RFP_SOL-523-15-000002_Mexico_JVP.pdf

Subject: Request for Proposal (RFP) No. SOL-523-15-000002

Program Name: Juntos para la Prevención de la Violencia (JVP)

Date of issuance: April 1, 2015

Questions due: April 15, 2015 at 3:00 pm Mexico City local time

To e-mail: bchinchilla@usaid.gov

Proposals due date & time: May 13, 2015 at 3:00 pm Mexico City local time

To email: bchinchilla@usaid.gov

The United States Agency for International Development (USAID) El Salvador/Regional Office of Acquisition

& Assistance and in conjunction with USAID/Mexico, intends to award, subject to availability of funds, a contract with the overall objective of implementing the program entitled “Juntos para la Prevención de la

Violencia” (JVP). The aim is to support sustainable institutional approaches to help prevent crime and violence by working to improve government capacity at the federal, state, and municipal level, while also supporting a comprehensive approach to increase multi-sectoral collaboration and strategic partnerships in high crime communities.

You are invited to submit a proposal in accordance with the requirements of the RFP. This procurement shall be conducted through full and open competition, under which any type of organization (large or small commercial

[for profit] firms, educational institutions, non-profit organizations) under Geographic Code 937 is eligible to compete. The procedures set forth in FAR Part 15 shall apply. The Government anticipates an award of a cost plus fixed fee contract for a period of performance of five years. Cost proposals shall be evaluated as a part of a

Best Value determination for contract award. The total anticipated scale of the “Juntos para la Prevención de la

Violencia” activity is estimated at a range of $19-22 million.

In lieu of a pre-proposal conference, written questions and requests for clarifications may be submitted to bchinchilla@usaid.gov no later than April 15, 2015, 3:00 pm Mexico City Local Time. The subject line of the e-mail shall read: “Request for Proposal (RFP) No. SOL-523-15-000002 – Questions”.

Offerors are encouraged to read the entire solicitation, which includes the closing date and time, all pertinent contract requirements, and the conditions and instructions required for submitting a proposal. Proposals shall be delivered to the following electronic address: bchinchilla@usaid.gov. For hand delivery or via courier service, please deliver proposals to:

USAID/El Salvador

Regional Office of Acquisition and Assistance (ROAA)

Attn.: Beatriz Chinchilla, A&A Specialist

Boulevard y Urbanización Santa Elena

Antiguo Cuscatlán, La Libertad

El Salvador, C.A.

mailto:bchinchilla@usaid.gov mailto:bchinchilla@usaid.gov

1. THIS CONTRACT IS A RATED ORDER RATING PAGE OF PAGES

UNDER DPAS (15 CFR 700)

2. CONTRACT NUMBER 3. SOLICITATION NUMBER 4. TYPE OF SOLICITATION 5. DATE ISSUED 6. REQUISITION/PURCHASE NUMBER

SEALED BID (IFB)

NEGOTIATED (RFP)

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

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

9. Sealed offers in original and ___________________ copies for furnishing the supplies or services in the Schedule will be received at the place specified in Item 8, or if handcarried, in the depository located in until local time _______________________ (Hour) (Date)

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

A. NAME B. TELEPHONE (NO COLLECT CALLS) C. E-MAIL ADDRESS

AREA CODE NUMBER EXT.

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

PART I - THE SCHEDULE PART II - CONTRACT CLAUSES

A SOLICITATION/CONTRACT FORM I CONTRACT CLAUSES

B SUPPLIES OR SERVICES AND PRICES/COSTS PART III - LIST OF DOCUMENTS, EXHIBITS AND OTHER ATTACH.

C DESCRIPTION/SPECS./WORK STATEMENT J LIST OF ATTACHMENTS

D PACKAGING AND MARKING PART IV - REPRESENTATIONS AND INSTRUCTIONS

E INSPECTION AND ACCEPTANCE

F DELIVERIES OR PERFORMANCE

G CONTRACT ADMINISTRATION DATA L INSTR., CONDS., AND NOTICES TO OFFERORS

H SPECIAL CONTRACT REQUIREMENTS M EVALUATION FACTORS FOR AWARD

K

REPRESENTATIONS, CERTIFICATIONS AND OTHER

STATEMENTS OF OFFERORS

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

12. In compliance with the above, the undersigned agrees, if this offer is accepted within ________ calendar days (60 calendar days unless a different period is inserted by the offeror) from the date for receipt of offers specified above, to furnish any or all items upon which prices are offered at the price set opposite each item, delivered at the designated point(s), within the time specified in the schedule.

13. DISCOUNT FOR PROMPT PAYMENT 10 CALENDAR DAYS (%) 20 CALENDAR DAYS (%) 30 CALENDAR DAYS (%) CALENDAR DAYS (%)

14. ACKNOWLEDGEMENT OF AMENDMENTS AMENDMENT NO. DATE AMENDMENT NO. DATE

(The offeror acknowledges receipt of amendments to the

SOLICITATION for offerors and related documents numbered and dated:

CODE FACILITY

16. NAME AND TITLE OF PERSON AUTHORIZED TO SIGN OFFER 15A. NAME AND

ADDRESS

OF OFFEROR

(Type or print)

15B. TELEPHONE NUMBER 17. SIGNATURE 18. OFFER DATE

AREA CODE NUMBER EXT.

15C. CHECK IF REMITTANCE ADDRESS IS DIFFERENT FROM

ABOVE - ENTER SUCH ADDRESS IN SCHEDULE

19. ACCEPTED AS TO ITEMS NUMBERED 20. AMOUNT 21. ACCOUNTING AND APPROPRIATION

22. AUTHORITY FOR USING OTHER THAN FULL AND OPEN COMPETITION: 23. SUBMIT INVOICES TO ADDRESS SHOWN IN ITEM

(4 copies unless otherwise specified) 10 U.S.C. 2304(a) ( ) 41 U.S.C. 253(c) ( )

24. ADMINISTERED BY (If other than Item 7) 25. PAYMENT WILL BE MADE BY CODE CODE

26. NAME OF CONTRACTING OFFICER (Type or print) 27. UNITED STATES OF AMERICA 28. AWARD DATE

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

(Signature of Contracting Officer)

(REV. 9-97)

10. FOR INFORMATION CALL:

11. TABLE OF CONTENTS

STANDARD FORM 33

SOLICITATION, OFFER AND AWARD

SOLICITATION

OFFER (Must be fully completed by offeror)

AWARD (To be completed by Government)

1 N/A 113

SOL-523-15-000002

X

USAID/El Salvador

Regional Office of Acquisition and Assistance (ROAA)

3450 San Salvador Place

Washington, DC 20521-3450

0 (zero)

See Section L.7

USAID/El Salvador

Boulevard y Urbanización Santa Elena

Antiguo Cuscatlán, La Libertad

El Salvador, C.A.

3:00pm May 13, 2015

Beatriz Chinchilla bchinchilla@usaid.gov

X 1

X 2-4 x 5-22

X 23

X 24

X 25-36

X 37-40

X 41-57 x 58-66 x 67 x 68-80 x 81-97 x 98-100

Natalie J. Thunberg, Regional Contracting Officer

SOL-523-15-000002

Juntos para la Prevención de la Violencia (JVP)

PART I - THE SCHEDULE

SECTION B - SUPPLIES OR SERVICES AND PRICE/COSTS

B.1 PURPOSE

The United States Agency for International Development in Mexico (USAID/Mexico), Office of Justice and Citizen Security (JACS), requests the services of a contractor to undertake a new five year-program, to implement the activity entitled “Juntos para la Prevención de la Violencia” (JVP) to support sustainable institutional approaches to help prevent crime and violence in Mexico by working to improve government capacity at the federal, state, and municipal level, while also supporting a comprehensive approach to increase multi-sectoral collaboration and strategic partnerships in high crime communities.

B.2 CONTRACT TYPE

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

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

Period: Five years, Years 1-5:

(a) 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

(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 __________. 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 $______ for a five year period.

The summary budget for the 5 year period is as follows:

Direct Labor $ ___________________

Other Direct Costs* $ ___________________

Indirect Costs $ ___________________

Grants Fund $ 1,500,000.00

Fixed Fee $ ___________________

Total Estimated Costs plus Fixed Fee $ ___________________

* Other Direct Costs include: Travel, Allowances, etc.

NOTE: The Contractor will not be paid any sum in excess of the total estimated cost. 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.

LIMITATION OF FUNDS

The ceiling price of this contract is $_____. In accordance with FAR clause 52.232-22, funds currently obligated under this contract are limited to $_____. The contractor is not authorized to incur expenses in excess of $_____ 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:

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:

Period:

“Major subcontractor(s)” are those subcontractors whose proposed costs exceed 20 percent of the contract value.

B.6 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.

B.7 PAYMENT OF FIXED FEE

Payment of fixed fee, subject to FAR 52.216-8, may be made upon receipt of a proper invoice. Subject to FAR 52.216-8, Fixed Fee, shall be allocated based upon the proportion of the labor provided over the period covered by the invoice. In the event that the contractor does not provide the total Level of Effort stipulated in the contract budget, the total amount of fixed fee will be reduced in similar proportion.

B.8 CANCELLATION CEILING

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

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

The cancelation ceiling shall be the amount allotted to this contract under the Limitation of Funds clause

(FAR 52.232-22) at the time the cancellation notice is issued by the Contracting Officer.

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

(1) Costs-

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

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

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

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

[END OF SECTION B]

SECTION C - DESCRIPTION/SPECIFICATIONS/STATEMENT OF WORK

CRIME AND VIOLENCE PREVENTION ACTIVITY

“JUNTOS PARA LA PREVENCIÓN DE VIOLENCIA”

C.1 BACKGROUND

USAID supports the Government of Mexico’s (GOM) efforts to improve citizen security through the development and testing of prevention models that mitigate the community-level impacts of crime and violence. Crime and violence prevention is a high priority of the GOM, which declared crime and violence prevention as one of its top policy priorities when the new Peña Nieto administration took office in December 2012. The GOM published its National Prevention Plan (NPP) in February 2013 with the overall objective of reducing community violence and improving the quality of citizens’ lives.

USAID’s efforts complement GOM investments in crime and violence prevention and further strengthen and bolster the GOM’s capacity to prevent and reduce crime through targeted technical assistance to improve public policy and the piloting of crime and violence prevention models.

The Merida Initiative is a bilateral security initiative between the United States and Mexico to fight organized crime and associated violence while furthering respect for human rights and the rule of law. It consists of four strategic pillars: (1) reducing operational capacity of organized crime, (2) strengthening the institutional capacity to maintain the rule of law, (3) creating a border structure for the 21 st century and (4) building strong and resilient communities. Pillar IV of the Merida Initiative is focused on building stronger and more resilient communities that can withstand the effects of crime and violence. In line with this goal, and as part of USAID/Mexico’s Country Development Cooperation Strategy

(CDCS), Development Objective 1 (DO1) supports Pillar IV by developing and testing crime and violence prevention models that can ultimately be shared and replicated by local stakeholders. To achieve DO1, USAID is focused on the achievement of three Intermediate Results (IRs): 1) Increasing multi-sector collaboration in target communities; 2) Strengthening GOM capacity to prevent crime and violence; and, 3) Increasing at-risk youth capacity to play a productive role in their communities.

In the summer of 2014, USAID contracted a study of crime and violence prevention models in Mexico’s northern cities of Tijuana, Baja California; Monterrey and Guadalupe, Nuevo León, and Ciudad Juárez, Chihuahua. The assessment provided recommendations on how to maximize results of crime prevention activities. The assessment findings informed the design of USAID’s strategy within the crime and violence prevention portfolio. One of the key findings highlighted that collaboration with government authorities, specifically at the level of the municipal government, as one of the key factors influencing the success of any crime prevention initiative. Local governments can play a significant role in facilitating appropriate places to work, leveraging additional resources, assisting in targeting at-risk individuals, avoiding duplication of efforts, and publicizing and communicating results of the interventions. Building a relationship of trust with local government officials is a critical factor for successful implementation and eventual sustainability of crime prevention initiatives. In cities where the local government is actively engaged and collaborates with implementing partners, crime prevention activities have greater opportunities to succeed and become sustainable. In order for the USAID strategy to be successful, crime and violence prevention models must be replicated through future investments made by the GOM, the private sector, and civil society. USAID is committed to building strategic alliances with a variety of different partners in Mexico to achieve shared goals that will support innovation, improve sustainability, and increase impact of joint efforts in crime and violence prevention.

C.2 COLLABORATION WITH THE GOVERNMENT OF MEXICO

The goal of USAID’s strategy is to facilitate the replication of crime and violence prevention models/approaches by the GOM, private sector, and/or civil society actors. The GOM has requested

USAID technical assistance to achieve this goal through the framework of the National Prevention Plan

(NPP). USAID’s principal GOM counterpart is the GOM’s Interior Ministry (Secretaría de

Gobernación (SEGOB), through the Undersecretary for Participation and Crime Prevention

(Subsecretaría de Prevención y Participación Ciudadana (SsPPC), in Spanish).

The GOM’s NPP includes five overarching objectives:

1) Increase responsibility of citizens and stakeholders in prevention through social participation and skills development;

2) Reduce vulnerability to violence and crime in priority populations;

3) Create environments that promote coexistence and citizen security;

4) Strengthen institutional capacity for public safety in the city / borough, state and federal governments; and

5) Ensure coordination between the agencies of the federal government to implement social prevention programs.

The NPP also considers cross-cutting issues of gender equity, human rights, and social cohesion.

Activities supported under this award will strengthen GOM capacity to implement crime and violence prevention strategies and models through technical assistance and training to key government offices and institutions.

USAID/Mexico has developed a strong and collaborative partnership with SsPPC and meets on a regular basis to discuss joint crime and violence prevention priorities and programs. USAID will engage on related crime and violence prevention efforts of other GOM secretariats at the federal level through the

Intersectoral Committee within SsPCC. Additionally, USAID will continue to participate in technical working groups with the GOM and engage other actors on important crime and violence prevention themes such as, but not limited to, citizen observatories, community policing, and tertiary prevention.

USAID/Mexico and the SsPPC have outlined a framework for USAID support and technical assistance

(see Annex 1) to compliment GOM efforts within the NPP. USAID and GOM are currently negotiating an MOU detailing the expected outcomes under the framework. This framework includes the following priorities and thematic areas of engagement:

SsPPC Priority 1: Institutional Strengthening

1) Communication

2) Comprehensive technical capacity on crime and violence prevention

3) Planning and Development of Projects and Strategies

4) Monitoring, Evaluation and Systemization

SsPPC Priority 2: Documentation of Proven Models in Crime and Violence Prevention

1) Identification and Systemization of Thematic Models

2) Dissemination and Promotion of Potential Replication of Proven Models in Crime and

Violence Prevention

SsPCC Priority 3: Engagement with Youth

1) Addressing Youth in Conflict with the Law

2) Promoting School Retention

3) Advancing Employability, Empowerment, and Leadership

USAID will support sustainable institutional approaches to help prevent crime and violence by working in partnership with the GOM to improve capacity at the federal, state and municipal level. USAID recognizes that the GOM alone cannot be responsible for addressing the risk factors associated with crime and violence and therefore will also prioritize supporting a comprehensive approach to crime prevention by supporting efforts that also increase multi-sectoral collaboration in target communities.

C.3 OVERARCHING PRINCIPLES FOR THE IMPLEMENTATION AND MANAGEMENT

In addition to goals established through USAID/Mexico’s CDCS, this Activity must be implemented in accordance with the guiding principles under the USAID Policy Framework and USAID Forward

The principles detailed below have particular relevance to the success of DO1 and will be critical to the successful implementation and management of this Activity:

Forge Public Private Partnerships and Alliances: USAID/Mexico is committed to complementing

Mexican efforts, initiatives, leadership, and resources to achieve its objectives. USAID, in collaboration with the GOM, partners strategically, focusing in specific priority areas, targeting institutions, utilizing best practices, and testing innovative models for local funding and replication. USAID/Mexico will focus its efforts on the areas of local solutions, innovation, and partnerships, while at the same time effectively achieving shared objectives with the GOM.

The Mexican private sector is well-resourced to help resolve some of Mexico's biggest challenges. In an upper middle income country like Mexico, with talented citizens, investment liquidity, and strong institutions, the private sector is a natural partner. In that light, USAID seeks to mobilize the energy, resources, and leadership of Mexico's private sector to address Mexico’s challenges, promote sustainability and inclusion, leverage resources, and advocate for long-term growth and equality.

For USAID in Mexico, public-private partnerships (PPPs) are broadly defined as joint initiatives between the public, private, and non-governmental sectors that pool resources or knowledge toward accomplishing common objectives linked to increased sustainability and impact. In recent years, USAID has partnered more strategically with Mexican and U.S. private sector organizations. By co-investing in shared social and economic objectives, the joint resources of private companies and

Mexico's international partners can be leveraged together to create stronger, more sustainable and lasting impact. USAID dramatically expanded its PPPs in the past two years, from two in FY 2011 to twelve in

FY 2013. This deliberate expansion of private sector engagement takes into account the significant resources, capacity, and interest of both the international and local private sector to contribute across

USAID’s portfolio. Through USAID, the USG's partnership with Mexican and U.S. private sector entities are helping to make communities more secure, promote clean technologies that mitigate climate change, and provide better economic opportunities to at-risk youth.

Build Local Ownership: The enabling conditions fostered by this Activity are intended to lead to http://www.usaid.gov/sites/default/files/documents/1870/USAID%20Policy%20Framework%202011-2015.PDF http://www.usaid.gov/usaidforward http://www.usaid.gov/sites/default/files/documents/1870/USAID%20Policy%20Framework%202011-2015.PDF http://www.usaid.gov/usaidforward increased capacity and stronger local ownership of crime and violence prevention activities so that local actors increasingly drive their local agendas and have the capacity to sustain efforts that go beyond

USAID’s support. Approaches for local ownership will be linked to increased financial, technical and institutional capacity of local CSOs so that that a critical mass of organizations has the capacity to plan, manage and implement crime and violence prevention activities.

USAID/Mexico will complement its traditional acquisition and assistance-oriented implementation tools with engagement with Mexico’s public, private, civil society, and charitable and philanthropic sectors.

The relationship with the three levels of the GOM, in particular, will allow USAID to partner with government institutions that will champion the use of GOM resources and leveraging mechanisms to promote sustainability of mutually important systems and models across the Mission’s portfolio of activities. Similarly, USAID/Mexico will partner with the private, civil society, and philanthropic sectors to facilitate the replication of successful crime prevention models and to mobilize resources in

Mexico to create local ownership of successful approaches/models to either complement or fully replace

USAID resources.

Build on Past Success and Evidence-Based Interventions: USAID’s experience in crime and violence prevention in Mexico and in the region has led the Mission to identify a set of interventions that effectively address risk factors that lead to crime and violence . It is critical that USAID builds on past experience and transfers knowledge to government, donors, private sector, universities, and other relevant stakeholders in part to increase sustainability/replicability of interventions and to leverage resources to build on the momentum in crime and violence prevention.

It is important to USAID to invest in training civil society organizations (CSOs) to improve their capacity to implement crime prevention models and to assist them in developing stronger and more robust monitoring and evaluation systems. It is critical that CSOs have the skills to effectively collect and evaluate data for the effective assessment of crime prevention efforts. The improvement of monitoring and evaluating skills will also contribute to an improved outreach dissemination strategy, particularly for crime prevention activities for at-risk youth. Obtaining or generating appropriate data is essential in explaining the impact of crime and violence prevention initiative. Without objective information, it becomes difficult to persuade potential donors and private sector partners to contribute to the replication of models.

Address Gender Issues: USAID/Mexico is committed to supporting and implementing the Agency’s

Gender Equality and Female Empowerment Policy, including integrating gender and female empowerment objectives throughout the Program Cycle. In response to agency guidelines regarding gender analysis as well as guidance received from the Office of Gender Equality and Women

Empowerment, USAID has identified gender gaps relevant to crime and violence prevention.

In general terms, analysts agree on several factors that contribute to the continued gender disparity over the past several years:

● Social, cultural and religious beliefs that preserve domestic violence as they are passed from fathers and mothers, but especially mothers to children;

● Structural discrimination that leads to impunity for those committing crimes against

) Impact Evaluation of USAID's Community-Based Crime and Violence Prevention Approach in Central America http://www.usaid.gov/documents/1862/impact-evaluation-usaids-community-based-crime-and-violence-prevention-approach women, revictimization practices, and lack of gender perspectives in investigations and judicial processes;

● The prevalence of community violence which exacerbates GBV and interfamilial violence; and,

● A patriarchal and macho culture which enforces gender inequity and acceptance of

GBV.

Using these contributing factors, the DO1 Gender Analysis looked for constraints and opportunities across the portfolio and paid particular attention to: (1) addressing the different risk factors of high criminality for men and women, boys and girls, within target populations, (2) diminishing historical and cultural acceptance of gender bias within communities and relevant authorities, and (3) reducing the effect of familial and gender-based violence including violence against women on target populations.

Understand and Support Vulnerable Youth: The increase in narco-trafficking-related crime and violence over the last few years has significantly affected the country’s security and economic growth, which has had an especially detrimental effect on youth development. This is significant because Mexico has a relatively large youth population ages 15-24, representing 18 percent of the population.

Despite nearly universal primary school registration of 97-99 percent in Mexico, less than half of students graduate from secondary school.

In fact, Mexican upper secondary school graduation rates are the second lowest among the 34 OECD countries.

In addition, data show that there are a significant number of youth not employed or involved in education or training (NEET) in Mexico, at almost 25 percent in 2012.

According to the GOM employment data for April-June 2010, youth ages 15-24 represent 18 percent of the population and 31.5 percent below the age of 15. This represents a significant immediate youth bulge.

Mexican youth are disproportionately affected by violence, representing approximately 38 percent of the homicide victims in the country in the last decade, according to the 2012 World Bank report, “Youth Violence in Mexico.”

DO1 of the CDCS targets youth that are considered to be at high-risk for engaging in criminal activity and violent behavior. USAID supports alliances with local CSOs and private sector entities that engage at-risk youth and vulnerable persons in high-crime communities to improve their capacity to productively engage in society. With a targeted focus on at-risk youth, other USAID activities will support local organizations focused on encouraging youth to stay in school, strengthen social integration and civic leadership skills, and offer opportunities to improve life skills and obtain self- or salaried-employment. Additionally, in response to findings from USAID’s crime prevention assessment, USAID will ensure that activities incorporate a targeting strategy to identify the most vulnerable and at-risk youth in communities receiving assistance. Moreover, USAID interventions have been most effective in

Instituto Nacional de Estadística, Geografía e Informática (INEGI), Organization for Economic Cooperation and Development,http://www.oecd.org/education/EAG2012%20-%20Country%20note%20-

%20Mexico.pdf Ibid.

NEET: 'Not in Education, Employment or Training', a term coined by psychiatrist Okonogi Keigo in the 1970s referring to youth who are reluctant to join the adult world; referred to as “ni-nis” in Mexico. These numbers are contested by local youth experts, on the basis that they do not accurately capture informal or temporary employment and childcare or household responsibilities.

Instituto Nacional de Estadística, Geografía e Informática (INEGI), http://www.inegi.org.mx/sistemas/temasv2/contenido/DemyPob/epobla25.asp?s=est&c=17508 World Bank, http://www-wds.worldbank.org/external/default/WDSContentServer/WDSP/IB/2012/11/29/000356161_20121129060725/Rendered/P DF/NonAsciiFileName0.pdf http://www.oecd.org/education/EAG2012%20-%20Country%20note%20-%20Mexico.pdf http://www.oecd.org/education/EAG2012%20-%20Country%20note%20-%20Mexico.pdf http://www.inegi.org.mx/sistemas/temasv2/contenido/DemyPob/epobla25.asp?s=est&c=17508 http://www.inegi.org.mx/sistemas/temasv2/contenido/DemyPob/epobla25.asp?s=est&c=17508 http://www-wds.worldbank.org/external/default/WDSContentServer/WDSP/IB/2012/11/29/000356161_20121129060725/Rendered/PDF/NonAsciiFileName0.pdf http://www-wds.worldbank.org/external/default/WDSContentServer/WDSP/IB/2012/11/29/000356161_20121129060725/Rendered/PDF/NonAsciiFileName0.pdf http://www-wds.worldbank.org/external/default/WDSContentServer/WDSP/IB/2012/11/29/000356161_20121129060725/Rendered/PDF/NonAsciiFileName0.pdf http://www-wds.worldbank.org/external/default/WDSContentServer/WDSP/IB/2012/11/29/000356161_20121129060725/Rendered/PDF/NonAsciiFileName0.pdf crime and violence prevention when able to reach out to individuals who are truly at risk of engaging in criminal behavior. In communities experiencing high levels of crime, there should be increased investment in interventions that target beneficiaries that are most vulnerable.

Sustainability: Much of USAID’s support under Merida in the area of crime prevention, to date, has been directed toward building GOM capacity at the national, state and local levels to develop, implement and monitor effective crime prevention policies and programs. The federal GOM operates on a six-year election cycle, while state- and local- GOMs operate on three-year election cycle. With each change in GOM administration (federal and local), new officials assume office, resulting in a large-scale transition in GOM staff every three- to six years. As a result, USAID seeks to build local civil society capacity, disseminate knowledge and best practices, build sustainable partnerships with public and create a non-government Center of Excellence to ensure the continuity and application of best practices and lessons learned

The overarching principles above will be applied to all USAID/Mexico contract and grant mechanisms that are being implemented and designed in support of DO1.

C.4 STRATEGIC FRAMEWORK

From 2010-2013, within the context of Pillar IV of the Merida Initiative, USAID/Mexico was focused on building stronger and more resilient communities through the development and testing of models to mitigate the community-level impact of crime and violence. USAID supported the GOM at all levels to develop and implement comprehensive policies to prevent and reduce crime and violence in communities by fostering more effective planning and rigorous monitoring and evaluation. USAID supported state and municipal governments to implement crime prevention and reduction initiatives in order to expand socio-economic opportunities in high-crime communities. USAID dedicated substantial resources to develop alternatives for at-risk youth to prevent their involvement in criminal activity through direct support to local organizations. Now that USAID has piloted activities and tested prevention models in target communities in the border cities of Ciudad Juarez, Tijuana and Monterrey, the focus for the next implementation period will be to strengthen the capacity of the GOM and local partners and leverage resources for crime prevention through strategic partnership in order to facilitate the replication of successful crime prevention models in vulnerable communities. With a vision towards replication and sustainability, USAID is transitioning over the course of the five-year CDCS from directly supporting the development and testing of crime prevention models to facilitating the replication and/or scaling-up of successful models and approaches.

The “Juntos para la Prevención de la Violencia” (JPV) Activity will support sustainable institutional approaches to help prevent crime and violence by working to improve government capacity at the federal, state and municipal level while also supporting a comprehensive approach to increase multi-sectoral collaboration and strategic partnerships in high crime communities. As illustrated in the strategic framework graphic below, USAID has structured the JPV Activity to focus on components primarily within two of the three intermediate results (IR 1.1 and IR 1.2 – highlighted in orange) that contribute directly to achieving the overarching DO1 goal. At the end of this Activity, the GOM, at the federal, state and municipal level, will have strengthened their capacity to design, implement and monitor crime and violence prevention policies and practices. CSOs will be better positioned to support community prevention needs and constructively engage the GOM and private sector on important crime

See Component 1 below for background on the proposed Center of Excellence.

prevention issues. Multi-sectoral collaboration will improve and public-private partnerships will be facilitated between local entities to sustain activity results beyond the life of each intervention.

Government and non-government entities and will have the capacity and necessary mechanisms to lead the replication of innovative and successful crime prevention models. Within this Activity, IR 1.1 and

IR 1.3 could also be supported through small grants to local organizations that would ultimately improve their capacity to effectively scale-up and replicate their crime prevention models in other localities.

The JPV activity shall incorporate the best practices and lessons learned from USAID Crime and

Violence Prevention programming to-date, which are available at: http://www.usaid.gov/mexico/pillar-iv-assessment.

(See diagram on next page) http://www.usaid.gov/mexico/pillar-iv-assessment http://www.usaid.gov/mexico/pillar-iv-assessment

STRATEGIC FRAMEWORK

By the end of this Activity in 2018, USAID seeks to achieve its goal of facilitating the replication of successful crime prevention models and best practices by local stakeholders in

Mexico that respond to identified-risk factors in vulnerable communities. The Activity will contribute to creating the conditions in Mexico whereby any and all viable models and approaches in crime and violence prevention may have the potential to be replicated by public, private and non-governmental actors. The effective coordination of multiple actors from USAID, the GOM, public, private and civil society sectors and the strategic targeting of their respective combined resources will maximize crime and violence prevention activity impacts. Additionally, as USAID explores opportunities to create a Center of Excellence on Crime and Violence

Prevention in Mexico, the Activity will be responsible for assisting and coordinating efforts with this entity to facilitate the replication of crime prevention models and/or related expertise in the country.

C.5 SCOPE OF WORK

The scope of the JPV Activity has been developed within the strategic framework of the CDCS

DO1 and in close coordination with the Government of Mexico. DO1 supports the replication of crime and violence prevention models by local stakeholders between Fiscal Years (FYs) 2014 and 2018. It is in line with Pillar IV of the Merida Initiative as it contributes to improving citizen security in Mexico and building strong and resilient communities that can withstand the pressures of crime and violence. By the end of this Activity in 2018, USAID seeks to achieve its goal of facilitating the replication of successful crime prevention models and best practices by local stakeholders in Mexico, and through strategic parnterhsips, that respond to identified-risk factors in vulnerable communities. Therefore, the JPV Activity will be responsible for helping create the conditions in Mexico whereby viable models and approaches in crime and violence prevention have the potential to be replicated by public, private and non-governmental actors through strengthening GOM capacity and increasing multi-sectoral collaboration in crime and violence prevention.

USAID’s Crime and Violence Prevention portfolio is comprised of a variety of grants and cooperative agreements that include fixed-obligation grants, cooperative agreements and public-private partnerships (e.g., Global Development Alliance awards). The offeror shall work in coordination with USAID/Mexico and these entities and continually seek to achieve synergies and prevent duplication of efforts.

Purpose: Increase multi-sectoral collaboration in target communities (link to IR1.1)

Crime prevention efforts require a multi-disciplinary approach as well as the active engagement of a wide variety of actors and agencies that go beyond law enforcement and the criminal justice system. A wide consensus exists among scholars, psychologists, criminologists, and development practitioners that crime is caused by a multiplicity of factors ranging from individual psychological characteristics to broader community, social and environmental conditions. Crime prevention interventions should be assessed by their effectiveness in reducing the risks of crime, rather than actual crime rates. While the long-term goal is to reduce crime and violence, interventions focused on crime prevention are designed to reduce risks associated with criminal behavior. This is accomplished by positively affecting risk factors associated with high levels of community violence such as domestic violence and dysfunctional families, drop-out rates of primary and high school students, teenage pregnancies, bullying in schools, unemployment, decrepit and abandoned buildings, lack of police surveillance, and acceptance of violent behavior within the community. In order to achieve the DO1 Objective, successful crime and violence prevention models that positively affect risk factors (such as those listed above), must be replicated through future investments made by the GOM, the private sector, and civil society.

Component 1: Private and Public Sector Engagement Increased

USAID/Mexico is building partnerships with the private, civil society, and philanthropic sectors to support the mobilization of resources in Mexico to create local ownership of successful approaches/models to the prevention of crime and violence. USAID/Mexico’s approach to building partnerships will promote local investments help local actors lead the effort to address

Mexico’s challenges through owning, expanding, and replicating successful Mexican crime and violence prevention models. It is anticipated that this approach will result in reduced USAID direct assistance, particularly in technical areas in which there is strong ownership by Mexican entities. It has been shown that activities and social programs that leverage direct and in-kind contributions from local partners – including the private sector – had greater impact and long-term sustainability.

To promote sustainability and replication, USAID will work with interested donors and private sector partners to support the establishment of a Center of Excellence (CoE) for Crime and

Violence Prevention in Mexico. The development of the CoE will materialize outside of this

Activity between USAID and interested parties to serve as leaders in the dissemination, replication, evaluation and improvements in the field of crime and violence prevention. The CoE will serve as a sustainable independent mechanism, or think tank, on crime and violence prevention for the country, as such, the CoE would support the development/strengthening of public policies on crime and violence prevention in Mexico and serve as a clearinghouse of successful crime prevention models and best practices. The proposed CoE is expected to support the development and widespread application of effective crime and violence prevention interventions, promote interdisciplinary research strategies to address the problem of crime and violence, and foster collaboration between various actors to support crime and violence prevention initiatives. Accordingly, USAID assistance will shift over the course of the five-year

CDCS period from directly supporting the identification and development of crime prevention models to facilitating the replication or scaling-up of successful models and approaches through the CoE.

This Activity will support USAID/Mexico’s efforts to facilitate public private partnerships between USAID and the private sector that scale-up and replicate successful crime and violence prevention models and/or support increased investment in crime and violence prevention initiatives. Additionally, since universities and other academic institutions have a natural mandate to participate as drivers of change within society, this Activity will explore alliances with academic entities looking to develop, implement and/or collaborate on initiatives that will transfer skills/education to at-risk youth to improve their capacity to be productive citizens in their communities. As it relates to Component 3, this Activity will help facilitate sustainable partnerships between local CSOs and private sector or other resource partners.

Illustrative Activities:

Facilitate public private partnerships between USAID/Mexico and the private sector that scale-up and replicate successful crime and violence prevention models and/or support increased investment in crime and violence prevention initiatives.

Engage leading public international organizations and developments banks with offices in Mexico to explore opportunities to create strategic partnerships in the field of crime and violence prevention to achieve joint prevention objectives.

Facilitate conferences/workshops at the local, regional and/or national level to inform potential private sector partners and other relevant local stakeholders about the importance and relevance of investing in crime and violence prevention initiatives.

Provide training to non-governmental organizations, civil society actors, private sector entities, and interested parties on the development and implementation of crime and violence prevention initiatives.

Facilitate alliances with academic entities looking to develop, implement and/or collaborate on initiatives that will transfer skills/education to at-risk youth to improve their capacity to be productive citizens in their communities.

Support the CoE by sharing information on crime prevention models and best practices, providing technical assistance to strengthen its organizational capacity and/or conducting training on crime and violence prevention initiatives within the center.

Expected Results:

Increased coordination between a variety of actors, including the GOM, public and private actors and civil society organizations, to improve the strategic targeting of their respective resources towards crime and violence prevention efforts.

Increased support of local academic counterparts in crime and violence prevention through activities that promote and disseminate best practices on crime and violence prevention and support at-risk youth.

Improved organizational capacity and sustainability of the CoE to promote policies and practices that prevent crime and violence in the country.

Component 2: Cooperation between the community and local government strengthened

USAID in partnership with the GOM strives to promote citizen participation and develop more effective and efficient citizen security and human rights policies, increase confidence in democratic institutions, and enhance collaboration between civil society and government officials. The establishment of effective collaborative strategies with local government authorities will help civil society and community activists gain access to local government’s plans and diagnostics, which rely on official crime and community statistics. Additionally, numerous studies have highlighted that criminal activity tends to concentrate in a few “hot spots” within a particular community. Affecting these areas effectively is likely to have an overall positive impact on reducing incidences of crime in the community.

USAID has supported community interventions through a methodology known as Crime

Prevention through Environmental Design (CPTED). CPTED is a multi-disciplinary approach to deterring criminal behavior by improving the physical environment through community based activities, such as cleaning up the streets, creating safe passage ways, improving lighting, and supporting neighborhood watch groups. The GOM is interested in replicating the CPTED methodology throughout the country.

Support crime prevention activities/events that bring together the community and local government actors, including efforts to improve relations between the community and local police.

Provide technical assistance to enhance coordination between government agencies and civil society organizations in developing strong public policies and accountability mechanisms on crime prevention.

Promote and institutionalize policy dialogue between GOM and civil society, particularly in an effort to increase awareness around the importance of crime and violence prevention.

Provide technical assistance and support to the GOM and relevant local actors to facilitate the replication of the CPTED methodology and implement CPTED projects in vulnerable communities.

Institutionalized policy dialogue between GOM and civil society and established public crime prevention policies that increase awareness of the importance of crime and violence prevention.

Increased civic engagement in public expenditures of resources generated locally and from federal transfers for security/prevention-related issues.

Increased CPTED community based projects implemented by GOM and local stakeholders

Component 3: Civil society ability to support vulnerable populations strengthened

Civil society in Mexico is growing in influence and can be credited with strengthening Mexico’s democracy, as well as contributing to positive changes for vulnerable populations (i.e. youth and women) across the country. CSOs are best positioned to contribute to healthier, more resilient communities that are better able to prevent violence and subsequently improve the quality of life of all citizens through targeted interventions. However, CSOs need to build capacity to effectively implement crime and violence prevention, as well as understand best practices and successful models in primary, secondary and tertiary programming. USAID through this activity will explore opportunities to catalyze public and private investments in crime and violence prevention programming to support local CSOs efforts. Such multi-sectoral collaboration will boost prospects for effective interventions and sustainability through replication and scalability.

Civil society needs to improve its capacity to deliver crime and violence prevention services to vulnerable communities, incorporate best practices, and replicate successful prevention models.

Along with strengthening capacity in the field of crime and violence prevention, CSOs will need guidance to build institutional capacity on the replication and scaling of programs, such as fundraising, outreach and communication, and rigorous training on best practices in monitoring and evaluation within crime and violence prevention initiatives. USAID will support efforts that provide crime and violence prevention training as well as general capacity-building training to

CSOs and relevant local entities to strengthen their ability to implement and sustain crime prevention activities.

Training programs targeting CSOs and relevant local stakeholders will help expand socio-economic opportunities for at-risk youth, as well as create opportunities targeted towards women and girls, through collaboration with the private sector, academia, local and federal government, community leaders and civil society. USAID will help strengthen the network and coordination between CSOs on crime and violence prevention, as well as increase the community’s ability to actively engage with the GOM and other partners in support of crime prevention initiatives.