SOL-442-15-00002.pdf

SOL-442-15-000002

Posting Date: January 6, 2015 Closing Date: January 20, 2015

SUBJECT: Request for Proposals SOL-442-15-000002 – Local Consulting Expertise to

Support Value Chain Analysis

Dear Sir/Madam:

The United States Government, represented by the United States Agency for International Development Mission to Cambodia (USAID/Cambodia), is seeking proposals to provide the services described in the attached solicitation. This solicitation is being issued as a small business set-aside under the provision of Local Competition Authority. The North American Industry Classification System (NAICS) code for this acquisition is 541990 – All Other Professional, Scientific and Technical Services, and the small business size standard, for this Local Competition Authority set-aside, is not-to-exceed $5 million.

If you decide to submit a proposal, it must be presented in accordance with the attached solicitation and received no later than 2:00 PM local Phnom Penh time on the closing date indicated above and at the place shown below. Proposals should be submitted with the name, street address, telephone number, email address of a point-of-contact who is an authorized agent of the offeror and SOL number.

The proposal must be addressed to: Reid H. Ahl, Executive Officer, USAID/Cambodia Internet email for electronic submission: rahl@usaid.gov Street/delivery address:

USAID/Cambodia #1 Street 96, Sangkat Wat Phnom, Khan Daun Penh Phnom Penh, Cambodia

Questions regarding this solicitation may be submitted to Reid Ahl, rahl@usaid.gov, by 4PM Phnom Penh time, January 13, 2015.

The independent government cost estimate for the services requested ranges from $100,000 to $120,000. This solicitation in no way obligates USAID to award a contract nor does it commit USAID to pay any cost incurred in the preparation and submission of a proposal. Notifications of receipt and questions concerning this solicitation must be directed to the Executive Officer via the internet email address listed above.

Sincerely, Reid H. Ahl, CM Executive Officer mailto:rahl@usaid.gov

PART I – THE SCHEDULE

SECTION B - SUPPLIES OR SERVICES/PRICES

B.1 PURPOSE

Provide local consulting expertise in the formulation of a value chain analysis of horticulture, fisheries, and rice. The proposed analysis will be conducted as outlined in the schedule and must follow the USAID Microlinks End Market and Value Chain Analysis protocols as outlined on the internet at https://www.microlinks.org/good-practice-center/value-chain-wiki/value-chain-analysis .

B.2 CONTRACT TYPE

This is a Firm Fixed Price Purchase Order. For the consideration (payment) set forth below, the Contractor shall provide the results, deliverables or outputs described in Section C and F.

SECTION C - DESCRIPTION/SPECIFICATIONS/STATEMENT OF WORK

TITLE: Local Consulting Expertise for Value Chain Analysis

I. Purpose

Provide local consulting expertise in the formulation of a value chain analysis of horticulture, fisheries, and rice.

II. Description of the Project

The local consulting firm will work closely with the Leveraging Economic Opportunities (LEO) team which has been tasked to submit a final value chain analysis to USAID/Cambodia. A team of local consultants is critical to the success of this analysis and the highest possible level of collaboration and support is expected between the local consultants and the LEO team.

The local consultants will receive guidance, technical oversight, and mentoring from the LEO team to conduct field work, validate findings with key stakeholders, and draft the final value chain analysis report.

The consulting firm will be responsible to:

• Provide an appropriately qualified team for USAID/Cambodia’s approval which will conduct primary data gathering and provide expert analysis. The team will include experts in the production and marketing of horticulture, fish, and rice, with an understanding of the overall political economy that affects those subsectors.

• Ensure the individual consulting team members are briefed on the objectives of this analysis and are able to provide the necessary logistical support to the LEO team as it deploys throughout Cambodia.

• Provide a team leader with the ability to direct and supervise the data collection work of the individual consultants in the field.

https://www.microlinks.org/good-practice-center/value-chain-wiki/value-chain-analysis

• Ensure all consultants, to include the team leader, participate in a three-day training conducted by the LEO team.

• Organize key stakeholders’ meetings and co-facilitate them under the guidance of the LEO team.

• Arrange any necessary travel (domestic and/or international) and all related logistical expenses, to include renting vehicles for field work in Phnom Penh and in the provinces.

• Document and keep records during the assessment.

• Co-present the value chain analysis findings to USAID/Cambodia in concert with the LEO team’s international value chain expert.

• Draft the value chain analysis report in close cooperation with the LEO team’s international value chain expert.

III. Background

The Feed the Future (FTF) strategy for Cambodia currently targets horticulture based on its potential to expand economic opportunities and facilitate poverty reduction through import substitution. USAID/Cambodia hypothesizes that increasing production and sales of locally-grown vegetables to markets in the FTF Zone of Influence (ZOI) will allow smallholder farmers to accomplish that goal. USAID acknowledges that the few horticulture value chain analyses conducted over the past five years may not be applicable to the current provinces that are part of the ZOI: Pursat, Battambang, Kampong Thom, and Siem Reap, nor do they identify feasible market opportunities for Cambodian horticultural products. The value chain analysis will enable USAID to better assess the feasibility of horticulture, rice, or fisheries for sustainable value chain development.

Furthermore, rice and fish (both pond aquaculture and wild catch from the Tonle Sap) continue to be important sources of food and income for many Cambodians. The opportunities for development in these two value chains must be compared with those in horticulture to ensure that USAID/Cambodia’s FTF programming optimizes results in terms of poverty reduction, increased food security, and inclusive economic growth. This analysis will build upon previous projects, activities, and research to lay the groundwork for a systematic, integrated approach that addresses these development challenges simultaneously.

IV. Audience and Intended Use

The audience of the evaluation report will be USAID and potential USAID implementing partners.

USAID will consider the findings, particularly the evidence-based findings, in its strategic approach to food security. An Executive Summary will be provided to the Ministry of Agriculture, Forestry, and Fisheries (MAFF). It is expected that the host country partners and donors will also use the report to assist them with future planning.

V. Team Composition

A team of 18 members is suggested. The Key Personnel may consist of a team leader, four technical specialists who should be fluent in Khmer and have demonstrated skills in oral and written English, and 12 data collectors who should be fluent in Khmer. Bidders will provide resumes or curriculum vitae for all key positions. Team member descriptions are described below.

• Team leader, one position, 40 days level of effort (LOE). Economist or Market Specialist with an advanced degree in Business, Economics, or a related field and at least 10 years of experience that includes data collection, managing focus groups, and conducting field research.

• Senior Horticulture Specialist, two positions, 30 days LOE each. Each horticulture specialist should have at least five years of experience including private sector experience in a horticulture related activity with an advanced degree in horticulture, agribusiness, or a related field.

• Senior Rice Specialist, one position, 30 days LOE. The rice specialist should have at least five years of experience, to include private sector experience, and an advanced degree in a field related to agriculture or business.

• Senior Fisheries Specialist, one position, 30 days LOE. The fish sector specialist should have at least five years of experience, to include private sector experience in a fish sector related activity. The incumbent must be familiar with both aquaculture and capture culture as practiced in Cambodia and an advanced degree in a field related to freshwater inland fisheries or aquaculture.

• Senior Political Economy Specialist, one position, 30 days LOE. The political economy specialist must understand the Cambodian political economy as it relates to agricultural development, business enabling environments, and the various interests that affect trade flows relating to horticulture, fisheries, and rice. A degree in a related field with at least 10 years of experience in the Cambodian government or associated institutions is required.

• Data Collector, twelve (12) positions, 30 days LOE. Data collectors must be able to elicit sensitive economic and political information in ways that will result in reliable, valid, and accurate data. An advanced degree is desired; and, experience collecting data in the field through direct observation, interviews, surveys, and document reviews is required.

USAID/Cambodia’s Contribution: William Bradley, USAID/Cambodia Agriculture Officer, and Sandra Stajka, USAID/Cambodia Supervisory Agriculture Officer, will be the points-of-contact; William Bradley will also serve as the coordinator of this exercise. In addition, other USAID/Cambodia employees who contribute to the Food Security & Environment (FSE) portfolio may play a role in planning, providing direction, and the finalization of the analysis.

The Mission will host two international value chain experts from the Leveraging Economic Opportunities (LEO) contract, implemented by ACDI-VOCA, to provide technical leadership of the analysis.

USAID/Cambodia can assist with limited logistical support, such as initiating meetings with high level host government decision makers. The consulting team should be prepared to work and travel independently, including generating their own schedule and corresponding meetings. The Mission’s FSE Team will be available for consultation regarding resources and technical issues. A six-day work week is authorized during this contract. The consulting team should provide its own computing devices to prepare reports. The Mission cannot guarantee access to printing, copying, and other resources for non-USAID personnel, but will assist where feasible and reasonable to support administrative requirements.

VI. Methodology

It is recommended that the consulting team employ a mixed-method approach for this assessment. The analytical process will be both quantitative and qualitative. The performance of a particular value chain and the ability of select value chain actors to improve the performance of a particular chain is dependent upon qualitative elements including effectiveness of cooperative and competitive behavior. For more guidance on the expected analytical process, see section VII.

This analysis is intended to be investigative rather than merely descriptive. The consultants will use proven interview techniques with key informants to identify the most promising opportunities within the selected value chain. Using a “snowballing” methodology, as outlined in section VII, the consultants will identify opportunities, the actors essential to implement them, the constraints and threats to their realization, as well as mitigation strategies.

The specific approach will result from collaboration with the LEO team, aligning with best practices as described by USAID Microlinks, available via this internet address:

VII. Anticipated Analysis Process

The consultants will carry out a detailed end market and value chain analysis of the horticulture, aquaculture and rice (upland and lowland paddy) sectors for products sourced from one or more of the four regions - Pursat, Battambang, Kampong Thom, and Siem Reap - as well as consider possible high value opportunities from other areas where there may be a distinct competitive advantage. The consulting team leader will work closely with the LEO team leader. The consultant is expected to be knowledgeable about value chain research methodologies and USAID’s value chain methodology. Specific goals, objectives, and processes are outlined below:

Assessment Goal and Objectives

Goal: To develop the analytics needed to select the best value chains for USAID investment and identify the greatest opportunities within them, in order to improve food security and smallholder incomes (availability, access and utilization) in provinces with high-potential for such value chain development.

The Assessment objectives are to conduct detailed end market and value chain analyses of the horticulture, aquaculture and rice commodity chains. These analyses will be carried out under the guidance of the LEO team include:

• Identify and analyze the principal end markets in which Cambodian horticulture, rice (wet and dry season), and fish farmers and fishers in the targeted regions (below), including male and female smallholders, have or could have a competitive advantage—include local, national, regional and/or global.

• Identify and analyze horticulture commodities, rice (wet and dry season), and fish (wild caught and pond raised) value chains with the greatest potential for inclusive growth—to reduce poverty, increase resilience and improve livelihoods year-round (for women, men, youth, vulnerable populations). Other value chains may be identified for further analysis where significant competitive advantages exist.

• Within the above cited value chains, identify the opportunities for significant expansion and growth and within these strategies to ensure inclusive growth.

Note: it is not expected that a single commodity will address all objectives and/or have a competitive advantage in all end markets. The goal of this assessment is to build a comprehensive portfolio of commodities that will meet the objectives above as well as enable the mission to make strategic investment decisions by value chain, across the targeted regions, simultaneously. Thus, it is expected commodity selection will be an iterative process. This is especially important in the horticulture sector which includes dozens if not hundreds of fruits and vegetables.

Geographic areas of emphasis for the Assessment are Siem Reap, Pursat, Kampong Thom, and Battambang, however, if other high value opportunities exist for smallholders, the team is expected to identify and briefly describe the opportunity even if they lie outside the aforementioned areas of emphasis.

Tasks and Process

Document Review and Annotated Bibliography. Review existing documents and evidence, including existing past project reports related to USAID, other donor and government programs;

reports, research and strategies in Cambodia and the region related to horticulture, rice and fish value chains, trade, etc. This document review is meant to ensure that the assessment builds upon previous experience and lessons learned.

The document review shall include:

• Value chain reports/assessments for the Cambodian horticulture, rice (wet and dry season), and aquaculture, nationally and/or in the targeted regions.

• Analyses and descriptive reports of services essential to value chain actors in the above mentioned commodities.

These shall include both private and public sector service providers. Services shall include but not be limited to:

• Seed and feed (in the case of aquaculture)

• Fertilizer

• Crop protection inputs

• Extension services

• Cold chain

• Processing/ packaging.

• Market information.

• Finance

• The business enabling environment including formal and informal functions that have an impact on the creation and management of businesses in the select value chains.

• Labor Markets including migration patterns, remittances, seasonal and permanent migration.

• Environment and Climate Change

• Gender and youth analyses of labor markets and of women’s access to productive resources for investment.

Consumption and Production Trends. Assess current consumption and production using existing data, focus groups, interviews with major buyers and/or traders, observations, etc. so as to address the affects of:

• Consumption trends o By product o Factors affecting buying decisions: price (including income elasticity), quality, concerns over “image” etc.

• Seasonality

• Urban vs. rural demand

• Tourist market vs. non tourist market

• Production trends o By product o By geography

• Transport & handling issues/costs

• Price trends/dynamics

• Quality/loss constraints

• Inputs & methods used and by whom (any gender differences?)

• Purpose (household consumption and/or sale), resulting income & distribution (i.e. women)

End Market Analysis. Conduct end market analyses of the selected value chains to develop a better sense of market segmentation, demand by market segment as well as trends and growth in demand and opportunities for Cambodian farmers and firms. The methodology should be informed by http://www.microlinks.org/good-practice-center/value-chain-wiki/end-market-analysis. The end market analysis should include a buyer benchmarking exercise to better understand the criteria that buyers in the major markets for the selected commodity chains, perceive to be most important in their decision making process, e.g. quality, cooking characteristics, reliability of sellers, flavor, color, etc. The End Market Analysis will include:

• Initial target end markets o Provincial o Larger national markets: large urban areas, tourism centers, upscale supermarkets, etc.

• Local: town and rural

• Characteristics of market segments demand (market size, growth, profitability, distribution channels, trends, SPS standards, quality, etc.)

• Characteristics of consumers/demand

• Exporters, importers, supermarkets, tourism & hospitality industries, small retailers, traders, processors, urban and rural Cambodian families, etc.

• Demographic changes, lifestyle changes, population growth, price elasticity, etc.

• Who are the competitors—current and potential in identified high-potential market segments? How might these competitors react to Cambodian entry into the market?

• What are Cambodian farmers’ competitive advantages (cost, such as in labor; timing/season, product differentiation such as organic, fair trade, or “special” varieties; value-added services such as convenience packaging)

Value Chain Analysis. Perform value chain analyses on logical groupings of selected horticultural commodities, rice, and fish. The analyses should be informed by the methodology on the Microlinks website:

http://www.microlinks.org/good-practice-center/value-chain-wiki/32-value-chain-analysis, and with the following value chain mapping and framework:

• Mapping:

http://www.microlinks.org/good-practice-center/value-chain-wiki/value-chain-mapping-pro cess

• The analysis should include at a minimum the elements in the Value Chain Framework–including business enabling environment, vertical and horizontal linkages, supporting markets, inter-firm relationships, value chain governance, and upgrading:

http://www.microlinks.org/good-practice-center/value-chain-wiki/value-chain-framework

• An example can be found on the Microlinks website:

http://www.microlinks.org/sites/microlinks/files/resource/files/GFSR_WA_Rice_VC_Analy sis.pdf

Cross-Cutting Factors. Investigate and evaluate cross-cutting factors in the above end market and value chain analyses:

• Inclusion of the very poor and other vulnerable populations

• Gender

• Youth

• Environmental impact (Global Climate Change)

• Migration

Market Systems Analysis. Analyze the market system as a whole:

• Describe the dynamism of the overall system—e.g., the ability of the horticulture industry to change and adapt in times of growth, decline and/or in reaction to policy changes, climate change, environmental or other shocks and external factors? What is needed to improve the resilience of the industry?

• Based on the assessment, what are the possible positive and negative spillover effects of these dynamics (jobs, incomes, nutrition, shifts in production, new market segments, environment, and gender dynamics)?

• Describe the interconnections between actors/ stakeholders, functions (transport, policy, production, market demand, etc.), and the constraints at different points in the system? To what extent and how do constraints in one part of the system affect other parts and/or ripple through the system, and to what outcome? How do these interactions and the interconnectedness affect the overall performance/under-performance of the horticultural sector?

• What are the ‘intangibles’ (incentives, relationships, policies) that need to be addressed to improve performance of the system?

• What factors affect the linkages between production, consumption and nutrition? What http://www.microlinks.org/sites/microlinks/files/resource/files/GFSR_WA_Rice_VC_Analysis.pdf http://www.microlinks.org/sites/microlinks/files/resource/files/GFSR_WA_Rice_VC_Analysis.pdf factors affect the linkages between growth in sales in end markets, smallholder incomes, improved nutrition, and impact on the environment?

• Based on the analysis of the interconnections and interactions of actors and their functions within these systems, prioritize the identified constraints that if addressed would have the greatest impact on the goal stated above. What sequencing, pairing or timing of interventions would be recommended to improve the performance of the entire system and its ability to achieve the stated objectives? Where are the key leverage points?

Analysis of Principal Opportunities. These value chain analyses are investigative rather than merely descriptive. The reason for taking a close look at all the elements affecting the performance of a value chain is to better understand where are the opportunities for significant and transformative change that, if fully exploited, will result in significant growth and income gains for large numbers of value chain participants. Analysis of opportunities requires a ‘snowballing’ approach. Snowball sampling uses a small pool of initial informants to nominate, through their social networks, other participants who meet the eligibility criteria and could potentially contribute to a specific study.

The local consultant team will use its knowledge of the sectors, personal contacts, and the end market analyses, to identify value chain actors who have identified ‘transformative’ opportunities within the specific value chains. The team will identify other actors who can corroborate this opportunity from this first actor. The team member collects corroborative information as well as quantitative information to estimate the magnitude of the opportunity from different places through the actor who has identified a particular transformative opportunity. This is referred to metaphorically as snowball sampling because as more relationships are built through mutual association, more connections can be made through those new relationships and a plethora of information can be shared and collected, much like a snowball that rolls and increases in size as it collects more snow. The success of this technique depends greatly on the initial contacts and connections made. Thus it is important to correlate with those that are popularly credible.

The Opportunity Analysis should include:

• The magnitude of the opportunity (value, volume, number of firms and households participating).

• Constraints to the successful realization of the identified opportunities. Constraints answer the question, what is preventing identified value chain actors from fully taking advantage of a particular opportunity?

• Threats to the successful exploitation of a particular opportunity? While threats are related to constraints, they are more specific to the actual investment and they look forward.

Threats answer the question, “once value chain actors are investing in a particular opportunity, what factors might reduce their chances of succeeding? Identified threats should be ranked in order of importance to successful investment in the identified opportunity.

• Mitigating strategies. Propose strategies to mitigate identified constraints an threats.

SUMMARY OF MICROLINKS VALUE CHAIN ANALYSIS ELEMENTS

http://www.microlinks.org/good-practice-center/value-chain-wiki

• Business enabling environments (policies, risks, etc.)

http://www.microlinks.org/good-practice-center/value-chain-wiki o International o Regional o National o Local o Gender/cultural norms o Intangibles, including incentives or disincentives for investing/upgrading, underlying factors necessary for behavior change.

o Why do the value chains function the way that they do? What are the underlying factors within the system(s) that result in underperformance, particularly around production, consumption and nutrition?

• Vertical linkages o Access to markets and market information o Input access, quality (include trade/import barriers) o Transaction costs, loss of quantity or quality along chain o Information flows o Access to and quality of BDS o Types and forms of cooperation and competition o Roles for the very poor, women, SMEs, youth

Horizontal linkages o o Formal and informal structures—cooperatives, associations, aggregation functions, etc.

o Information flows o Types and forms of cooperation & competition

• Supporting markets o Sector specific: spraying, agronomic, extensions, research, BDS, etc.

o Non-sector specific: telecommunications, transportation, BDS o Financial

• Value chain governance o Please refer to http://www.microlinks.org/good-practice-center/value-chain-wiki/136-value-chain-gove rnance-overview o Power dynamics, influence, control o Roles/voice for the very poor, women, SMEs, youth

• Inter-firm relationships o Types and forms of cooperation and competition o Trust, behavior, motivations, perceived risks, predatory behavior, rent seeking, social capital. How are perceived risks mitigated, if at all (contracts)?

• Upgrading o Types: process upgrading, product upgrading, functional upgrading, channel upgrading and intersectoral upgrading. See http://www.microlinks.org/good-practice-center/value-chain-wiki/upgrading-in-depth.

o What are the incentives for upgrading? What are the expected returns? Why do people choose not to upgrade?

o Identify enablers, people and firms willing to be leaders or catalysts to facilitate upgrading within the chain o What are the capacities of SPS inspection and certification?

Possible Horticultural Value Chain Commodities to Consider (currently in-use by USAID/Cambodia’s HARVEST Project)

• Convolvulus

• Large smooth gourd

• Cucumber

• Long green beans

• Eggplant

• Water hyacinth

• Waxgourd

• Aromatic edible herbs

• Pumpkin

• Bitter gourd

• Sweet/Green Pepper

• Chilies

• Peas

• French green beans

• Other squash/cucurbits

• Onion

• Potatoes

• Rock melon

• Avocado

• Black Pepper

SECTION D - PACKAGING AND MARKING

D.1 AIDAR 752.7009 MARKING (JAN 1993)

(a) It is USAID policy that USAID-financed commodities and shipping containers, and project construction sites and other project locations be suitably marked with the USAID emblem. Shipping containers are also to be marked with the last five digits of the USAID financing document number.

As a general rule, marking is not required for raw materials shipped in bulk (such as coal, grain, etc.), or for semi-finished products which are not packaged.

(b) Specific guidance on marking requirements should be obtained prior to procurement of commodities to be shipped, and as early as possible for project construction sites and other project locations. This guidance will be provided through the cognizant technical office indicated on the cover page of this contract, or by the Mission Director in the Cooperating Country to which commodities are being shipped, or in which the project site is located.

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

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

D.2 BRANDING STRATEGY

Program Name: Value Chain Analysis

Branding: The branding shall incorporate the message: The assistance is “from the American People”

Desired Level of Visibility: USAID identity must be prominently displayed in: commodities or equipment; printed, audio, visual or electronic public communications;

studies, reports, publications, web sites, and all promotional and informational products and events.

Organizations to be Acknowledged: The branding may acknowledge other organizations deemed as partners of an event or deliverable. The Contractor’s name will not be included.

D.3 BRANDING AND MARKING POLICY

In accordance with provision D.2 above, and where applicable, the Contractor shall comply with the requirements of the policy directives and required procedures outlined in USAID Automated Directive System (ADS) 320.3.2 “Branding and Marking in USAID Direct Contracting” (version from May 5, 2009) at http://www.usaid.gov/policy/ads/300/320.pdf; and USAID “Graphic Standards Manual” available at www.usaid.gov/branding, or any successor branding policy.

SECTION E - INSPECTION AND ACCEPTANCE

E.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

N/A (Simplified Acquisition Procedures)

E.2 INSPECTION AND ACCEPTANCE

USAID inspection and acceptance of services, reports and other required deliverables or outputs shall take place at: USAID/Cambodia, Phnom Penh, Cambodia or at any other location where the services are performed and reports and deliverables or outputs are produced or submitted. The COR listed in Section G has been delegated authority to inspect and accept all services, reports and required deliverables or outputs.

http://www.usaid.gov/policy/ads/300/320.pdf http://www.usaid.gov/branding

SECTION F - DELIVERIES OR PERFORMANCE

F.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

N/A (Simplified Acquisition Procedures)

F.2 PERIOD OF PERFORMANCE

The period of performance for this Contract is not-to-exceed four months from the date of award.

USAID/Cambodia anticipates that the entire value chain analysis, including documentation of lessons learned, best practices, and recommendations for follow-on programs, to be completed within an eight-week period. This period includes preparatory work and finalization of deliverables. A six-day work week including Saturdays and holidays is permissible for this activity.

Illustrative Timeline and Level of Effort (LOE) Days (Offeror will provide a detailed schedule for each labor category)

Approx. Dates

Task

LOE

Team Leader

LOE

Specialists

LOE

Data Collectors

Early Feb 2015 Compile & summarize existing studies on the proposed value chains

Early Feb 2015 Field team training & orientation 3 3 3 Mid to late Feb 2015

Field-based data gathering & mentoring during field work

Late Feb to early Mar 2015

Data analysis

Mid Mar 2015 Drafting and finalizing report 6 3 1

Total Days

F.3 PLACE OF PERFORMANCE

Cambodia.

F.4 REPORTS AND DELIVERABLES OR OUTPUTS

In addition to the requirements set forth for submission of reports in Sections I and J and in the AIDAR clause 752.242-70, Periodic Progress Reports, the Contractor shall submit the following reports, deliverables or outputs to the COR specified in Section G.

All reports must be submitted in hard copy and electronic copy to USAID at the following address:

LOCAL ADDRESS: INTERNATIONAL ADDRESS:

USAID/Cambodia USAID/Cambodia #1 Street 96, Sangkat Wat Phnom 4540 Phnom Penh Place Khan Daun Penh Washington DC 20521-4540 Phnom Penh, Cambodia rahl@usaid.gov rahl@usaid.gov

Deliverables:

No later than March 13, 2015, submit a report that meets USAID requirements and includes the elements outlined in the annex. USAID will provide comments to the consulting team leader for consideration within five working days (o/a March 20, 2015). The consulting team leader is expected to return a final version within five working days (o/a March 27, 2015).

F.5 SUBMISSION REQUIREMENTS FOR DEVELOPMENT EXPERIENCE

DOCUMENTS (JAN 2004)

(a) Contract Reports and Information/Intellectual Products.

(1) The Contractor shall submit to USAID’s Development Experience Clearinghouse (DEC) copies of reports and information products which describe, communicate or organize program/project development assistance activities, methods, technologies, management, research, results and experience as outlined in the Agency's ADS Chapter 540. Information may be obtained from the Contracting Officer’s Technical Representative (A/COR). These reports include:

assessments, evaluations, studies, development experience documents, technical reports and annual reports. The Contractor shall also submit to copies of information products including training materials, publications, databases, computer software programs, videos and other intellectual deliverable materials required under the Contract Schedule. Time-sensitive materials such as newsletters, brochures, bulletins or periodic reports covering periods of less than a year are not to be submitted.

(2) Upon contract completion, the contractor shall submit to DEC an index of all reports and information/intellectual products referenced in paragraph (a)(1) of this clause.

(b) Submission requirements.

(1) Distribution. (i) At the same time submission is made to the A/COR, the contractor shall submit, one copy each, of contract reports and information/intellectual products (referenced in paragraph (a)(1) of this clause) in either electronic (preferred) or paper form to one of the following:

(A) Via E-mail: docsubmit@usaid.gov;

(B) Via U.S. Postal Service:

USAID Development Experience Clearinghouse

M/CIO/KM

RRB M.01

U.S. Agency for International Development Washington DC 20523 Phone: (202) 712-0579;

(C) Via Fax: (202) 216-3515; or

(D) Online: http://dec.usaid.gov/index.cfm

(ii) The contractor shall submit the reports index referenced in paragraph (a)(2) of this clause and any reports referenced in paragraph (a)(1) of this clause that have not been previously submitted to DEC, within 30 days after completion of the contract to one of the address cited in paragraph (b)(1)(i) of this clause.

(2) Format. (i) Descriptive information is required for all Contractor products submitted.

The title page of all reports and information products shall include the contract number(s), contractor name(s), name of the USAID cognizant technical office, the publication or issuance date of the document, document title, author name(s), and strategic objective or activity title and associated number. In addition, all materials submitted in accordance with this clause shall have attached on a separate cover sheet the name, organization, address, telephone number, fax number, and Internet address of the submitting party.

(ii) The report in paper form shall be prepared using non-glossy paper (preferably recycled and white or off-white) using black ink. Elaborate art work, multicolor printing and expensive bindings are not to be used. Whenever possible, pages shall be printed on both sides.

(iii) The electronic document submitted shall consist of only one electronic file which comprises the complete and final equivalent of the paper copy.

(iv) Acceptable software formats for electronic documents include WordPerfect, Microsoft Word, and Portable Document Format (PDF). Submission in PDF is encouraged.

(v) The electronic document submission shall include the following descriptive information:

(A) Name and version of the application software used to create the file, e.g., WordPerfect Version

9.0 or Acrobat Version 5.0.

(B) The format for any graphic and/or image file submitted, e.g., TIFF-compatible.

(C) Any other necessary information, e.g. special backup or data compression routines, software used for storing/retrieving submitted data, or program installation instructions.

F.6 KEY PERSONNEL

A. The key personnel whom the Contractor shall furnish for the performance of this contract is a suggested team of 18 persons comprising a Team Leader and 17 Team Members with qualifications as outlined in the Scope of Work.

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

• Unless failure to provide the designated key personnel as specified above is beyond the control, and without the fault or negligence, of the Contractor (e.g., non-acceptance or termination of employment by the individual, illness or death of the individual), failure to provide such key personnel as specified above may be considered nonperformance by the Contractor.

• If the Contractor, at any time, is unable to comply with these requirements, the Contractor shall simultaneously notify, in writing, the Contracting Officer and the A/COR reasonably in advance of the individual's departure or non-acceptance of employment and shall submit written justification and explanation in sufficient detail (including implications for the CPFF total contract) to permit evaluation of the impact on the program.

• No replacement of key personnel shall be made by the Contractor without the written consent of the Contracting Officer; provided, that the CO may ratify in writing such replacement and such ratification shall constitute the consent of the CO required by this clause.

• Proposed substitutions must be submitted simultaneously to the CO and the A/COR not later than 30 days after the departure of, or non-acceptance of employment by, any of the approved individuals, and the proposed substitute personnel must have at least the same qualifications as the applicable key personnel specified above. Failure to do so may be considered nonperformance by the Contractor.

• The listing of key personnel may, with the consent of the contracting parties, be amended from time to time during the course of this contract to either add, change, or delete personnel and positions, as appropriate.

• Availability of proposed key personnel. The contract proposed by this solicitation includes a key personnel clause, and the quality of key personnel proposed will be an evaluation factor.

The offeror must include as part of its proposal a statement signed by all individuals proposed as key personnel, confirming their present intention to serve in the stated position and their present availability to serve for the term of the proposed contract.

F.7 752.7007 PERSONNEL COMPENSATION (JULY 2007)

(a) Direct compensation of the Contractor’s personnel will be in accordance with the Contractor’s established policies, procedures, and practices, and the cost principles applicable to this contract.

(b) Reimbursement of the employee’s base annual salary plus overseas recruitment incentive, if any, which exceed the USAID Contractor Salary Threshold (USAID CST) stated in USAID Automated Directives System (ADS) Chapter 302 USAID Direct Contracting, must be approved in writing by the Contracting Officer, as prescribed in 731.205-6(b) or 731.371(b), as applicable.

SECTION G - CONTRACT ADMINISTRATION DATA

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

(a) Claims for reimbursement or payment under this contract must be submitted to the Paying Office indicated in the schedule of this contract. The contracting officer’s representative (A/COR) is the authorized representative of the Government to approve vouchers under this contract. The Contractor must submit either paper or fax versions of the SF-1034--Public Voucher for Purchases and Services Other Than Personal. Each voucher shall be identified by the appropriate USAID contract number, in the amount of dollar expenditures made during the period covered.

(1) The SF 1034 provides space to report by line item for products or services provided. The form provides for the information to be reported with the following elements:

Total Expenditures [Document Number: XXX-X-XX-XXXX-XX]

Line Description Amt vouchered Amt vouchered Item No. to date this period

001 Product/Service Desc. for Line Item 001 $XXXX.XX

$ XXXX.XX

002 Product/Service Desc. for Line Item 002 XXXX.XX

XXXX.XX

Total XXXX.XX

XXXX.XX

(2) The SF-1034 should be supported with the attached spreadsheet indicating contractor’s expenditures broken down by countries and budget categories in accordance with the Section B.4 Price Schedule. The report should be supported with the detailed cost breakdown of program expenses, including seminars, grants, roundtables, etc.

(3) The fiscal report shall include the following certification signed by an authorized representative of the Contractor:

The undersigned hereby certifies to the best of my knowledge and belief that the fiscal report and any attachments have been prepared from the books and records of the Contractor in accordance with the terms of this contract and are correct: the sum claimed under this contract is proper and due, and all the costs of contract performance (except as herewith reported in writing) have been paid, or to the extent allowed under the applicable payment clause, will be paid currently by the Contractor when due in the ordinary course of business; the work reflected by these costs has been performed, and the quantities and amounts involved are consistent with the requirements of this Contract; all required Contracting Officer approvals have been obtained; and appropriate refund to USAID will be made promptly upon request in the event of disallowance of costs not reimbursable under the terms of this contract.

BY: ______________________________________________________

TITLE: ______________________________________________________

DATE: ______________________________________________________

(b) Local currency payment. The Contractor is fully responsible for the proper expenditure and control of local currency, if any, provided under this contract. Local currency will be provided to the Contractor in accordance with written instructions provided by the Mission Director. The written instructions will also include accounting, vouchering, and reporting procedures. A copy of the instructions shall be provided to the Contractor's Chief of Party and to the Contracting Officer.

The costs of bonding personnel responsible for local currency are reimbursable under this contract.

(c) Upon compliance by the Contractor with all the provisions of this contract, acceptance by the Government of the work and final report, and a satisfactory accounting by the Contractor of all Government-owned property for which the Contractor had custodial responsibility, the Government shall promptly pay to the Contractor any moneys (dollars or local currency) due under the completion voucher. The Government will make suitable reduction for any disallowance or indebtedness by the Contractor by applying the proceeds of the voucher first to such deductions and next to any unliquidated balance of advance remaining under this contract.

(d) The Contractor agrees that all approvals of the Mission Director and the Contracting Officer which are required by the provisions of this contract shall be preserved and made available as part of the Contractor's records which are required to be presented and made available by the clause of this contract entitled "Audit and Records--Negotiation".

G.2 ADMINISTRATIVE CONTRACTING OFFICE

The Administrative Contracting Office is:

USAID/Cambodia Executive Office Email: rahl@usaid.gov

U.S. based mailing address:

USAID/Cambodia 4540 Phnom Penh Place Washington, DC 20521-4540

Street/delivery address:

USAID/Cambodia, #1 Street 96, Sangkat Wat Phnom Khan Daun Penh Phnom Penh, Cambodia

G.3 CONTRACTING OFFICER’S REPRESENTATIVE (A/COR)

The Contracting Officer’s Representative from the Office of Food Security & Environment in USAID/Cambodia will is designated as Mr. William Bradley.

G.4 TECHNICAL DIRECTIONS/RELATIONSHIP WITH USAID

(a) Technical Directions is defined to include:

(1) Written directions to the Contractor which fill in details, suggest possible lines of inquiry, or otherwise facilitate completion of work;

(2) Provision of written information to the Contractor which assists in the interpretation of drawings, specifications, or technical portions of the work statement;

(3) Review and, where required, provide written approval of technical reports, drawings, specifications, or technical information to be delivered. Technical directions must be in writing, and must be within the scope of the work as detailed in Section C.

(b) The A/COR is authorized by designation to take any or all action with respect to the following which could lawfully be taken by the Contracting Officer, except any action specifically prohibited by the terms of this Contract:

(1) Assure that the Contractor performs the technical requirements of the contract in accordance with the contract terms, conditions, and specifications.

(2) Perform or cause to be performed, inspections necessary in connection with a) above and require the Contractor to correct all deficiencies; perform acceptance for the Government.

(3) Maintain all liaison and direct communications with the Contractor. Written communications with the Contractor and documents shall be signed as "Contracting Officer’s Technical Representative" with a copy furnished to the Contracting Officer.

(4) Issue written interpretations of technical requirements of Government drawings, designs, and specifications.

(5) Monitor the Contractor's production or performance progress and notify the Contractor in writing of deficiencies observed during surveillance, and direct appropriate action to effect correction. Record and report to the Contracting Officer incidents of faulty or nonconforming work, delays or problems.

(6) Obtain necessary security clearance and appropriate identification if access to Government facilities is required. If to be provided, ensure that Government furnished property is available when required.

LIMITATIONS: The A/COR is not empowered to award, agree to, or sign any contract (including delivery or purchase orders) or modifications thereto, or in any way to obligate the payment of money by the Government. The A/COR may not take any action which may impact on the contract schedule, funds, scope or rate of utilization of LOE. All contractual agreements, commitments, or modifications shall be made only by the Contracting Officer.

(c) The A/COR is required to meet quarterly/semi-annually/annually with the Contractor and the Contracting Officer concerning performance of items delivered under this contract and any other administration or technical issues. Telephonic reports may be made if no problems are being experienced. Problem areas should be brought to the immediate attention of the Contracting Officer.

(d) In the absence of the designated A/COR, the A/COR may designate someone to serve as A/COR in their place. However, such action to direct an individual to act in the A/COR's stead shall immediately be communicated to the Contractor and the Contracting Officer.

(e) Contractual Problems - Contractual problems, of any nature, that may arise during the life of the contract must be handled in conformance with specific public laws and regulations (i.e. Federal Acquisition Regulation and Agency for International Development Acquisition Regulation). The Contractor and the A/COR shall bring all contracting problems to the immediate attention of the Contracting Officer. Only the Contracting Officer is authorized to formally resolve such problems.

The Contracting Officer will be responsible for resolving legal issues, determining contract scope and interpreting contract terms and conditions. The Contracting Officer is the sole authority authorized to approve changes in any of the requirements under this contract. Notwithstanding any clause contained elsewhere in this contract, the said authority remains solely with the Contracting Officer. These changes include, but will not be limited to the following areas: scope of work, price, quantity, technical specifications, delivery schedules, and contract terms and conditions. In the event the Contractor effects any changes at the direction of any other person other than the Contracting Officer, the change will be considered to have been made without authority.

(f) Failure by the Contractor to report to the Administrative Contracting Office, any action by the Government considered to a change, within the specified number of days contained in FAR 52.243-7 (Notification of Changes), waives the Contractor's right to any claims for equitable adjustments.

G.5 PAYING OFFICE

The paying office for this contract is:

Street/delivery address:

USAID/Cambodia, Office of Financial Management #1 Street 96, Sangkat Wat Phnom, Khan Daun Penh Phnom Penh, Cambodia e-mail: PPPayment@usaid.gov

U.S. based mailing address:

USAID/Cambodia 4540 Phnom Penh Place Washington, DC 20521-4540

SECTION H - SPECIAL CONTRACT REQUIREMENTS

H.1 AIDAR 752.7032 INTERNATIONAL TRAVEL APPROVAL AND NOTIFICATION

REQUIREMENTS AND AIDAR 752.7027 PERSONNEL

In accordance with the above clauses, the Contracting Officer hereby provides prior written approval for international travel, provided that concurrence with the assignment of individuals outside the United States is obtained by the Contractor, in writing, from the COTR prior to their assignment abroad, which must be within the terms of this contract, is subject to availability of funds, and should not be construed as authorization either to increase the estimated cost or to exceed the obligated…