LCD_RFP.pdf

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

UNDER DPAS (15 CFR 700)

2. CONTRACT NUMBER 3. SOLICITATION NUMBER

SOL-656-13-000005

4. TYPE OF SOLICITATION 5. DATE ISSUED

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. Offers in original and 3 copies for furnishing the supplies or services in the Schedule will be received at the place specified in Item 8, or if hand carried, in the depository located in 17:00 p.m.(local Maputo 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 I

B PART III - LIST OF DOCUMENTS, EXHIBITS AND OTHER ATTACH.

C J

D PART IV - REPRESENTATIONS AND INSTRUCTIONS

E

F

G L

H M

K 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 (%)

(See Section I, Clause No. 52-232-8)

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 OFFER15A. 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 BYCODE 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 (Must be fully completed by offeror)

AWARD (To be completed by Government)

N/A 1 99

X

Doanh Van +258 21352181 dvan@usaid.gov

X

X

X

X

X

X

X

X

X

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SOLICITATION/CONTRACT FORM 1

SUPPLIES OR SERVICES AND PRICES/COSTS 3

DESCRIPTION/SPECS./WORK STATEMENT 8

PACKAGING AND MARKING 3

INSPECTION AND ACCEPTANCE 1

DELIVERIES OR PERFORMANCE 10

CONTRACT ADMINISTRATION DATA 4

SPECIAL CONTRACT REQUIREMENTS 7

CONTRACT CLAUSES 21

LIST OF ATTACHMENTS 1

INSTR., CONDS., AND NOTICES TO OFFERORS 12

EVALUATION FACTORS FOR AWARD 4

REPRESENTATIONS, CERTIFICATIONS AND OTHER 7

U.S. Agency for International Development/Mozambique Acquisition and Assistance Office JAT Complex Rua 1231, No., 41 Bairro Central “C”, Maputo, Mozambique

U.S. Agency for International Development/Mozambique Office of Acquisition and Assistance JAT Complex Rua 1231, No., 41, Bairro Central “C” Maputo, Mozambique

USAID/Mozambique

Section B

B-1

PART I – THE SCHEDULE

SECTION B - SUPPLIES OR SERVICES AND PRICE/COSTS

B.1 PURPOSE

The purpose of this contract is to provide the services and deliverables as described in detail in Section C, Statement of Work, for the implementation of the Capacity Development of Local Partners Activity in Mozambique. The overarching goal is to provide capacity development support to local partners that either receive direct funding from USAID/Mozambique or are potential direct awardees of USAID/Mozambique.

USAID/Mozambique seeks to obtain capacity development services in the areas of strategic and operational planning processes; human resources management; financial management and internal controls; organizational governance; project performance management and monitoring and evaluation (M&E); External relations;

sustainability; and procurement. Activities under this contract will support objectives in the following sectors:

Democracy and Governance; Economic Growth; Health; and Education. USAID Task Order Contracting Officers (TOCOs) will request the work through the issuance of task orders during the ordering period as specified in Section F of the contract.

B.2 CONTRACT TYPE

IQC

This is an Indefinite Quantity Contract (IQC) where USAID will issue task orders against the IQC to obtain needed services.

TASK ORDERS

The Government will issue task orders that are either Cost-Plus-Fixed Fee (CPFF) (FAR 16.306) or Firm Fixed Price awards (FAR 16.2).

The Contractor must perform the services set forth in the task orders at prices consistent with section B of the Task Order.

B.3 MINIMUM OBLIGATED AMOUNT

The basic contract includes an initial obligation of funds in the amount of $30,000.00 to cover the minimum order guarantee over the life of the |IQC.

TASK ORDERS

Following this initial obligation, individual task orders will obligate funds to cover the work required under that task order.

B.4 MAXIMUM CONTRACT CEILING

This is a multiple award Indefinite Quantity Contract with a ceiling cost of $4,900,000.00 for all awards combined.

B-2

TASK ORDERS

The maximum combined dollar value of all task orders awarded to all contractors cannot exceed the contract ceiling. This ceiling is not being subdivided among the number of awardees nor is it being multiplied by the number of awardees.

B.5 ESTIMATED COST, FIXED FEE, AND OBLIGATED AMOUNT

(a) Obligated Amount. The basic contract includes an initial obligation of funds in the amount of

$30,000.00 to cover the minimum order amount.

TASK ORDERS

(a) A task order maybe CPFF completion or Firm Fixed Price.

(b) The Total Estimated Cost Plus Fixed Fee (completion) for each task order must be negotiated in accordance with the terms of the IQC contract. In no event may the fixed fee for a task order exceed the ceiling set forth in Section B.6 and B.7. The U.S. dollar costs must be limited to reasonable, allocable, and allowable costs determined in accordance with FAR 52.216-7, Allowable Cost and Payment, and FAR 52.216-8, Fixed Fee, A-21 (for universities), and A-122 (non-profit).

(c) For Fixed Price awards, the obligation of the Government to make payments required under the provisions of this contract will, at the discretion of the Contracting Officer, be subject to reductions and/or suspensions permitted under the FAR and agency regulations including FAR 52.232-5,

(d) Fixed Fee Payment. For any task order issued under this contract, at the time of each payment of allowable costs to the Contractor, the USAID Acquisition and Assistance office ordinarily pays the Contractor a percentage of the fixed fee that directly corresponds to the percentage of allowable costs being paid. Two exceptions to paying fixed fee in this manner apply:

1) If the TOCO determines that this method results in paying a disproportionately higher ratio of fixed fee than the percentage of work that the Contractor has completed, then the TOCO may suspend further payment of any fixed fee until the Contractor has made sufficient progress to justify further payment, up to the agreed percentage.

2) Because the clauses entitled "Allowable Cost and Payment" (FAR 52.216-7) and

"Fixed Fee" (FAR 52.216-8) are incorporated into this contract, the terms and conditions of these clauses apply after total payments of fixed fee reach eighty-five percent (85%) of the total fixed fee.

B.6 CEILING ON FIXED FEE

For each task order issued under this IQC, the TOCO and Contractor shall agree to negotiate a set dollar amount for fixed fee. In no event, however, may the amount of fixed fee in any individual task order exceed 6 percent of the task order's estimated cost,.

B-3

B.7 PAYMENT OF FIXED FEE

Payment of fee shall be in accordance with FAR 52.216-8. The Contractor shall be paid fee based on the vouchered costs. The amount of fixed fee paid will be based on a percentage of costs vouchered in the same ratio as total fixed fee is to total direct costs.

Should a Firm Fixed Price contract be awarded, the deliverables must be submitted with no price adjustments.

B.8 LABOR

Compensation of personnel under this contract or any resulting subcontract must be in accordance with AIDAR

752.7007 Personnel Compensation, the full text of which is in section H5.

The work day and work week policies and method of accounting for paid absences including holidays for the contractor and major subcontractors is set forth in Section L.

B.9 TASK ORDER LIMITATIONS

(a) Cost-Plus-Fixed-Fee (CPFF) Task Orders. When issuing CPFF task orders, the TOCO must state in the task order the total estimated cost plus fixed fee, which is the total amount of the task order and the maximum amount the Contractor may be paid without the advance written approval of the cognizant Contracting Officer. This maximum amount represents the negotiated mix of the prime contractor's and subcontractors' professional labor categories and salaries, an estimated number of workdays, other direct costs, and fixed fee.

(b) Maximum Order. When USAID requires services or reports and other deliverables covered by this contract in a Task Order, the estimated maximum amount shall not be more than $1,500,000.00. If the Task Order is over $1,500,000.00 the Contractor is not obligated to accept the Task Order order to furnish those services or reports and other deliverables under the Task Order. However, if the Contractor agrees to furnish services or reports and other deliverables required by USAID in excess of $1,500,000.00 and awarded a Task Order to do so, the Contractor is required to provide said services and reports/deliverables in accordance with the Contracts terms and conditions.

(c) Notwithstanding the above, if issuance of a task order to, and acceptance of a task order by, the

Contractor would: (1) result in the Contractor (or its personnel or its subcontractors or their personnel) having an organizational conflict of interest for which restrictions would be placed on the Contractor's (or its personnel's or its subcontractors' or their personnel's) future activities; or (2) violate the provisions of the Procurement Integrity legislation, i.e., Section 27 of the Office of Federal Procurement Policy Act (41 U.S.C. 423), as amended by Section 814 of Pub. L. 101-189 the Contractor, after written notification to the cognizant Contracting Officer, is not obligated to furnish those services or reports and other deliverables under this contract, and USAID may acquire the supplies or services from another source.

B.10 REIMBURSABLE COSTS

The US dollar costs allowable shall be limited to reasonable, allocable and necessary costs determined in accordance with FAR 31 (Contract Cost Principles), A-21 (Cost Principles for Educational Institutions), A-122 (Cost Principles for Non-Profit Organizations), FAR 52.216-7 (Allowable Cost and Payment), FAR 52.216-8 (Fixed Fee), if applicable, and AIDAR 752.7003 (Documentation for Payment), in order to be reimbursable under this contract.

[END OF SECTION B]

Section C

C-1

SECTION C - DESCRIPTION/SPECS./WORK STATEMENT

I. BACKGROUND

A. USAID Forward

The United States Agency for International Development in Mozambique (USAID/Mozambique) has embarked on an ambitious reform effort, USAID Forward, to change the way the Agency does business, with an emphasis on local partnerships, innovation, and sustainable results. It gives USAID the opportunity to transform the Agency and unleash its full potential to achieve high-impact development results. These reforms were announced by the USAID Administrator in August of 2010. A year later, missions worldwide committed themselves to a set of topline indicators for each reform. USAID/Mozambique has been identified as a “hard pivot” mission under Implementation and Procurement Reform (IPR)--one of the objectives under USAID Forward. As a result, USAID/Mozambique has established an ambitious goal to channel a significant portion of its development budget directly through local partners (government and non-government) by 2015. In addition to increased direct funding, USAID/Mozambique also intends to provide capacity development services to local partners in order to ensure development sustainability.

In agreement with the Paris Declaration and Accra Agenda for Action, working closely with local partners and developing local capacity will strengthen Mozambique’s ability to manage its own development. By engaging IPR reforms, USAID will bolster Mozambican organizations’ ability to implement, and account for, quality development results. Strengthening institutional capacity is one of the greatest challenges faced by USAID as it works to fulfill its development assistance mandate in Mozambique. USAID has historically worked with international partners; however, USAID has recognized that the greatest development impact will be achieved by increasing direct funding to local partners while simultaneously providing capacity building services.

B. Current Situation

USAID/Mozambique aims to substantially increase direct funding to local partners to implement development projects. By learning from experiences of other donors as well as current USAID/Mozambique partners, it is clear that many local organizations lack institutional capacity to receive and manage direct funding from USAID without concurrent institutional strengthening. While some are quite capable of achieving development results, they are lacking the capacity in areas such as organizational governance, financial management, and monitoring and evaluation that are required in order to ensure that USG funds are well-used and that current developmental efforts are sustainable into the future.

In line with USAID Forward, the Mozambique Mission will award more contracts/agreements to local organizations and provide them with capacity development services to strengthen their organizational capacity.

This is not business-as-usual for USAID and the exact type and level of capacity development that will be required for each local organization is not yet known and will vary from one organization to the other. USAID’s own ability to provide direct capacity building support will also determine interventions that may be required.

USAID is committed to providing capacity development services to local organizations while, at the same time, ensuring that development results are realized. Directly funding local partners requires that USAID has in place adequate technical assistance, training, mentoring, coaching and support as well as oversight to ensure sustainable results. This activity aims to address the specific organizational development and institutional strengthening needs of local organizations.

II. OBJECTIVE

Ultimately, local entities and institutions are responsible for transforming their countries. By strengthening the capacity of local partners, USAID/Mozambique hopes to assist in achieving quality development results that are planned by Mozambicans and intended for Mozambicans. Local capacity development is intended to help local partners bolster their ability to fulfill their own developmental objectives by addressing key organizational weaknesses. Building local capacity will increase local expertise in development and foster competition and allow for developmental results to be achieved in the most cost-effective, sustainable manner.

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USAID/Mozambique seeks the services of 1, Mozambican, contractors or consortium of contractors or other partnership of contractors2 (hereby referred to as contractor(s)) to provide capacity development support to local partners that either receive direct funding from USAID/Mozambique or are potential awardees of USAID/Mozambique in the future. Given that the capacity of USAID/Mozambique’s local partners will vary, the exact services to be provided will be tailored to the individual needs of each organization. Specific needs will be addressed using Task Orders (TOs) through an Indefinite Quantity Contract (IQC).

USAID/Mozambique will use its internal resources to provide capacity development services to the maximum feasible extent and then utilize TOs to address the remaining capacity development needs.

USAID/Mozambique seeks to obtain capacity development services in the below areas:

Strategic and operational planning processes Human resources management Financial management and internal controls Organizational governance Project performance management and M&E External relations Sustainability Procurement

This activity will support the following sectors of USAID/Mozambique’s strategy:

Health Democracy and Governance Education Economic Growth

III. TASKS AND PERFORMANCE REQUIREMENT

The contractor(s) shall provide capacity development services to any organization or group of organizations identified in a TO to which they respond. If necessary, the contractor(s) shall augment its staff with subject matter experts and trainers (after vetting their quality and experience), and/or partner with other local organizations as appropriate, to fulfill the requirements of the TO Scope of Work (SOW). Since tasks assigned under this IQC will be performed in Mozambique, knowledge of the Portuguese language, Mozambican context and culture, and travel requirements/conditions are required. All services provided must meet U.S. Government and USAID standards. The local capacity-building providers must perform in a timely, responsive fashion to all requests in accordance with TOs.

A. Pre-Award Survey and Post-Award Organizational Capacity Assessment to draft a capacity-building plan Before USAID makes an award to a local partner (who potentially will receive capacity development under this IQC and subsequent Task Orders), and who has not previously received USAID funds, USAID/Mozambique will conduct a pre-award survey led by the Office of Financial Management (OFM) to gain insight into the potential recipient’s existing capacity and determine if the potential recipient has sufficient financial and managerial capacity and applicable policies and procedures in place to manage, control, and safeguard USG funds. The pre-award survey will be conducted by USAID/Mozambique staff and consists of questions that evaluate strengths and weaknesses of the potential recipient’s financial management and organizational capacity. If USAID/Mozambique determines that the potential recipient has adequate systems in place to receive USG funds and decides to award funds, then findings from the pre-award survey will be used for:

1 A local organization must be a local non-governmental organization (NGO), which includes private companies, recognized under the laws of the country in which it is domiciled. It does not include subsidiaries, affiliates, or member entities of organization outside of, or organized outside of, the house country or region. Local organizations by this definition are not international organizations. For a complete definition of local, please see section L.2..

2 All contractor(s) must meet the definition of ‘local,’ but may use international consultants if needed.

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a. A general understanding of the recipient’s existing capacity and a determination of the degree of support and oversight necessary that will be used in formulating specific capacity-development activities detailed in a TO.

b. Baseline data to evaluate capacity-development activities.

In addition, USAID/Mozambique will conduct an in-depth organizational capacity assessment (OCA) of local partners to determine their capacity development needs. This is a facilitated and participatory assessment in which the local partner analyzes its own capacity in various organizational areas (governance, administration, human resources, financial management, organizational management, program management), highlighting strengths, weaknesses, and priorities for capacity-building. USAID/Mozambique will facilitate the OCA on its own and results from the OCA will be incorporated into a draft capacity-building plan for a particular local organization which will be used to inform the Statement of Work for a TO. For organizational capacity-building to be effective, the organization that is the subject of capacity-building must “own” the process and want the capacity-building it receives, rather than have the process driven by the donor or the capacity-building provider. USAID/Mozambique and the contractor(s) will work with the local partner in a way that emphasizes participation (including leadership, staff from across the organization, and board members) and demand-driven capacity-building.

OCAs look at organizations holistically, and not at capacity gaps only as the need to train individuals in certain areas. For example, an organization with highly qualified staff may be underperforming because the staff is unmotivated by low salaries or a culture of top-down decision-making. Such an organizational issue would be addressed differently from an organization that just lacks qualified staff. The contractor(s) must therefore have the necessary skills and experience to assess and address a wide range of organizational issues.

The OCA, along with the pre-award survey, will inform the elaboration of the capacity-building plan, tailored to each organization’s needs and detailed in a TO. The local partner will play a key role in the decision-making process and USAID/Mozambique and the local partner will agree on the capacity-building plan before USAID engages the services of the contractor(s) through a TO to provide specific capacity-building services. The organizational gaps revealed by the Pre-Award survey and the OCA will inform a draft capacity-building plan detailed in a TO and the contractor will provide services to address needs identified in the capacity-building plan. Contractors will also have the opportunity to provide input and strengthen the capacity-building plan before activities begin. The capacity-building plan will identify key capacity-building priorities to work on in a defined timeframe. Change takes time and the absorptive capacity of the local partner will need to be considered; however essential gaps to sufficiently mitigate risk will be addressed to raise the chances of successful performance.

For example, a capacity-building plan may specify priorities such as: (1) develop an annual work plan; (2) strengthen the Board of Directors; and (3) strengthen human resources management. The contractor(s), in collaboration with USAID, will propose how it will help the organization achieve these targets and reach the next level of capacity. Different methods will be needed depending on the organization. Benchmarks must be clearly defined in the capacity-building plan, and based on the OCA and the organization’s baseline capacity shown in the pre-award survey; example benchmarks are: by Month 4, the organization has created updated job descriptions that are accessible to all staff; by Month 8, the first quarterly supervisor-supervisee meetings have been held.

Follow-up OCAs will be carried out with the local partner organizations receiving capacity development services to measure organizational change. The normal frequency will be annually. Follow-up OCAs will be facilitated by USAID.

B. Capacity development activities

Over the next 4 years, USAID is planning on working with an increased number of local partners across the Democracy and Governance, Health, Education, and Economic Growth sectors. Envisioned local partners include the Government of Mozambique (GOM), Community Based Organizations (CBOs), Civil Society Organizations (CSOs), Faith Based Organizations (FBOs), and a limited amount of private companies.

USAID/Mozambique is seeking Mozambican Contractor(s) to provide these diverse local partners with a

C-4 wide range of capacity development services in the areas below. Offerors must be able to provide capacity development services in the eight areas listed below either by itself or with partnerships3.

A. Strategic and operational planning processes

a. Assist in the organization’s development and use of a clear strategic plan.

b. Assist the organization in using its strategic plan for operational decision making.

c. Assist the organization in developing and implementing a realistic work plan for the

USAID-funded project.

B. Human Resources Management

a. Assist in establishing and using well-functioning systems for human resources management, including a clear organogram, relevant job descriptions, lines of supervision, and well-defined coordination processes.

b. Assist in establishing and using human resources procedures and policy manuals, including a staff evaluations, recruitment guidelines, salary scales, benefits, training, etc.

C. Financial Management and Internal Controls

a. Improve budget management and reporting.

b. Assist in establishing and using well-functioning systems and procedures for financial and administrative management.

c. Build capacity for planning, executing, monitoring, and controlling the organization’s finances.

D. Organizational Governance

a. Assist the organization to clearly define its vision, mission and objectives, as needed.

b. Assist in defining an effective governance structure with clear roles and responsibilities of the board and/or management.

c. Assist in developing professional capacity of the board/management to perform its oversight and revenue generation responsibilities.

d. Improve transparency and accountability with beneficiaries, staff, member organizations, and donors.

E. Project Performance Management and M&E

a. Assist in developing project management policies and procedures.

b. Provide capacity-building and mentoring in project cycle management, including addressing capacity needs as the project is being implemented.

c. Assist in developing data quality standards as required by USAID.

d. Assist in developing a monitoring and evaluation (M&E) plan that details field oversight requirements, and decision making processes and procedures.

e. Build capacity in implementing the M&E plan, including choosing appropriate indicators and targets, collecting data, using data for decision-making, improving reporting to USAID and other stakeholders.

f. Identify and address problems in project implementation.

g. Assist in developing appropriate Organizational Learning plans, including professional development for staff, leadership training, etc.

F. External relations

a. Build capacities in participatory planning with community stakeholders and local government counterparts.

b. Build capacity in external communications, public relations, and negotiation skills.

c. Build advocacy and lobbying skills to raise credibility and visibility and to influence policy reforms.

3 Local Contractor(s) may use international consultants if needed.

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G. Sustainability

a. Assist in developing fund raising strategies and strategic partnerships.

b. Assist in developing competitive proposals.

H. Procurement

a. Assist in developing a procurement policies and procedures manual that is in accordance with Mozambican procurement legislation, and international best practices.

b. Build capacity in complying with Mozambican procurement legislation.

c. Build capacity in complying with USAID procurement standards and regulations.

Offerors(s) must describe their approach to capacity-building and propose interventions to address the eight above-mentioned areas in their proposal.

IV. Task Orders

USAID will issue TOs that define which partners should be provided with which capacity-building services. As explained above, these needs will be defined in a capacity-development plan that draws from the pre-award survey and the post-award OCA process. Although TOs may be issued for capacity development for one partner, most will incorporate multiple partners and will define capacity-building activities for each partner.

USAID/Mozambique will group partners in each TO according to characteristics such as their geographic location, level of capacity, and date of award in order to use resources in the most efficient way possible. For example, a TO may state partner ‘a’ will receive assistance in developing an annual work plan and partner ‘b’ will receive technical assistance to develop quality indicators for projects; or, a TO may state partner ‘a’ and partner ‘b’ will participate in a workshop designed to strengthen project management.

The contractor(s) will adapt or further elaborate the capacity-building plan for each organization, focusing on organizational capacity-building, and using a participatory process with the partner. The plan should recognize the nature of capacity-building as a process that facilitates adult learning practices from providing on-going support and mentoring to opportunities for experiential learning. It should also address the organization’s specific strengths, weaknesses, and operational context rather than use the same plan used for all. Trainings and workshops are expected interventions; however activities must go beyond training towards facilitating processes that support continuous learning. The contractor(s) must demonstrate experience in providing tailored follow-up support to organizations, since adult learning occurs best outside of the classroom. Learning needs will be most effectively met through a variety of approaches and techniques, including on-the-job mentoring, accompanying activities in the field, knowledge management, sharing and adaptation tools, templates, and best practices, exposure visits, action-reflection practice, and peer learning. While it may make sense to hold some group trainings for a number of partners that have the same needs, follow-up support must be tailored for each organization’s situation.

V. Monitoring and Evaluation (M&E)

Since capacity constraints usually do not stem from a single cause (e.g. lack of skilled staff) but from a deeper structure of interlinked “softer” issues (e.g. motivation, fear, power, identity, values, coordination, initiative) that together prevent system improvement, a focus on the “harder” inputs such as training will rarely be enough.

Rather, capacity development in organizations must be dealt with from a systems approach, in which all the parts affect the others.

Since capacity development is about human change, organizational dynamics, power issues, and other complex processes, the conventional linear “inputs-outputs-outcomes-impact” M&E framework does not give as much insight into the changes that result from capacity-building. Attribution is inherently challenging, as there are many factors that may have caused change. Aggregation is also difficult because there are few key indicators that encompass all facets of desired capacity improvements, and improvement for each organization will depend on its unique baseline capacity in various areas. Quantifying the essentially qualitative nature of capacity development work can risk providing “false precision”.

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This program will use the “ripple model” developed by Rick James4, which is based on the premise that a capacity-building intervention is like a drop of rain landing in water: it sets off a series of ripples that flow outwards, creating change. The model in Figure 1 includes three main ripples: (1) the capacity-building process,

(2) internal organizational changes in the local partner, and (3) external changes in programs or in the life of beneficiaries. As the ripple moves outwards, it becomes more difficult to trace the exact causal pathway from the capacity-building intervention to the desired outcome.

Figure 1: The Ripple Model

As an example of how the ripples play out for a local partner specializing in family planning, Ripple One could be training on incentives and other systems to increase employee motivation and retention; Ripple Two would be that the organization adopts staff incentive system, and staff retention increases; Ripple Three would be that increased clients are served, contraceptive prevalence increases, and incidence of school-aged pregnancies declines5.

M&E under this IQC will focus on the first two ripples.

Ripple One: Process Indicators

M&E of the first ripple, the capacity-building process, addresses both the quantity and quality of capacity-building activities. As the facilitator of capacity-building activities, the Contractors bear significant responsibility for the results achieved within this first ripple.

It is important to monitor the capacity-building process because the way in which capacity-building interventions are designed and implemented have a huge impact on the outcomes. Capacity-building that is supply-driven (i.e. the capacity-builder or other external actor decides what the needs are) rather than demand-driven usually fails because the organization has not participated in the diagnosis and prioritization. Capacity-

4 James, R. 2001. “Practical Guidelines for Monitoring and Evaluation of Capacity Building Experiences from Africa.” Occasional Paper Series Number 26. Oxford: The International Training and Research Centre.

5 Fitzgerald, M. et al. “A Guide to Monitoring and Evaluation of NGO Capacity Building Interventions in Conflict Affected Settings”.

JSI Research and Training Institute, Inc. undated.

C-7 building provided to the wrong individuals (e.g. training on governance where the board is not present), at the wrong time (e.g. human resources training when a report deadline is looming), or in the wrong format (e.g.

materials and presentations not adapted to the audience) may not lead to desired improvements.

Indicators of the capacity-building process are given in Attachment 4.

Ripple Two: Outcome indicators

M&E of Ripple Two is critical for all organizational capacity-building interventions. It includes the expected changes in organizational structure and behavior. Because this program will provide capacity-building to multiple organizations, each of which will have a unique mix of capacity needs and priorities, it is difficult to have one indicator that encompasses the different organizational areas that will be addressed. In addition, because capacity development is an incremental, long-term process, the indicators need to be flexible and specific enough to measure progress, although all organizations will have varying baseline capacities.

As a “blanket” indicator, USAID will use the following:

# of organizations that have shown improvement in at least one of the areas where capacity-building was provided

For each organization, this will be measured by the OCA using the USAID OCA tool [available at this link http://senegal.usaid.gov/node/689], and comparing the scores with the previous OCA. Specific parts of the OCA may be applied as appropriate.

Further outcome indicators in the areas of organizational development are included in Attachment 4. Each task order will have relevant indicators from this menu.

In addition, the Contractors should, in collaboration with each local partner and USAID, develop indicators specific and relevant to the partner’s situation and the capacity-building strategy chosen. This should be related to the process of defining a capacity-building plan for the organization. The local organization should have ownership of this process, as capacity-building and capacity monitoring will otherwise feel intrusive. The choosing and monitoring of appropriate indicators is an important part of the capacity-building process itself.

Although such micro-level indicators may not be useful for aggregation, they measure important capacity development within organizations.

Ripple Three

M&E of Ripple Three, external changes in programs with the target population, will not be included in this IQC, because the timeframe for such change is likely far longer than the change in the organization itself (which can itself take years). It is also very challenging to attribute change to the capacity-building intervention. For this reason, most M&E systems may not be able to adequately detect improvements in the lives of the target populations, despite the fact this is the ultimate goal of capacity-building interventions.

Offeror(s) must submit a draft M&E plan with their proposal, which should include a mix of qualitative and quantitative indicators . Attachment 4 gives a list of indicators that will be used during the life of the IQC.

Indicators from the list in Attachment 4 will vary by partner and will be chosen based on needed interventions.

Offerors may propose additional indicators in their proposal.

The M&E plan should monitor both the capacity-building process and the outcomes of the capacity-building interventions (i.e. indicators for Ripple 1 and Ripple 2). The process indicators (Ripple 1) should address the appropriateness and quality of the capacity-building plans to the needs of the organizations (as perceived by the organizations) such as the number of interventions and partners supported, and the level of ownership the organizations perceived over the capacity-building process.

The outcomes of the capacity-building process must also be measured (Ripple 2). This includes short- and longer-term changes in organizational structure and behavior. If Offeror(s) choose to propose additional indicators, they should propose indicators that measure growth or the degree of change in the organizational areas mentioned above. To allow a certain level of aggregation of very different capacity-building plans and

C-8 processes, Offeror(s) should consider one or more general indicators that measure how many organizations successfully reached benchmarks in their capacity-building plans.

When collecting information about changes in organizational capacity, the Offeror(s) should be aware of potential bias, either due to too close an involvement with the local organization, or too distant of an involvement. The Offereror(s) should propose recognized strategies to minimize bias, such as combining quantitative and qualitative data and triangulating methods and data sources. Participatory M&E methods are encouraged, such as Most Significant Change, self-assessment, case studies, etc.

Offeror(s) must describe proposed methods of data collection, verification, reporting, and evaluation. Offeror(s) should also describe how they will monitor the individual capacity-building plan of each organization they support.

In evaluating the success of capacity development services, USAID/Mozambique will use indicators given in Attachment 4, which includes local partners’ progress as measured by the periodic OCA. Contractor(s) under this IQC will be evaluated by the local partners’ progression measured by the periodic OCAs facilitated by USAID/Mozambique as well as local partners’ progression using the pre-award survey as a baseline.

A sample OCA can be found at the following link:

http://senegal.usaid.gov/node/689

USAID Guidance on Pre-Award Surveys along with a sample pre-award survey can be found at the following link:

http://transition.usaid.gov/policy/ads/300/303sam.pdf

[END OF SECTION C]

SOL- 656-13-000005

Section D

D-1

SECTION D - PACKAGING AND MARKING

D.1 MARKING, AIDAR 752.7009 (JAN 1993)

(a) It is USAID policy that USAID-financed commodities and shipping containers, and project construction sites and other project locations be suitably marked with the USAID emblem. Shipping containers are also to be marked with the last five digits of the USAID financing document number. As a general rule, marking is not required for raw materials shipped in bulk (such as coal, grain, etc.), or for semi-finished products which are not packaged.

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

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

(d) A copy of any specific marking instructions or waivers from marking requirements is to be sent to the

Contracting Officer; the original should be retained by the Contractor.

D.2 BRANDING AND MARKING

The Contractor shall comply with the requirements of the policy directives and required procedures outlined in USAID Automated Directive System (ADS) 320.3.2 “Branding and Marking in USAID Direct Contracting” (version from January 8, 2007) at http://www.usaid.gov/policy/ads/300/320.pdf; and USAID "Graphic Standards Manual" available at www.usaid.gov/branding, or any successor branding policy.

In accordance with the required Scope of Work, Branding Plans are required to be submitted for each Task Order.

D.3 BRANDING STRATEGY

In accordance with Automated Directives System (ADS) 320.3.2.1, Contractor must prepare a Branding Implementation Plan (BIP) and Marking Plan (MP) to address the Branding Strategy described below. This is to ensure that the successful offeror’s Branding Implementation Plan and Marking Plan under this contract are in compliance with the “USAID Graphics Standard Manual” available at http://www.usaid.gov/branding and any successor branding policy, as detailed in ADS Chapter 320.

USAID policy is to require exclusive branding and marking in USAID direct acquisitions. “Exclusive Branding” means that the project is positioned as USAID’s, as showcased by the project name (e.g., USAID/Mozambique Local Capacity Development). “Exclusive marking” means contractors may only mark USAID-funded programs, projects, activities, public communications, and commodities with the USAID Standard Graphic Identity and, where applicable, the host-country government or ministry symbol or logo. It is USAID’s policy that contractor’s and sub-contractors corporate identities or logos may not be used on USAID-funded program and communications materials.

D-2

Branding Strategy

Objective: To provide prospective contractors with areas to be addressed in the development of the Branding Implementation Plan and the Marking Plan to deliver the message that the assistance is from the American People

Project Name: “USAID/Mozambique Local Capacity Development” Project or until a final name is agreed to with the Contractor.

Positioning: The USAID/Mozambique Local Capacity Development Project provides organizational capacity development services to the Mission’s local partners. The Contractor will have the responsibility to position USAID’s name in each activity to be supported to ensure that people recognize and identify that those activities are developed by the generous contribution of the US government and the American people.

Anticipated elements of the marking plan: Deliverables to be marked, include products, equipment and inputs delivered; places where project activities are carried out; reports, publications and informative and promotional products; and workshops, conferences, fairs, media related activities and any such events.

Publications authored by contractors or other non-USAID employees must include the following disclaimer on the title page:

“The author’s views expressed in this publication do not necessarily reflect the views of the United States Agency for International Development or the United States Government.”

Threats and restrictions to the security of the project need to be identified and assessed in order to request any necessary exception from the marking requirement in accordance with ADS 320.3.2.

USAID’s web page contains the electronic version of the Graphic Standards Manual that is compulsory for all contractors.

D.4 MARKING

1. Description of public communications and program materials to be produced as part of the activity that will visibly bear the USAID Identity. Communications in English will use the below identity and disclaimer in English and communications in Portuguese will use the Portuguese identity and disclaimer:

Standard USAID Identities:

D-3

2. “This study/report/Web site (specify) is made possible by the support of the American People through the United States Agency for International Development (USAID.) The contents of this (specify) are the sole responsibility of (name of organization) and do not necessarily reflect the views of USAID or the United States Government.”

“Este estudo/relatório/publicação (especifique) tornou-se possível graças ao apoio do Povo Americano através da Agência dos Estados Unidos para o Desenvolvimento Internacional (USAID). O conteúdo deste (especifique) é da total responsabilidade de (nome da organização) e não reflecte necessariamente os pontos de vista da USAID ou do Governo dos Estados Unidos da América.”

[END OF SECTION D]

Section E

E-1

SECTION E - INSPECTION AND ACCEPTANCE

E.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

The following contract clauses pertinent to this section are hereby incorporated by reference (by Citation Number, Title, and Date) in accordance with the clause at FAR 52.252-2 CLAUSES INCORPORATED BY REFERENCE" in Section I of this contract. See FAR 52.252-2 for an internet address (if specified) for electronic access to the full text of a clause.

NUMBER TITLE DATEFEDERAL ACQUISITION REGULATION (48 CFR Chapter 1) DATE

52.246-4 INSPECTION OF SERVICES-FIXED PRICE AUG 1996

52.246-5 INSPECTION OF SERVICES-COST REIMBURSEMENT APR 1984

E.2 INSPECTION AND ACCEPTANCE

USAID inspection and acceptance of services, reports and other required deliverables or outputs shall take place at USAID Mozambique or at any other location where the services are performed and reports and deliverables or outputs are produced or submitted. The Contracting Officer’s Representative (COR) identified in Section G has been delegated authority to inspect and accept all services, reports and required deliverables or outputs.

The TOCO will designate a COR for a specific task order. The task order COR (TOCOR) will inspect and accept all services, reports and required deliverables or outputs if specified in the task orders.

[END OF SECTION E]

SOL 656-13-000005

Section F

F-1

SECTION F – DELIVERIES OR PERFORMANCE

F.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

The following contract clauses pertinent to this section are hereby incorporated by reference (by Citation Number, Title, and Date) in accordance with the clause at FAR "52.252-2 CLAUSES INCORPORATED BY REFERENCE" in Section I of this contract. See FAR 52.252-2 for an internet address (if specified) for electronic access to the full text of a clause.

FEDERAL ACQUISITION REGULATION (48 CFR Chapter 1)

NUMBER TITLE DATE

52.242-15 STOP-WORK ORDER AUG 1989

ALTERNATE I APR 1984

F.2 PERIOD OF PERFORMANCE

The period of performance is four years and will be effective from date of signature of the contract

The end date of this activity currently exceeds our signed Assistance Agreement between the Republic of Mozambique and the United States of America for the Local Capacity Development Program and our Country Assistance Strategy (CAS). Obligation of funds beyond the end date of the current Assistance Agreement and CAS is subject to (1) the Assistance Agreement and CAS being amended to extend the end date, or (2) a new Assistance Agreement, or its equivalent, and a new CAS, or its equivalent, being executed that covers this activity. If either of these conditions is met, then funds may be obligated up to the end date of the Assistance Agreement, as amended, or the end date of the new Assistance Agreement, respectively.

Task orders may not extend beyond twelve months after the period of performance of the IQC.

F.3 PLACE OF PERFORMANCE

For both the IQC and Task Orders, the Contractors shall perform the services described in Section C in Mozambique.

F.4 DELIVERABLES OR OUTPUTS AND REPORTS

In addition to the requirements set forth for submission of reports in C, and in accordance with AIDAR clause 752.242-70, Periodic Progress Reports, the Contractor shall submit reports, deliverables or outputs as further described below to the COR. The contractor will also be responsible for submitting the following deliverables:

A. Quarterly Progress Reports

The Contractor will prepare and submit to the USAID/Mozambique COR a quarterly report within 30 days after the end of the Contractor’s first full quarter and quarterly thereafter, for each authorized year of performance. These reports will be used by USAID/Mozambique to fulfill reporting requirements to Washington; therefore, they need to conform to certain requirements. The report will include results in relation to the approved work plan and will be based on the USAID fiscal year, which runs from October 1-September 30. The report should contain an executive summary and the following, at a minimum:

F-2

1. Progress (activities completed, benchmarks achieved, performance standards completed) since the last report;

2. Problems encountered and whether they were solved or are still outstanding;

3. Proposed solutions to new or ongoing problems;

4. Success stories (if available);

5. Documentation of best practices that can be taken to scale; and

6. List of upcoming events with dates.

B. Quarterly Financial Reports

Quarterly financial reports will be submitted to USAID/Mozambique. Financial reporting will consist of:

Accruals: USAID performs a quarterly accrual exercise at the end of each quarter; i.e.