SOL-504-10-000003.pdf

USAID/GUYANASOLICIATION 504-10-000003

Guyana HIV/AIDS Management and Capacity Building Project Open June 25, 2010; Close August 11, 2010

Table of Contents Page

PART I - THE SCHEDULE 1

SECTION B - SUPPLIES OR SERVICES AND PRICE/COSTS 2

SECTION C - DESCRIPTION/SPECIFICATIONS/STATEMENT OF WORK 5

SECTION D - PACKAGING AND MARKING 11

SECTION E - INSPECTION AND ACCEPTANCE 13

SECTION F - DELIVERIES OR PERFORMANCE 14

SECTION G - CONTRACT ADMINISTRATION DATA 22

SECTION H - SPECIAL CONTRACT REQUIREMENTS 26

PART II - CONTRACT CLAUSES 37

SECTION I - CONTRACT CLAUSES 37

PART III - LIST OF DOCUMENTS, EXHIBITS AND OTHER ATTACHMENTS 48

SECTION J - LIST OF ATTACHMENTS 48

PART IV - REPRESENTATIONS AND INSTRUCTIONS 49

SECTION K - REPRESENTATIONS, CERTIFICATIONS AND OTHER STATEMENTS OF OFFERORS

SECTION L - INSTRUCTIONS, CONDITIONS, AND NOTICES TO OFFERORS 53

SECTION M - EVALUATION FACTORS FOR AWARD 67

USAID/GUYANA SOLICIATION SOL- 504-10-000003

Open June 25, 2010; August 11, 2010

SECTION B – SUPPLIES OR SERVICES AND PRICE/COSTS

B.1PURPOSE

The United States Agency for International Development (USAID) through the USAID/Guyana Mission requires support to the Guyana HIV/AIDS Management and Capacity Building Project. This project’s purpose is to strengthen the financial and management (including governance) capacity of NGOs in the USAID/Guyana network so as to enable them to immediately expand HIV/AIDS services while simultaneously enhancing their quality and sustainability, as is detailed in Section C below.

B.2 CONTRACT TYPE

This is a Cost Plus Fixed Fee (CPFF), completion type contract. For the consideration set forth below, the Contractor shall provide the results, deliverables or outputs described in Section C and F in accordance with the performance standards specified in Section F.

B.3 ESTIMATED COST, FIXED FEE AND OBLIGATED AMOUNT

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

(b) Within the estimated cost plus fixed fee (if any) specified in paragraph (a) above, the amount currently obligated and available for reimbursement of allowable costs incurred by the Contractor (and payment of fee, if any) for performance hereunder is TBD. The Contractor shall not exceed the aforesaid obligated amount.

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

B.4 BUDGET

The budget line items will include, but not are limited to the following:

Direct Labor (Salaries and Fringe Benefits) $_____________

Travel $_____________ International/National

Other Direct Costs (Such as Rent, utilities, office supplies, bank charges, expendable equipment and supplies, vehicle and non-expendable equipment

Project Direct Costs $_____________ (Trainings, in-country conferences, printing, transportation costs, etc.)

Grants Under Contracts $5,672,000 (To be administered to Local Grantees, NGO Coordinating Committee, Accounting Software, Public- Private Partnerships, etc.)

Fixed Fee $_____________

Cost Plus Fixed Fee Ceiling Price $_____________

The contractor will not be paid any sum in excess of the ceiling price.

B.5 COST REIMBURSABLE

The U.S. dollar 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. FAR 52.232-20 Limitation of Cost (applies while the contract is fully funded). FAR 52.232.22 Limitation of Funds (applies while the contract is funded in an amount less than the total estimated cost).

B.6 PAYMENT

The paying office is:

USAID Regional Controller Regional Financial Management Office 3470 Santo Domingo Place Washington, DC 20521-3470 sdvouchers@usaid.gov

END OF SECTION B

SECTION C – DESCRIPTION / SPECIFICATIONS/STATEMENT OF WORK

The Guyana HIV/AIDS Management and Capacity Building Project will provide technical assistance through formal workshops, on-site visits/training and mentoring. Partner organizations will be assisted in strengthening all aspects of their Human Resources policies and practices; improving their internal management and administrative systems and practices; developing the skills of NGO staff in areas of project management and administration, including conflict management; ensuring that each NGO has the governance structure appropriate to meet its objectives and ensuring the governance function is clearly understood and operational; and improving the monitoring and evaluation reporting procedures and quality of data maintained.

C.1 BACKGROUND

Guyana is one of the countries in the Western Hemisphere that is affected by the HIV/AIDS pandemic with an estimated HIV prevalence of 1.82%, with heterosexual contact accounting for 80% of cases. In addition, the Guyana Ministry of Health (MOH) 2009 estimates for Guyana suggest that at the end of 2008, there were approximately 9,400 people living with HIV/AIDS (PLWHA) and over 500 AIDS-attributable deaths annually. Groups with higher prevalence include commercial sex workers (CSWs) - 16.6%, men who have sex with men (MSM) - 19.4% and miners (4%). However, the considerably higher prevalence rates among these most-at-risk-populations and the high levels of stigma and discrimination indicate that the epidemic is positioned to spread rapidly, as it has in other, now high-prevalence, countries around the world.

The Government of Guyana (GoG) recognizes the severity of the HIV/AIDS crisis as a growing national concern and has created a national response with assistance from bilateral and multilateral donors. A comprehensive strategy (2007-2011) is being implemented that encompasses all aspects of HIV/AIDS prevention, care, and treatment.

Through the President’s Emergency Plan for AIDS Relief (PEPFAR) initiative, USAID/Guyana is assisting the Government of Guyana (GoG) to address the HIV/AIDS crisis. USAID, through its flagship project, the Guyana HIV/AIDS Reduction and Prevention (GHARP II) Project is implementing a comprehensive strategy that encompasses all aspects of HIV/AIDS prevention, care, and support while working closely with organizations that provide care and treatment.

USAID recognizes that in order to scale up its response and achieve its goals, non-governmental and faith-based organizations have become important partners in the national response. USAID sees these community organizations as key to getting prevention messages to communities, especially to its members most at risk of HIV. They are also key partners to help link communities and their individual members to care and support services and providing necessary follow up and community support.

Partnering with these organizations is critical to ensuring comprehensive programming for HIV/AIDS prevention, care, and treatment in Guyana.

Currently, USAID works with eighteen (18) NGOs, of which three (3) are FBOs. While the NGOs are essential to USAID’s strategy to extend the delivery of HIV/AIDS prevention, care and support services throughout the country, many lack the fundamental skills to efficiently manage their organizations and effectively manage U.S. Government funds. Observed weaknesses vary significantly by organization, but include difficulties in establishing effective governance systems, providing effective leadership, communicating internally and externally, developing project proposals, hiring and supervising staff, recruiting and managing volunteers, implementing project work plans, monitoring and reporting on project activities, as well as mobilizing resources and managing project funds. The 18 NGOs are located in regions 2, 3, 4, 6, 7 and 10, with region 4 having the majority of NGOs. Although there are some regions (1, 5, 8 & 9) that do not have an NGO presence, they all receive services through mobile outreach services. (See Table 1).

C.2. STATEMENT OF NEED

A key aspect of the PEPFAR Reauthorization Act of 2008 is the mandate to promote sustainability with partner countries by strengthening country capacity and ownership. In light of this, USAID’s strategic approach in the battle against HIV/AIDS is to strengthen the effectiveness of non-governmental organizations to provide quality, cost-effective services to bolster the national HIV/AIDS program.

However, there are difficulties that are consistently encountered as the strategy is rolled out.

Firstly, although there are a number of NGOs involved in HIV/AIDS work, they do not possess the experience in implementing HIV/AIDS programs, resulting in a deficiency in expertise and frequent problems of authenticity, long term commitment and motivation. The second major issue is the limited capacity of established NGOs to effectively utilize donor funds. The primary challenges here relate to the limited technical and financial capabilities, managerial abilities, and number and level of personnel to effectively scale up services. Thirdly, the sustainability of these NGOs without donor support is uncertain.

It is therefore critical to build the organizational capacity of the local system for resource mobilization to ensure continuity long after USAID/Guyana’s assistance ends.

Experience in Guyana has shown that meaningful progress in the development of NGO capacity is a labor intensive endeavor. Less mature NGOs require intensive support.

In many areas traditional training is indispensable, but must be complemented with field visits to reinforce the concepts imparted and help with identification and resolution of problems on the ground as they arise.

The advantages of doing this include: individualized response catering directly to the specific needs of each NGO, mutual respect developed as real problems are faced head on.

Hence, some issues to be considered in implementing a traditional training based model include:

• NGOs are unable to effectively utilize the information provided for pragmatic ends.

• The wide disparities of experience and abilities between NGOs render the understanding and absorption of intensive training sessions somewhat problematic.

• Frequently, a very small and sometimes inappropriately selected group of personnel attend numerous trainings and receive training in multiple program and technical areas, thus concentrating expertise in a very small number of individuals. As many of these individual acquire skills they leave the NGOs for more lucrative employment.

• A large number of training sessions can result in many of the lead personnel being away for extended periods. The cost of doing this is lost time in the field, inappropriate people being trained, overdependence on a few individuals.

Also of concern is the ability of NGOs to maintain audit-ready data collection systems, submit timely and accurate reporting that is useful for internal program planning. Efforts to ensure that high quality data is generated require consistent field level support to these organizations.

Consequently, it has become increasingly necessary to identify a sustainable cost effective solution to institutional capacity building. This requires a local Contractor that understands the environment and can work with the NGOs in the field and maintain regular, even daily contact, to respond to emergency needs and monitor progress. The Contractor would also fill the gaps in the institutional memory created by the high turnover of key staff in these local NGOs.

Another advantage of reinforcing this local Contractor is its potential to create career opportunities to the highest level of NGO talent thus reducing the attrition rate. The NGO community will benefit enormously from the retention of some of these individuals; their experience and local knowledge are invaluable and the significant resources invested in their professional development will be retained in Guyana. Their institutional memory will also remain in country to the benefit of their original NGO employers.

C.3 OBJECTIVES

To help achieve USAID/Guyana’s HIV/AIDS Strategic Objective by providing capacity building in the areas of financial and administrative management to a network of USAID-supported non-governmental organizations (NGOs), faith-based organizations (FBOs), and the NGO Coordinating Committee. This contract will provide technical assistance through formal workshops, on-site visits/training and mentoring.

Partner organizations will be assisted in strengthening all aspects of their Human Resources policies and practices; improving their internal management and administrative systems and practices; developing the skills of NGO staff in areas of project management and administration, including conflict management;

ensuring that each NGO has the governance structure appropriate to meet its objectives and ensuring the governance function is clearly understood and operational; and improving the monitoring and evaluation reporting procedures and quality of data maintained. This contract will also disburse and manage sub-grants and provide financial training, technical assistance, and equipment/technology needed to strengthen financial management and control systems of the USAID-supported NGOs, as well as public-private partnerships, and other special projects selected by USAID/Guyana1. This assistance should result in the strengthening of the financial management and administrative capacity of USAID partner organizations.

C.4 SCOPE OF WORK

TECHNICAL ASSISTANCE

Guyana HIV/AIDS Civil Society Support Project

The Contractor will focus activities in management and administrative systems, organizational development, financial management and monitoring and evaluation technical assistance to sub-grantees over a three (3) year period, with an option for an additional year, depending on the availability of funds.

This assistance shall include training, capacity development, disbursement and management of grants, and the provision of equipment needed by partner organizations as agreed upon by the Contractor and USAID/Guyana. Support to be provided must build on previous capacity building efforts and be compatible with existing systems and procedures. Organization-specific capacity building must be guided by a tailored plan that responds to uniquely identified strengths and areas requiring improvement for each local partner.

The Contractor shall use the following guidance as the basis for these technical services. These steps shall not be considered all-inclusive or restrictive in nature and will not constitute relief from existing due professional care and judgment. They shall be modified, with USAID’s approval, to fit local conditions, PEPFAR’s guidance and specific project design and implementation procedures. It will also collaborate on selected activities with USAID and GHARP II. Any limitation in the scope of work shall be communicated as soon as possible to USAID/Santo Domingo Contracting Officer.

Activities to be carried out by the local capacity building organization include:

Task 1: Conduct a needs assessment of the management and organizational development assistance needed and prepare institutional development plans Conduct a needs assessment and prepare an institutional development plan for each NGO in the

USAID network detailing the management and organizational development assistance to be provided within the first three months of the project.

Task 2: Provide management and organizational development assistance

1 USAID and its implementing program, the Guyana HIV/AIDS Reduction and Prevention (GHARP II) Project will coordinate and determine the selection process.

Prepare a plan to provide management technical assistance to all 18 NGOs, using resources effectively and efficiently and targeting those most in need of assistance within the first three months of project implementation. It is estimated that 10 NGOs will need systematic, intensive technical assistance and 8 will need periodic, ad hoc assistance. Of the 10 requiring intensive assistance, seven are in Region 4 and the remainder is in Regions 2 and 6. Although this may change, these estimates should be used for planning and budgeting.

Provide management and organizational development assistance to the NGOs, based on their institutional development plans. Technical assistance should include but not limited to governance, human resources management and quality assurance.

Examine and introduce strategies/mechanisms to reduce dependence on donor funds. The Contractor must propose a phased approach with a clear exit strategy built-in from inception. This is to ensure a clear understanding with grantees about the time-limited nature of this support and the need for prioritizing how to sustain activities after the life of the project.

In collaboration with USAID, establish a salary range system designed to ensure that NGO compensation is similar among organizations within the first month of the project.

Task 3: Facilitate NGO training workshops Collaborate with GHARP II and conduct specific training sessions for the NGOs in the areas of governance, project planning and proposal development, and project management.

Task 4: Coordinate and monitor with GHARP II Consult monthly with GHARP Program staff regarding findings from monthly NGO monitoring reports.

Findings should inform subsequent individualized technical support to the NGOs, seeking to remove operational roadblocks to service delivery.

Participate in quarterly GHARP site visits to the NGOs by the GHARP NGO Support Team.

Participate in monthly meetings with USAID and GHARP staff to keep all partners informed of NGO capacity building progress.

Attend monthly NGO Coordinating Committee (NCC) meetings (as required) and provide assistance as requested by USAID, GHARP and the NCC.

Task 5: Participate in future planning of USAID support to NGOs Assist USAID in the growth of civil society by participating in developing selection criteria for new NGOs

(not yet funded) based on product, market, geography and emerging needs.

Task 6: Information sharing Identify, gather and distribute key reference materials (books, manuals, videos) to serve as a small, but focused, resource center for NGOs on management and leadership of civil society organizations.

Task 7: Provide financial management assistance to Grantees, Public-Private Partnerships, the

NGO Co-ordination Committee, and special projects selected by USAID/Guyana Establish a suitable accounting plan and propose an appropriate accounting system to meet the varying needs of the diverse organizational goals and capacities within the first month of project implementation, after thorough analysis and evaluation of the NGO/CBO/FBO operations.

Establish administrative and financial procedures and adequate internal control structures within the administrative units of partnering organizations in the first month of project implementation.

Develop/update a financial management and procurement practices manual and conduct annual trainings on its implementation.

Review the current payment verification process and update/establish a payment verification program in order to ascertain adequate control and management capability from the sub-grantees to manage US government funds in the first week of project implementation.

Maintain files, data bases, receipts and other documentation in strict conformity with CPA requirements and generally accepted accounting principles

Submit monthly financial reports to USAID/Guyana Conduct quarterly financial management and operations evaluations for submission to USAID/Guyana.

Open a bank account with two authorized signatories for each of the sub grantees, and disburse funds to sub-grantees2;

Provide necessary financial and logistical backstopping;

Conduct yearly financial training;

Manage funds for the NGO Coordinating Committee lending no technical assistance to the committee on financial management and accounting; and Delegate two or three experienced financial specialists to:

Hold an entrance and exit conference with each sub-grantee, including a financial management overview session for private-public partnership projects;

Routinely work on-site with partners organizations, paying particular attention to the individual support needs of each organization and the designated accounting staff;

Work with partner organizations to ensure that monthly budgets are prepared and submitted to the CPA firm for approval before incurring expenditures; and Disburse funds, upon request, for procurement of goods and services, payrolls and all expenses pre-approved in the monthly budget.

Task 8: Ensure reliable and accurate program Monitoring and Evaluation (M&E) at the NGO level and within Contractor’s M&E systems.

Develop a monitoring and evaluation (M&E) plan, to measure the results achieved individually and collectively by the NGOs as well as to track the progress of capacity building activities of the organization within the first month of project implementation.

Develop a data quality assurance plan to monitor the NGOs program monitoring systems and ensure uniform M&E systems and processes across NGOs, and the generation of high quality data within the first month of project implementation.

Conduct monthly supervisory visits and quarterly data quality assurance reviews at each NGO, in order to monitor the utilization of the monitoring system, provide on-site guidance and mentoring and validate the accuracy of the data collected.

Conduct quarterly M&E workshops to share current M&E guidance, receive feedback and ensure uniform understanding of guidance across NGOs.

Ensure NGO utilization of standardized data collection forms for each program area during M&E monitoring visits.

Compile the achievements reported by the NGOs in one database and compare to program area targets.

Monitor and report on progress against the total program area targets and those individually set by the NGOs/FBOs, in their annual Monitoring and Evaluation Plans.

Prepare quarterly, semi-annual and annual reports on achievements for submission to USAID.

Disseminate and provide technical assistance for the use of, a NGO level program database.

Maintain central M&E database for management of program data in order to prepare program reports to

USAID.

Task 9: Ensure compliance with USAID Environmental management policies and procedures Ensure that each sub-grantee completes an Environmental Mitigation Plan (EMP/R) and prepares annual reports on the progress in ensuring compliance, through annual environmental mitigation reports and maintenance of a chart on each sub-grantee EMP/R.

2 USAID reserves the right to freeze sub-grant funding based on inadequate technical performance or not meeting reporting requirements set out by USAID. The mission will communicate with the Capacity Building Agency and sub-grantees these concerns and funding will temporarily cease until the sub-grantee rectifies the situation. The Mission will communicate with the Capacity Building Agency when funding can resume. The Capacity Building Agency can withhold funds due to non-compliance with accounting principles that govern the project and the non-acquittal of funds for two consecutive advances, but this action must be taken in consultation with USAID. The Capacity Building Agency must however work with the defaulting organization (s) to ensure that the problem is rectified.

Task 10: Award grants Contractor will award grants to a network of local non-governmental organizations (NGOs), faith-based organizations (FBOs), and the NGO Coordinating Committee in support of U.S Government PEPFAR objective, to reduce transmission of HIV and AIDS, and mitigate the impact of the disease on Guyanese.

Contractor will be responsible for the cradle to grave grant making process.

The Contractor shall assure that funds are available as needed by partner organizations and that funds will not be subject to administrative delays.

The Contractor shall ensure that each sub-grantee has a special bank account to facilitate the inflows and outflows of funds approved in their program budgets.

The Contractor shall facilitate the transmission of advances, to each NGO in cycles of thirty (30) days immediate cash needs and in keeping with USAID disbursement regulations.

The Contractor shall ensure that monthly liquidation of advances is conducted by the 10th day of each month by each NGO.

The Contractor shall only disburse funds based on documentation submitted by partners, for purchases that are allowable, reasonable and allocable and in accordance with this scope of work. It shall be the responsibility of the Contractor to ensure that appropriate procurement practices are followed and that documented evidence, demonstrating the use of competitive procurement process, is maintained.

C.5 DELIVERABLES

The Contractor will achieve the objective below and produce the following deliverables.

Objective:

Strengthen the financial and management (including governance) capacity of NGOs in the USAID network to enable them to immediately expand HIV/AIDS services while simultaneously enhancing their quality and sustainability.

Deliverables:

1. Needs assessments and institutional development plans prepared for each HIV/AIDS NGO supported by USAID.

2. Management and organizational development assistance provided to USAID-supported NGOs through direct, one-on-one support. (Of the 18 NGOs currently being supported, 10 receive systematic, intensive technical assistance and 8 receive periodic, ad hoc assistance).

3. Financial assistance provided to USAID-supported NGOs through regular on-site training and mentoring.

4. Training provided in financial management and procurement practices, proposal development, governance and project management to staff of all USAID-supported NGOs.

5. Manuals prepared on two NGO management components and/or systems that can be adopted, and adapted, for use by the NGOs supported by USAID.

6. Monitoring and Evaluation training provided to all USAID-supported NGOs.

7. NGO level databases in use at all USAID-supported NGOs and generating data for program planning and decision making.

8. Monitoring and Evaluation systems institutionalized and functional within all USAID-supported NGOs.

9. NGO partners generating high quality data with margins of error less than +/- 3%.

END OF SECTION C

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

A. The branding strategy for this activity is as follows:

Program Name: Guyana HIV/AIDS Management and Capacity Building Project.

How the USAID logo will be positioned on materials and communications:

USAID policy requires exclusive branding and marking in USAID direct acquisitions. Exclusive branding requires the contract to position this program as USAID’s. In order to comply with USAID requirement for exclusive marking, the Contractor will only mark program-related communication materials with the USAID Identity. Contractor and subcontractor’s corporate identities are prohibited on all program materials. The only other logo that can be used by the activity would be, where applicable, the host-country government, ministry, other U.S. Government logo, or other donor logo in the event of co-funding. This rule applies to sub-contracts of contracts.

Desired level of visibility:

Communication materials will target Guyana Non Governmental Organizations, but should be appropriate for wider public distribution, including public and private institutions and professional organizations and/or civil society or patient groups involved in the health related matters. USAID requires all publicly-distributed communication materials to be written in the English language appropriate to Guyana.

USAID expects a high level of visibility for the program’s activities, however, all communication materials produced under the Contract will require USAID approval to release, publish, or use of data first produced in performance of the Contract.

Other organizations to be acknowledged:

In order to foster local ownership in activities, where applicable, the contract will acknowledge the cooperation and participation of Guyanese public and private organizations, professional groups or health institutions, communities, and the government.

B. Branding Implementation Plans must specifically address the following:

1. How to incorporate the message, “From the American people,” in communications and materials directed to beneficiaries, or provide an explanation if this message is not appropriate or possible.

2. How to publicize the program, project, or activity in Guyana and a description of the communications tools to be used. Such tools may include the following: press releases, press conferences, media interviews, site visits, success stories, beneficiary testimonials, professional photography, Public Service Announcements, or other internet activities, etc.

3. The key milestones or opportunities anticipated to generate awareness that the program, project, or activity is from the American people, or an explanation if this is not appropriate or possible. Such milestones may be linked to specific points in time, such as the beginning or end of a program, or to an opportunity to showcase publications or other materials, research findings, or program success. These include, but are not limited to, the following: launching the program, announcing research findings, publishing reports or studies, spotlighting trends, highlighting success stories, featuring beneficiaries as spokespeople, showcasing before-and-after photographs, marketing industrial products or locally-produced crafts or goods, securing endorsements from ministry or local organizations, promoting final or interim reports, and communicating program impact/overall results.

C. The Marking Plan shall enumerate the public communications, commodities, and program materials and other items that visibly bear or will be marked with the USAID Identity. USAID’s policy is that programs, projects, activities, public communications, or commodities implemented or delivered under contracts and subcontracts exclusively funded by USAID are marked exclusively with the USAID Identity.

It will be important to specify budget estimates for activities to be undertaken. Where applicable, a host-country symbol or ministry logo, another U.S. Government logo, or other donor logo in the event of co-funding may be added.

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 http://www.usaid.gov/branding/gsm.html, or any successor branding policy. In accordance with provision D.2 above and where applicable, the Contractor shall have subgrants comply with the requirements of the policy directives and required procedures outline in the USAID ADS 320.3.3 “Branding and Marking in Assistance” for grants given under this award.

END OF SECTION D

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

SECTION E - INSPECTION AND ACCEPTANCE

E.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

The following contract clauses pertinent to this section are hereby incorporated by reference (by Citation Number, Title, and Date) in accordance with the clause at FAR "52.252-2 CLAUSES INCORPORATED BY REFERENCE" in Section I of this contract. Also, the full text and all other clauses can be accessed electronically at this/these address(es): https://www.acquisition.gov/FAR/ AND www.usaid.gov

NUMBER TITLE DATE

FEDERAL ACQUISITION REGULATION (48 CFR Chapter 1)

52.246-3 INSPECTION OF SUPPLIES – COST REIMBURSEMENT MAY 2001

52.246-5 INSPECTION OF SERVICES--COST-REIMBURSEMENT APR 1984

E.2 INSPECTION AND ACCEPTANCE

USAID inspection and acceptance of services, reports and other required deliverables or outputs shall take place at:

USAID/Guyana Attn: Health Office 100 Young & Duke Street Georgetown, Guyana or at any other location where the services are performed and reports and deliverables or outputs are produced or submitted. The COTR listed in Section G has been delegated authority to inspect and accept all services, reports and required deliverables or outputs.

E.3 MONITORING AND EVALUATION

The progress, success and impact of the Contractor’s performance under this contract will be monitored and evaluated as a part of the overall activity results. The USAID Contracting Officer's Technical Representative (COTR) will conduct periodic performance reviews as required under FAR 42.15 and AIDAR 742 to monitor the progress of work and the achievement of results under this contract. This monitoring and evaluation is based on the targets and the other contract terms and conditions which shall form the basis of the Contractor’s permanent performance record with regard to this contract.

Evaluations focused on key implementation issues may occur one or more times during or after the implementation of this contract. Such external evaluation (s) may include a detailed assessment of project organization, management, fieldwork, significant outputs, and the quality and quantity of overall performance. The cost of evaluations involving this contract will not be charged against this contract, except to the extent that Contractor personnel are required to brief or assist an evaluation team.

A variety of mechanisms will be used to monitor the progress/success of this activity and the Contractor’s performance. The Contractor will prepare and submit for USAID COTR approval a final draft for the Performance Based Monitoring Plan (PBMP) with indicators for tracking quarterly and annual progress.

These indicators will be measurable and data for the indicators will be easily attainable from reliable sources. The PBMP will be finalized only after discussion with and approval from USAID COTR. The annual work plan will correlate to the PBMP.

Also, the deliverables/reports described in Sections F will be used to the maximum extent to evaluate the Contractor’s performance.

END OF SECTION E

http://www.usaid.gov/

SECTION F - DELIVERIES OR PERFORMANCE

F.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

The following contract clauses pertinent to this section are hereby incorporated by reference (by Citation Number, Title, and Date) in accordance with the clause at FAR "52.252-2 CLAUSES INCORPORATED BY REFERENCE" in Section I of this contract. Also, the full text and all other clauses can be accessed electronically at this/these address(es): https://www.acquisition.gov/FAR/ AND www.usaid.gov

NUMBER TITLE DATE

FEDERAL ACQUISITION REGULATION (48 CFR Chapter 1)

52.242-15 STOP-WORK ORDER, AUG 1989

ALTERNATE I APR 1984

F.2 PERIOD OF PERFORMANCE

The period of performance for this contract is three (3) years starting on the effective date on the cover page of the contract and ending on September 30, 2013. USAID may at its convenience extend the contract for an additional option year and if funds are available.

F.3 PLACE OF PERFORMANCE

The Contractor shall establish a central office in Georgetown, Guyana. The duty post for all key personnel is Georgetown, Guyana. The Contractor staff is expected to travel to other locations within Guyana, as required, to complete the assigned tasks. However, the Contractor should consider the need for location(s) outside of Georgetown, as described above, in view of the special nature of implementation and the need to be close to intervention zone(s) and targeted beneficiaries.

F.4 STAFFING PATTERN AND KEY PERSONNEL

The Offeror is encouraged to propose a staffing pattern that can best achieve the desired results. Use of local staff is encouraged to the greatest extent possible, including the use of Guyanese nationals as technical members on the contract team.

A. STAFFING REQUIREMENTS

The contractor will be responsible for the hiring of the non-key personnel whose qualifications must be commensurate with their job descriptions. The Offeror should provide a full team of specialists appropriate to the tasks requested herein.

1. Long Term Technical Assistance

Director The Director will have technical and management responsibility for all personnel and be the representative to USAID. The Director will have general responsibility for addressing contract-related issues, including ensuring that contractor financial controls and systems comply with generally accepted accounting practices that meet USAID standards, and that all activity-procured materials and equipment are safeguarded and prudently and responsibly used. S/he will be responsible for the smooth implementation of the project and for providing general program and technical direction as well as completion of required reports.

This individual must be a project management specialist with at least 5 years of proven experience in the implementation and management of international or domestic development projects, specifically, in the area of grants management and civil society strengthening. Given the number of organizations and institutional partners with which the program will interact, the Director should possess demonstrated capacity to build and maintain productive working relationships with a wide network of partners and stakeholders. S/he should have a good knowledge of USAID regulations and procedures pertaining to activity design/implementation. This individual should be sufficiently knowledgeable in the area of HIV/AIDS. The Director should be knowledgeable about the relevant socioeconomic, institutional and policy issues that are related to this area of work. S/he should have at a minimum a Bachelors Degree in social sciences, public administration, public management, business management, finance, economics or accounting.

Capacity Building Coordinator The Capacity Building Coordinator will be responsible for the provision of technical assistance in the areas of governance, organizational development and human resource management. S/he will work directly with partner organizations, and collaborate with the Guyana HIV/AIDS Reduction and Prevention project to execute the various activities. S/he is required to strengthen the human and institutional capacity within NGOs, to enable them to expand HIV/AIDS services while enhancing their sustainability. S/he must have strong organizational, communication and diplomatic skills; an ability and willingness to function in a collaborative and collegial environment and to mediate disputes and negotiate consensus;

balanced judgment; and be capable of prioritizing and executing work assignments. S/he will be required to travel extensively to various NGO within the regions of Guyana on a monthly basis. An understanding of the socio-cultural issues and nuances of working in communities is highly desirable. S/he should have at least a relevant Bachelor’s degree and at least 5 years of experience and technical expertise working with community-based organizations.

Monitoring and Evaluation Officer The monitoring and evaluation officer will assist with the design and implementation of the HIV/AIDS strategic objective portfolio’s monitoring and evaluation plan. S/he will provide technical guidance to increase the capacity of civil society organizations to report reliably, ensure the data reported to USAID is of a high quality, and support the improved availability and use of monitoring and evaluation data for program planning, evaluation, improvement, management and policy advocacy. S/he must have at least a Bachelor’s degree in Economics, Research, Epidemiology, Science, Public Health and any other related field, and a minimum of one year’s experience in data management and report writing. Knowledge of or experience working with HIV/AIDS programs preferred. S/he must be skilled in the use of Access, Excel, Epi Info and any other data related programs for data management.

Senior Accountant The senior accountant must have at least three years experience in the design, analysis and implementation of accounting systems, with experience working in a project management environment.

Strong and positive interpersonal and leadership skills are required. S/he will be required to travel extensively, approximately 50% of the time, to various NGO within the regions of Guyana on a monthly basis. S/he must possess a Certified Accounting Technician (CAT) certificate and an Association of Chartered Certified Accountants (ACCA) certificate Level ll or higher from a recognized institution.

2. Short Term/Other Technical Assistance It is anticipated that expertise will be required by an Accounting Firm, to conduct financial audits to the community-based organizations. The Firm must possess certificates of practice from the Association of Chartered Certified Accountants (ACCA) and a local certificate from the Institute of Chartered Accountants of Guyana. The Offeror should propose the estimated level of effort and number of short-term technical assistance required over the life-of-activity.

B. KEY PERSONNEL

Position descriptions, names, resumes and salaries of the proposed key personnel will be evaluated. The key personnel positions to be established for the performance of this contract are as follows:

Title

Director Senior Accountant Capacity Building Coordinator Monitoring and Evaluation Officer

The position(s) specified above are considered essential to the work being performed under this award. If any person assigned to Key Personnel positions resigns and/or is replaced, the Contractor shall immediately notify both the Contracting Officer and USAID Contracting Officer's Technical Representative as soon as possible. The Contractor 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.

F.5 PERFORMANCE STANDARDS

Evaluation of the Contractor's overall performance toward achievement of the objectives in Section C will be conducted jointly by the COTR and the Contracting Officer, and shall form the basis of the Contractor's permanent performance record with regard to this contract. Evaluation of the overall performance will be in accordance with FAR 42.15 and corresponding USAID procedures. The Contractor’s performance will be evaluated annually and at contract completion, utilizing the following general performance factors:

(a) Quality of Product or Service, including quality and effectiveness of technical assistance provided to project clients, extent to which Contractor takes advantage of opportunities in managing for results, and degree to which key personnel provided are consistent with the names mentioned in the proposal.

(b) Cost Control/Effectiveness, including actual costs incurred against the Contractor's cost proposal and if any savings to the project.

(c) Timeliness of Performance, including long-term and short-term technical assistance identified and fielded in a timely manner, ability of the Contractor to take corrective action to compensate for delays which were outside the Contractor's control, timeliness of documents or reports submitted to USAID

COTR.

(d) Business Relations, including satisfaction of, and relationship with counterparts;

understanding of, and adherence to, USAID regulations and procedures; effectiveness in bringing critical issues/constraints to the attention of USAID and counterparts and proposing appropriate solutions; and extent to which open, transparent relations are established with donors and partners.

(e) Effectiveness of the Contractor's long-term key personnel and subcontractors.

The Contractor will have ultimate responsibility for managing and implementing this activity as well as achieving the contract’s performance results. The determination of successful performance will be based upon the achievement of the desired results and not merely the generation of activities. The process is expected to be dynamic and will be evaluated on an ongoing basis. If sub-contractors are used, the Contractor will oversee the activities of each sub-contract.

F.6 REPORTS AND DELIVERABLES OR OUTPUTS

In addition to the requirements set forth for submission of reports in Section I, and in accordance with AIDAR clause 752.242-70, Periodic Progress Reports, the Contractor shall submit reports, deliverables or outputs as further described below to the COTR. The cover page of all reports prepared by the Contractor, pursuant to AIDAR 752.242-70, shall include a descriptive title, the author's name(s), the activity name, the activity number, the contract number, the Contractor's name, the name of the USAID activity office and the COTR, and the publication or issuance date of the report. The Contractor shall be responsible for delivery of draft reports, schedules, plans, and other documents that are described below. All written documents must be submitted in English in a hard and electronic (soft) copy on CD in Microsoft Word 98 or newer version. Reports shall be prepared in a format consistent with USAID reporting requirements, to be mutually agreed upon by COTR and the Contractor.

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

USAID/Guyana Attn: Health Office 100 Young & Duke Streets Georgetown, Guyana Telephone: 592-225-7315

1) 752.242-70 PERIODIC PROGRESS REPORTS (October 2007)

(a) The contractor shall prepare and submit progress reports as specified in the contract schedule. These reports are separate from the interim and final performance evaluation reports prepared by USAID in accordance with (48 CFR) FAR 42.15 and internal Agency procedures, but they may be used by USAID personnel or their authorized representative when evaluating the contractor’s performance.

(b) During any delay in furnishing a progress report required under this contract, the Contracting Officer may withhold from payment an amount not to exceed US$25,000 (or local currency equivalent) or 5 percent of the amount of this contract, whichever is less, until such time as the Contracting Officer determines that the delay no longer has a detrimental effect on the Government’s ability to monitor the contractor’s progress.

2) In addition to other deliverables required by the contract, the contractor shall provide the following:

a. Annual Work Plans

Within 45 days of the award, the Contractor shall finalize and submit to USAID/Guyana COTR for approval a general Work Plan for the whole activity with the detailed plan for the first year’s implementation specific activities, schedules, targets, commodity procurement and program staffing. This Work Plan shall include a description of the principal tasks and assistance activities, detailed implementation process, project results, indicators, targets and project costs associated with the activities to be undertaken by the Contractor over the life of the contract. In addition to that a proposed schedule of such activities will be required including a listing of principal counterpart for each proposed activities, and description and estimate of amounts of short-term expertise, training and other support resources/assistance proposed to work under each activity.

The Work Plan shall also include a description of what each assistance activity or combination of activities is expected to accomplish and its baseline data. Furthermore, the document should include how and to what extent those accomplishments will contribute to the achievement of overall goals for the project.

The contractor will receive technical direction from the USAID COTR on how to develop the Work Plan.

As a part of the initial work plan, the Contractor shall finalize a comprehensive Performance Based Monitoring Plan (PBMP) that allows for documenting implementation progress against specified performance indicators and related targets and benchmarks. The purpose of the PBMP will be to serve as a tracking system to generate quantifiable and verifiable data on the impact of interventions and tie these to the overall goals of USAID/Guyana Health program. The PBMP will, at a minimum, include specific standard indicators listed in the Appendix and relate to the Mission’s PBMP if one has been approved. In addition, the Contractor must propose additional indicators for the PBMP that correspond to the proposed project activities. The PBMP must be submitted for review and approval by USAID COTR. The Contractor will utilize performance indicators to measure the results for each project component and establish baseline measurements to assess the impact of proposed interventions as well as data sources and collection methods.