SOL-656-16-000010.pdf

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

UNDER DPAS (15 CFR 700)

2. CONTRACT NUMBER 3. SOLICITATION NUMBER

SOL-656-16-000010

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. Sealed offers in original and ______ N/A_______ 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

(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 9 months (268 calendar days) from the closing date of the RFP, 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 OFFER 15A. NAME AND

ADDRESS

OF OFFEROR

(Type or print)

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

AREA CODE NUMBER EXT.

15C. CHECK IF REMITTANCE ADDRESS IS DIFFERENT FROM

ABOVE - ENTER SUCH ADDRESS IN SCHEDULE

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

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

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

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

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

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

(Signature of Contracting Officer)

(REV. 9-97)

10. FOR INFORMATION CALL:

11. TABLE OF CONTENTS

STANDARD FORM 33

SOLICITATION

OFFER (Must be fully completed by offeror)

AWARD (To be completed by Government)

N/A 0 59

X

Faizallet Sultan 258 2135 2113 2113 fsultan@usaid.gov

X

X

X

X

X

X

X

X

X

X

X

X

X

SOLICITATION/CONTRACT FORM 0

SUPPLIES OR SERVICES AND PRICES/COSTS 5 -6

DESCRIPTION/SPECS./WORK STATEMENT 7 - 16

PACKAGING AND MARKING 17 - 19

INSPECTION AND ACCEPTANCE 20

DELIVERIES OR PERFORMANCE 21 - 28

CONTRACT ADMINISTRATION DATA 29 - 30

SPECIAL CONTRACT REQUIREMENTS 31 - 38

CONTRACT CLAUSES 39 - 41

LIST OF ATTACHMENTS 42

INSTR., CONDS., AND NOTICES TO OFFERORS 44 - 54

EVALUATION FACTORS FOR AWARD 55 - 59

REPRESENTATIONS, CERTIFICATIONS AND OTHER 43

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

SECTION A – REQUEST FOR PROPOSAL (RFP)

Feed the Future Mozambique Value Chain (FTF VC)

1 RFP Number

SOL-656-16-000010

2 Date RFP Issued

09/21/2016

3 Issuing Office

USAID/Mozambique

Office of Acquisition & Assistance

JAT Complex, Rua 1231, No. 41

Bairro Central “C”

Maputo, Mozambique

4 Contracting Officer

Adam Cox

E-mail: acox@usaid.gov

5 Proposals and Questions to be

Submitted to

Faizallet Sultan

Email: fsultan@usaid.gov

With a copy to Brenda Valdes-Robles

Email: brobles@usaid.gov

6 Questions on RFP Due:

Proposals Due:

10/05/2016

11/04/2016

7 Payment Office

See Section G.2 Invoices

8 Name of Firm TBD

9 DUNS number

TBD

10 Tax Identification Number

11 Address of Firm

12 RFP Point of Contact Name: Same as 5 above

Phone:

Fax:

Email:

13 Person Authorized to Sign RFP Adam Cox, Contracting Officer

14 Signature

/s/

15 Date 09/21/2016 mailto:acox@usaid.gov mailto:fsultan@usaid.gov mailto:brobles@usaid.gov

TABLE OF CONTENTS

PART I – THE SCHEDULE

SECTION B – SUPPLIES OR SERVICES AND PRICE

B.1 PURPOSE

B.2 CONTRACT TYPE

B.3 BUDGET AND CEILING PRICE

B.4 OBLIGATED AMOUNT

B.5 INDIRECT COSTS

B.6 CEILING ON FIXED FEE

B.7 COST REIMBURSABLE

SECTION C – STATEMENT OF WORK (SOW)

C.1 PROGRAM TITLE

C.2 OBJECTIVES

C.3 VALUE CHAINS AND GEOGRAPHIC FOCUS

C.4 FTF GOAL, PURPOSE, AND SUB-PURPOSE

C.5 SCOPE OF WORK

SECTION D – PACKAGING AND MARKING

D.1 AIDAR 752.7009 MARKING (JAN 1993)

D.2 BRANDING STRATEGY AND MARKING PLAN

SECTION E - INSPECTION AND ACCEPTANCE

E.1 INSPECTION AND ACCEPTANCE

SECTION F – DELIVERIES OR PERFORMANCE

F.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY

REFERENCE

F.2 PERIOD OF PERFORMANCE

F.3 PLACE OF PERFORMANCE

F.4 PERFORMANCE EVALUATION

F.5 KEY PERSONNEL

F.6 OTHER PERSONNEL

F.7 PROFESSIONAL LEVEL OF EFFORT

F.8 DELIVERABLES, REPORTS, AND TIMETABLE

F.9 TECHNICAL DIRECTION AND DESIGNATION OF RESPONSIBLE USAID

OFFICIALS

F.10 AUTHORIZED WORK DAY/WEEK

SECTION G – CONTRACT ADMINISTRATION DATA

G.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED

BY REFERENCE

G.2 CONTRACTING OFFICE

G.3 INVOICES

G.4 ACCOUNTING AND APPROPRIATION DATA

SECTION H – SPECIAL CONTRACT REQUIREMENTS

H.1 AUTHORIZED GEOGRAPHIC CODE

H.2 LANGUAGE REQUIREMENTS

H.3 GOVERNMENT FURNISHED FACILITIES OR PROPERTY

H.4 CONFIDENTIALITY AND OWNERSHIP OF INTELLECTUAL PROPERTY31

H.5 CONTRACTOR’S STAFF SUPPORT, AND ADMINISTRATIVE AND

LOGISTICS ARRANGEMENTS

H.6 ENVIRONMENTAL COMPLIANCE

H.7 AIDAR 752.222-70 USAID DISABILITY POLICY (DEC 2004)

H.8 PERSONNEL COMPENSATION COSTS, ADDITIONAL INFORMATION ... 34

H.9 PREVENTING TERRORIST FINANCING -- IMPLEMENTATION OF E.O.

13224 (AUG 2013)

H.10 AIDAR 752.7032 INTERNATIONAL TRAVEL APPROVAL AND

NOTIFICATION REQUIREMENTS (APR 2014)

H.11 AIDAR 722.170 EMPLOYMENT OF THIRD COUNTRY NATIONALS (TCN’S)

AND COOPERATING COUNTRY NATIONALS (CCN’S)

H.12 SUBMISSION OF DATASETS TO THE DEVELOPMENT DATA LIBRARY

(DDL) (OCT 2014)

SECTION I – CONTRACT CLAUSES

SECTION J – LIST OF DOCUMENTS EXHIBITS AND OTHER ATTACHMENTS 42

SECTION K – REPRESENTATIONS, CERTIFICATIONS, AND OTHER

STATEMENTS

SECTION L - INSTRUCTIONS, CONDITIONS, AND NOTICES TO OFFERORS ... 44

L.1 GENERAL

L.2 INSTRUCTIONS FOR THE PREPARATION OF THE TECHNICAL

PROPOSAL

L.3 INSTRUCTIONS FOR THE PREPARATION OF THE COST

PROPOSAL

L.4 DELIVERY INSTRUCTIONS

L.5 OFFER VALIDITY

SECTION M – EVALUATION FACTORS FOR AWARD

M.1 GENERAL INFORMATION

M.2 TECHNICAL EVALUATION CRITERIA

M.3 EVALUATION SYSTEM

M.4 PRICE/COST EVALUATION

M.5 DETERMINATION OF THE COMPETITIVE RANGE AND CONTRACT ... 58

AWARD

M.6 SOURCE SELECTION

M.7 CONTRACTING WITH US SMALL BUSINESS CONCERNS

PART I – THE SCHEDULE

SECTION B – SUPPLIES OR SERVICES AND PRICE

B.1 PURPOSE

The goal of the Feed the Future Mozambique Value Chain (FTF VC) activity is to sustainably reduce poverty and hunger, as evidenced by decreases in the prevalence of poverty and underweight children under five years of age. The resulting FTF/Mozambique program objective is to increase equitable growth in the agriculture sector and to improve the nutritional status of Mozambicans in focus provinces.

The Contractor will increase agricultural productivity and expand agricultural markets and trade in the 26 districts of the Feed the Future Zone of Influence (FTF ZOI). To accomplish this, the Contractor will provide technical services in order to increase the competitiveness of selected value chains, expand the number of enterprises that can compete and upgrade their products and services in selected markets, and improve relationships and linkages between those firms and other market participants throughout the value chain. Project activities are expected to produce a “ripple effect” of continual upgrading in the private sector through spontaneous replication and investment which will lead to the sustainable reduction of poverty and hunger.

B.2 CONTRACT TYPE

This is a Cost Plus Fixed Fee (CPFF) Term Contract. For the consideration set forth in the contract, the Contractor will provide the deliverables or outputs described in

Section C and comply with all contract requirements.

B.3 BUDGET AND CEILING PRICE

[To Be Completed Upon Award]

B.4 OBLIGATED AMOUNT

Within the estimated Budget and Ceiling Price specified in Section B.3 above, the amount currently obligated and available for reimbursement of allowable costs incurred by the contractor (including payment of fee, if any) for performance hereunder is $_____________.

The contractor must not exceed the aforesaid obligated amount.

B.5 INDIRECT COSTS

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

Description Rate Base Type Period Indirect Costs xx.xx%

1/

Provisional xx/xx/xx until amended

G&A xx.xx%

4/

Provisional xx/xx/xx until amended

B.6 CEILING ON FIXED FEE

The CO and contractor agree to negotiate a set dollar amount for fixed fee. In negotiating the fixed dollar amount for fee, the CO must consider the policies and factors for establishing fee in FAR 15.404-4 as well as any applicable USAID policy on establishing a fixed fee amount.

B.7 COST REIMBURSABLE

The U.S. dollar costs allowable must be limited to reasonable, allocable, and allowable costs determined in accordance with FAR 52.216-7, “Allowable Cost and Payment,” FAR 52.216-

8, Fixed Fee, if applicable, and AIDAR 752.7003, “Documentation for Payment.” The application of the following clauses (incorporated by reference in Section I) is as follows:

FAR 52.232-20 Limitation of Cost (applies while the contract is fully funded).

FAR 52.232-22 Limitation of Funds (applies while the contract is funded in an amount less than the total cost plus fee).

[END OF SECTION B]

SECTION C – STATEMENT OF WORK (SOW)

C.1 PROGRAM TITLE

The working title of this activity, which is subject to change, is Feed the Future Mozambique

Value Chain Activity (FTF VC).

C.2 OBJECTIVES

Since its long civil war ended in 1992, Mozambique’s Gross Domestic Product (GDP) growth has averaged over eight percent, making it the fastest growing non-oil economy in sub-Saharan

Africa, driven by mega-projects (mining, energy) and agriculture. Recently, Mozambique has entered into a financial crisis driven by newly discovered national debt. The expected growth rate has been reduced to an estimated 4.5% and inflation rates are expected to exceed 16%.

Even before the current crisis, Mozambique was not successful in translating economic growth to poverty reduction, especially in the rural areas where the majority of Mozambicans live and where the main economic activity is subsistence farming. The labor force which carries the family agricultural sector is predominantly female, with 87% of Mozambican women engaged in farming, making up the majority of the agriculture labor force, as well as about 70 percent of overall agriculture GDP. At the same time, poverty and under-nutrition rates remain high, with

55 percent of the population living in poverty and 44 percent of children under five suffering from stunting or low height for age, which means that one in every two children is unable to achieve his/her physical, mental and cognitive development potential. Mozambique’s record on reducing poverty and improving nutrition has also been mixed: after a very rapid reduction in absolute poverty, from 69% to 54%, between 1997 and 2003, the poverty rate leveled off between 2003 and 2009, when it was last measured. For nutrition, the national Demographic and Health Survey (DHS) shows a sharp decline, to 18% in underweight children, but essentially no change in the prevalence of stunting or wasting among children in this same age cohort (DHS 2003, 2011). Some of the reasons for the faltering in poverty reduction and nutrition outcomes include low agricultural productivity, under-developed markets, poor nutritional options and behaviors, poor health services quality, climate change, and weak government capacity and policy.

Since 1984, the United States Government (USG) has been working in collaboration with the

Government of the Republic of Mozambique (GRM) and key stakeholders to improve the nutrition and food security situation in Mozambique. USG programs in Mozambique have provided both emergency relief and development efforts focused on improving maternal and child nutrition and health status through improving food availability, access and utilization, improving quality of and access to health services, including services for detecting and treating individuals who are HIV positive, and on reducing vulnerability to shocks and natural disasters.

Two USG initiatives, Feed the Future (FTF) and the Global Health Initiative (GHI) were established in Mozambique in Fiscal Year (FY) 2010.

C.3 VALUE CHAINS AND GEOGRAPHIC FOCUS

The FTF strategy in Mozambique targets the following commodities: groundnut, sesame, https://feedthefuture.gov/sites/default/files/resource/files/MozambiqueFeedtheFutureMultiYearStrategy_Public_FINAL.pdf https://feedthefuture.gov/sites/default/files/resource/files/MozambiqueFeedtheFutureMultiYearStrategy_Public_FINAL.pdf soybean, common beans, cowpeas, pigeon peas, banana, and cashew. Investments in the cashew value chain are currently managed by the United States Department of Agriculture

(USDA) and can be added to FTF VC in the future if the USDA stops support of the industry.

The strategy also focuses on the following four provinces and 26 districts as the Feed the

Future Zone of Influence (FTF ZOI)

Nampula: Angoche, Larde, Malema, Moma, Mogovolas, Murrupula, Monapo, Meconta, Mecuburi, Nampula

Zambezia: Alto Molocue, Gurué, Mocuba, Nicoadala, Gile

Manica: Gondola, Chimoio, Manica, Barué, Sussundenga, Mossurize, Vanduzi, Macate

Tete: Angonia, Tsangano, Macanga

This geographic area covers two economic corridors based on the ports of Beira and Nacala.

FTF VC will work throughout the FTF ZOI.

C.4 FTF GOAL, PURPOSE, AND SUB-PURPOSE

The FTF Strategy fits into the Mission’s Country Development and Cooperation Strategy

(CDCS) under Development Objective 2: Resilient Broad Based Economic Growth

Accelerated. FTF VC will contribute to Intermediate Result 2.1 of the CDCS: Increased

Agricultural Sector Growth and Food Security in Focus Provinces with Emphasis on Women.

The goal of the Feed the Future Strategy in Mozambique, as stated in the Multi-Year Strategy https://agrilinks.org/library/feed-future-mozambique-zone-influence-baseline-report https://www.usaid.gov/sites/default/files/documents/1860/Mozambique%20Revised%20CDCS%20-%20April%20-2015.pdf

FTF Zone of Influence https://agrilinks.org/library/feed-future-mozambique-zone-influence-baseline-report https://www.usaid.gov/sites/default/files/documents/1860/Mozambique%20Revised%20CDCS%20-%20April%20-2015.pdf is, “to sustainably reduce poverty and hunger, as evidenced by decreases in the prevalence of poverty and underweight children under five years of age. The resulting FTF/Mozambique program objective is to increase equitable growth in the agriculture sector and to improve the nutritional status of Mozambicans in focus provinces.”

Feed the Future Results Framework

Feed the Future Mozambique Goal:

Reduce hunger and poverty in target areas of Mozambique.

FTF VC Purpose:

Increase equitable growth of the agricultural sector.

FTF VC Sub-Purpose:

1. Increase agricultural productivity.

2. Expand agricultural markets and trade.

C.5 SCOPE OF WORK

FTF VC must include the following three components:

1. Analysis – Analysis of constraints, opportunities, leverage points, and development of value chain intervention work plans for each FTF focus value chains (approximately

10% of total effort).

2. Implementation – All activities with the private sector, government, or civil society based on the analysis component (approximately 80% of total effort).

3. Learning/Feedback – Including the baseline survey, performance monitoring and evaluation system, and collaborating, learning, and adapting (CLA) activities

(approximately 10% of total effort).

While the above list is sequential, the activity will, in reality, be a loop where analysis finds opportunities in markets, implementation of activities drives changes in how markets function, and learning/feedback drives refinement of activities towards those that are most effective in achieving the project objectives.

FTF VC shall be: (a) market-driven; (b) flexible and responsive to targets of opportunity; and

(c) results-oriented. The Contractor must implement FTF VC in close coordination with other

USAID and donor-supported projects, such as Feed the Future Climate Smart Agriculture (FTF

CSA) activities and the Swiss Development and Cooperation Innovation for Agribusiness

(INOVAGRO) project, involved in rural economic growth activities.

In order to achieve the purpose identified in the SOW, the Contractor shall provide a wide variety of services to support each of the components. The SOW provides a description of the activities and deliverables that are envisioned as the minimum required under each project component. Attachments are also provided to give more information related to the standard expected for activity implementation and deliverable quality. The required minimum deliverables are outlined in Sections C and F. The Contractor is required to identify and carry out any additional activities that are needed to achieve the desired goal and meet the deliverables.

C.5.1 PROJECT COMPONENTS

FTF VC contains three components, and deliverables for each component. The deliverables are listed in each component section below and in section F.6 of the RFP.

A) COMPONENT ONE: ANALYSIS

Value Chain Selection and Analysis

Throughout the implementation of FTF VC, the Contractor will identify leverage points in each value chain to focus activities using their experiences and analytical research.

Deliverables

In order to achieve the objectives under this component, the Contractor will produce the following key deliverable:

a) Analyses of Feed the Future value chains:

The Contractor must complete an analysis of the focus FTF value chains (groundnut, sesame, soybean, common beans, cowpeas, pigeon peas, banana, and cashew), including a value chain map. This should build on the previously completed value chain analysis under the Leveraging

Economic Opportunities project which was intended to provide a foundation of information in the selected value chains but was not exhaustive. This analysis must begin with a desk study to ensure that findings from previous analyses are included. The analyses must contain a map of the value chain, an analysis of constraints and potential solutions, and findings related to vertical and horizontal relationships (e.g. level of cooperation or competition) in the value chain. The Contractor must select the tool for analysis of the vertical and horizontal relationships (e.g., Applied Political Economy Analysis:

http://usaidlearninglab.org/library/applied-political-economy-analysis-field-guide). The value chain map and analysis must explain how the value chain operates, and the analysis of relationships within the value chain must explain why the market functions the way that it does.

The analysis must also include a summary of the end market requirements (i.e. product or operational requirements) for each selected value chain. The Contractor should review the

USAID Value Chain Development Wiki Page for questions related to value chain methodology

(http://www.microlinks.org/good-practice-center/value-chain-wiki).

In many cases, the inefficiencies in one market are caused by another interconnected service market (e.g. business development services, ICT, input supply services, agronomic services, etc.). The Contractor must provide analyses of interconnected markets when they are identified to be priority constraints for the selected value chains. Interconnected markets may be included as selected value chains, if they are found to be a priority constraint for multiple agricultural value chains. The value chain analyses must be completed 120 days from contract award and should be periodically updated throughout the life of FTF VC as the market system changes.

B) COMPONENT TWO: IMPLEMENTATION

The contractor must propose methods of intervention consistent with the following:

1. Utilize the value chain approach to identify end-market opportunities and requirements and the constraints holding back market improvements.

2. Use the least intrusive interventions to bring about desired changes. Facilitate change in the market without becoming a direct service provider in the market. Facilitation aims to improve the functioning of a market system and to catalyze systemic change without taking a direct role in the system. The objective of facilitation is to ensure sustainability by working through market participants as drivers of the change process. Facilitation focuses on both opportunities and constraints that explain why the market system functions the way it does. While understanding the “tangible” constraints to systemic change, such as lack of access to resources or markets, facilitation also addresses the “intangibles,” such as lack of trust between market participants, lack of transparency, rent seeking behavior, power asymmetries and/or sociocultural beliefs and norms that underpin why people behave the way they do.

4 See attachment 1, Mozambique Agricultural Value Chain Analysis – LEO Report #31 See Attachment 2, Value Chain and Business Case Analysis of Agro-Dealers in the Beira Corridor

6 See Attachment 3, USAID Briefing Paper: Key Elements of the Value Chain Approach, for guidance 7 See Attachment 4, USAID Briefing Paper: Understanding Facilitation, for guidance http://usaidlearninglab.org/library/applied-political-economy-analysis-field-guide http://www.microlinks.org/good-practice-center/value-chain-wiki

3. Seek ‘leverage points’ in targeting interventions to strategic points in the selected market systems that have potential for generating broader systemic change. Use of influential social networks, social or cultural norms, economic incentives, or aggregation points in marketing systems are examples of leverage points.

4. Use innovative and experimental approaches which are supported by evidence-based research that indicates their efficacy.

5. Seek to demonstrate, scale up, and exit the market. The demonstration effect of successful approaches and interventions influences the attitudes, incentives, and behaviors of other value chain actors. Demonstrations can relay success to wide numbers of market participants. Once influential or less risk-averse individuals adopt changes during the demonstration phase, other individuals are motivated to replicate them. Carefully reducing project support and/or increasing self-selection helps ensure that adoption and change are driven by the value seen in adopting the change, rather than by the simple receiving of assistance. As the process reaches a certain critical mass or saturation point, the project must cease its support (or exit) and shift focus to the next incremental intervention.

The Contractor may use a variety of methods to intervene in the selected value chains but the

Contractor must use the least intrusive method possible, as described above, to ensure that they do not take over market functions.

Some examples of targeted, strategic market interventions to reduce risk and influence the behavior of market participants include matching grants and promotional activity grants. Some illustrative methods of implementation are provided below:

1. The Uganda Feed the Future Agriculture Inputs activity focuses on increasing the use of high quality agricultural inputs through increasing the availability of high quality inputs to farmers in Feed the Future focus districts, and decreasing prevalence of counterfeit agricultural inputs. The Activity identified agro-dealers who were willing to adopt customer service business strategies (CSBS) and offered them a bundle of services. These included workshops on CSBS, linkages with ICT firms, Short Message Service (SMS) aggregators, and radio stations for better management and marketing, equipment demonstrations and cost share support for joint marketing or technology adoption. Simultaneously, the team identified suppliers of agro-chemicals and seeds to explore “preferred distributor programs” and carry out plant clinics for agro-dealers who were making the shift to customer-oriented strategies. A mid-point review discovered that the agro inputs industry was overly competitive with low barriers to entry which was driving a low risk strategy which would not allow most agro-dealers to focus on customer service. The activity reformulated the theory of change to focus on the rules of the game (i.e. public, private rules and informal business norms) to work more effectively.

2. The USAID-funded Zambia Production, Finance, and Improved Technologies (PROFIT) program increased incomes for 143,000 farmers of maize, beans, and groundnut by 273%.

Instead of working directly with farmers, the project identified market participants, See Attachment 5, Feed the Future Uganda Agricultural Inputs Activity Strategic Assessment Report 2015, for greater detail

See Attachment 6, Scaling Impact: Zambia PROFIT Case Study, for greater detail commercial input suppliers, which viewed farmers as potential customers and therefore saw a win-win relationship with farmers. Input suppliers saw that, if farmers’ yields and profits increased, then their need for additional products would increase. Even with this potential, input suppliers faced inherent risks of trying to provide services in a dispersed network of smallholder farmers. The project used targeted, strategic market interventions (referred to in the project as “smart subsidies”

) to work with the commercial input suppliers to create a cadre of for-profit input supply agents operating in villages and towns. The commercial input suppliers provided product training to the agents along with a supply of inputs and the agents provided feedback from the farmers to the commercial input suppliers. The PROFIT project did not become part of the market by delivering services directly but instead worked with input suppliers and agents to understand their risks and incentives to create an agent network that would last beyond the life of the project.

The contractor will deliver the following Value Chain intervention work plans:

a) Annual Project Work Plan – Year 1

The Contractor must provide a project work plan that covers the project activities for the first year of implementation, based on the fiscal year, to ensure that USAID can monitor the project’s effectiveness. This first project work plan must be provided within 90 days of contract award. If the due date for the first annual project work plan is within six months of the end of the next fiscal year, then the first annual work plan should include the remaining fiscal year and the entirety of the next fiscal year as the year one work plan.

b) Annual Value Chain Work Plans

The Project Work Plan will be supported by detailed value chain work plans that expressly identify and detail interventions and activities in each selected value chain, or interconnected service market. The value chain work plans function as the strategy for each value chain and the contractor must complete all activities included in the annual value chain work plans.

These work plans will be placed as annexes to the project annual work plan as they are developed. They will be due as analyses are completed under the analysis component of FTF

VC, no later than 4 months (120 days) after award. Each value chain work plan must contain a causal model

(i.e. theory of change), strategic framework, and annual targets for the selected

FTF indicators. A strategic framework includes interventions, targets, and an exit strategy.

Each work plan must be approved by USAID prior to the execution of interventions and activities. USAID must be notified of any changes to an approved value chain work plan.

10 A “smart subsidy” is one which leads to sustainable transactions amongst market actors without further subsidy. Often new or new ways of relating between actors in a value chain carry substantial perceived risks. Commitment failure, free rider, theft, rent seeking, unprofitable, etc.

are the kinds of risk/concerns a value chain actor may limit their willingness to engage other value chain actors. The starting point for establishing any commercial relationship is the transaction. As a result, a project can use subsidies to reduce the risks leading into a transaction, especially for new clients or for firms entering new markets where risks are perceived as too high to warrant investment.

11 See Attachment 7, Developing a Causal Model for Private Sector Development Programs, for guidance

c) Value Chain Summaries

After the value chain work plans are approved by USAID, the Contractor must produce summaries (a maximum of two-pages) for each value chain that provides the essential elements of the selection, identified constraints, expected activities, and expected results. These summaries must be updated as the value chain work plans are updated. The first value chain summaries are due within 150 days from contract award.

d) Annual Project Work Plans – Year 2 until contract completion

Within 60 days of each fiscal year of the contract, the Contractor must provide an annual work plan that includes the value chain work plans as annexes and any additional activities planned for the upcoming year (e.g. addition of any new value chains, analyses, etc.).

e) Work Plan Targets

Targets identified from the value chain analyses and the resulting work plans must be made part of the deliverables and incorporated into the work plans and performance monitoring plan.

These targets must include the required indicators under the Feed the Future Monitoring

System

C) COMPONENT THREE: FEEDBACK/LEARNING

The Collaborating, Learning and Adapting (CLA) approach is coordinated and collaborative, testing of promising new approaches in a continuous yet rapid, targeted search for generating improvements and efficiencies, and building on what works while eliminating what doesn‘t work. FTF VC will ensure that both tacit and explicit knowledge is collected and used to modify value chain work plans throughout the life of the project. Explicit knowledge will be collected through the performance monitoring plan and tacit knowledge will be collected through the CLA approach

CLA creates the conditions for fostering broader development success by:

Collaborating: Facilitating collaboration internally (e.g. within the project and with USAID) and with external stakeholders (e.g. other donors and projects and the GRM) to promote increasingly national-led socio-economic development;

Learning: Generating and feeding new learning, innovations, and performance information back into the activity strategy to inform activity management, and design.

Adapting: Translating learning and changing conditions into strategic and programmatic adjustments (i.e. adjusting work plans to account for contextual shifts or tacit learning from the team’s experience).

12 agrilinks.org/library/feed-the-future-ag-indicators-guide and https://feedthefuture.gov/sites/default/files/resource/files/ftf_%20Indicator_Handbook_July%202016.pdf

13 See Attachment 8, CLA Case Competition Kenya, for an example https://agrilinks.org/library/feed-the-future-ag-indicators-guide

Where applicable, the deliverables under this component must incorporate the cross cutting principles under Section C.3.2. In order to achieve the aforementioned objectives, the

Contractor will produce the following key deliverables under component three:

a) System and structure for Collaborating, Learning, and Adapting

FTF VC will contribute to USAID’s commitment to a multi-faceted CLA approach to management. FTF VC will use CLA to ensure that the project activities yield more effective results by collecting and sharing tacit knowledge. The Contractor will propose a CLA plan for a coordinated management structure and system for collecting, disseminating, and modifying project activities based on the collection of tacit knowledge. Upon approval by USAID, the contractor will implement the plan and report on the achievement of the agreed upon milestones.

b) Performance Monitoring Plan

The Contractor must provide a specific Performance Monitoring Plan (PMP) for each value chain, which will accompany each value chain work plan. The PMPs will include results chains and monitoring plans. The monitoring plan must include quantitative and qualitative data collection tools developed by the Contractor. The Contractor must use the Donor

Committee for Enterprise Development (DCED) results measurement standards

. Indicators included in the PMPs must include systemic change indicators

. All person-level indicators and targets must be sex disaggregated. The Contractor must also include required and required if applicable indicators from the standard Feed the Future indicators as determined by the

Contracting Officer’s Representative (COR) during the life of the project.

The monitoring and evaluation results of the PMP must be used to modify the value chain work plans to ensure that the project is learning during implementation and honing in on the interventions that work.

c) Baseline data

The Contractor must collect baseline data for each value chain, which will be used to evaluate program impact and results in each quarterly report. Baseline data must be collected and submitted to USAID within 180 days after contract award.

C.5.2 Cross Cutting Principles

Gender Equality and Women’s Empowerment

14 For guidance see Attachment 9, DCED Standard for Measuring Results in Private Sector Development 15 For guidance see Attachment 10, A Note on Indicators of Sustainability for Value Chain Projects. See Attachment 11, Monitoring and

Measuring Change in Market Systems: The Systemic M&E Principles in the Context of the Kenya Market Assistance Program, for a project example.

16 agrilinks.org/library/feed-the-future-ag-indicators-guide and https://feedthefuture.gov/sites/default/files/resource/files/ftf_%20Indicator_Handbook_July%202016.pdf 17 https://www.usaid.gov/sites/default/files/documents/1865/GenderEqualityPolicy_0.pdf https://agrilinks.org/library/feed-the-future-ag-indicators-guide https://www.usaid.gov/sites/default/files/documents/1865/GenderEqualityPolicy_0.pdf

FTF VC will ensure that all aspects of the project specifically encourage the equal participation of men and women in the activities. According to a World Bank report on

Gender Equality and Development in Mozambique (2012)

, there are several significant gender considerations that are relevant to the agriculture sector. Women are heavily involved as producers in agriculture in Mozambique, and they account for the vast majority of unskilled laborers in agriculture. In female-headed households in particular, women are more likely to undertake all relevant agricultural tasks—from clearing and preparing land for planting, to seeding, weeding, harvest, and post-harvest activities. In general, women typically have a heavier workload than men because they also cook, fetch water, collect firewood, clean, process food, and care for children and other family members. Recent analysis shows that gender-integrated, household-based approaches to behavior change are critical to bringing about lasting change in gender relationships. Women focus their agricultural production to household consumption and have lower participation in markets than men do. An assessment of USAID-funded agribusiness programming in Mozambique showed that farmer organizations were an effective means to incorporate women into value chains and facilitate their access to credit, particularly women-only groups

The Offeror shall incorporate a Gender Action Plan into the annual Work Plan that will demonstrate a gender assessment of each value chain approach or program intervention and how it has the potential to affect men and women differently. Under this framework, the

Offeror will periodically review and update these assessments as the annual Work Plan and

Value Chain work Plans are updated.

[END OF SECTION C]

18 Attachment 12, Mozambique Country Case Study: Gender Equality and Development 19 Attachment 13, USAID/AgriFUTURO Gender Assessment 2013

SECTION D – PACKAGING AND MARKING

D.1 AIDAR 752.7009 MARKING (JAN 1993)

(a) It is USAID policy that USAID-financed commodities and activities, and project construction sites and other project locations be suitably marked with the USAID brand.

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) Authority to waive marking requirements is vested with the Regional

Assistant Administrators, and with Mission Directors.

(c) A copy of any specific marking instructions or waivers from marking requirements is to be sent to the Contracting Officer; the original should be retained by the Contractor.

D.2 BRANDING STRATEGY AND MARKING PLAN

In accordance with 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. A helpful list of Frequently Asked Questions (FAQs) about branding and marking can also be found on the USAID website: http://www.usaid.gov/branding/marking.faq.html.

Program Name: Feed the Future Mozambique Value Chain Activity (FTF VC).

Branding: The branding must incorporate the message that “This assistance is from the

American People” sponsored by USAID.

Positioning on materials and communications: USAID policy requires exclusive branding and marking in USAID direct acquisitions. Contractor is required to use USAID identity on any program-related deliverables, commodities or communication to be produced and delivered under this contract. Contractor and subcontractor’s corporate identities are prohibited on all program materials. Marking is not required on contractor vehicles, offices, and office supplies or other commodities used solely for administration of this contract.

Desired Level of Visibility: USAID identity must be prominently displayed on: commodities or equipment; printed, audio, visual or electronic public communications; studies, reports, publications, web sites, and promotional and informational products; events and grants under contracts financed by USAID. Visibility for the program is a very important segment of the project implementation and is essential for the success of the FTF VC program.

Exceptions: Exceptions and waivers to USAID marking requirements may be granted in accordance with ADS 320.3.2.5 Exceptions to Contract Marking Requirements and ADS

320.3.2.6 waivers to Contract Marking Requirements.

http://www.usaid.gov/branding/marking.faq.html

Other organizations to be acknowledged: Where appropriate and applicable, the branding may acknowledge the cooperation and participation of other organizations deemed as partners of an event or deliverable.

All branding must comply with the standardized USAID regulations on branding. All branding for USAID, its partners, and other USG and non-USG entities engaged in a specific activity implemented under this contract, must have equal representation on all public or internal documentation, publications, advertising, presentations, brochures, etc.

The MP must enumerate all of the public communications, commodities, infrastructure projects, program materials, events, deliverables, and other items that must be marked with the USAID identity or brand.

The contractor must comply with, and all contract deliverables must be marked with the

USAID identity following the requirements of the USAID “Graphic Standards Manual” available at www.usaid.gov/branding or any successor branding policy.

D.3 BRANDING, IMPLEMENTATION AND MARKING PLAN

The Contractor will adhere to all USAID policy directives and required procedures on branding and marking of USAID-funded programs, projects, activities, public communications, and commodities with the USAID “Standard Graphic Identity” (or “USAID

Identity”) as specified in ADS 320 (effective 05/05/2009) and the Graphic Standards Manual

(GSM).

(a) In accordance with ADS 320.3.2.1, the Branding Strategy (BS) is a part of the contract requirements. Contracting Officers must ensure that USAID contract solicitations include a

Branding Strategy and therefore offerors are instructed to prepare a Branding Implementation

Plan (BIP) and Marking Plan (MP) to implement the Branding Strategy for FTF VC.

Contractor shall submit Branding Implementation Plan with proposal. The standard forms for the BRANDING AND MARKING TEMPLATES are located at:

http://www.usaid.gov/branding/.

(b) Contractors and subcontractors' corporate identities or logos must not be used on USAID-funded program materials. Marking is not permitted on any communications that are strictly administrative, rather than programmatic, in nature. USAID identity is also prohibited on

Contractor and recipient communications related to award administration, such as hiring/firing of staff or renting office space and/or equipment.

(c) Feed the Future Branding and Marking Requirements:

USAID funded projects (programs, activities, etc.) that fall under a Presidential Initiative may, upon written determination by the USAID Administrator, use additional or substitute logos or seals representing a Presidential Initiative or other high-level interagency federal initiative that requires consistent and uniform naming, marking and branding.

http://www.usaid.gov/branding http://www.usaid.gov/branding/

A special determination signed by the USAID Administrator authorized the Feed the

Future initiative to issue its own naming, marking and branding guidance for use by

USAID and its implementing partners.

Per this determination, USAID contracts, grants and cooperative agreements awarded on or after January 1, 2015, which are funded by the U.S. Government’s Feed the Future

Initiative, must include the Feed the Future logo in addition to USAID’s identity on communication products.

Feed the Future projects must also adhere to specific project naming standards that include

“Feed the Future” in their titles, among other considerations. Specific guidance is located at feedthefuture.gov and at:

https://feedthefuture.gov/sites/default/files/resource/files/Feed_the_Future_Graphic_and_

Naming_Standards_Manual_june2015(1).pdf

[END OF SECTION D]

https://feedthefuture.gov/sites/default/files/resource/files/Feed_the_Future_Graphic_and_Naming_Standards_Manual_june2015(1).pdf https://feedthefuture.gov/sites/default/files/resource/files/Feed_the_Future_Graphic_and_Naming_Standards_Manual_june2015(1).pdf

SECTION E - INSPECTION AND ACCEPTANCE

E.1 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 and submitted. The COR identified in Section G has been delegated authority to inspect and accept all services, reports and required deliverables or outputs.

[END OF SECTION E]

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.

NUMBER TITLE DATE

FEDERAL ACQUISITION REGULATION (48 CFR Chapter 1)

52.242-15 Stop-Work Order (AUG 1989)

Alternate I (APR 1984)

F.2 PERIOD OF PERFORMANCE

The period of performance is for five years, from the effective date of signing to [to be completed at signing].

F.3 PLACE OF PERFORMANCE

The Contractor must perform the services described in Section C in Mozambique.

F.4 PERFORMANCE EVALUATION

Evaluation of the Contractor’s overall performance shall be conducted annually by the COR and the Contracting Officer (CO), in accordance with the performance standards set forth in FAR

42.15, Contractor Performance Information and corresponding Sections C and F. This annual report shall form the basis of the Contractor's permanent performance record with regard to this contract.

F.5 KEY PERSONNEL

a) The personnel specified below are considered to be essential to the work being performed hereunder. Prior to replacing any of the specified individuals, the Contractor must notify both the Contracting Officer (CO) and the USAID COR reasonably in advance and must submit written justification (including proposed substitutions) in sufficient detail to permit evaluation of the impact on the contract. No replacement will be made by the Contractor without the written consent of the Contracting Officer.

b) The following positions are designated as Key Personnel:

1) Chief of Party (COP)

2) Value Chain Manager

3) Monitoring and Evaluation Manager

General roles and responsibilities for Key Personnel are as follows:

Chief of Party: The COP shall be responsible for all reporting to USAID and is expected to play a lead role interacting with key value chain actors and other development partners. S/he will be responsible for overall program leadership, strategic planning, management and quality assurance. The COP ensures that impacts are achieved and that deliverables are provided on time. The COP is also responsible for facilitating communication and close coordination with all stakeholders of this program.

Value Chain Manager: The Value Chain Manager will report to the COP and shall be responsible for leading the technical direction of FTF VC.

Monitoring and Evaluation Manager: The Monitoring and Evaluation Manager will be responsible for developing the PMP and qualitative and quantitative measurement tools.

Personnel proposed by the Contractor to fill each of these positions must be approved by the

Contracting Officer. The Contractor must submit written justification to the COR and the

Contracting Officer sufficiently detailed to permit evaluation of the proposed candidates against the qualification requirements for each position. Key Personnel requirements are as follows:

Qualifications of Key Personnel:

1. COP

The contractor must provide a full-time COP for the duration of the contract. The contractor must delegate adequate authority to the COP to make all FTF VC project implementation decisions in Mozambique and speak for the contractor. The candidate must meet the following minimum qualification:

A master’s degree in an agriculture or a business related field.

5 years of experience or more managing complex donor-funded projects with a budget of at least $10 million.

Fluency in English.

Other desired qualifications:

Prior experience with projects that used the USAID value chain, Making Markets Work for the

Poor (M4P), or Market Systems Development approach.

Demonstrated experience in adaptive management.

Strong communications and interpersonal skills.

Fluency in Portuguese.

2. Value Chain Manager

The Contractor must provide a full-time Value Chain Manager for the duration of the contract.

The candidate must meet the following minimum qualifications:

A master’s degree in an agriculture or a business related field.

5 years of experience or more as the technical manager for donor-funded value chain, M4P, and/or Market Systems Development projects.

Demonstrated success using facilitation in at least one of the following: the USAID value chain approach, M4P, or Market Systems Development approach, which led to greater competitiveness and inclusiveness in markets.

Demonstrated experience with conducting value chain analysis and developing value chain work plans.

3. Monitoring and Evaluation Manager

The Contractor must provide a full-time Monitoring and Evaluation Manager for the duration of the contract. The candidate must meet the following minimum qualifications:

A master’s of science degree.

5 years of experience or more managing the monitoring and evaluation component of a donor funded project.

Prior experience with projects that used the value chain approach.

Prior experience managing the monitoring and evaluation system for a Feed the Future activity.

Familiarity with the Donor Committee for Enterprise Development standards.

F.6 OTHER PERSONNEL

As needed, the program must also engage the services of expert local or expatriate technical advisors on a long- or short-term basis to provide expertise in areas not possessed by other staff including subcontractors. Such advisors will have high technical and professional qualifications and their use in each case will be appropriate based on their professional qualifications and experience.

F.7 PROFESSIONAL LEVEL OF EFFORT

(a) The contractor must devote the appropriate level of effort of professional technical employee, consultant, and subcontractor labor for the period specified in the clause Period of

Performance, above.

(b) The number of person-days for any labor category may be used in any other labor category, subject to the prior written approval or direction of the Contracting Officer.

(c) The level of effort by labor category is set forth in Attachment [_] [note that this table will be incorporated based on the successful offeror’s submission].

F.8 DELIVERABLES, REPORTS, AND TIMETABLE

Delivera…