

B.2 ESTIMATED COST, FIXED FEE, AND OBLIGATED AMOUNT

(a) The fixed fee is $ TBD and the estimated cost plus all fixed fee is $ TBD.

(b) Within the estimated cost plus all possible fee specified in paragraph (a) above, the amount currently obligated and available for reimbursement of allowable and allocable costs incurred by the Contractor (and payment of fee, if any) for performance hereunder is $ TBD.

The Contractor must not exceed the aforesaid obligated amount.

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

B.3 BUDGET ($) - THIS CONTRACT

As the period of performance for this contract is five (5) years, the budget is presented in five, one-year increments.

CONTRACT LINE ITEM NUMBERS (CLINs)

CLIN

No

Component No Year 1 Year 2 Year 3 Year 4 Year 5 Total

A. Provincial Planning and Budgeting

002 B. Sub-National Institution Building

003 C. Inclusive Advocacy

004 D. Public Engagement

005 Grants under Contract (GuC)

$500,000

Total Cost without Fee

006 Fixed- Fee

Total Cost plus Fixed- Fee

B.4 INDIRECT COSTS

For the Prime Contractor:

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

Description Rate Base Type Period

TBD 1/ 1/ 1/

1/Base of Application:

Type of Rate: Predetermined Period:

For Major Subcontractor(s):

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

Description Rate Base Type Period

TBD 1/ 1/ 1/

1/Base of Application:

Type of Rate: Predetermined Period:

“Major subcontractor(s)” are those subcontractors whose proposed costs exceed 20 percent of the contract value or who are otherwise defined by the prime to be essential to successful project implementation. All primes MUST identify “major subcontractors” in the cover letter of their proposals.

B.5 ADVANCE UNDERSTANDING ON CEILING ON INDIRECT COST RATES AND

FINAL PERFORMANCE FOR INDIRECT COSTS

(a) For each of the Contractor's accounting periods during the term of this contract, the parties agree as follows:

(1) The distribution base for establishment of final [rate 1 description to be inserted] is [to be inserted at award].

(2) The distribution base for establishment of final [rate 2 description to be inserted] is [to be

(3)The distribution base for establishment of final [rate 3 description to be inserted] is [to be

(b) The Contractor will make no change in its established method of classifying or allocating indirect costs without the prior written approval of the contracting officer.

(c) Reimbursement for indirect costs shall be at the final negotiated rates, but not in excess of the following ceiling rates:

Description 2015 2016 2017 2018 2019 [Rate 1 description to be inserted] __% ___% ___% ___% __% [Rate 2 description to be inserted] __% ___% ___% ___% __% [Rate 3 description to be inserted] __% ___% ___% ___% __%

(d) The government shall not be obligated to pay any additional amount on account of indirect costs above the ceiling rates established in the contract. This advance understanding shall not change any monetary ceiling, cost limitation, or obligation established in the contract.

B.6 COST REIMBURSABLE

This is a Cost Reimbursable contract. The costs allowable shall be limited to reasonable, allocable and necessary costs determined in accordance with FAR 52.216-7, Allowable Cost and Payment, FAR 52.216-8, Fixed Fee, if applicable, and AIDAR 752.7003, Documentation for Payment.

B.7 FEE SCHEDULE

Pursuant to FAR 16.306 (d), the fixed fee payable under this contract will be tied to the completion of the deliverables specified in Section C of this contract and in accordance with approved Fee Schedule below.

Numbering of Deliverables: The first letter of the numbering convention is the component of the program; the number that follows is the year and the last number is the number of the deliverable for that component. E.g., A.1.2 is component A, Year 1, Deliverable number 2.

Component/ Statement of Work (SoW) Deliverable

Portion of Fixed- Fee (%)* (As applicable, per Section F.6)

Component A YR1 YR2 YR3 YR4 YR5

Deliverable A.1.1 N/A N/A

Deliverable A.1.2 N/A N/A

Deliverable A.1.3 N/A N/A

Deliverable A.1.4

Deliverable A.1.5

Component B

Deliverable B.1.1 N/A N/A N/A N/A

Deliverable B.1.2 N/A N/A N/A N/A

Deliverable B.1.3 N/A N/A N/A N/A

Deliverable B.1.4 N/A N/A N/A

Deliverable B.1.5 N/A

Deliverable B.2.1 N/A

Deliverable B.2.2 N/A N/A

Deliverable B.3.1 N/A N/A N/A

Deliverable B.3.2 N/A N/A N/A

Deliverable B.3.3 N/A N/A

Deliverable B.3.4 N/A N/A

Component C

Deliverable C.1.1 N/A N/A

Deliverable C.1.2 N/A N/A

Deliverable C.2.1 N/A N/A

Component D

Deliverable D.1.1 N/A N/A

Deliverable D.1.2 N/A N/A

Deliverable D.1.3 N/A

Deliverable D.1.4 N/A

Deliverable D.2.1 N/A N/A

TOTAL 100%

TOTAL FEE $___________________

*Note: payment of fee will be presented in dollars at award.

B.8 CANCELLATION CEILING

In the event that the Government cancels requirements for services in subsequent program years under this contract, the following conditions will apply.

(a) If cancellation under the clause at 52.217-2, “Cancellation Under Multi-year Contracts” occurs, the contractor will be paid a cancellation charge not over the cancellation ceiling defined as follows:

The cancellation ceiling shall be the amount allotted to this contract under the Limitation of Funds clause (FAR 52.232-22(b)) at the time the cancellation notice is issued by the Contracting Officer.

(b) In accordance with the Cancellation under Multi-year Contracts clause, the cancellation charge will cover only:

(1) Costs-

(i) Incurred by the contractor and/or subcontractor;

(ii) Reasonably necessary for performance of the contract; and

(iii) That would have been equitably amortized over the entire multi-year contract period but, because of the cancellation, are not so amortized; and

(2) A reasonable profit or fee on the costs.

[END OF SECTION B]

SECTION C: DESCRIPTION/SPECIFICATIONS/STATEMENT OF WORK

Title: Initiative to Strengthen Local Administrations (ISLA)

C.1 LIST OF ACRONYMS

ACSI Afghanistan Civil Services Institute ANDS Afghan National Development Strategy ARTF Afghanistan Reconstruction Trust Fund ASGP Afghanistan Sub-National Governance Program CEDAW Convention on the Elimination of All Forms of Discrimination against Women COR Contracting Officer’s Representative CIDD Capacity and Institutional Development Directorate CPFF Cost-Plus-Fixed-Fee CSC Civil Service Commission DFID Department for International Development DGO District Governors’ Offices GDLCA General Directorate for Local Council Affairs GIRoA Government of the Islamic Republic of Afghanistan IDLG Independent Directorate of Local Governance IARCSC Independent Administrative Reform and Civil Service Commission ISAF International Security Assistance Force ISLA Initiative to Strengthen Local Administrations MoEc Ministry of Economy MoF Ministry of Finance MoWA Ministry of Women’s Affairs MRRD Ministry of Rural Rehabilitation and Development NAPWA National Action Plan for the Women of Afghanistan NPP National Priority Program NSP National Solidarity Program ODG Office of Democracy and Governance PACE Promotion of Afghan Civil Engagement PAA Provincial Administrative Assembly PC Provincial Council PCO Provincial Council Office PDC Provincial Development Committee PDP Provincial Development Plan PG Provincial Governor PGO Provincial Governors’ Offices PMP Performance Management Plan PSP Provincial Strategic Plan RAMP-UP Regional Afghan Municipalities Program for Urban Populations SHAHAR Strong Hubs for Afghan Hope and Resilience SIKA Stabilization in Key Areas SNG Sub-National Governance SNGP Sub-National Governance Policy SOP Standard Operating Procedures

SPAD Strengthening Provincial Administration and Delivery TOR Terms of Reference UNDP United Nations Development Program USAID United States Agency for International Development

C.2 PURPOSE AND SCOPE

The purpose of the Initiative to Strengthen Local Administrations (ISLA) Program is to strengthen the sub-national government system in Afghanistan to enable the Government of the Islamic Republic of Afghanistan (GIRoA) to improve provincial governance in the areas of fiscal and development planning, representation of citizens, and enhanced delivery of public services.

ISLA program will strengthen sub-national systems in the areas of planning, operations, communication, representation, and citizen engagement. Improvements in these areas, along with the passage of clear, legal sub-national governance (SNG) frameworks by GIRoA will improve GIRoA’s ability to prioritize service delivery and develop central plans and budgets that represent provincial interests. This will lead to services that more closely respond to all citizens’ needs in health, education, security, justice, and urban services. As all citizens benefit from public services, their perception of government legitimacy will increase. The core problems to be addressed are better integration of provincial priorities into the national plan and budget, and strengthened top-down and bottom-up information flows. The program will work within the existing system to improve its functionality. This will be done by fostering a combination of top-down and bottom-up consultative processes between central and provincial levels to formulate plans and budgets that align with local community service delivery priorities and with national developmental priorities and available resources.

ISLA will operate in at least 16 provinces (refer to section C.2.7) and will have four components:

A. Provincial Planning: ISLA will strengthen the capacity of provincial actors1 and administrative offices to strategically plan and coordinate. Improved center-province-center communication and collaboration will strengthen linkages between the central and provincial levels for planning, budgeting, and service delivery.

B. Sub-National Institution Building: The program will strengthen the foundations of provincial entities and the Independent Directorate of Local Governance (IDLG) through targeted capacity building efforts focused on institutionalizing systems and administrative processes and strengthening the enabling environment.

C. Inclusive Advocacy: The program will improve the ability of provincial actors to represent citizen interests in planning and service delivery, and advocate to their central level counterparts for the inclusion of provincial priorities in national plans and budgets.

D. Public Engagement: ISLA will improve the ability of provincial authorities to reach out

1Throughout this document, provincial actors are Provincial Governors and their Offices, Provincial Councils, and provincial line ministry directorates (also referred to as simply Line Directorates).

to citizens and inform them of government decisions, actions and general information while soliciting feedback to understand citizen priorities and needs.

The program will directly and closely work with the following government entities:

Provincial Governors (PGs): PGs are appointed by the President and are the chief executives of the provinces. The PGs are tasked with coordinating provincial administration, development planning and security.

Provincial Councils (PCs): PCs are the only elected state bodies at the sub-national level and provide a basis for provincial representation. Afghanistan’s SNG Policy (SNGP) describes their role in terms of citizen representation and oversight of the provincial administration.

Provincial Development Committees (PDCs): PDCs serve as the primary planning body for the various sub-national representatives, including PGs, PCs, Line Directorates, Mustafiats (Ministry of Finance [MoF] representatives that track and distribute budgeted funds), and citizens. The Ministry of Economy (MoEc) serves as the Secretariat for the PDCs, which are chaired by the PGs.

Provincial Administrative Assemblies (PAAs): PAAs coordinate the administrative and financial efforts of the various actors at the provincial level. The PGs also chair the PAAs, whose members include the heads of the Line Directorates and other agencies, the Provincial Attorney- General, Provincial Security Chief, and Mustufi (who is the head of the provincial Mustafiat).

Independent Directorate of Local Governance (IDLG): IDLG is tasked to coordinate national development efforts with Provincial Governors’ Offices (PGOs), PCs, District Governors’ Offices (DGOs), and municipalities. IDLG is comprised of several directorates to provide direct support to these entities, lead high-level SNG policy planning with the central government, and facilitate SNG through engagement with line ministries.

Ministry of Economy, General Directorate of Design and Coordination: The Department of Provincial Economic Affairs is mandated to review and process the Provincial Development Plans (PDPs) for incorporation into the ministerial plans of relevant ministries. This Directorate lacks capacity, and these plans are not analyzed and processed in due time.

C.2.1 PROGRAM CONTEXT

The architecture for the sub-national system is articulated in Afghanistan’s SNG Policy (SNGP).

In Afghanistan’s unitary system, PGs lead provincial administrations as representatives of the government. PCs are the only elected bodies at the sub-national level and represent constituent needs, while the line ministry representatives at the sub-national level – the Provincial Line Directorates – are responsible for ensuring that services are delivered. As a result, line ministry officials operate in Kabul, in the provinces and in the districts. All government officials at the sub-national level, with the exception of PCs, are technically accountable to officials in Kabul, where plans for local government are generated and financed. PGs and PCs report to IDLG, which serves to coordinate and support sub-national bodies.2.

Sub-national bodies (except municipalities) have no authority to raise their own revenue. Most revenue is collected by representatives of the central government and sent to Kabul, where it is then redistributed according to planning principles to an array of line ministries and government agencies. In that sense, there is little true “local” self-government in Afghanistan.

In this highly centralized government system, substantial challenges confront sub-national governance. In the last decade, local service delivery has been largely provided outside of formal government structures, resulting in non-existent or weak processes and procedures to link central-level decision-making with provincial needs. Without effective linkages between these levels of government, the capacity of GIRoA to deliver services and to provide basic governance at the sub-national level is limited. In the current context, the central level incorporates minimal provincial input into decision-making, instead, producing national plans and budgets that do not adequately reflect provincial needs.

Compounding this challenge is the weak capacity of provincial actors to effectively coordinate horizontally at the sub-national level, i.e. engage with citizens and advocate for their priorities.

Furthermore, provincial actors frequently do not produce provincial development and strategic plans that adhere to central ministry criteria, or that align with national plans and priorities.

Conversely, central ministries rarely provide budget ceilings to their provincial directorates, and provinces nearly always submit plans significantly greater than their budget allocations. In addition, funding allocated to the provincial level and services procured at the central level for local delivery are not communicated to provincial authorities. Consequently, sub-national entities are unable to conduct efficient bottom-up planning, manage budgets, or effectively monitor service delivery.

Moreover, provincial actors infrequently advocate for provincial needs at the national level.

However, some improvements have been made in connecting the PCs with Parliament to raise provincial concerns. Public engagement of these bodies has increased over the last few years to better understand community priorities and share information with citizens. Such efforts must be expanded, with increased attention to lobbying for provincial input in national decision-making.

The unclear mandates and authorities of sub-national government bodies and of IDLG also present significant challenges. The relationships between institutions at the provincial, district and community levels are unclear, as are their relationships with the central government in Kabul (this lack of clarity is found both with executive and representational bodies). The SNGP took a first, but incomplete, step towards addressing this lack of clarity. Legislation that more explicitly identifies the authority of various sub-national government entities have been drafted and are currently awaiting passage by Parliament. Once these laws are passed, GIRoA must then develop a regulatory framework for government bodies to further clarify their roles and responsibilities.

Improving revenue generation systems is a highly important governance issue in Afghanistan.

2 As political appointees, PGs also have a direct line to the President, should they choose to bypass IDLG.

USAID and other donors support the MoF (and municipalities) to enhance revenue collection by helping them to develop revenue generation schemes. Afghanistan’s centralized system of governance poses many challenges for revenue generation at the provincial level. Provinces currently lack authority to generate revenue, making it essential for them to create vertical linkages with the central government, so that they can better advocate for their needs and create development plans that can realistically improve provincial service delivery.

Thus, the creation of provincial development plans in coordination with central level GIRoA ministries and with input from the public will help align these plans with national priorities and align provincial service provision with citizen needs. Clear and negotiated provincial plans will also reduce many ambiguities surrounding how GIRoA’s development funds should be spent.

Provincial development plans also need to address the lack of proper maintenance plans for development projects.

Challenges faced by specific provincial representative and appointed bodies

Provincial Governors (PGs): PGs often take on roles beyond those delineated by the SNGP because of confusing and overlapping language in the Policy, limited capacity of other provincial bodies, and ad hoc practices developed over time to respond to donor and military pressures. In most cases, PGs operate through both the formal government system as well as through a network of informal actors. Because they are appointed by the President, PGs are accountable solely to the Executive Branch and often have weak links to their respective province. This limits their responsiveness and willingness to advocate for provincial needs.

Provincial Councils (PCs): The SNGP describes the role of PCs in terms of citizen representation and oversight of the provincial administration, but guidelines for implementation have not been established. The result is confusion and differences in PC operations, highlighting the need for clear policy guidelines. While PCs’ capacities have grown, these councils continue to demonstrate weak ability to represent constituents by ensuring the inclusion of citizens’ priorities in Provincial Development Plans (PDPs), or provide sufficient oversight of provincial service delivery. While PC members themselves have benefitted from donor assistance, little attention has been paid to the administrative staffs that form the backbone of these institutions. These civil servants require support to better serve their councils.

Through the USAID Sub-national Governance Program implemented by the National Democratic Institute, PCs have begun to form relationships with Parliamentarians to advocate for provincial priorities and, with further support, this linkage shows potential for greater growth and success.

Provincial Development Committees (PDCs): PDCs should coordinate and prioritize provincial services, and develop PDPs in line with community needs and the National Priority Programs (NPP). However, PDCs meet inconsistently across the nation, with some meeting regularly and others very rarely. The PDCs that do congregate and produce a PDP often develop inadequate plans that do not reflect national development strategies or priorities. The MoEc’s provincial line directorate serves as the secretariat of the PDC to ensure plans are viable.

At the central level, the MoEc is expected to analyze and disseminate the plans to different line ministries. However, this process is not rigorously applied and consequently the central government does not use the PDPs to inform the national budget and planning process. PDCs require assistance to develop good plans and to advocate for these plans at the central level. The MoEc also requires support to improve its analysis and dissemination of PDPs.

Provincial Administrative Assemblies (PAAs): Most of the PAA members are also the PDC members and they are involved in the implementation of PDPs. The challenges they face include lack of capacity and skills in both development and administration, which they will get through this program.

Independent Directorate of Local Governance (IDLG): IDLG is comprised of several directorates and, in addition to engagement in policy and planning, its mandate is to provide support to SNG entities and to improve local governance through engagement with ministries.

In addition, IDLG participates in merit-based hiring for select sub-national officials and should provide capacity development support to government employees in the provinces, districts, and municipalities. Shortage of staff, weak institutional structures, and insufficient capacity at IDLG renders it unable to fully carry out its mandate.

Ministry of Economy, General Directorate of Design and Coordination. The Department of Provincial Economic Affairs has challenges in areas of staffing and skills in reviewing the PDPs and making sure they align with central level strategies. Following up with the relevant ministries to make sure PDPs feed the central ministries annual work-plan has been another challenge within this department. The program will work alongside the existing staff and build their capacity to discharge their mandate in a timely manner.

C.2.2 LINKAGES TO OTHER USG PROGRAMS AND USAID POLICIES

To date, USAID has focused on building basic capacities of PGOs and PCs through other programs. The ISLA program will reinforce and expand these previous efforts by further building these institutions and focusing on systems and processes for better service delivery.

The program will use a holistic approach of working with the PGOs, PCs, PDCs, and PAAs to strengthen coordination of these bodies and their collaboration with central-level counterparts.

ISLA supports the USG strategy on sub-national governance, which recognizes SNG as a cross-cutting, complex issue that affects all ministries and their provincial counterparts. ISLA will coordinate and collaborate closely with other USAID programs, including those of other sectors that support SNG. Results achieved in all sectors will contribute to the success of ISLA.

Coordination and collaboration will involve meeting regularly and sharing documents, such as work plans and activity plans, in order to develop complementary activities in content, sequence and scheduling. USAID SNG programs include but are not limited to:

Strong Hubs for Afghan Hope and Resilience (SHAHAR): assistance to municipalities to build on gains made in revenue generation and to strengthen budget planning and execution capacity within municipalities to improve processes and their ability to manage public finances.

Independent Administrative Reform and Civil Service Commission (CSC): on-budget support to strengthen the CSC. All training provided to civil servants must be coordinated with the CSC and the Civil Service Institute (ACSI) must be used when feasible.

Promotion of Afghan Civil Engagement (PACE): support to civil society to improve citizens’ ability to engage with government, including through thematic training (such as on provincial development planning) and conducting social audits. ISLA will work to ensure provincial governments and citizens are well informed of salient issues and policies for fruitful interaction between the two.

The Afghanistan Trade and Revenue Project (formerly known as CARAVAN: support to the MoF’s efforts with line ministries and directorates to increase provincial budgeting capabilities. ISLA must work closely with this program to avoid duplication and ensure complementary efforts. For example, if the MoF trains provincial authorities on budgeting and procurement, ISLA will not duplicate these trainings, but will instead provide the support to apply skills gained in the training.

Integrated Health Services and System Strengthening Program (IHSSSP): support to the Ministry of Public Health, including off-budget components to strengthen the provincial Line Directorates. ISLA will provide complementary support to the line directors (and to the Provincial Health Coordination Committees as needed) to improve advocacy, communication and planning skills.

Agriculture Research and Extension Development Program (AGRED): assistance to the Ministry of Agriculture, Irrigation and Livestock, including components to strengthen capacity of provincial Line Directorates. ISLA will provide complementary support to the line directors to improve advocacy, communication and planning skills.

Stabilization in Key Areas (SIKA): support to key districts through IDLG and the Ministry of Rural Rehabilitation and Development (MRRD) to identify and address sources of instability. SIKA works closely with District Development Assemblies to become District Coordination Councils (tasked to coordinate and monitor district line ministries' efforts to provide services). Thus, ISLA must coordinate with all SIKA programs so that district level concerns are incorporated in provincial level planning.

This is especially true in those provinces where SIKA is present and maintains a provincial support team.

National Solidarity Program (NSP): assistance provided through the World Bank Afghanistan Reconstruction Trust Fund to the MRRD to foster improvements in village level development. ISLA must work with NSP to ensure that village level concerns are incorporated in provincial level planning.

ISLA will use the following USAID policies3 as guiding documents for program implementation:

Gender Equality and Female Empowerment Policy (March 2012)

Youth in Development (October 2012)

USAID Forward Principles4

C.2.3 LINKAGES TO THE WORK OF OTHER DONORS

The ISLA program will also work in close coordination with other donor programs to ensure activities are complementary and non-duplicative:

USAID policies can be downloaded from www.usaid.gov

4 Details can be found at www.usaid.gov/usaidforward http://www.usaid.gov/ http://www.usaid.gov/usaidforward

The United Kingdom’s (UK) Department for International Development (DFID) Strengthening Provincial Administration and Delivery (SPAD) program implemented in Uruzgan, Bamyan, and Helmand Provinces provides on-budget funding to these provinces and their districts. ISLA will collaborate with SPAD and encourage the implementation of uniform and standardized processes and procedures in the partner provinces of both programs. ISLA will target different provinces to avoid overlap with

SPAD.

ISLA will coordinate closely with programs that build capacity of IDLG. For example, ISLA will work closely with Phase II of a DFID-funded program that seeks to strengthen the core functions of IDLG so they can implement the SNG Policy and components of the NPP on Local Governance. ISLA will work with IDLG to implement select deliverables of ISLA as appropriate, such as revised Terms of Reference for PGs and PCs.

ISLA will also coordinate with the United Nations Development Program (UNDP) Afghanistan Sub-national Governance Program (UNDP/ASGP II) which provides technical assistance to IDLG to better serve provinces and municipalities.

ISLA will contribute to the achievement of the TMAF indicators by building the communication flows and capacity at the provincial level to plan and execute budgets, and to strengthen the SNG systems that are part of the SNG Policy. These efforts will support the three areas of TMAF that pertain to SNG:

1) Governance, Rule of Law and Human Rights;

2) Representational Democracy and Equitable Elections and;

3) Government Revenues, Budget Execution and Sub-national Governance.5

C.2.4 LINKAGES TO GIROA

ISLA is designed to support GIRoA’s SNGP. As a result, ISLA will align its efforts with relevant ministries, such as MoF, to strengthen sub-national planning, budgeting and service delivery.

ISLA will also take other relevant policies, such as the National Policy for Unified District and Village Governance and Development into account, and coordinate its interventions with those that support such SNG policies.

In particular, ISLA is designed to support the Afghan National Development Strategy (ANDS) local governance development priorities and plans, and more specifically, support the implementation of two of the 22 National Priority Programs (NPPs)—which are now a part of the ANDS:6

5 The main TMAF indicators that focus on SNG include: (i) Improve [development] budget execution to 75 percent by 2017 (ii) Enact a legal framework to clarify roles, and responsibilities of government agencies at national, provincial and district levels, in line with the 2010 Sub-national Governance Policy and (iii) Develop a provincial budgeting process that includes provincial input into the relevant Ministries formulation of budget requests, linked to a provincial planning process in which Provincial Councils have their consultative roles.

6 For more on the ANDS, see http://www.undp.org.af/publications/KeyDocuments/ANDS_Full_Eng.pdf For more on the NPPs, see http://mof.gov.af/en/page/3976 http://www.undp.org.af/publications/KeyDocuments/ANDS_Full_Eng.pdf http://mof.gov.af/en/page/3976

Economic and Financial Reform (First NPP under the Governance Cluster)

Local Governance (Fourth NPP under the Governance Cluster)7

ISLA will align to GIRoA’s NPPs in the following ways:

NPP on Financial and Economic Reform

Financial and economic reform is the first NPP under the Governance Cluster NPPs. ISLA aligns with and supports GIRoA’s plans to improve public financial management, budget planning, increase transparency and accountability of public finances. ISLA will promote a number of reform areas identified under the key themes of the Public Financial Management Roadmap under this NPP.8

NPP on Financial and Economic Reform ISLA Alignment and Support

Reform Area 1.03: Program Budgeting ISLA assistance for public financial management will support the implementation of program budgeting by improving GIRoA’s ability to plan budgets, monitor service delivery, and set realistic priorities.

Reform Area 2.01: Provincial Budgeting ISLA will provide support to GIRoA to improve service delivery to Afghan citizens by improving budget planning at the provincial level. ISLA will focus on improving provincial actors’ ability to coordinate budgeting efforts, set priorities and plan for provincial needs in the O&M and development budgets. The program will work to increase the involvement of local entities in planning and implementing budgets for sub-national programs, and enhancing the consultation/communication process between national level GIRoA officials and provincial actors.

Reform Area 2.02: Procurement ISLA will collaborate with the Mission’s Cash Transfer to Civil Service Reform (on-budget program with MoF) to strengthen mechanisms for procuring services, increasing efficiencies, transparency, and accountability in the procurement process.

For more on the Kabul Process which integrated the NPPs into the ANDS, see http://www.thekabulprocess.gov.af/ 7 For more about the NPP on Local Governance (one of the NPPs under the Governance Cluster), see http://www.thekabulprocess.gov.af/images/npps/gov/gov-lg-final.pdf.

See: http://www.thekabulprocess.gov.af/images/npps/gov/gov-roadmap-final.pdf http://www.thekabulprocess.gov.af/ http://www.thekabulprocess.gov.af/images/npps/gov/gov-roadmap-final.pdf

NPP on Financial and Economic Reform ISLA Alignment and Support

Reform Area 2.03: Performance Monitoring ISLA will work to build the capacity of sub-national actors such as the Provincial Councils and Line Directorates, to coordinate efforts and monitor government service delivery.

Reform Area 3.01: Communications ISLA will work with provincial actors through the Provincial Development Committee and Provincial Administrative Assembly to improve internal GIRoA communications on planning for budgets, prioritizing development initiatives and fiscal management of provincial priorities. ISLA will also work to develop mechanisms to inform citizens and stakeholders about funding for or lack of funding for needs.

NPP on Local Governance

The ISLA program is designed to align and specifically support the NPP on Local Governance, the fourth NPP under the Governance Cluster NPPs. ISLA will support GIRoA in these efforts by working towards the achievement of a range of critical goals identified by GIRoA. The Components and Sub-Components of this NPP that are relevant to ISLA are:9

Component 1: National Basis for Local Governance

Under Component 1, ISLA will support GIRoA’s plans to strengthen the operating environment and regulatory framework for sub-national governance.

Component 1: National Basis for Local

Governance ISLA Alignment and Support

Sub-Component 1.1: Prioritization of the Sub- National Governance Policy

“By the end of 2014, mechanisms will have been put in place to accelerate the implementation of the SNG Policy of the GIRoA, by more clearly identifying the implementation priorities for the policy and

ISLA will use the SNG Policy as a guiding document in its implementation and ensure that provincial actors understand key elements of the policy.

It is important to note that while this NPP and this Request For Proposals refer to “Components” they are not one and the same. To distinguish the two, the NPP’s Components and Sub-Components are numbered numerically (as written in the ANDS) while the Components under this RFP’s Statement of Work have been numbered alphabetically.

Component 1: National Basis for Local

Governance ISLA Alignment and Support providing better coordination and monitoring of policy implementation.”

Sub-Component 1.3: Sub-National Finance and Planning

“By the end of 2014, the system of sub-national finance and planning will be reformed so that, within the context of the unitary and centralized state, the allocation of resources is more equitable and provinces have a greater role in the planning and implementation of service delivery (as described in part 2, section V of the Sub-national Governance Policy.”

ISLA will work to increase the capacity of actors to understand the budgeting process and identify priorities to be submitted to central ministries.

Sub-Component 1.4: Institutional and Capacity Development of IDLG center

“By the end of 2014, IDLG center will have the structures, systems and staff needed to deliver its priorities on a sustainable basis at the center, provinces and districts in line with the Transition process.”

ISLA will support capacity building of key directorates at IDLG in order for them to better support sub-national governments.

This will include jointly developing a curriculum with IDLG for capacity development. By the end of the program, IDLG will be able to implement the capacity development program on its own.

Component 2: Provincial and District Administration

Under Component 2, GIRoA seeks to develop the functioning capacity of sub-national actors through infrastructure development, public administrative reform, provincial and district capacity development and administrative reforms, and achieve better coordination at the sub-national level for service delivery.

Component 2: Provincial and District

Administration ISLA Alignment and Support

Sub-Component 2.11: Provincial and District Institutional and Capacity Development

“By the end of 2014, IDLG center will have established a capacity development plan for trainings and capacity building for staff to increase knowledge and skills at the center, provinces, and districts.”

ISLA will provide targeted training and technical assistance to strengthen…