NEW CVPP FINAL RFP 12-9

Table of Contents Page

PART I - THE SCHEDULE

SECTION B - SUPPLIES OR SERVICES AND PRICE/COSTS

B.1 PURPOSE

B.2 CONTRACT TYPE

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

B.4 LINE ITEMS

B.5 INDIRECT COSTS (DEC 1997)

B.6 CEILING ON INDIRECT COST RATES

B.7 COST REIMBURSABLE

SECTION C - DESCRIPTION/SPECIFICATIONS/STATEMENT OF WORK

C.1 BACKGROUND (See Attachment J.2)

C.2 OBJECTIVES

C.3 SCOPE OF WORK

SECTION D - PACKAGING AND MARKING

D.1 BRANDING POLICY AND COMMUNICATIONS PLAN

D.2 AIDAR 752.7009 MARKING (JAN 1993)

D.3 BRANDING STRATEGY FOR SJSR PROGRAM

SECTION E - INSPECTION AND ACCEPTANCE

E.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

E.2 INSPECTION AND ACCEPTANCE

E.3 MONITORING AND EVALUATION PLAN

SECTION F - DELIVERIES OR PERFORMANCE

F.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

F.2 PERIOD OF PERFORMANCE

F.3 PLACE OF PERFORMANCE

F.4 PERFORMANCE STANDARDS

F.5 AUTHORIZED WORKWEEK

F.6 REPORTS

F.7 MONITORING AND EVALUATION

F.8 752.242-70 PERIODIC PROGRESS REPORTS

F.9 SUBMISSION REQUIREMENTS FOR DEVELOPMENT EXPERIENCE DOCUMENTS

F.10 USAID PROPERTY IN THE CUSTODY OF CONTRACTORS

F.11 REPORT ON NON-EXEMPT PROPERTY……………………..……………………………………………………………..32

SECTION G - CONTRACT ADMINISTRATION DATA

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

G.2 ADMINISTRATIVE CONTRACTING OFFICE

G.3 TECHNICAL DIRECTION

G.4 TECHNICAL DIRECTIONS/RELATIONSHIP WITH USAID

G.5 PAYING OFFICE

G.6 ACCOUNTING AND APPROPRIATION DATA

G.7 CONTRACTOR’S PRIMARY POINT OF CONTACT

G.8 CONTRACTOR’S PAYMENT ADDRESS

SECTION H - SPECIAL CONTRACT REQUIREMENTS

H.1 AIDAR 752.7032 INTERNATIONAL TRAVEL APPROVAL AND NOTIFICATION

REQUIREMENTS AND AIDAR 752.7027 PERSONNEL

H.2 AIDAR 752.7004 EMERGENCY LOCATOR INFORMATION (JUL 1997)

H.3 FOREIGN GOVERNMENT DELEGATIONS TO INTERNATIONAL CONFERENCES

H.4 AIDAR 752.7027 PERSONNEL (DEC 1990)

H.5 AIDAR 752.225-70 SOURCE, ORIGIN AND NATIONALITY REQUIREMENTS (FEB 1997)

H.6 INSURANCE AND SERVICES

H.7 AIDAR 752.228-70 MEDICAL EVACUATION (MEDEVAC) SERVICES, (JUL 2007)

H.8 AUTHORIZED GEOGRAPHIC CODE

H.9 NONEXPENDABLE PROPERTY PURCHASES AND INFORMATION

TECHNOLOGY RESOURCES

H.10 LOGISTIC SUPPORT

H.11 LANGUAGE REQUIREMENTS

H.12 KEY PERSONNEL

H.13 SUBCONTRACTING PLAN AND THE SF 294 – SUBCONTRACTING REPORT FOR

INDIVIDUAL CONTRACTS AND SF 295 – SUMMARY CONTRACTING REPORT

H.14 EXECUTIVE ORDER ON TERRORISM FINANCING

H.15 REPORTING OF FOREIGN TAXES (JULY 2007)

H.16 PROHIBITION AND ASSISTANCE TO DRUG TRAFFICKING

H.17 GRANTS UNDER CONTRACTS

H.18 AIDAR 752.7007 PERSONNEL COMPENSATION (JULY 2007)

H.19 CONFIDENTIALITY AND OWNERSHIP OF INTELLECTUAL PROPERTY……………..

H.20 USAID DISABILITY POLICY ACQUISITION (DECEMBER 2004)……………..

H.21 PERSONNEL COMPENSATION…………..

H.22 TRAVEL TO EL SALVADOR

H.23 USAID IMPLEMENTATION OF SECTION 508 OF THE REHABILITATION ACT OF 1973

AND FEDERAL ACQUISITION CIRCULAR (FAC) 97-27 “ELECTRONIC AND INFORMATION

TECHNOLOGY ACCESIBILITY”

H.24 MANDATORY COMPLIANCE REVIEWS

PART II - CONTRACT CLAUSES

SECTION I - CONTRACT CLAUSES

I.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

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

I.3 52.227-23 RIGHTS TO PROPOSAL DATA (TECHNICAL) (JUN 1987)

I.4 AIDAR 752.245-70 GOVERNMENT PROPERTY-USAID REPORTING REQUIREMENTS

I.5 AIDAR 752.225-71 LOCAL PROCUREMENT (FEB 1997)

I.6 52.203-8 CANCELATION, RESCISSION, AND RECOVERY OF FUNDS FOR ILLEGAL OR

IMPROPER ACTIVITY (JAN 1997)

I.7 52.203-13 CONTRACTOR CODE OF BUSINESS ETHICS AND CONDUCT (APR 2010)

I.8 8 52.204-10 REPORTING EXECUTIVE COMPENSATION AND FIRST-TIER SUBCONTRACT

AWARDS (JUL 2010)

I.9 52.215-14 INTEGRITY OF UNIT PRICES (OCT 1997)

I.10 52.216-7 ALLOWABLE COST AND PAYMENT (DEC 2002)

I.11 52.217-8 OPTION TO EXTEND SERVICES (NOV 1999)

I.12 52.217-9 OPTION TO EXTEND THE TERM OF THE CONTRACT (MAR 2000)

I.13 52.222-50 COMBATING TRAFFICKING IN PERSONS (FEB 2009)

I.14 52.227-23 RIGHTS TO PROPOSAL DATA(TECHNICAL) (JUN 1987)

I.15 52.243-7 NOTIFICATION OF CHANGES (APR 1984)

I.16 52.229-8 TAXES—FOREIGN COST-REIMBURSEMENT CONTRACTS (MAR 1990)

I.17 AIDAR 752.228-3 WORKER’S COMPENSATION INSURANCE (DEFENSE BASE ACT)

I.18 AIDAR 752.7032 INTERNATIONAL TRAVEL APPROVAL AND NOTIFICATION

REQUIREMENTS

I.19 USAID MENTOR-PROTÉGÉ PROGRAM (JULY 2007)

I.20 MENTOR REQUIREMENTS AND EVALUATION (JULY 2007)

I.21 AIDAR 752.7019 PARTICIPANT TRAINING (JAN 1999)

I.22 VOLUNTARY POPULATION PLANNING ACTIVITIES (JUNE 2008)

I.23 ADS 302.3.5.9 PROHIBITION AGAINST DISCRIMINATION

PART III - LIST OF DOCUMENTS, EXHIBITS AND OTHER ATTACHMENTS

SECTION J - LIST OF ATTACHMENTS

PART IV - REPRESENTATIONS AND INSTRUCTIONS

SECTION K - REPRESENTATIONS, CERTIFICATIONS AND

OTHER STATEMENTS OF OFFERORS

K.1

NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

K.2

TAXPAYER IDENTIFICATION (OCT 1998)

K.3

52.204-8 ANNUAL REPRESENTATIONS AND CERTIFICATIONS (FEB 2009)

K.4

52.209-5 CERTIFICATION REGARDING RESPONSIBILITY MATTERS (APR 2010)

K.5

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

K.6

52.222-25 AFFIRMATIVE ACTION COMPLIANCE (APR 1984)

K.7

52.227-15 REPRESENTATION OF LIMITED RIGHTS DATA AND RESTRICTED

COMPUTER SOFTWARE (DEC 2007)

K.8

52.230-1 COST ACCOUNTING STANDARDS NOTICES AND CERTIFICATION (OCT 2008)

K.9

52.230-7 PROPOSAL DISCLOSURE – COST ACCOUNTING PRACTICE CHANGES (APR 2005)

K.10 INSURANCE - IMMUNITY FROM TORT LIABILITY

K.11 AGREEMENT ON, OR EXCEPTIONS TO, TERMS AND CONDITIONS

K.12 AUTHORIZED NEGOTIATORS

K.13 SIGNATURE

SECTION L - INSTRUCTIONS, CONDITIONS, AND NOTICES TO OFFERORS

L.1 NOTICE LISTING SOLICITATION PROVISIONS INCORPORATED BY REFERENCE

L.2 DATA UNIVERSAL NUMBERING SYSTEM (DUNS) NUMBER (APR 2008)

L.3 52.215-1 INSTRUCTIONS TO OFFERORS- COMPETITIVE ACQUISITION (JAN 2004)

L.4 52.216-1 TYPE OF CONTRACT (APR 1984)

L.5 52.233-2 SERVICE OF PROTEST (SEP 2006)

L.6 GENERAL INSTRUCTIONS TO OFFERORS

L.7 DELIVERY INSTRUCTIONS

L.8 INSTRUCTIONS FOR THE PREPARATION OF THE TECHNICAL PROPOSAL

L.9 INSTRUCTIONS FOR THE PREPARATION OF THE COST/BUSINESS PROPOSAL

SECTION M - EVALUATION FACTORS FOR AWARD

M.1 GENERAL INFORMATION

M.2 EVALUATION CRITERIA

M.3 COST PROPOSAL EVALUATION

M.4 EVALUATION SYSTEM

M.5 COST PROPOSAL EVALUATION

M.6 DETERMINATION OF THE COMPETITIVE RANGE AND CONTRACT AWARD

M.7 CONTRACTING WITH SMALL BUSINESS CONCERNS AND DISADVANTAGED

ENTERPRISES

M.8 CONTRACTING WITH SMALL BUSINESS CONCERNS AND DISADVANTAGED

ENTERPRISES

ATTACHMENT J.1 – REFERENCE DOCUMENTS – LINK TO ANNEXES 1 TO 13

ATTACHMENT J.2 – BACKGROUND INFORMATION

ATTACHMENT J.3 – IDENTIFICATION OF PRINCIPAL GEOGRAPHIC CODE NUMBERS

ATTACHMENT J.4 – LIST OF ACRONYMS

ATTACHMENT J.5 – USAID FORM 1420-17 CONTRACTOR BIOGRAPHICAL DATA SHEET

ATTACHMENT J.6 – SF LLL – DISCLOSURE OF LOBBYING ACTIVITIES

ATTACHMENT J.7 – MODEL SUBCONTRACTING PLAN

PART I - THE SCHEDULE

SECTION B - SUPPLIES OR SERVICES AND PRICE/COSTS

B.1 PURPOSE

The United States Agency for International Development (USAID), Regional Office of Acquisition and Assistance in El Salvador requires support to achieve the goals and activities as detailed in Section C.

B.2 CONTRACT TYPE

The Government contemplates award of a Cost Plus Fixed Fee (CPFF) completion contract resulting from this solicitation.

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

(a) Base Period of Performance

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

(2) Within the estimated cost plus fixed fee (if any) specified in paragraph (a)(1) 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 __________. The Contractor shall not exceed the aforesaid obligated amount.

(b) Option Period of Performance

(1) The estimated cost for the performance of the work required hereunder, exclusive of fee, if any, for the option period is __________. The fixed fee for the option period, if any, is ________. The estimated cost plus fixed fee, if any, for the option period is __________.

(2) Within the estimated cost plus fixed fee (if any) specified in paragraph (b)(1) 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 $0. The Contractor shall not exceed the aforesaid obligated amount.

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

B.4 LINE ITEMS

The Total Estimated Cost of this contract is within the following range: $10,000,000 to $24,999,999 (inclusive of base and option period.) The estimated cost for the base period is $xxxxx. The estimated cost for the option period is $xxx.

The summary budget for the base period is as follows:

Direct Labor

Other Direct Costs*

Indirect Costs

Subawards

$9,000,000 Fixed Fee

Total Estimated Cost plus Fixed Fee

* Other Direct Costs include: xxxx

NOTE: The Contractor will not be paid any sum in excess of the ceiling price. The only person authorized to commit or obligate additional funds is the Contracting Officer. Incurrence of costs in excess of the total amount obligated based on directions received from any individual other than the Contracting Officer and without prior Contracting Officer’s approval, shall not be reimbursed to the Contractor.

The summary budget for the option period is as follows:

The total estimated costs inclusive of Based and Option Period, if exercised, is as follows:

Grants Fund

LIMITATION OF FUNDS

The ceiling price of this contract is $xxxx. In accordance with FAR clause 52.232-22, funds currently obligated under this contract are limited to $xxxxx. The contractor is not authorized to incur expenses in excess of $xxxx and shall notify the Contracting Officer in writing whenever it has reason to believe that the costs it expects to incur under this contract in the next 60 days, or when added to all costs previously incurred will exceed 75% of the total obligated amount.

B.5 INDIRECT COSTS (DEC 1997)

For the Prime Contractor:

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

Description Rate Base Type Period

TBD

1/ 1/ 1/

1/Base of Application:

Type of Rate: Predetermined

Period:

For Major Subcontractor(s):

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

Description Rate Base Type Period

TBD

1/ 1/ 1/

1/Base of Application:

Type of Rate: Predetermined

Period:

“Major Subcontractors” are those subcontractors whose proposed cost exceeds $1,000,000.

B.6

CEILING ON INDIRECT COSTS

For the Prime Contractor:

(1) Reimbursement for indirect costs shall be at the lower of the negotiated final rates or the following ceiling rates:

Description Rate Base Type Period

TBD

1/ 1/ 1/

1/Base of Application:

Type of Rate: Predetermined

Period:

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

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

For the Major Subcontractor(s):

(4) Reimbursement for indirect costs shall be at the lower of the negotiated final rates or the following ceiling rates:

Description Rate Base Type Period

TBD

1/ 1/ 1/

1/Base of Application:

Type of Rate: Predetermined

Period:

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

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

B.7 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.

[END OF SECTION B]

SECTION C - DESCRIPTION/SPECIFICATIONS/STATEMENT OF WORK

CITIZEN SAFETY FOR EL SALVADOR:

CRIME AND VIOLENCE PREVENTION PROJECT

C.1 BACKGROUND

1. Context and Problem Statement Public safety is currently one of the most critical challenges facing not only El Salvador, but also the Central American region. Opportunities abound for violent criminals to exploit vulnerable communities and induce youth and young adults to join gangs. This is due to a combination of factors including El Salvador’s recent history of civil conflict, limited economic growth, lack of socioeconomic opportunities, a feeling of social and political exclusion, and the pressure of living in fractured family units torn apart by distance.

With an average murder rate of 73 per 100,000 people (compared to a worldwide average of 9 per 100,000), El Salvador has one of the highest rates of non-political violence in the world.

Combined law enforcement and prevention measures taken by the GOES over the last year, however, have slowly started to show positive results. Data from the national police indicates that the pattern of rising homicides is showing a slight declining trend with number of homicide dropping from an average of 12 per day to 11.

Recent studies show that the high level of crime in El Salvador is increasingly diverting resources away from economic growth toward combating crime and violence; negatively affecting the health of the population, and eroding citizen confidence in democracy and governmental institutions.

The root causes of violence and gang activity are largely understood to include income disparity and issues of significant social inequality. Research indicates that most gang members have directly experienced some kind of violence early in their lives, usually in the home or the neighborhood. Additional sources of insecurity include limited employment and education opportunities, large numbers of readily available small arms, rapid and disorganized urban growth without adequate services, and lack of societal support to prevent at risk youth from being recruited into gangs.

Underscoring these problems is the government’s lack of capacity to confront these problems, creating a gap into which crime and violence flourishes.

2. Progress to Date and Key Results

For many years the Government of El Salvador’s (GOES) primary response to the high levels of crime and violence has been to strengthen law enforcement, such as with the Mano Dura ("Iron Fist") approach to gang suppression.

It has become clear, however, that this alone is insufficient to resolve the problem. The government of President Funes, in response to these challenges, proposed a three-pronged approach that includes law enforcement, prevention and rehabilitation.

Striving to respond in a coordinated fashion at both national and local levels, the GOES tasked the office of the Sub-Secretariat for Territorial Development and Decentralization (SSDTD) within the Strategic Affairs Secretariat to focus on the prevention approach. In 2009, the SSDTD led the development of a national strategy for crime and violence prevention with the participation of different sectors of Salvadoran society, including GOES agencies, foundations, non-governmental organizations (NGO), youth movements and concerned individuals.

In December 2010, the GOES published the Estrategia Nacional de Prevención Social de Violencia en Apoyo a los Municipios-EPV or “The National Strategy for Violence Social Prevention in Support of Municipalities” [“EPV” is the term that will be used throughout this RFP].

The EPV places the municipal government firmly in the lead of coordinating crime prevention efforts, but also requires the participation of the central government, NGOs, the private sector, youth and community leaders through a citizen participation process. The idea is for both the government and civil society to work as a team to prevent crime.

This policy is a change from the past where most local governments have been reluctant to engage in prevention, arguing that citizen safety was the solely responsibility of the central government. Over the last few years with the piloting of municipal-led crime prevention models, a growing number of municipal governments have shown their interest and commitment to assume proactive roles in crime and violence prevention. This policy has set the stage for developing better-coordinated crime and violence prevention efforts that complement law enforcement by focusing at the municipal level.

A more comprehensive GOES document on citizen safety is the State policy entitled “Política Nacional de Justicia, Seguridad Pública y Convivencia” or “The National Policy for Justice, Public Security and Social Coexistence” developed in 2010 by the Ministry of Justice and Public Security in collaboration with the Security Cabinet, the UNDP and the Spanish Agency of International Cooperation for Development (AECID). As far as USAID knows, this document is not of the public domain; however, its second component, out of five, “the Social Prevention of Violence and Crime” contains objective, strategies and line of actions very similar to the EVP.

In the on-going negotiation process of the Partnership for Growth (PfG) between the GOES and the USG, it has been identified that this Project will assist the GOES to implement crime and violence prevention actions in key municipalities of El Salvador as outlined in the EPV and in the Social Prevention of Violence and Crime Component of the National Policy for Justice, Public Safety and Social Coexistence (Component 2).

3. Recent USAID Programs to Support GOES Citizen Safety Efforts

In the last four years, USAID has funded three key prevention programs: Crime and Violence Prevention Project (CVPP), currently being implemented by Research Triangle Institute International; the Regional Youth Alliance Project (AJR), currently being implemented by Creative Associates; and, Strengthening the Judicial System project implemented by Checchi Consulting. Together, these programs have supported the GOES as it improves the capacity of municipal government, civil society and communities to: better analyze crime patterns; plan and implement activities to combat crime and violence; and, measure the impact of interventions. The programs have also supported national and regional efforts including policy formation, assessments of juvenile justice, supporting community policing efforts and assisting the GOES’ implementation of the Criminal Procedure Code.

C.2. OBJECTIVES

This project will serve as a follow on to USAID’s existing Crime and Violence Prevention Project, and should directly build on the gains achieved in the on-going CVPP and AJR. The objective of this project is to help increase safety for citizens of El Salvador. This will be accomplished through:

• Supporting the Government of El Salvador’s national level crime prevention efforts.

• Supporting the expansion of municipal-led crime and violence prevention efforts. This includes both a geographic and technical expansion, such as introducing more complex models and innovations in prevention based upon lessons learned through practice in the U.S. and other relevant country models.

• Identifying and seizing windows of opportunity in crime and violence prevention.

C.3. SCOPE OF WORK

I. APPROACH

USAID/El Salvador views the implementation of this project as an ongoing interactive process of consultation and support for local ownership to attain sustainability. The contractor is expected to work closely with the national and local governments with high degree of flexibility taking into consideration the Paris Declaration and the USAID Forward Reforms. This is also a learning process; therefore, the contractor is expected to continually incorporate lessons learned throughout the period of implementation, making adjustments according to changing circumstances.

The general approach adopted by the contractor should: 1) be specifically tailored to the political context of El Salvador; 2) employ creative responses and approaches in order to achieve the desired results; 3) be flexible, timely and innovative; 4) engage partners in a participatory fashion; 5) provide technical and intellectual leadership in the field; and 6) explore the greater use of science and technology to target crime and violence prevention.

Linkages to the Paris Declaration and the USAID Forward Reform Agenda

The partnership commitments contained in the Paris Declaration are: 1) Ownership: partner countries exercise effective leadership over their development policies and strategies and coordinate development actions; 2) Alignment: donors base their overall support on partner countries’ national development strategies, institutions and procedures; 3) Harmonization: donors’ actions are more harmonized, transparent and collectively effective; 4) Managing for results: managing resources and improving decision-making for results; and 5) Mutual accountability: donors and partners are accountable for development results.

The USAID Forward Reform Agenda is changing the way the Agency does business, focusing on partnerships with governments, local organizations and small businesses. There is also a strong emphasis on innovation, science and technology not only in the projects but in the evaluation of projects and programs.

The contractor shall explain to USAID in its proposal how it intends to honor the principals of the Paris Declaration and the USAID Forward Reform Agenda within each component.

Linkages to the Central America Regional Security Initiative

In 2008, the U.S. Government introduced a special initiative to reduce crime rates and improve security in Central America called the Central American Regional Security Initiative (CARSI). The USG objective for CARSI is, “to produce a safer and more secure region where criminal organizations no longer wield the power to destabilize governments or threaten national and regional security and public safety, as well as to prevent the entry and spread of illicit drugs, violence, and transnational threats to countries throughout the region and to the United States”.

USAID’s role in this initiative is to focus on the prevention of crime and violence as part of a larger USG effort. This project is expected to be significantly funded by CARSI.

The contractor will therefore be expected to closely coordinate activities with other Departments and Agencies of the US government. The contractor shall demonstrate how its proposed approach and activities are linked to CARSI goals.

II. ACTIVITY DESCRIPTION

A. Relationship to USAID/El Salvador Country Plan and Results Framework for the Democracy Strategic Objective and to the new Strategic Framework for Foreign Assistance

The Citizen Safety for El Salvador: Crime and Violence Prevention Project falls under the Activity “Transparent Justice and Governance” No. 519-0461, which is designed to support efforts towards achieving the USAID Strategic Objective (SO) “Ruling Justly: More Responsive and Transparent Governance” and will directly contribute to the USAID/El Salvador Country Plan over the FY04-FY13 period. Ruling Justly SO intermediate results are: “Strengthened Rule of Law” and “Greater Transparency and Accountability.” The Activity will primarily focus on activities under intermediate result “Greater Transparency and Accountability.”

In addition to the aforementioned USAID SO Framework, USAID structures its programs under the new Strategic Framework for U.S. Foreign Assistance; therefore, activities under this scope of work will also fall under Objective: “Governing Justly and Democratically;” Program Area 2.2 Good Governance;” Program Element 2.2.4 “Governance of the Security Sector” and Program Sub-Element 2.2.4.3 “Transparency and Oversight.”

As indicated above, this project is a follow on to USAID’s existing Crime and Violence Prevention Project (CVPP). The activities undertaken by the follow on project should build ownership of national government, local government and citizens in their long-term efforts to address crime and violence prevention at the community level.

B. Project Components

Component 1: Increase GOES Capacity To Prevent Violence And Crime On A National Scale

This component aims to support the GOES’ national level efforts to develop and implement crime and violence prevention policies.

Sub-activity 1.1: Improve GOES ability to implement the National Strategy for Social Violence Prevention in Support of Municipalities (EPV) and the National Policy for Justice, Public Security and Social Coexistence (Component 2: Social Prevention of Violence and Crime)

In 2009, President Funes approved the EPV, which was drafted by the SSTDD office in the Strategic Affairs Secretariat. The policy recognizes crime as a social phenomenon, and champions the importance of a multi-sectoral approach to fight crime. Salvadoran municipalities are progressively assuming more responsibility in the area of crime and violence prevention, and the EPV seeks to formalize this change by placing the municipalities firmly in the lead for prevention programming.

While the focus of this policy is the municipalities, the Ministry of Justice and Public Security has been chosen to implement the country-wide roll out of the policy. Specifically, the office of Prevención Social de la Violencia y Cultura de Paz (PRE-PAZ) will be the main point of contact within the GOES for this effort. The GOES is working with the United Nations Development Program (UNDP) to develop a plan to roll out the EPV to all 262 municipalities in El Salvador.

It is important to note that although the EPV is new, the model outlined in the strategy has been piloted in selected municipalities by the GOES and various donors including the UNDP, La Agencia Española de Cooperación Internacional para el Desarrollo (AECID) and USAID. The municipalities were identified through a prioritization process conducted by the SSDTD in which 54 were identified as poor, high-risk areas. These were grouped into clusters, some of which received donor resources. (Annex 1).

Challenges were identified during the pilot phase, including: municipalities and civil society lacked a basic understanding of prevention methodology; many municipalities were reluctant to include community representatives in the Municipal Councils for Violence Prevention; local governments lacked resources to implement preventive actions; and, in some cases, the National Civilian Police (PNC) signed agreements to establish their own Municipal Councils for Crime Prevention despite not having expertise in prevention methodology.

The GOES will require support in educating municipal governments, civil society organizations, community members and potential beneficiaries about the strategy, including the role of the Prevention Councils. Additionally, the GOES will need to build its internal capacity to implement this strategy, which includes establishing or strengthening Prevention Councils.

The Contractor shall review the EPV to identify and propose innovative approaches to build the GOES’ capacity to implement the EPV, and for educating municipal governments and populations about the EPV, taking into account gender considerations. The proposal should be politically, technically and economically feasible for implementation during the time frame of this Contract. Also, it is strongly recommended that the contractor review existing toolkits and manuals developed by donors to assist with the pilot phases of this endeavor.

Expected Results

Base period: The GOES is able to establish and strengthen municipal prevention councils in at least twenty municipalities during the base period of three years, as outlined in the EPV and the National Policy for Justice, Public Security and Social Coexistence/Component 2

Option period (two years):

The GOES is able to establish and strengthen municipal prevention councils in at least fifteen additional municipalities

Base period: At least 50% to 60% of selected officials tied to the project in targeted Salvadoran municipal governments understand the goals and objectives of the EPV

Option period: at least 75% to 90% of selected officials tied to the project in targeted Salvadoran municipal governments understand the goals and objectives of the EPV by the end of the option period

Base period: At least 30% to 40% of population in targeted communities/municipalities is aware of the goals and objectives of the EPV by the end of the base period

Option period (two years):

At least 40% to 60% of population in targeted communities/municipalities is aware of the goals and objectives of the EPV by the end of the contract period

Illustrative Indicators:

· % of population in targeted municipalities aware of EPV increased

· # of GOES-established prevention councils from start of the project to the end of the project

· % increase of municipal government officials that understand the goals and objectives of the EPV Sub-activity 1.2: Improve the national policy framework for crime and violence prevention by supporting emerging laws and policies

The EPV is one of many national initiatives that affect the prevention of crime and violence. Recently, some laws have been passed and new one may emerge that may require support from USAID in formation or implementation. Some examples include: Territorial Development and Decentralization Law, Social Coexistence Law, and The Youth National Law.

The Contractor will propose as part of its strategy, interventions to support the formation, improvement and/or implementation of new crime and violence related policies, some of which are listed above. To this end, the Contractor should know that all interventions must be in harmony with the EPV.

Expected Results:

Base period: The national level government of El Salvador is supported as it forms and/or implements in at least 2 prevention strategies and/or laws.

Option period: The national level government of El Salvador is supported as it forms and/or implements in at least one additional prevention strategy and/or law.

Illustrative Indicators

· # of prevention-focused laws receiving USAID formation assistance

· # of municipalities applying the social coexistence law with contractor assistance Sub-activity 1.3: Support Municipal Crime Prevention Observatories

As institutions of the State, both national and local governments should have extensive data on crime to help inform policies, programs and practices to address crime. While there are many ways to approach the issue of data collection and analysis, the Crime Prevention Observatory model has been embraced in El Salvador. Crime Prevention Observatories provide government officials with data and analysis about the crime situation in their territory to inform policy and operations.

Few municipalities have yet to establish Crime Prevention Observatories due primarily to a lack of resources. The Santa Tecla Observatory on Violence Prevention, supported by USAID/El Salvador and many other donors, is the exception as one of the most developed municipal observatories in the country. Through donor and municipal support, it uses 3G wireless security technology to capture accurate and instant crime data by both national and municipal police. The observatory has mapping and analytic capabilities that allow city leaders to identify crime patters and develop policies and action plans to prevent crime in targeted areas.

In February 2011, the President of the National Council for Public Security (CNSP) announced the establishment of a National Observatory on Violence and Delinquency-OBNAVID to gather information on crime victimization, including domestic violence, misdemeanors, sexual violence, and others. The GOES plans to establish municipal observatories throughout the country that will feed into the OBNAVID at the national level. According to the CNSP, there are 38 operational municipal-level observatories, meaning an additional 224 need to be established.

The Contractor will identify the most relevant needs of the GOES regarding the establishment of new municipal-level observatories, suggest prioritization of these needs, and propose a strategy with notional activities based on the availability of funds for this sub-activity.

Expected Results:

Base period: A methodology for establishing and managing municipal crime prevention observatories is developed and published in conjunction with the GOES

Base period: A minimum of 10 new municipal crime prevention observatories are established with contractor assistance.

Option period: a minimum of 5 additional municipal crime prevention observatories are established with contractor assistance.

Base period: In at least seven selected municipalities, crime prevention observatories provide relevant data to crime prevention councils to inform policy

Option period: in at least 7 selected municipalities, crime prevention observatories provide relevant data to crime prevention councils to inform policy

Base Period: A minimum of 7 existing municipal crime prevention observatories are strengthened with contractor assistance.

Option period: a minimum of 3 additional existing municipal crime prevention observatories are strengthened with contractor assistance.

Illustrative Indicators:

· # of municipalities of the metropolitan area of San Salvador or other municipalities assisted to establish a crime prevention observatory;

· # of Prevention Councils using data collected by assisted or created crime observatories Component 2: Municipal-Led, Community-Based Crime And Violence Prevention

Sub Activity 1.1 focuses on building the capacity of the GOES to establish and strengthen Municipal Prevention Councils and educate the local governments and the population about the EPV. Building capacity of the GOES will take time, and the need for prevention councils is overwhelming with 262 municipalities in El Salvador. Per the request of the GOES, USAID will continue to directly work with municipal governments and civil society to establish and manage Prevention Councils while also building GOES capacity. This project envisions the GOES increasingly taking over the responsibility of establishing and supporting prevention councils through the life of the contract, and the need for the contractor to fill this gap diminishes.

This component will build upon USAID’s existing Crime and Violence Prevention Program. The contractor must use the model that is outlined in the EPV as the basis for this component, but is encouraged to explore innovation and new approaches to prevention so long as it is in line with the EPV. It is strongly recommended that the contractor review existing toolkits and manuals developed by donors to assist with the pilot phases of this endeavor (see footnote 12). The Prevention Councils should be able to: diagnose the causes of crime and violence in its municipality; develop an annual prevention plan; oversee the implementation of the plan either directly, through small grants, or in partnership with other initiatives or organizations; monitor the activities in the plan; evaluate the plan’s effectiveness; and, adjust the plan and activities as necessary. Prevention councils are responsible for identifying activities that will address the causes of crime and violence in their communities, but require technical assistance from the contractor to diagnose the causes and determine which types of programming will be best suited to address those causes.

For this component, the contractor shall:

· Identify and discuss at least 5 and no more than 10 technical areas in which they plan to have expertise in crime prevention programming for the technical assistance of Prevention Councils. Some examples of possible technical focus areas include workforce development, countering gang recruitment, youth leadership, and outreach centers.

· Include strategies for addressing the separate needs of men/women or boys/girls, and for ensuring the full participation of both genders in all activities when appropriate.

· Discuss how its firm intends to implement this component. It is strongly recommended that the contractor develop sub-components to organize its approach.

Specific approaches the contractor’s proposal must address:

Directly Supporting Prevention Councils

The Contractor shall describe how it will pursue the development of a constructive leadership role for municipalities with the involvement of public institutions, private sector, community leaders, youth, NGOs and local entities in a Prevention Council.

Link to Sub-Activity 1.1

As noted in Sub-Activity 1.1, the GOES wants to build its own capacity to develop Prevention Councils and assist them with prevention planning, implementation, monitoring and evaluation, per the EPV. The Contractor shall include a discussion on how its firm plans to incorporate the building of GOES capacity to perform the functions listed in the EPV while implementing this Component.

Each proposal submitted in response to this solicitation shall include a line-item for sub-grants or direct implementation of projects in support of Prevention Council’s prevention plans. It is expected that many of the activities undertaken by this program will be carried out through sub-grants for institutions and/or civil society groups or networks, as per USAID and implementer regulations. Other activities may be carried out through the Contractor directly implementing the community activities, or in partnership with other organizations and/or programs occurring in the same geographic area. The design should be structured to encourage participation from a broad range of stakeholders, making an active effort to attract groups who have traditionally not been well represented, including youth, women and minority groups such as the disabled. Many procurement requirements, which are designed to protect USAID from risk, may in fact constitute disincentives to community-based organizations applying for and winning grants under USAID assistance regulations. The Recipient should design an approach that reduces or mitigates these disincentives, while still providing an acceptable level of protection of USAID’s interests.

The Contractor shall propose a methodology for the implementation and management of a sub-grants mechanism of local projects that follows USAID procurement regulations. The methodology must explain in detail how these activities will contribute to the overarching strategy of institutionalizing local leadership and community engagement in community-based crime and violence prevention. USAID also expects the Contractor to pursue alliances to leverage matching funds at an ideal 1:1 ratio for all sub-grants, and would like to see a short discussion of how the contractor will achieve this goal.

Public Private Partnerships The private sector should play an important role in providing funding or in-kind contributions to expand and support prevention activities at the local level. The Contractor shall seek to encourage innovative partnerships between public and private sector actors interested in supporting or implementing municipal crime prevention plans. Contributions could include financial and/or in-kind counterpart contributions (e.g. commitments to hiring at-risk youth, providing vocational training, equipment, labor, etc.).

Assistance may be provided to support these joint programs at the local level, to facilitate the creation of alliances, offer training and technical assistance to implement programs, and provide sub-grants aimed at leveraging USAID funds through participation from other funding sources. The Contractor must include a discussion of how it will engage the private sector in crime and violence prevention.

Long Term Sustainability

The Contractor should address ways to foster sustainability at the local level through activities that increase municipal leaders and citizens capabilities to address crime and violence issues after assistance has ended. USAID is looking for innovation solutions to the challenge of sustainability.

Synergies between the New CVPP and Other USAID Prevention-Related Projects Given that citizen safety in Central America is a crucial US Foreign Policy, USAID/El Salvador has also placed a high priority to all projects that contributes to crime and violence prevention throughout the USAID portfolio. In order to build synergies, establish coordination and increase impact, it has been determined that bidders will show linkages of their proposals to the Economic Growth’s Municipal Competitiveness Program and the linkages to the Human Investment Office’s education for youth at risk program.

Because youth are disproportionately affected by and involved in crime and violence in El Salvador, activities under this Contract will be closely coordinated with those implemented by the Education for Youth at Risk Program (EYRP). The CVPP Contractor team, together with USAID/El Salvador and the GOES, shall select municipalities in which Municipal Violence Prevention Counsels will be formed, if they do not exist, and supported. EYRP youth education interventions will be implemented in the same geographic areas, as well as in others that may be relevant for this project. The Contractor shall work collaboratively with the EYRP Recipient organization (to be selected FY 2012) in support of municipal violence prevention plans, which may include school safety, peer mediation, job skills training, and other preventive activities targeted to in-school and out-of-school girls and boys.

Technical Proposals submitted in response to this RFP should indicate strategies and methods that will lead to coordinated, integrated and collaborative work between the two technical teams of CVPP and EYRP to reach high risk youth before they turn to violence. In order to promote synergistic benefits for citizens of the targeted municipalities, the two USAID/El Salvador supported teams must include in their work plans joint planning, technical integration and monitoring and evaluation of municipality-based results related to crime and violence prevention among youth. It is envisioned that education funds will be provided for technical support and any other necessary inputs for school-based and other education activities included in municipal prevention plans.

The offerors should also explore the linkages to the Programa de Apoyo Temporal al Ingreso-PATI managed by the Social Investment Fund for Local Development (Fondo de Inversion Social para el Desarrollo Local, “FISDL”), USAID’s Improving the Justice System in El Salvador project, and USAID’s Improving Access to Employment project.

Expected Results:

Base period: Beneficiaries perception of safety increased by a minimum of 10% in target communities of selected municipalities

Option period: Beneficiaries perception of safety increased by an additional 5% in target communities of selected municipalities

A reduction of crime by a minimum of 5% in target communities of all selected municipalities during the period of the contract

Base period: 12 new Prevention Councils established and operational by the end of the base period

Option period: 8 new additional Prevention Councils established and operational

Base period: At least 70 communities working towards the reduction of crime through a partnership with local and national governments

Option period: at least 45 additional communities working towards the reduction of crime through a partnership with local and national governments

Base period: In at least 12 municipalities, municipal leaders’ and community members’ capacity for prevention planning, implementation and analysis increased

Option period: in at least 8 new municipalities, municipal leaders’ and community members’ capacity for prevention planning, implementation and analysis increased

Base period: At least 2 public private alliances are established in a minimum of 12 selected municipalities

Option period: at least 2 public private alliances are established in a minimum of 8 additional selected municipalities

Base period: Innovative municipal-led, community-based crime and violence prevention best practices are identified, systematized, published and disseminated at least in seven selected municipalities

Option period: innovative municipal-led, community-based crime and violence prevention best practices are identified, systematized, published and disseminated at least in five newly selected municipalities

Illustrative indicators (F-standard indicator is bolded):

· # of USG assisted communities in Crime Prevention Programs. (Definition: Number of communities assisted to implement crime prevention programs);

· # of Prevention Councils established in the newly selected municipalities to coordinate prevention efforts;

· # of Civil Society Organizations receiving USG assistance in security sector oversight and advocacy (Standard). (Definition: Assistance includes training, financial aid, technical assistance and provision of equipment. More effective and better informed CSOs are an essential requirement for better oversight of the security sector);

· # of Government officials undergoing USG assisted security sector governance training (Standard). (Definition: must be government officials. Training refers to all training or education events whether short-term or long-term, in-country or abroad. A cadre of appropriately trained officials is one essential requirement for better oversight of the security sector)

· # of people who have benefitted from USG-supported educational and socio-economic opportunities (custom-CARSI) (Definition: people benefitted from interventions such as youth gaining access to educational and vocational training for job opportunities and income generating activities.

· Percentage (decrease) of crime victimization nationwide (custom).

Component 3: Windows Of Opportunity

Citizen safety is a cross-cutting issue that requires generational change. Key challenges include how to address the various root causes of crime in an integral manner so that youth become less vulnerable to join gangs, drug trafficking organizations or participate generally in crime and violence. The ability to address citizen safety often depends on the opening of “windows of opportunity.”

This component is designed to be flexible; however, it is important to define criteria and clear processes through which the Contractor and USAID will determine the opportunities to seize. The Contractor will propose a methodology for determining how to identify and prioritize windows of opportunity in crime and violence prevention.

Some notional opportunities to consider are below. While the contractor is highly encouraged to propose its own ideas to support this component, the contractor can also use the following, if they so choose, to assist with the development of criteria and methodology:

· Alcohol reduction programs: El Salvador ranked first out of 192 countries in deaths associated with alcohol consumption. The program could implement best practices to reduce alcohol related violence, such as restricted hours of sale; and alcohol taxes being dedicated to funding of crime and violence reduction programs. A similar model was recently introduced with the passing of the new anti-gang law, under which assets related to a crime that have been seized, or are found in the places were the illegal act or crime has been committed and have no legal owner, will be transferred to the State to cover the costs of the Policy on Public Security and Citizens Coexistence. USAID/El Salvador has an existing program assisting the GOES to reform its tax procedures, onto which this program could build.

· Mapping of social services: No central mapping of social services in El Salvador exists as a referring service or reference guide for government bodies or courts. Such a service, modeled on successful programs from the US, could serve as referring services for victims of violent crime, courts and local government bodies as part of an alternative sentencing component. The program could be expanded to target gaps in existing services and include support to select psycho-social services including parenting skills, help with alcohol or drug abuse, trauma counseling, and rape counseling.

· Business Improvement Districts: As a next phase in municipal lead community-based crime prevention, the USG could promote/import successful models from the US, such as pilot Business Improvement Districts, which have been utilized in major US cities such as New York, to create public-private partnerships that fund improvements, such as better public security, within a district’s defined boundaries. Additional funding could also be used to promote exchange of successful models that have been developed with USG assistance from programs in the region such as Colombia and Ecuador.

· Support key municipal leaders to advocate for central government resource transfers for community-based prevention activities. Currently, despite the level of crime and violence, only one municipality in El Salvador has a budget line item for prevention activities. This line item is not, however, being funded with transfers from the national government. With the expanded geographic scope and additional communities involved in above activities, key municipal leaders could be supported to use their experience to justify and advocate for central government transfers of funds to build sustainability of prevention activities at the local level.

Expected Results:

Base period: Methodology for Windows of Opportunity is finalized…