Request_for_Proposal_(RFP) _Regional_Agricultural_Development_Program__East_SOL-306-15-000082.pdf

SOL-306-15-000082

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

1 136

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-306-15-00021508/31/2015

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AFGHANISTAN

USAID/Afghanistan Office of Acquisition & Assistance

1500 LT

Noor Jalal jalalnh@state.gov

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PAGE(S)

Jorge Dulanto-Hassenstein

AUTHORIZED FOR LOCAL REPRODUCTION

Previous edition is unusable

STANDARD FORM 33 (Rev. 9-97)

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

7-9

10-21 22-23 24-24 25-35 38-42 44-73

75-8

86-100

101-120

122-127 jalalnh Typewritten Text

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REGIONAL AGRICULTURAL DEVELOPMENT PROGRAM (RADP) – EAST

TABLE OF CONTENTS

PART I – THE SCHEDULE

SECTION B: SUPPLIES OR SERVICES AND PRICE/COSTS

B.1 PURPOSE

B.2 CONTRACT TYPE

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

B.4 BUDGET ($) - THIS CONTRACT

B.5 INDIRECT COSTS

B.6 CEILING ON INDIRECT COSTS

B.7 COST REIMBURSABLE

B.8 PAYMENT OF FIXED FEE

B.9 CANCELLATION CEILING AND MULTI-YEAR CONTRACT

SECTION C: DESCRIPTION/SPECIFICATIONS/STATEMENT OF WORK

C.1 BACKGROUND

C.2 PROJECT GOAL, PURPOSE, AND SUB-PURPOSE

C.3 SCOPE OF WORK

C.4 MANAGEMENT STRUCTURE AND OFFICE LOCATIONS

C.5 ELECTRONIC PAYMENTS

SECTION D: PACKAGING AND MARKING

D.1 BRANDING STRATEGY

D.2 AIDAR 752.7009 – MARKING (JAN 1993)

D.3 ANTICIPATED ELEMENTS OF MARKING PLAN

D.4 APPROVAL OF CONRACTOR BRANDING IMPLEMENTATION & MARKING PLAN

SECTION E: INSPECTION AND ACCEPTANCE

E.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

E.2 INSPECTION AND ACCEPTANCE

E.3 USAID/AFGHANISTAN DATABASE REPORTING REQUIREMENT (JUNE 2015)

SECTION F: DELIVERIES OR PERFORMANCE

F.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

F.2 PERIOD OF PERFORMANCE

F.3 PLACE OF PERFORMANCE

F.4 DELIVERABLES AND REPORTS

F.5 DESCRIPTION OF THE REPORTS:

F.6 STATEMENT OF DEVELOPMENT OUTCOMES AND MILESTONES

F.7 KEY PERSONNEL

F.8 OTHER PERSONNEL

F.9 MONITORING AND EVALUATION PLAN

F.10 752.7005 – SUBMISSION REQUIREMENTS FOR DEVELOPMENT EXPERIENCE

F.11 PERFORMANCE STANDARDS

SECTION G: CONTRACT ADMINISTRATION DATA

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

G.2 ADMINISTRATIVE CONTRACTING OFFICE

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G.3 CONTRACTING OFFICER’S AUTHORITY

G.4 CONTRACTING OFFICER’S REPRESENTATIVE (COR)

G.5 TECHNICAL DIRECTIONS/RELATIONSHIP WITH USAID

G.6 ACCEPTANCE AND APPROVAL

G.7 PAYING OFFICE

G.8 ACCOUNTING AND APPROPRIATION DATA

G.9 CONTRACTOR’S PRIMARY POINT OF CONTACT

G.10 CONTRACTOR’S PAYMENT ADDRESS

PART II – CLAUSES

SECTION H: SPECIAL CONTRACT REQUIREMENTS

H.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

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

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

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

H.5 INSURANCE AND SERVICES

H.6 AIDAR 752.7007 PERSONNEL COMPENSATION (JUL 2007)

H.7 ADDITIONAL REQUIREMENTS FOR PERSONNEL COMPENSATION

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

H.9 AIDAR 752.7032 INTERNATIONAL TRAVELAPPROVAL AND NOTIFICATION REQUIREMENTS

(APR 2014)

H.10 INTERNATIONAL TRAVEL APPROVAL

H.11 AIDAR 752.7031 LEAVE AND HOLIDAYS (OCT 1989)

H.12 AIDAR 752.228-70 MEDICAL EVACUATION (MEDEVAC) SERVICES (JUL 2007)

H.13 75.222-70 USAID DISABILITY POLICY - ACQUISITION (DEC 2004)

H.14 AUTHORIZED GEOGRAPHIC CODE

H.15 EXECUTIVE ORDERS ON TERRORISM FINANCING

H.16 NONEXPENDABLE PROPERTY PURCHASES AND INFORMATION TECHNOLOGY

H.17 LOGISTIC SUPPORT GOVERNMENT FURNISHED FACILITIES OR PROPERTY

H.18 COMPLIANCE WITH SECTION 508 OF THE REHABILITATION ACT OF 1973, AS

H.19 CONSENT TO SUBCONTRACTS

H.20 SUB-AWARD REQUIREMENTS (MARCH 2012)

H.21 ADS 303.3.5.17 LIMITATION ON SUBCONTRACTING TO NON-LOCAL ENTITIES (MAY 2012) ... 55

H.22 USAID’S AFGHAN FIRST POLICY AND REPORTING REQUIREMENTS

H.23 ADS 302.3.5.5 REPORTING OF FOREIGN TAXES (JULY 2007)

H.24 FOREIGN GOVERNMENT DELEGATIONS TO INTERNATIONAL CONFERENCES

H.25 LOGISTIC SUPPORT

H.26 LANGUAGE REQUIREMENTS

H.27 GENDER REQUIREMENTS

H.28 HOMELAND SECURITY PRESIDENTIAL DIRECTIVE-12 (HSPD-12) (SEP 2006)

H.29 STANDARDS OF CONDUCT -- IMPROPER BUSINESS PRACTICES

H.30 PROHIBITION OF ASSISTANCE TO DRUG TRAFFICKERS

H.31 DISCLOSURE OF INFORMATION (AIDAR)

H.32 USAID/AFGHANISTAN DATABASE REPORTING REQUIREMENT (JUNE 2015)

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 RIGHT TO PROCURE FROM OTHER SOURCES

H.36 ADS. 302.3.5.9 NONDISCRIMINATION (JUNE 2012)

H.37 SERIOUS INCIDENT REPORTING IN AFGHANISTAN (DEC 2010)

H.38 ADS 3.5.19 USAID-FINANCED THIRD-PARTY WEBSITES (AUG 2013)

H.39 ADS 302.3.5.20 CONFERENCE PLANNING AND REQUIRED APPROVALS (AUG 2013)

H.40 FRAUD REPORTING

H.41 VETTING

H.42 ENVIRONMENTAL COMPLIANCE

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H.43 SPECIAL AFGHANISTAN CLAUSE - DEPARTMENT OF DEFENSE (DOD)

H.44 HOST COUNTRY TAXES AND DUTIES

H.45 CONFIDENTIALITY AND OWNERSHIP OF INTELLECTUAL PROPERTY

H.46 AMMONIUM NITRATE AND CALCIUM AMMONIUM NITRATE RESTRICTION (September 2011)

(Class Deviation OAA-DEV-ll-03c, expiration date September 8, 2016) H.47 ADS. 302.3.5.21 USAID IMPLEMENTING PARTNER NOTICES (IPN) PORTAL FOR ACQUISITION

(JULY 2014)

H.48 ELECTRONIC PAYMENTS SYSTEM

H.49 PROHIBITION OF ASSISTANCE TO DRUG TRAFFICKERS

H.50 REPRESENTATION BY CORPORATION REGARDING A DELINQUENT TAX LIABILITY OR A

FELONY CRIMINAL CONVICTION (Deviation OAA-DEV-14-02c) (August 2014)

H.51 02.3.5.22 SUBMISSION OF DATASETS TO THE DEVELOPMENT DATA LIBRARY (DDL)

(OCTOBER 2014)

SECTION I: CONTRACT CLAUSES

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

I.2 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

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

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

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

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

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

(JUN 1993)

I.8 AIDAR 752.242-70 PERIODIC PROGRESS REPORTS (OCT 2007)

I.9 AIDAR 752.7006 NOTICES (APR 1984)

I.10 AIDAR 752.7008 USE OF GOVERNMENT FACILITIES OR PERSONNEL (APR 1984)

I.11 AIDAR 752.7025 APPROVALS (APR 1984)

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

SECTION J: LIST OF ATTACHMENTS

SECTION K: REPRESENTATIONS, CERTIFICATIONS AND OTHER

STATEMENTS

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 (DEC 2014)

K.5. 52.204-19 INCORPORATION BY REFERENCE OF REPRESENTATIONS AND CERTIFICATIONS

(DEC 2014)

K.6. AGREEMENT ON, OR EXCEPTIONS TO, TERMS AND CONDITIONS

K.7. 52.209-5 CERTIFICATION REGARDING RESPONSIBILITY MATTERS (APR 2010)

K.8. 52.209-7 INFORMATION REGARDING RESPONSIBILITY MATTERS (JUL 2013)

K.9. 52.215-6 PLACE OF PERFORMANCE (OCT 1997)

K.10. 52.222-22 PREVIOUS CONTRACTS AND COMPLIANCE REPORTS (FEB 1999)

K.11. 52.222-25 AFFIRMATIVE ACTION COMPLIANCE (APR 1984)

K.12. 52.222-38 COMPLIANCE WITH VETERANS' EMPLOYMENT REPORTING

REQUIREMENTS (SEP 2010)

K.13. 52.225-2 BUY AMERICAN ACT - CERTIFICATE. (MAY 2014)

K.14. 52.225-25 PROHIBITION ON CONTRACTING WITH ENTITIES ENGAGING IN CERTAIN

ACTIVITIES OR TRANSACTIONS RELATING TO IRAN-REPRESENTATION AND

CERTIFICATIONS. (DEC 2012)

K.15. 52.227-6 ROYALTY INFORMATION (APR 1984)

K.16. 52.227-7 PATENTS - NOTICE OF GOVERNMENT LICENSEE (APR 1984)

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K.17. 52.227-15 REPRESENTATION OF LIMITED RIGHTS DATA AND RESTRICTEDCOMPUTER

SOFTWARE (DEC 2007)

K.18. 52.230-1 COST ACCOUNTING STANDARDS NOTICES AND CERTIFICATION

(MAY 2012)

K.19. 52.230-7 PROPOSAL DISCLOSURE--COST ACCOUNTING PRACTICE CHANGES

(APR 2005)

K.20. SIGNATURE

K.21. CONTRACTOR PURCHASING SYSTEM REVIEW

SECTION L: INSTRUCTIONS, CONDITIONS, AND NOTICES TO OFFERORS

L.1 52.252-1 SOLICITATION PROVISIONS INCORPORATED BY REFERENCE

L.2 52.215-1 INSTRUCTIONS TO OFFERORS-COMPETITIVE ACQUISITION (JAN 2004)

L.3 52.216-1 TYPE OF CONTRACT (APR 1984)

L.4 52.233-2 SERVICE OF PROTEST (SEP 2006)

L.5 GENERAL INSTRUCTIONS TO OFFERORS

L.6 PREPARATION & DELIVERY INSTRUCTIONS

L.7 INSTRUCTIONS FOR THE PREPARATION OF THE TECHNICAL PROPOSAL (VOLUME 1)

L.8 INSTRUCTIONS FOR THE PREPARATION OF THE COST PROPOSAL (VOLUME 1)

L.9 INSTRUCTIONS FOR THE PREPARATION OF BRANDING AND MARKING PLANS

L.10 LATE SUBMISSIONS

L.11 52.215-22 LIMITATIONS ON PASS-THROUGH CHARGES—IDENTIFICATION

SECTION M: TECHNICAL EVALUATION CRITERIA

M.1 GENERAL INFORMATION

M.2 EVALUATION FACTORS

M.3 TECHNICAL EVALUATION CRITERIA (VOLUME 1)

M.4 COST EVALUATION (VOLUME 2)

M.5 DETERMINATION OF THE COMPETITIVE RANGE

M.6 SOURCE SELECTION

SECTION J ATTACHMENTS

ATTACHMENT 1. USAID/AFGHANISTAN PMP

ATTACHMENT 2. ELECTRONIC PAYMENTS HORTATORY LANGUAGE FOR ACQUISITION AND

ASSISTANCE SOLUTIONS

ATTACHMENT 3. SF LLL: DISCLOSURE OF LOBBYING ACTIVITIES

ATTACHMENT 4. AID 1420-17 CONTRACTOR EMPLOYEE BIO-GRAPHICAL

ATTACHMENT 5. CONTRACTOR PERFORMANCE REPORT – SHORT FORM

ATTACHMENT 6. VETTING MISSION ORDER

ATTACHMENT 7. U.S. COUNTER-NARCOTICS STRATEGY FOR AFGHANISTAN

ATTACHMENT 8. REGISTRATION AND TAX EXEMPTIONS IN AFGHANISTAN

ATTACHMENT 9. SF 294 SUBCONTRACTING REORT FOR INDIVIDUAL CONTRACTS

ATTACHMENT 10. DD 254 DEPARTMENT OF DEFENSE CONTRACT SECURITY

ATTACHMENT 11. GUIDANCE IN DEVELOPING A SECURITY PLAN

ATTACHMENT 12. INITIAL ENVIRONMENTAL EXAMINATION

ATTACHMENT 13. BUDGET TEMPLATE

ATTACHMENT 14. INDONESIA VALUE CHAIN CASE STUDY

ATTACHMENT 15. USAID BRIEFING PAPER- KEY ELEMENTS OF THE VALUE CHAIN APPROACH 134

ATTACHMENT 16. USAID BRIEFING PAPER – UNDERSTANDING FACILITATION

ATTACHMENT 17. BEHIND THE VEIL: ACCESSS TO MARKETS FOR

ATTACHMENT 18. PROFIT ZAMBIA IMPACT ASSESSMENT

ATTACHMENT 19. VETERINARY FIELD UNITS PRIVATIZATION SCHEME IN

ATTACHMENT 20. DEVELOPING A CAUSAL MODEL FOR PRIVATE SECTOR

ATTACHMENT 21. DCED STANDARD FOR MEASURING RESULTS IN PRIVATE

ATTACHMENT 22. MEASURING ACHIEVEMENTS OF PRIVATE SECTOR

ATTACHMENT 23. A NOTE ON INDICATORS OF SUSTAINABILITY FOR VALUE CHAIN PROJECTS 135

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ATTACHMENT 24. MONITORING AND MEASURING CHANGE IN MARKET SYSTEMS-THE

SYSTEMIC M&E PRINCIPLES IN THE CONTEXT OF THE KENYA MARKET

ASSISTANCE PROGRAM

ATTACHMENT 25. GENDER ASSESSMENT OF USAID AGRICULTURE PROGRAMS

ATTACHMENT 26. BASELINE MONITORING PILOT – EAST REGION

ATTACHMENT 27. PAST PERFORMANCE INFORMATION SHEET

ATTACHMENT 28. SUBCONTRACTING PLAN TEMPLATE

ATTACHMENT 29. ADP-EAST DELIVERABLES, MILESTONES, AND OUTCOMES

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PART I – THE SCHEDULE

SECTION B: SUPPLIES OR SERVICES AND PRICE/COSTS

B.1 PURPOSE

The purpose of the Regional Agriculture Development Program – East (RADP-East) is to expansd sustainable agriculture-led economic growth in eastern Afghanistan (Development Objective 1).

The Contractor will contribute to the development of a vibrant and prosperous agriculture sector in eastern Afghanistan (Intermediate Result 1.2). To accomplish this, the Contractor will provide technical services in order to increase the competitiveness of selected value chains, expand the number of enterprises that can compete and upgrade their products and services in selected markets and improve relationships and linkages between those firms and other market participants throughout the value chain.

Project activities are expected to produce a “ripple effect” of continuos upgrading in the private sector through spontaneous replication and investment. Overall, the project is expected to increase the sales of agricultural goods and services in the selected value chains with a target of at least $57 million by the end of year five.

B.2 CONTRACT TYPE

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

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

(a) The estimated cost for the performance of the work required hereunder, exclusive of fee(s) is $[TBD].

The fixed fee is $[TBD] and the estimated cost plus all fixed fees is $[TBD].

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

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

B.4 BUDGET ($) - THIS CONTRACT

As the program tasks shall be grouped in three components namely Analysis, Implementation and Learning/Feedback, the CLIN budget structure must be broken out into the three components with percentages as stated in the SOW for the five year period.

CONTRACT LINE ITEM NUMBERS (CLINs)

CLIN 0001 Component 1: Analysis (10%) 0001AA Labor $ TBD 0001AB Non-Labor Costs $ TBD 0001AC Fixed Fee $ TBD Subtotal CLIN 0001 $ TBD

CLIN 0002 Component 2: Implementation (80%)

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0002AA Labor $ TBD 0002AB Non-Labor Costs $ TBD 0002AC Fixed Fee $ TBD Subtotal CLIN 0002 $ TBD

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

0003AA Labor $ TBD 0003AB Non-Labor Costs $ TBD 0003AC Fixed Fee $ TBD Subtotal CLIN 0003 $ TBD

TOTAL ESTIMATED COST PLUS FIXED FEE: $ TBD

B.5 INDIRECT COSTS

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

Description Rate Base Type Period

TBD 1/ 1/ 1/

1/Base of Application:

Type of Rate: Predetermined Period:

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

Description Rate Base Type Period

TBD 1/ 1/ 1/

1/Base of Application:

Type of Rate: Predetermined Period:

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

Note: The Contractor is allowed to recover applicable indirect costs (i.e., overhead, G&A, etc.) on other direct costs (ODCs), if it is part of the Contractor’s usual accounting procedures, consistent with FAR Part 31, and their Negotiated Indirect Cost Rate Agreement (NICRA).

B.6 CEILING ON INDIRECT COSTS

(a) Reimbursement for indirect costs shall be at the lower of the negotiated final

9 | P a g e pre-determined rates or the following ceiling rates:

Description 2016 2017 2018 2019 2020 [Rate 1 description to be inserted] __% ___% ___% ___% ___% [Rate 2 description to be inserted] __% ___% ___%___% ___% [Rate 3 description to be inserted] __% ___% ___% ___% ___%

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

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

B.7 COST REIMBURSABLE

The resulting contract will be 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.8 PAYMENT OF FIXED FEE

Pursuant to FAR 16.306 (d) “Cost-Plus-Fixed-Fee Contracts”, payment of fixed fee shall be based on completion of the deliverables described in Section F, subject to inspection and acceptance by USAID as specified in section E, of the same and otherwise in compliance with the terms of the contract. Upon acceptance by USAID and receipt of approval from the Contracting Officer, the Contractor shall submit an invoice for the amount of the fee associated with the deliverable. The Contractor shall propose a fee distribution schedule for review and approval by USAID. Percentage of fee proposed for each deliverable must be commensurate with the level of effort required for successful accomplishment.

B.9 CANCELLATION CEILING AND MULTI-YEAR CONTRACT

CLINs 0001 through 0003 are considered non-severable and are therefore multi-year contracts as defined in FAR 17.103, “Definitions”. This contracts is subject to the requirements of FAR 17.106, “Procedures”.

Cancellation Dates:

Contract Year 2: TBD Contract Year 3: TBD Contract Year 4: TBD Contract Year 5: TBD

Cancellation Ceiling: $0

This is a CPFF type contract where the Contractor is authorized to be reimbursed for all costs which are allowable in accordance with FAR 52.216-7, “Allowable Cost and Payment”. Therefore, the Contractor will not incur any costs which would have been amortized over the life of the contract should the contract be cancelled in accordance with FAR 52.217-2 “Cancelation Under Multi-Year Cotracts”. Therefore, the cancellation ceiling for each cancellation date is $0.

[END OF SECTION B]

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SECTION C: DESCRIPTION/SPECIFICATIONS/STATEMENT OF WORK

Title: Regional Agricultural Development Program (RADP) – East

C.1 BACKGROUND

Agriculture is Afghanistan’s economic backbone because it plays a critical role in employing more than 80 percent of the population and contributes 24 percent of the country’s Gross Domestic Product (GDP) (World Bank Data, 2013). In spite of agriculture’s importance, Afghanistan’s productivity and competitiveness in many commodities significantly lags behind neighboring countries and its own historical levels. USAID’s programs have supported the capacity building of the Ministry of Agriculture, Irrigation and Livestock (MAIL), increased licit agricultural production and processing, and strengthened the connections from the farm to market. As the transition towards Afghan-led development gains momentum, the path to ensure greater and more inclusive economic growth includes building on the market-oriented skills of Afghan farmers and the private sector.

USAID launched the Regional Agricultural Development Program (RADP) to boost agricultural-led economic growth and improve food security by supporting farmers and agribusinesses in targeted value chains including wheat, livestock and high value horticulture. The RADP’s tactic to strengthen licit agriculture-based enterprises provides viable alternatives to opium poppy, an illicit crop which has beset many parts of the country. Three of the four RADP contracts:RADP-North; RADP-West and RADP- South, are operational. During a five year period, the three RADP contracts will have served approximately 370,500 beneficiaries.

RADP-East will be the last of four regional contracts established by USAID/Afghanistan. RADP-East will address the demand for agricultural goods and services by partnering with the private sector to develop inclusive, growth-oriented agricultural value chains. The other RADPs are implemented by teams of international and local contractors that directly provide equipment, supplies and technical assistance in a broad range of agricultural technologies and practices and in public policy formulation.

The transfer of this expertise to farmers, government officials and other stakeholders resulting in the adoption of practices that increase in crop productivity, reduce in post-harvest losses, improve livestock health, and create a conducive policy environment for agricultural growth. In contrast, RADP-East will forgo elaborate staffing plans and multiple sub-activities and take a focused approach by which the contractor will identify constraints to businesses performance and their corresponding sales and improve production quality within select value chains. RADP-East will work as a facilitator among various ‘actors’ (e.g. farmers, agriculture input providers, millers, traders, buyers) in, at least, three value chains to achieve demand-driven and market based solutions. USAID/Afghanistan’s Office of Agriculture (OAG) commissioned a baseline monitoring report1 in October 2013 that identified opportunities and constraints for agribusinesses in the eastern Region. This report helped inform the designers of RADP- East so that inventions to key production and marketing impediments can be introduced in ways that depend upon the actions of various private sector actors in select value chains and not the provision of subsidized resources from government or donor-funded programs. RADP-East will serve the provinces of: Ghazni, Kapisa, Laghman, Logar, Nangahar, Parwan, Wardak, and Kabul.

The Contractor will contribute to the development of a vibrant and prosperous agriculture sector in eastern Afghanistan (Intermediate Result 1.2). To achieve this, the Contractor will provide technical services to the private sector and producers in order to increase the competitiveness of selected value chains, expand the number of enterprises that can compete and upgrade their products and services in selected markets, and improve relationships and linkages between those firms and other market participants throughout the value chain. Project activities are expected to produce a “ripple effect” of

1 “Baseline Monitoring Pilot – East Region” referenced in attachment 26 pg. 114 in Section J of the RADP-East Request for Proposals

11 | P a g e continual upgrading in the private sector through spontaneous replication and investment. Overall, the project is expected to increase the sales of agricultural goods and services in the selected value chains with a target of at least $57 million beginning no later than the end of year 5 of the contract.

The legacy of RADP-East will be the transformation to growth-oriented agricultural markets where knowledge and innovation continue to flow into the marketplace from the private sector, based on “win-win” relationships, leading to a self-sustaining positive feedback loop.

C.2 PROJECT GOAL, PURPOSE, AND SUB-PURPOSE

Project Goal:

The goal of RADP-East is to foster the expansion of sustainable agriculture-led economic growth in eastern Afghanistan (Development Objective 1).

Project Purpose:

Contribution to the development of a vibrant and prosperous agriculture sector in eastern Afghanistan (Intermediate Result 1.2).

Project Sub-Purpose:

1. Decrease post-harvest loss of key agricultural crops to improve food security (Sub-Intermediate Result

1.2.1)

2. Increase commercial viability of agribusinesses (Sub-Intermediate Result 1.2.2)

3. Strengthen public and private agricultural service delivery strengthened (Sub-Intermediate Result

1.2.3)

The results framework for RADP-East and related portions of the Mission’s PMP are attached in section J, attachment 1.

C.3 SCOPE OF WORK

RADP-East must include the following three components:

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

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

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

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

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

In order to achieve the goal identified in the SOW, the Contractor must provide a wide variety of services to support each of the components. The SOW provides a description of the activities and deliverables that are envisioned as the minimum required under each project component. Attachments are also provided to give more information related to the standard expected for activity implementation and deliverable

12 | P a g e quality. The required minimum deliverables are outlined in Sections C and F. The Contractor is required to identify and carry out any additional activities that are needed to achieve the desired goal and meet the deliverables.

C.3.1 PROJECT COMPONENTS

RADP-East contains three components, and deliverables for each component. The deliverables are listed in each component section below and in F.6 of the RFP.

C.3.1.1 Component One: Analysis

Value Chain Selection and Analysis

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

Deliverables:

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

a) Three value chains:

The Contractor must work with (but is not limited to) a minimum of three value chains, which may include interconnected input and output markets (e.g., input supply, veterinary services, etc.) as relevant.

The value chains must be proposed and approved by USAID within 120 days from contract award.

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

Criteria for value chain selection will include:

o Potential for increasing sales throughout the value chain;

o Potential for benefiting large numbers of farmers;

o Positive impact for women;

o Positive impact for youth;

o Strong potential opportunities for private sector investment;

o Strong private sector leadership/interest;

o Potential for upgrading2; and o Strong market opportunities – local, regional or international.

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

b) Analyses of identified value chains and summary report:

Following the selection of the value chains in the target area, the Contractor must complete an analysis of the identified value chains, including a value chain map. This analysis must begin with a desk study to ensure that findings from previous analyses are included. The analyses must contain a map of the value

13 | P a g e chain, an analysis of constraints and potential solutions, and findings related to vertical and horizontal relationships (e.g. level of cooperation or competition) in the value chain. The Contractor may select the tool for analysis of these relationships (e.g. political economy analysis). The value chain map and analysis must explain how the value chain operates, and the analysis of relationships within the value chain must explain why the market functions the way that it does. The analysis must also include a summary of the end market requirements (i.e. product or operational requirements) for each selected value chain3. The Contractor should must review the USAID Value Chain Development Wiki Page for questions related to value chain methodology (http://www.microlinks.org/good-practice-center/value-chain-wiki).

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

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

The Contractor must produce summaries (a maximum of two-pages) for each value chain that provides the essential elements of the selection, identified constraints, expected activities, and expected results.

These summaries must be updated as the value chain work plans are updated. The value chain analyses and summary report must be completed within 210 days from contract award.

C.3.1.2 Component Two: Implementation

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

1. Utilize the value chain approach4 to identify end-market opportunities and requirements and the constraints holding back market improvements.

2. Use the least intrusive interventions to bring about desired changes. Facilitate change in the market without becoming a direct service provider in the market. Facilitation5 aims to improve the functioning of a market system and to catalyze systemic change without taking a direct role in the system. The objective of facilitation is to ensure sustainability by working through market participants as drivers of the change process. Facilitation focuses on both opportunities and constraints that explain why the market system functions the way it does. While understanding the “tangible” constraints to systemic change, such as lack of access to resources or markets, facilitation also addresses the “intangibles,” such as lack of trust between market participants, lack of transparency, rent seeking behavior, power asymmetries and/or sociocultural beliefs and norms that underpin why people behave the way they do.

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

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

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

Demonstrations can relay success to wide numbers of market participants. Once influential or less risk-averse individuals adopt changes during the demonstration phase, other individuals are motivated to

14 | P a g e replicate them. Carefully reducing project support and/or increasing self-selection helps ensure that adoption and change are driven by the value seen in adopting the change, rather than by the simple receiving of assistance. As the process reaches a certain critical mass or saturation point, the project must cease its support (or exit) and shift focus to the next incremental intervention.

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

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

1. The Behind the Veil project6 increased incomes for over 9,000 rural embroiderers by 300% in

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

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

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

2. The USAID-funded Zambia Production, Finance and Improved Technologies (PROFIT)7 program increased incomes for 143,000 farmers of maize, beans, and groundnut by 273%. Instead of working directly with farmers, the project identified market participants, commercial input suppliers, which viewed farmers as potential customers and therefore saw a win-win relationship with farmers. Input suppliers saw that, if farmers’ yields and profits increased, then their need for additional products would increase. Even with this potential, input suppliers faced inherent risks of trying to provide services in a dispersed network of smallholder farmers. The project used targeted, strategic market

15 | P a g e interventions (referred to in the project as “smart subsidies”8) to work with the commercial input suppliers to create a cadre of for-profit input supply agents operating in villages and towns. The commercial input suppliers provided product training to the agents along with a supply of inputs and the agents provided feedback from the farmers to the commercial input suppliers. The PROFIT project did not become part of the market by delivering services directly but instead worked with input suppliers and agents to understand their risks and incentives to create an agent network that would last beyond the life of the project.

3. The Animal Health Program (AHP)9, implemented by Mercy Corps, supported by the Dutch Committee for Afghanistan, with funding from USAID, focused on creating an improved and sustainable veterinary services system in Kandahar, Helmand, Daykundi, and Uruzgan Provinces of Afghanistan. The objective of the project was to increase food security for these provinces by improving livestock production. AHP changed from a direct service provision model to a value chain methodology and helped 22 veterinary field units (VFUs) privatize and diversify their service offerings. They did this by training VFUs in lab diagnosis, treatment, vaccination and artificial insemination (AI). AHP also supported VFUs in the procurement of quality drugs by locating and partially subsidizing the purchase of quality drugs. As VFUs became recognized as providers of quality drugs and reliable, diversified services the income of each VFU increased. The combined total income increased from approximately $2,000 to $8,000 in one year.

To prepare the VFUs to become wholly independent upon project completion, the AHP created a systematic subsidization withdrawal schedule dependent upon the VFUs level of income. Once the VFUs were able to provide quality services and products, AHP assisted the VFUs in their marketing strategies. Rather than dictate what marketing strategies the VFUs should implement, the AHP localized the VFU marketing campaigns to facilitate each VFU to identify and implement the marketing strategies they saw as applicable. Examples of marketing strategies used by VFUs were direct solicitation of community leaders and elders; site visits; business cards and radio and newspaper.

AHP also established female basic veterinary workers (FBVWs) to provide animal health services to women to care for livestock. FBVWs assisted VFUs increase their client base by referring farmers and Kuchi nomads to a VFU if the FBVW was unable to treat an animal. AHP identified a culturally suitable solution by training mostly older women or widows who were allowed to work outside the home and provide services to other women.

Deliverables:

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

a) Initial WorkPlan

The Contractor must provide an initial work plan that includes a baseline data plan that outlines steps to complete baseline and analysis of potential value chains. This initial work plan must be provided within 60 days of contract award.

b) Implementation Work Plan – Year 1

The Contractor must provide an implementation work plan that covers the project activities for the first year of implementation to ensure that USAID can monitor the project’s effectiveness. This implementation work plan must include detailed value chain work plans that expressly identify and

16 | P a g e detail interventions and activities in each selected value chain, or interconnected service market. The value chain work plans function as the strategy for each value chain and the contractor must complete all activities included in the annual value chain work plans. These work plans will be placed as annexes to the project annual work plan as they are developed. They will be due as analyses are completed under the analysis component of RADP-East, no later than 8 months (240 days) after award. Each value chain work plan must contain a causal model10 (i.e. theory of change), strategic framework, and an annual target for increases in sales. A strategic framework includes interventions, targets, and an exit strategy. Each annual work plan must be approved by USAID prior to the execution of interventions and activities. USAID must be notified of any changes to an approved value chain work plan.

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

Within 60 days from the end of the first year of the contract, the Contractor must provide an annual work plan that includes the value chain work plans as annexes and any additional activities planned for the upcoming year (e.g. addition of any new value chains, analyses, etc.). USAID maintains the right to adjust, by mutual agreement, the due date of the second year and subsequent years’ annual work plan to be in synch with the United States Government’s fiscal year.

d) Work Plan Targets

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

C.3.1.3 Component Three: Monitoring And Evaluation (M&E) Plan

Feedback/ Learning

The Contractor must develop a detailed activity monitoring and evaluation plan (AMEP) that will assess on a scheduled and systematic basis the progress towards accomplishments of planned targets. The AMEP must lay out a methodology for assessing results, which unit will be responsible for designing and implementing the plan, and the method by which the Contractor /team must communicate the results of the monitoring to USAID. The AMEP must align with the Project M&E Plan (PMEP) and the USAID/Afghanistan PMP, reflecting the following Development Objectives and Intermediate Results of the Mission’s Agricultural Results Framework:

DO1: Sustainable Agriculture-led Economic Growth Expanded;

IR 1.2: Vibrant and Prosperous Agriculture Sector Developed;

Sub IR1.2.1: Productivity of Key Agriculture Crops Increased; and Sub IR1.2.2: Commercial Viability of Agribusinesses Increased.

The AMEP is required to include the following elements:

Measurable indicators pertinent to activity-level management, monitoring, and reporting;

A Results Framework aligned with USAID/Afghanistan’s Mission PMP Development Objective

1 (see below);

A development hypothesis and critical assumptions;

A logical framework;

An evaluation plan including questions and survey methods;

A Performance Indicator Table summarizing the key performance monitoring information and inclusive of baselines and both LOP and annual targets (baselines must be established within eight months (180 days) of award);

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Performance Indicator Reference Sheets for each indicator including detailed description/definition of the indicator, data source, data survey method and limitations;

A Performance Management Task Schedule that includes any special studies, assessment, and surveys that will be conducted as part of the M&E activities; and

An outline of the knowledge management process through which data and findings will be communicated and shared among partners and reported to stakeholders including USAID.

GIS data.

Baseline data

The Contractor must collect baseline data for each value chain, which will be used to evaluate program impact and results in each quarterly report. Baseline data must be collected and submitted to USAID within 60 days of approval by USAID of each selected value chain or 180 days after contract award.

Deliverables:

The contractor must deliver the following:

a) Activity Monitoring and Evaluation Plan (AMEP) within 180 days from contract award.

b) Baseline Data Report within 180 days from contract award.

Performance Monitoring

The draft AMEP should make use of USAID/Afghanistan’s Mission PMP indicators provided for DO1, found in Attachment 1. However, a successful AMEP will be one that is tailored to the activity and is both complete and concise. The AMEP must take into consideration the following criteria when choosing indicators:

Validity. Validity refers to the extent to which a measure actually represents what we intend to measure. In the USAID context, we focus on three key dimensions of validity: face validity, attribution, and measurement error. Face validity means an outsider or an expert in the field would agree that the data is the true measure of the result. Attribution focuses on the extent to which a change in the data is related to USAID interventions. Measurement error results primarily from poor design or poor management of the data collection process.

Integrity. Data that are collected, analyzed, and reported should have established mechanisms in place to reduce the possibility that they are intentionally manipulated for political or personal reasons. Data integrity is at greatest risk of being compromised during collection and analysis.

Precision. Data should be sufficiently precise to present a fair picture of performance and enable management decision-making at the appropriate levels. One key issue is whether data is at an appropriate level of detail to inform related management decisions. A second key issue is what margin of error (the amount of variation normally expected from a given data collection process) is acceptable given the management decisions likely to be affected. In all cases, the margin of error should be less than the intended change.

Reliability. Data should reflect stable and consistent data collection processes and analysis methods over time. The key issue is whether analysts and managers would come to the same conclusions if the data collection and analysis process were repeated. Progress toward performance targets should reflect real changes rather than variations in data collection methods.

When data collection and analysis methods change, the plan should be updated.

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Timeliness. Data should be timely enough to inform management decision-making at the appropriate levels. One key issue is whether the data is available frequently enough to inform the appropriate level of management decisions. A second key issue is whether data is current enough when it is available.

Overall, the project is expected to increase the sales of agricultural goods and services in the selected value chains with a target of at least $57 million beginning no later than the end of year 5 of the contract.

In order to track progress towards this in selected value chains in project areas, the following indicators, at minimum, must be included. These indicators must be sex disaggregated.

Number of agro-enterprises and new businesses created and/or receiving benefits from the project Measures to indicate degrees of sustainability of economic growth in the agricultural sectors in the project areas Increase in final sales of licit farm products from assisted agribusinesses Percent increase in farmer incomes in target area

Evaluations

Evaluations will provide accountability to stakeholders and learning to improve effectiveness. External evaluations at USAID are impact or performance evaluations and are commissioned by USAID and not the contractor. USAID/Afghanistan evaluations are conducted according to ADS 203.3.1. It is anticipated that there will be a mid-term evaluation and a final impact or performance evaluation, conducted one year after the completion of the activity, commissioned by USAID. As such, the contractor’s PMEP must provide detailed information regarding proposed survey methods for a baseline surveys that can be used to measure the effect of the activity’s interventions over time on increased sales of agricultural goods and services in the selected value chains.

C.3.2 CROSS CUTTING PRINCIPLES

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

C.3.2.1 Sustainability

As noted in…