SOL-523-15-000004_FINAL_7-31-15.pdf

Subject: Request for Proposal (RFP) No. SOL-523-15-000004

Program Name: Local Capacity Development Activity (LCDA)

Date of issuance: July 16, 2015

Questions due: July 23, 2015 at 3:00 pm Mexico City local time

Responses to Questions posted: July 31, 2015

Proposals due date & time: August 20, 2015 at 3:00 pm Mexico City local time

Dear Prospective Offeror:

The United States Agency for International Development (USAID) El Salvador/Regional Office of Acquisition & Assistance in conjunction with USAID/Mexico intends to award, subject to availability of funds, a contract to implement the program entitled “Local Capacity Development Activity” (LCDA).

The purpose of this Activity is to (1) support the strengthening of key Mexican civil society organizations (CSOs) to increase their effectiveness in achieving sustainable and significant impact, be accountable to their constituents, and be able to effectively compete for and manage international and local resources; and (2) provide targeted technical assistance and capacity building support to one local organization that will become fully capable to directly support the capacity building of CSOs by the end of this award.

It is anticipated that a Firm-Fixed-Price contract for a period of performance of three years with two one-year option periods will be awarded as a result of this solicitation as set forth in FAR Part 12, Acquisition of Commercial Items and supplemented by additional information included in this notice.

You are invited to submit a proposal in accordance with the requirements of the RFP. This procurement is restricted to United States Small Businesses. Cost proposals shall be evaluated as a part of a Best Value determination for contract award. The total anticipated scale of the Local Capacity Development Activity is estimated at $1,500,000.00.

This solicitation is being issued as a combined synopsis/solicitation for commercial items in accordance with FAR 12.6. Proposals shall address requirements in this request for proposal. Offerors shall submit their offer in accordance with instructions in FAR 52.212-1.

Please submit your technical and cost proposals electronically in response to this RFP no later than the date and time indicated above to Ms. Rayma Baran at rbaran@usaid.gov. Proposals received after the closing date and time will be processed as late and handled in accordance with FAR 15.208. Any questions regarding the RFP’s requirements, meaning, or interpretation of its contents must be submitted in writing via email to Ms. Rayma Baran at rbaran@usaid.gov with a subject line of “Questions for SOL-523-15-000004” no later than the date and time indicated above.

SECTION B – CONTRACT SCHEDULE

B.1 BACKGROUND

The purpose of this Activity is to (1) support the strengthening of key Mexican civil society organizations (CSOs) to increase their effectiveness in achieving sustainable and significant impact, be accountable to their constituents, and be able to effectively compete for and manage international and local resources; and (2) provide targeted technical assistance and capacity building support to one local organization that will become fully capable to directly support the capacity building of CSOs by the end of this award.

CSOs (organizaciones de la sociedad civil) include formal non-government organizations, as well as formal and informal membership associations (including labor unions, business and professional associations, farmers’ organizations and cooperatives, and women’s groups), that articulate and represent the interests of their members, engage in analysis and advocacy, and conduct oversight of government actions and policies .

In Mexico, the growth and diversification of CSOs increased during the 1980s after the economic crisis that led to the opening up of political space for public participation in governance. This led to the mushrooming of CSOs over the last 25 years. Taking advantage of the supportive policy environment and climate for activism, CSOs expanded their presence in Mexico and their roles as political activists, advocates, watchdogs, and as vehicles for delivering basic services and achieving sustainable development. Today, many CSOs are members of various networks and coalitions and are in the process of consolidating their strength and impact on the political, social and economic development in Mexico to achieve greater impact in the efforts to address social needs.

The U.S. Agency for International Development (USAID) and the Bureau of International Narcotics and Law Enforcement Affairs (INL) in Mexico are collaborating to further strengthen the capacity of Mexican CSOs. The purpose of this Activity is to provide USG with a set of interventions to stimulate the development of a cadre of Mexican CSOs that will for example, have the capacity to prepare concept papers, proposals, and budgets, as well as to install the systems necessary to manage USG and other international organizations’ funds. For the purpose of sustainability, it is important that local entities are able to carry out responsibilities that are ofen performed by international organizations.

In 2015, the USG conducted a review of CSOs in Mexico and identified the following key areas that needed strengthening:

• Planning and strategic management – formulating and articulating a long-term strategic plan through the vision, mission, goal; identifying and addressing priority issues; and deciding on the allocation of resources;

• Program design and implementation – evolving strategic goals into a clear and well-articulated program, and translating design into effectively operating activities;

• Human resource development – helping CSO staff develop their personal and organizational skills, knowledge and abilities;

• Fundraising and local resource mobilization – addressing organizational sustainability through the diversification of fund sources (this includes proposal writing and building relationships with the international assistance community), mobilizing volunteers and in-kind contributions, and networking;

• Financial management – planning, organizing, controlling and monitoring the financial resources of an organization to achieve objectives;

• CSO governance – implementing an internal system of checks and balances that ensures the public interest is served, including the development of a functioning board and management structure;

• Monitoring and evaluation – developing systems to effectively monitor progress towards the achievement of objectives, identifying gaps and implementing course corrections, and using empirical means to compare planned versus actual impact or results;

• Leadership development – developing second generation leaders and a less leader-centered organization;

• Administrative management – developing policies and standards (e.g. personnel and travel) that guide the day-to-day operation of an organization; and

• International assistance-specific requirements – understanding international organizations’ project proposal format, procedures, policies and reporting requirements.

B.2 GUIDING PRINCIPLES FOR IMPLEMENTATION

The USG is committed to invest in sustainability, nurturing lasting institutions, systems, and capacities in partner countries, such as Mexico. USAID/Mexico and INL are working with many local organizations to improve their capacity, build new effective and long-term partnerships, and reduce the need for foreign assistance over time.

Building local capacity and increasing partnerships with civil society and foreign governments, will produce long-term sustainable outcomes and spur investment and growth while improving transparency and accountability.

This Activity will be targeting Mexican CSOs that contribute to common objectives of the USG in the areas of crime and violence prevention, human rights and justice sector reform of the bilateral U.S.-Mexico Merida Initiative; and reducing greenhouse gas emissions under the U.S. Global Climate Change Initiative. With increased capacity to perform and sustain activities, participating CSOs will be better-equipped to partner in development, meet society’s needs, advance development goals, and effectively manage international and local funding.

B.3 SCOPE OF WORK

The Activity has two components: (1) provide a training program to build the capacity of participating Mexican CSOs and (2) train one CSO to directly support the capacity building of other CSOs in Mexico.

COMPONENT 1: Training Program The Contractor will provide a training program to help build the capacity of CSOs to be empowered and effective, managed soundly, capable of achieving sustainable and significant impact, accountable to its constituents and is able to effectively compete for and manage international and local resources.

The Contractor is expected to use existing organizational capacity building curricula, including models, methods, and/or tools, and adapt the curricula to the Mexican CSO context. The training program will help to strengthen the organizational capacity of CSOs (including systems and policies) in the following general areas: governance, management practices, human resources, financial resources, service delivery, program development, external relations, and sustainability.

Specific tasks for Component 1 are as follows:

1. Adapt already-existing curriculum: The Contractor will adapt an already-existing organizational capacity building curriculum that it determines, based on research and evidence, to be the most appropriate for the expressed purposes of this contract, and then adapt it to the Mexican context. Depending on Mexican CSO training needs, the following topics/areas may be included in the curriculum:

a. Planning and strategic management – formulating and articulating a long-term plan through the vision, mission, goal; identifying and addressing priority issues; and deciding on the allocation of resources;

b. Program design and implementation – developing well-articulated and effective programs that directly address the strategic goals identified;;

c. Human resource development and management – helping CSO staff develop their personal and organizational skills, knowledge and abilities with regards to the development and implementation of personnel management policies and procedures (e.g., recruitment, contracting, performance evaluation and termination of staff); delegations of authority, decision-making responsibilities, staffing patterns (number, qualification, and turnover of personnel), adequacy of position descriptions, salary scales, benefit packages and training;

d. Fundraising and local resource mobilization – addressing organizational sustainability through the diversification of fund sources (this includes proposal writing and building relationships with the international assistance community), mobilizing volunteers and in-kind contributions;

e. Financial management – implementing performance-based budgeting through the planning, organizing, controlling and monitoring the financial resources of an organization to achieve its objectives;

f. CSO governance – implementing an internal system of checks and balances that ensures the public interest is served, including the development of a functioning board and management structure;

g. Monitoring and evaluation–developing systems to effectively monitor progress towards the achievement of objectives, identifying gaps and implementing course corrections, and using empirical means to compare planned versus actual impact or results;

h. Leadership development – developing the leadership skills of several key staff within each participating CSO;

i. Administrative management – developing policies and standards (e.g., personnel and travel) that guide organizations’ day-to-day operations ; and

j. Local and international assistance-specific requirements – understanding and complying with international organizations’ project proposal formats, procedures, policies and reporting requirements.

Other areas, depending on training needs, could also include:

k. Procurement

l. Assets and Liabilities

m. Information Technology

n. Audit Function

o. Compliance with Applicable Laws, Regulations and Agreement Terms

p. Sustainability

2. Develop a Certificate (Diplomado in Spanish) training program: The Diplomado, based on the adapted curriculum, is to include a practicum that will provide numerous opportunities for the participants to apply the concepts learned through classroom instruction in the contexts of their own organizations. As proposed by the Contractor and agreed by USAID, the course may be offered, for example, to approximately 15-20 CSOs at a time (30-40 participants, with up to two participants from each CSO), and be several months in duration with in-person classroom instruction offered a few days per month. The practicum will allow participants to apply what was learned in class within their organizations and receive feedback the following month. Course participants will receive a Diplomado upon satisfactory completion of course requirements (such as minimum attendance and participation). By the end of the training, participants will have the knowledge and skills to run an efficient, cost-effective, accountable, transparent, and technically-proficient organization. Trainers shall improve the curriculum based on best practices and lessons learned garnered from each group and follow-up reviews with participating CSOs (described below) before implementing it with the next cohort. It is anticipated that, over the duration of the award, the course will be imparted five to ten times, with up to100 organizations participating in total.

3. Establish partnerships: The Contractor will choose a Mexican sub-awardee to help deliver the course and establish additional partnerships with local organizations to leverage contributions and ownership that, together, will improve prospects for sustainability. The Contractor may consider the full range of partnerships, including universities and local NGOs, for in-kind donations of classroom space or donations of staff time to impart trainings and/or provide technical assistance in particular capacity building areas of expertise.

4. Identification of CSOs: The USG will provide the contractor with a list of potential local CSOs to whom the Diplomado shall be targeted. The list will be comprised primarily of organizations that already have worked with the USG or that applied to work with USG in the past and whose applications were unsuccessful.

These organizations will be invited to apply to the Diplomado program by submitting a short application outlining the organization’s and individual participant’s needs for the program and expressed commitment to actively participate and complete all course requirements. Ideally, the selected individuals that will represent their CSOs, will express their commitment to remain at their respective organization for at least one year after successfully completing the training program so the organization can receive the most benefit from the training.

5. Selection of CSOs/formation of selection committee: A selection committee, comprised of USG and Contractor staff, will review the participant applications and, based upon agreed-upon selection criteria, will select CSOs and up to two individuals from the selected CSOs to participate. For example, the Chief Operating Officer, Executive Director, and/or head of administration could be considered the ideal candidates to represent each CSO. The selected individuals will participate on behalf of their organization throughout the duration of the training.

Depending on the capacity needs, some of the selection criteria may be different for each cohort of CSOs selected to participate.

6. Commitment to participation: Each individual participant will sign a form expressing their commitment to satisfactorily complete the course. Each participating CSO will demonstrate commitment by funding the travel , if any, of its participating staff throughout the duration of the course as well as an expressed willingness to update their systems, policies, and practices as appropriate based on the recommendations developed by its staff as part of the Diplomado program.

7. Follow up review of results of courses: Within a certain period of time after the first course, the Contractor will be expected to visit each participating organization and review its systems to determine the extent to which the competencies gained in the course have been applied as a result of the training. After this first review, adjustments may be made to the training curriculum, to ensure relevance and quality. This follow-up review will be conducted to a sub-set of subsequent cohort groups periodically throughout the duration of the contract to ensure continued relevance and quality of the training program.

COMPONENT 2: Capacity building of the sub-awardee

As detailed in Component 1, task 3, the Contractor is expected to subcontract with a local CSO to implement the Diplomado, and this organization must be identified in their proposal. The sub-awardee should be a credible local organization that has the demonstrated potential to independently conduct organizational capacity development training. Also, the sub-awardee should demonstrate the potential to independently establish alliances and partnerships that leverage resources to sustain the Diplomado’s implementation after USAID’s funding ends.

Specific tasks for Component 2 are as follows:

1. Develop a capacity building plan: Within 90 days of award, the Contractor will assess the strengths, capabilities and capacity building needs of its sub-awardee and develop a capacity building plan with the overall goal of rendering the sub-awardee fully capable to directly support and implement the Diplomado training. The plan shall include a series of benchmarks that track progress over the duration of the contract.

2. Implement the capacity building plan: Once the capacity building plan is submitted and approved by the COR, the Contractor will implement the plan.

B.4 CAPACITY DEVELOPMENT AND TRANSITION TO SUB-AWARDEE

It is expected that the initial award to the Prime will be made for a three-year base period with two one-year extension options. The Prime will have one sub-awardee which will be a local organization. The Prime will prepare a three-year capacity building plan to provide ongoing capacity building support with the goal of building the sub-awardee’s capacity to implement and sustain the Diplomado program without USAID funds. After three years, a direct award to the sub-awardee will be considered if it is determined, based on mutually-agreed criteria in the Work Plan, that the sub-awardee has met the required capacity-building criteria to oversee the Diplomado’s full implementation and depending on availability of funding.

B.5 GEOGRAPHIC SCOPE

Training will be provided in Mexico City and/or another major city in the country. Travel expenses for participants will be covered by their respective CSOs. Neither USAID nor the Contractor will be paying travel expenses for participants.

B.6 PERIOD OF PERFORMANCE

The period of performance for this contract is for three years (36 months) from the date of award, as follows:

From on/about September 2015 through on/about September 2018 with the potential for 2 one-year option periods.

B.7 RESULTS

In addition to reporting on a set of standard indicators, the Contractor will track and report on the following expected results:

a. By the end of the three years, up to 100 CSOs will have successfully completed the training course based on already-defined criteria of successful completion;

b. After the first cohort group, at least 80% of CSOs, randomly-sampled from subsequent cohort groups, will be able to successfully apply the competencies gained in the training as confirmed through the formal review process (see Component 1, Task 7). Randomly-sampled CSOs will be randomly selected by the Contractor.

c. By the end of the USAID award (year 3), the Contractor and the sub-awardee will have established partnerships that leverage resources and developed a fee-for-service payment structure that, together, will enable the selected CSO to continue implementing this training without USAID assistance after the activity ends.

B. 8 REPORTS & DELIVERABLES

In accordance with AIDAR clause 752.242-70, Periodic Progress Reports, the resulting Contractor shall submit reports, deliverables or outputs as described below to the designated COR. All reports and other deliverables shall be in the language specified below.

A. Existing curriculum, adapted to Mexican CSO context and ownership is transferable to the sub-awardee to then use and modify.

B. Training course Training course which includes (1) application form; (2) an articulation of the minimum attendance and participation requirements in order to satisfactorily complete the course and receive a Diplomado; and (3) an articulation of the competencies, skills and capacities that are expected to be gained as a result of the course and then applied within the CSO (and will become part of the follow up review) (i.e. as a result of the training course, what will the participant be able to do?)

C. Selection criteria of CSOs Selection criteria to be applied by the selection committee when selecting applicants for the program

D. CSO Review Reports and adjustments to curriculum

Reports from follow up reviews of participating CSOs and resulting adjustments to curriculum

E. Capacity building plan of sub-awardee Capacity building plan of sub-awardee that identifies specific benchmarks to track progress throughout the three-year capacity building period.

F. Branding and Marking Plan

G. Report on sub-awardee In Year 3, the Contractor will submit a report on the status of the sub-awardee’s capacity based on the capacity building plan developed. Exact timing of this report will be agreed upon in the Year 3 annual work plan.

H. Annual Work Plans Annual work plans will be required from the resulting Contractor. The Contractor will detail the work to be accomplished during the upcoming year. The initial work plan is due within 30 calendar days of mobilization, or 60 days from the signing of the contract, whichever comes first. Annual work plans must be organized by task and activity and subsequent work plans must be submitted by August 15 of each year, covering the period of October 1-September 30. Annual work plans may be revised on an as needed basis to reflect changes on the ground and with the approval of the COR. The annual work plans will include timing of when CSO reviews and reporting will be carried out. In the Year 3 work plan, timing of when the report on the sub-awardee’s capacity will be included.

Based on consultations with the COR, the resulting Contractor shall develop the first work plan, which shall cover the period from the signing of the contract through September 2016, and which must be submitted for approval within 30 calendar days from the signing of the contract. Subsequent annual work plans and their budgets will be submitted for COR approval by August 15, as stated above.

COR approval of annual work plans and or requests for modifications will be provided within 15 calendar days of submission. The resulting Contractor will then have 15 calendar days to incorporate the modifications and resubmit the plan for COR approval. COR approval will be within 15 additional calendar days. Besides providing the document in hard copy and electronic format as described below, the Contractor must schedule a meeting at the time of submission to present the content of the work plan and the annual Performance Monitoring Report –as described below–to the COR.

I. Quarterly Progress Report

The resulting Contractor shall submit in English to the COR and other administrative staff as indicated by USAID, on a quarterly basis (20 days after the close of each quarter) a report that includes two sections: Technical and Financial. Details on each are below.

a) Technical Section

The Contractor shall submit quarterly reports summarizing progress of the major tasks in process during the performance period as described in Section C, indicating any problems encountered and proposing remedial actions as appropriate. Quarterly reports shall be submitted within 20 days after the end of the reporting quarter.

The report covering the quarter ending on September 30th of each fiscal year shall contain information for the whole fiscal year, in addition to the quarter in question.

The specific scope and format of this section of the quarterly reports will be determined in consultation with the COR. However, quarterly reports will be structured to highlight achievements, obstacles faced, and any other significant information. They will also contain a summary of the progress made under each of the tasks outlined in Section C, including a detailed description of key activities that took place during the period reported. This section will include an update on the progress of implementation of the Gender Equity Plan. It will also include a description of new and existing partnerships, the leverage and other benefits from those partnerships as well as progress according to certain partnership-related indicators as agreed in the M&E Plan.

For all training activities financed under the resulting contract and conducted in-country, in the U.S., or in a third country, the Contractor must comply with Automated Directives System (ADS) Chapter 253 and other USAID/Mexico specific policies and procedures (i.e., Participant Training Mission Order 253) governing the effective, efficient planning, design, and implementation of such training programs. The resulting Contractor will also be responsible for entering training information into the TraiNet database on a quarterly basis. Each quarterly report will include a confirmation that this requirement has been met.

For all program-funded trips to the United States, the Contractor shall follow the guidelines included in ADS 252.

Quarterly reports shall also include a list of all reports sent during the reporting period to the Development Experience Clearinghouse.

b) Financial Section

Along with the quarterly reports, the resulting Contractor shall submit its financial section of the quarterly report including: (i) Contract Number (ii) Contractor’s Name; (iii) Authorized Expenditures; (iv) Actual expenditures;

(v) Balance; (vi) Estimated Completion Date; (vii) Total expenses incurred during the quarter; and other pertinent information, such as analysis, projections for the next quarter and an explanation of cost increases or underestimation of original costs. To this end, the report shall contain a section addressing at least the following elements: (1) Total amount obligated, (2) Total amount invoiced for, (3) Total amount expended but not yet invoiced for, (4) Remaining unexpended funds.

The Financial Report shall also include an estimated accrual report including the following information: (i) total amount obligated; (ii) total amount invoiced for; (iii) total amount expended but not yet invoiced for; (iv) remaining unexpended funds.

J. Gender Equity Plan

The resulting Contractor shall submit along with the first Work Plan (within 30 calendar days of mobilization, or 60 days from the signing of the contract, whichever comes first), a gender equity plan taking into consideration the information provided in the SOW for the life of the project, describing how gender issues will be considered and integrated into implementation, including monitoring and evaluation, criteria for identifying and selecting CSOs and individual participants, and potential capacity building needs in integrating gender considerations in organizational practices. Progress in the implementation of this plan will be reported in each quarterly report.

K. Monitoring and Evaluation Plan

A comprehensive activity Monitoring and Evaluation (M&E) Plan must be submitted for approval to the COR 60 calendar days after the signature of the contract, covering the contract period. The plan shall be prepared in English and submitted in two hard copies and two electronic versions, one in Word and one in PDF. COR approval or request for modifications will be provided within 15 calendar days. The resulting Contractor will then have 15 additional calendar days to incorporate the modifications and resubmit the plan for COR final approval.

COR approval will be provided within 15 calendar days.

The Activity M&E Plan must be consistent with the one submitted by the Contractor and evaluated by USAID as part of this procurement process. The M&E Plan will be based on appropriate baselines and surveys. Annual targets (and quarterly benchmarks, as appropriate) for each indicator will also be included in the M&E Plan. The M&E Plan will include robust outcome and impact indicators as well as partnership-related indicators. Baseline information that may still be in the process of being collected by the time of the M&E Plan submission shall be incorporated as an amendment to the M&E Plan when the collection is finalized.

The M&E Plan must be rigorous and take into consideration the indicator criteria of integrity, precision, reliability and timeliness. The M&E Plan must be consistent with the USAID/Mexico’s Performance Management Plan.

This document will be made available to the resulting Contractor after award signature. The M&E Plan must clearly indicate the data gathering methodology, instruments, timeframe and other relevant elements of the evaluation system. Indicators will be disaggregated by gender, ethnicity and age wherever possible. The Contractor may consider contracting a separate firm to collect the indicators and draft the reports. This will be the core information for all monitoring and evaluation exercises. To complement this information, additional data, assessments, relevant anecdotes and comments should contextualize the indicators when reported. Resulting Contractor performance will be evaluated on the basis of the extent to which the targets in the M&E Plan have been met.

The final M&E Plan will be approved by USAID post-award.

L. Annual Performance Monitoring Report

The resulting Contractor must provide a comprehensive Annual Performance Monitoring Report (PM Report) to be submitted by a date to be determined by USAID after the award. The first PM report shall cover the period from the signature of the contract through the end of the fiscal year. Subsequent reports shall cover the period of October 1 to September 30. Besides the submission of the hard copy and electronic versions of this report (as described below), the resulting Contractor must organize a presentation of this report to the COR, which will take place at the same meeting organized for the Annual Work Plan presentation. The purpose of these presentations is for the resulting Contractor to show the results of its PM Report and to demonstrate that the Work Plan for the following year is consistent with the results and findings of the PM Report. The meeting for the presentations must take place in October of each year, or as agreed with the COR.

M. Final Report

Within 60 calendar days following the estimated completion date of the contract, the resulting Contractor will submit the final performance report outlining major accomplishments vis-à-vis the results and activities outlined in this SOW, which shall contain the following information:

1. A full summary of all activities undertaken.

2. Accomplishments and lessons learned.

3. A comparison of the actual results (at all levels) with the expected results required in the project, comparing initial baseline data to mid-point and final measurement data for all indicators captured in the baseline.

4. Reasons why expected results were not met, if appropriate.

5. A summary of indicators used and an assessment of their relative usefulness.

6. Recommendations for future interventions to build on project success.

7. Other pertinent information, including, the final financial status of the project.

N. Other Reports

Reporting of Foreign Taxes: The resulting Contractor shall submit an Annual Reporting of Foreign Taxes on a date to be determined by USAID after the award, but no later than April 16 of each year (see Section F.10). The resulting Contractor will be requested to submit its Annual Reporting of Foreign Taxes corresponding to the last year of program activities along with the submission of its Final Report.

On the basis of the offer, the final contract may specify other deliverables linked to the expected results. These deliverables may include:

● Consultant Reports: prepared by short-term consultants at the end of their consultancies detailing activities and findings while in the country and making recommendations as appropriate.

● Plans, protocols, manuals, and assessments: as needed to comply with the expected results and in coordination with USAID technical staff.

● Draft laws, regulations, codes and other legislative proposals. USAID may ask for versions of these deliverables in both English and Spanish.

USAID may ask for special and or extraordinary reporting as needed (possibly once a month). The substance of this reporting may include specific contract activities, progress on activities related to gender equality and female empowerment, coordination with other USAID/Mexico programs, USG agencies, or coordination with other international organizations. USAID may also request the attendance of the Project’s staff to weekly coordination or monitoring meetings.

O. Weekly and Monthly Highlights and Success Stories

The Contractor will submit weekly and monthly highlights to the COR and will prepare occasional “success stories” for publication by USAID. All success stories submitted during a quarter, shall be also annexed to the concerning quarterly report.

General Instructions for Reports and Plans

The resulting Contractor must submit to USAID/Mexico’s COR, two hard copies in the language and manner specified below, and two electronic copies, one in Word and one in PDF of the below described plans and reports.

One copy of technical reports, in English, shall be sent to USAID’s Development Experience Clearinghouse (DEC) either electronic (pdf format preferred) or paper form to one of the following: (A) On line:

http://dec.usaid.gov ; (B) By mail (for pouch delivery): DEX Document Submissions M/CIO/KM/DEC RRB M.01-010, Washington, DC 20523-6100. For questions on DEC submissions, contact M/CIO/KM/DEC Telephone: +1 202-712-0579, email: docsubmit@usaid.gov

Report/Plan Electronic Version PDF preferred

Hard Copies

English Spanish Executive Summary English

Executive Summary Spanish

Delivery Due Date

A. Existing curriculum, adapted to Mexican CSO context

Mandatory Two Mandatory Mandatory Mandatory Optional Within 120 days of start date of award

B. Training course

Mandatory Two Mandatory Mandatory Mandatory Optional Within 120 days of start date of award

C. Selection criteria of CSOs

Mandatory Two Mandatory Mandatory Mandatory Optional

D. CSO review reports and adjustments to curriculum

Mandatory Two Mandatory Mandatory Mandatory Optional Within 15 days after completion of course with first cohort of participants and thereafter on a periodic basis (timing to be agreed upon in Annual Work Plan).

E. Capacity building plan of sub-awardee

Mandatory Two Mandatory Mandatory Mandatory Optional Within 60 days of start date of award.

F. Branding and Marking Plan

Mandatory Two Mandatory Mandatory Mandatory Optional Within 60 days of start date of award.

G. Report on sub-awardee

Mandatory Two Mandatory Optional Mandatory Mandatory In Year 3 of award (timing to be agreed upon in Annual Work Plan)

Report/Plan Electronic Version PDF preferred

Hard Copies

English Spanish Executive Summary English

Executive Summary Spanish

Delivery Due Date

H. Annual Work Plan

Mandatory Two Mandatory Optional Mandatory Mandatory Within 30 days after mobilization, or 60 days after the award date, whichever comes first, and by August 15 of each subsequent calendar year.

I. Quarterly Reports (Technical and Financial, including Accruals)

Mandatory Two Mandatory Optional Mandatory Mandatory 20 days after the end of the quarterly reporting period

J. Gender Equity Plan

Mandatory Two Mandatory Optional Optional Optional Within 30 days of mobilization , or 60 days after the award date, whichever comes first..

K. M&E Plan Mandatory Two Mandatory Optional Mandatory Mandatory 60 calendar days after the signature of the Contract

L. Annual Performance Monitoring Report

Mandatory Two

Mandatory Optional Mandatory Mandatory Date to be determined by USAID after the award.

M. Final Report

Mandatory Two Mandatory Mandatory Mandatory Mandatory 90 days after the end of the award

N. Other Reporting (see section F above)

Mandatory As instructe d by

USAID

Mandatory Optional Optional Optional Date(s) to be determined by USAID after the award.

O. Weekly and Monthly Highlights (and occasional success stories)

Mandatory None Mandatory Optional N/A N/A Weekly and Monthly

B.9 MONITORING AND EVALUATION

The progress, success and impact of the Contractor’s performance under this contract will be monitored and evaluated as a part of the overall activity results. The USAID Contracting Officer’s Representative (COR) will conduct periodic performance reviews as required under FAR 42.15 and AIDAR 742-15 to monitor the progress of work and the achievement of results under this contract, based on the targets and the other contract terms and conditions, which shall form the basis of the Contractor’s permanent performance record with regard to this contract.

B.10 REPORT ON NON-EXPENDABLE PROPERTY

In accordance with the following clauses: FAR 52.245-5, AIDAR 752-245-70, the Contractor shall submit, an annual report for all non-expendable property, including any Government-Furnished property or property acquired by the Contractor under the contract. The format of the report shall be in accordance with the AIDAR Clause 752.245-70. This report shall be submitted to the COR as an attachment of the Annual Performance Report.

B.11 USAID PROPERTY IN THE CUSTODY OF CONTRACTORS

In accordance with ADS 629.3.2 Property, Plant, and Equipment (PP&E) is tangible assets, including land, land rights, capital leases, and property owned by USAID in the hands of others, that: (1) have an estimated useful life of two or more years; (2) are not intended for sale in the ordinary course of business;

(3) are intended to be used or available for use by USAID; (4) has a unit value equal to or in excess of $25,000; and (4) title vests with the USG. The Contractor must report this property to the COR on annual basis. The report must contain the following information: description, serial number, acquisition cost, date of acquisition, estimated life span, and estimated salvage value. A copy of this report shall also be sent to the USAID/San Salvador Controller’s Office.

B.12 REPORTING OF FOREIGN TAXES (July 2007)

(a) The Contractor must annually submit a report by April 16 of the next year.

(b) Contents of Report. The report must contain:

(1) Contractor name.

(2) Contact name with phone, fax and email.

(3) Contract number(s).

(4) Amount of foreign taxes assessed by a foreign government [each foreign government must be listed separately] on commodity purchase transactions valued at $500 or more financed with U.S.

foreign assistance funds under this agreement during the prior U.S. fiscal year.

(5) Only foreign taxes assessed by the foreign government in the country receiving U.S.

assistance is to be reported. Foreign taxes by a third party foreign government are not to be reported. For example, if a Contractor performing in Lesotho using foreign assistance funds should purchase commodities in South Africa, any taxes imposed by South Africa would not be reported in the report for Lesotho (or South Africa).

(6) Any reimbursements received by the Contractor during the period in (4) regardless of when the foreign tax was assessed and any reimbursements on the taxes reported in (4) received through March 31.

(7) Report is required even if the Contractor did not pay any taxes during the report period.

(8) Cumulative reports may be provided if the Contractor is implementing more than one program in a foreign country.

(c) Definitions. For purposes of this clause:

(1) “Agreement” includes USAID direct and country contracts, grants, cooperative agreements and interagency agreements.

(2) “Commodity” means any material, article, supply, goods, or equipment.

(3) “Foreign government” includes any foreign governmental entity.

(4) “Foreign taxes” means value-added taxes and custom duties assessed by a foreign government on a commodity. It does not include foreign sales taxes.

(d) Submit the reports to: USAID/Controller, USAID/Mexico, Paseo de la Reforma No. 305, Col.

Cuauhtemoc, 06500, Mexico City, Mexico.

(e) Sub-agreements. The Contractor must include this reporting requirement in all applicable subcontracts and other sub-agreements.

(f) For further information see http://www.state.gov/m/rm/c10443.htm.

[END OF PROVISION]

B.13 PERSONNEL REQUIREMENTS

The Contractor has the responsibility for managing the project, for achieving the performance results in the Scope of Work, and for determining and proposing the appropriate staffing pattern in support of its technical approach. The Contractor must assemble a team with knowledge, skills and experience in the following required areas:

• Knowledge of Mexico and the Mexican CSO context

• Experience working with Mexican CSOs of varying sizes and capacities

• Experience with training curriculum development and delivery

• Experience with partnership building and partnership collaboration, including resource leveraging

• Experience managing sub-recipient local organizations

• Experience developing organizational capacity building plans and providing capacity building support to CSOs

• Experience in financial management

• Experience in monitoring and evaluation

The team may be comprised of a combination of long- (full- and part-time) and short-term professionals in Mexico among the Contractor and its sub-recipient, as well as home office support, to successfully implement and achieve the objectives of the Activity. The long- term staff of the Prime should include a, at least, a full-time Program Manager and part- or full-time Finance Manager and Organizational Development/Capacity Building Specialist.

Qualifications of Key Personnel

The full-time Program Manager position is Key Personnel. The full-or part-time Organizational Development/Capacity Building Specialist is also Key Personnel. Other positions may be designated as Key Personnel by USAID upon award of the Contract. The Contractor shall identify, by name, the Key Personnel who will work under this Activity. Substitutions of Key Personnel shall be made only as approved by the Contracting Officer.

Program Manager

The Program Manager will be responsible for technical leadership and administrative oversight of the Activity and will serve as the principal institutional liaison to USAID. The Program Manager will be responsible for the day-to-day management of the Activity and will ensure that it is progressing appropriately and meeting its targets. The Program Manager must have the following minimum set of qualifications:

1. A minimum of 10 years of professional experience in international development, with at least five years in a developing country, and at least five years of program management experience including managing a subcontractor;

2. A minimum of a Master’s degree in management, international development or a related field of study;

3. Demonstrated capabilities in institutional capacity development highly desired;

4. Experience with partnership building and partnership collaboration, including resource leveraging, and working effectively with local civil society organizations;

5. Proven experience in the design, management, implementation, monitoring, and evaluation of similar-sized international assistance-supported programs, with skills in strategic planning, management, supervision, and budgeting;

6. Experience in managing USG programs is highly desired;

7. Strong communication skills, including fluency in both written and oral English and Spanish;

8. Strong interpersonal skills to effectively coordinate with a wide range of stakeholders;

9. Proven ability to develop and communicate a common vision among diverse partners and the ability to lead multidisciplinary teams.

Organizational Development/Capacity Building Specialist

The full- or part-time Organizational Development/Capacity Building Specialist will provide technical expertise in the area of training and capacity building of local CSO and the sub-recipient. He/she will be responsible for ensuring the capacity needs of the sub-recipient have been adequately assessed and an appropriate capacity building plan has been developed. He/she will provide oversee implementation of the capacity building plan and the tracking progress. He/she will also ensure the training curriculum is appropriately adapted and the training course is developed according to the capacity needs of the participating CSOs. The Organizational Development/Capacity Building Specialist must have the following minimum set of qualifications:

1. A minimum of 10 years of professional experience in international development, with at least five years in local organizational development/capacity building;

2. A minimum of a Master’s degree in management, international development or a related field of study;

3. Experience working with, ideally Mexican, CSOs of varying sizes and capacities

4. Experience with training curriculum development and delivery

5. Experience developing organizational capacity building plans and providing capacity building support to CSOs

6. Strong communication skills, including fluency in both written and oral English and Spanish;

7. Strong interpersonal skills to effectively coordinate with a wide range of stakeholders;

SECTION C – CLAUSES

C.1 NOTICE LISTING CLAUSES INCORPORATED BY REFERENCE

This contract incorporates one or more clauses by reference with the same force and effect as if they were given in full text. Upon request, the Contracting Officer will make the full text available. Also, the full text of a clause may be accessed electronically at these addresses:

http://www.acquisition.gov and http://www.usaid.gov

The following clauses are hereby incorporated by reference (by Citation Number, Title, and Date) in accordance with the clause at FAR “52.252-2 CLAUSES INCORPORATED BY REFERNCE” contained in this document.

FAR 52.252-2 contains the internet address for electronic access to the full text of a clause.

NUMBER TITLE DATE

52.202-1 Definitions NOV 2013 52.203-5 Covenant Against Contingent Fees MAY 2014 52.203-6 Restrictions on Subcontractor Sales to the Government SEP 2006 52.203-7 Anti-Kickback Procedures MAY 2014 52.203-17 Contractor Employee Whistleblower Rights and Requirement APR 2014 To Inform Employees of Whistleblower Rights 52.204-13 System for Award Management Maintenance JUL 2013 52.204-14 Service Contract Reporting Requirements JAN 2014

52.212-1 Instructions to Offerors - Commercial Items APR 2014 52.212-4 Contract Terms and Conditions - Commercial Items MAY 2015 52.217-5 Evaluation of Options JUL 1990 52.219-6 Notice of Total Small Business Set-Aside NOV 2011 52.219-9 Small business subcontracting plan OCT 2014 52.222-1 Notice to the Government of Labor Disputes FEB 1997 52.222-3 Convict Labor JUN 2003 52.222-21 Prohibition of segregated facilities APR 2015 52.222-26 Equal Opportunity APR 2015 52.222-29 Notification of visa denial APR 2015 52.222-41 Service Contract Labor Standards MAY 2014 52.222-43 Fair Labor Standards Act and Service Contract Labor Standards-Price Adjustment (Multiple Year and Option Contracts MAY 2014 52.222-50 Combating Trafficking in Persons MAR 2015 52.223-18 Encouraging Contractor Policies to Ban Text Messaging While Driving AUG 2011 52.225-13 Restrictions on Certain Foreign Purchases JUN 2008 52.225-14 Inconsistency between English Version and Translation of Contract FEB 2000 52.225-25 Prohibition on Contracting with Entities Engaging in Certain Activities or Transactions Relating to Iran-Representation and Certifications DEC 2012 52.226-6 Promoting excess food donation to nonprofit organizations MAY 2014 52.232-1 Payments APR 1984 52.232-8 Discounts for Prompt Payment FEB 2002 52.232-11 Extras APR 1984 52.232-23 Assignment of Claims MAY 2014 52.232-25 Prompt payment JUL 2013 52.232-33 Payment by Electronic Funds Transfer - System for Award Management JUL 2013 52.232-39 Unenforceability of Unauthorized Obligations JUN 2013 52.233-1 Disputes MAY 2014 52.233-3 Protest after Award AUG 1996 52.233-4 Applicable Law for Breach of Contract Claim OCT 2004

52.239-1 Privacy or Security Safeguards AUG 1996 52.242-15 Stop-Work Order AUG 1989 52.243-1 Changes - Fixed-Price AUG 1987

Alternate I (APR 1984) 52.244-6 Subcontracts for Commercial Items APR 2015 52.246-4 Inspection of Services - Fixed-Price AUG 1996 52.253-1 Computer Generated Forms JAN 1991

C. 2 AIDAR 48 CFR CHAPTER 7 CLAUSES

NUMBER TITLE DATE

752.202-1 Definitions 752.204-2 Security Requirements 752.204-70 Partner Vetting Pre-Award Requirements FEB 2012 752.209-71 Organizational Conflicts of Interest JUN 1993 752.225-71 Local Procurement FEB 1997

752.7006 Notices APR 1984

752.7025 Approvals APR 1984

752.7035.1 Public Notices DEC 1991

C. 3 FEDERAL ACQUISITION REGULATION (48 CFR CHAPTER 1) FULL TEXT CLAUSES

A. 52.212-2 Evaluation - Commercial Items. (OCT 2014)

(a) The Government will award a contract resulting from this solicitation to the responsible offeror whose offer conforming to the solicitation will be most advantageous to the Government, price and other factors considered.

The following factors shall be used to evaluate offers:

The criteria listed below are presented by major category in descending order of importance, so that Offerors will know which areas require emphasis in the preparation of information.