SOL-OAA-12-00-000043.doc

RFP Date Issued: May 11, 2012

RFP Closing Date: July 3, 2012 RFP Closing Time: 1:00 P.M.EST

Q&A Closing Date: June 1, 2012 Q&A Closing Time: 5:00 P.M EST

Subject:

Request for Proposals Number SOL-OAA-12-00-000043

Programming Effectively Against Conflict and

Extremism (PEACE)

The United States Agency for International Development (USAID) is seeking innovative proposals to provide services in support to Knowledge Generation, Dissemination and Management; Training; Field Implementation Programs; and Analytical Services for USAID’s Office of Conflict Management and Mitigation in the Democracy, Conflict and Humanitarian Assistance Bureau (USAID/DCHA/CMM) as described in the attached Request for Proposals (RFP).

USAID anticipates the award of approximately five (5) Indefinite Quantity Contracts (IQC)(no Small Disadvantaged Business set-aside), and one (1) Small Disadvantaged Business set-aside IQC as a result of this RFP as further described below. This set aside will be exclusively for the implementation of the PEACE Analytical Services Component. The period of performance of potential task orders awarded under the IQC will be determined in part by the year in which it is issued. A task order cannot exceed five (5) years in duration at any time during the IQC, and the duration also depends on other limits further described herein. Any task orders issued during the first three (3) years of the IQC cannot exceed a five (5) year period of performance. Any task orders issued during fourth (4) year of the IQC cannot exceed a three (3) year period of performance. Any task orders issued during the fifth year (5) cannot exceed a two (2) year period of performance.

USAID anticipates that the maximum ordering limitation of the IQCs resulting from this RFP will be $600,000,000 over the 5-year ordering period. The $600,000,000 ceiling will be subdivided as follows 1) $300,000,000 for Non-Critical Priority Countries and 2) $300,000,000 Critical Priority Countries. The maximum aggregate dollar value of task orders awarded to all contractors cannot exceed this IQC ceiling. This ceiling is not being subdivided among the number of awardees nor is it being multiplied by the number of awardees. There is no guarantee on the number of task orders that the successful contractors will receive or the amount of money beyond the minimum order guarantee set forth in the RFP.

As part of this RFP USAID also anticipates awarding an IQC reserved exclusively for Small Disadvantaged Businesses under the Analytical Services Component. The maximum ordering limitation for the Small Disadvantaged Business IQC resulting from this RFP will be $7,000,000 over the 5-year ordering period.

Separately, Small Disadvantaged Businesses may also propose on the full scope of the other components as described in the Statement of Work of this RFP. Please note that there is no separate set aside for the totality of the other components.

The period of performance of potential task orders awarded under the Small Disadvantaged Business IQC will be determined in part by the year in which it is issued. A task order cannot exceed five (5) years in duration at any time during the IQC, and the duration also depends on other limits further described herein. Any task orders issued during the first three (3) years of the IQC cannot exceed a five (5) year period of performance. Any task orders issued during the fourth (4) year of the IQC cannot exceed a three (3) year period of performance. Any task orders issued during the fifth year (5) cannot exceed a two (2) year period of performance.

This award will follow the Instability, Crisis and Recovery Program IQCs in this sector:

American for Educational Development

DFD-I-00-05-00244-00

AMEX International, Inc

DFD-I-00-05-00245-00

ARD Inc, DFD-I-00-05-00248-00

Development Alternatives, Inc.

DFD-I-00-05-00250-00

Management Systems International, Inc

DFD-I-00-05-00251-00

All prospective offerors are invited to attend a pre-proposal conference on Thursday May 31, 2012 from 1:00 pm to 3:30 pm. The venue for the pre-proposal conference shall be on the 7th floor USAID/DCHA Main Conference Room at the National Press Building room located at 529 14th Street Northwest, Washington D.C., 20045. To facilitate access into the building, anyone interested in attending the pre-proposal conference will be requested to send a statement of interest via the Google link enclosed below with the name and the firm that is being represented. Due to space limitation attendance will be on first come first serve basis, interested parties will be limited to sending two (2) representatives from their organization to the conference. Deadline for all RSVPS must be submitted to the enclosed link below by May 25, 2012, 5:00 PM EST. The point of contact for the conference will be Bridget Basirico.

https://docs.google.com/spreadsheet/viewform?formkey=dEhtalNfbHAzcEh3QnVTd0x2Y0FralE6MQ Questions or communications regarding this RFP or its attachments must be submitted in writing to Stephane Bright at sbright@usaid.gov by June 1, 2012, 5:00PM EST. The subject line of the communication must read: Peace IQC/RFP SOL-OAA-12-00-000043 and your firm’s Name. Any questions submitted after June 1, 2012 may not be answered. Oral explanations or instructions given before the award of the IQCs will not be binding. Any information given to a prospective offeror concerning the solicitation will be furnished to all prospective offerors via Fedbizopps.gov.

Pursuant to Block 12 of Standard Form 33 of this RFP, USAID requires that offers stay valid through September 30, 2012.

This RFP in no way obligates USAID to award an IQC and associated task orders nor does it commit USAID to pay any cost incurred in the preparation or submission of a proposal. Because USAID reserves the right to award an IQC without discussions, initial proposals must represent an offeror’s best proposal.

This RFP can be viewed and downloaded from the Internet at the Worldwide Web address www.fedbizopps.gov. USAID bears no responsibility for data errors resulting from transmission or conversion processes. Further, be aware that amendments to solicitations are occasionally issued and will be posted on the same Internet site from which you downloaded the solicitation. You are therefore advised to regularly check the above internet site for amendments.

Sincerely, Mark Walther Contracting Officer

PART I - THE SCHEDULE TC "PART I - THE SCHEDULE" \f C \l "1" SECTION B - SUPPLIES OR SERVICES AND PRICE/COSTS TC "SECTION B - SUPPLIES OR SERVICES AND PRICE/COSTS" \f C \l "1" B.1 PURPOSE TC "B.1 PURPOSE" \f C \l "2"

The purpose of this IQC is to provide services that fall within the scope of the work specified in Section C for the Programming Effectively Against Conflict and Extremism (PEACE) IQC. 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 this RFP.

B.2 CONTRACT TYPE AND SERVICES TC "B.2 CONTRACT TYPE AND SERVICES" \f C \l "2"

This is an Indefinite Quantity Contract (IQC) utilizing individual task orders to provide technical services. The Government will issue task orders that are either Cost-Plus-Fixed-Fee (CPFF) or Firm-Fixed-Price (FFP).

B.3 MINIMUM OBLIGATED AMOUNT TC "B.3 MINIMUM OBLIGATED AMOUNT" \f C \l "2"

The basic IQC includes an initial obligation of funds in the amount of $25,000 to cover the minimum order guarantee. USAID is required to order and the Contractor is required to furnish the minimum order amount of services.

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

[Note: The initial obligation is expected to be applied towards the first task order issued by DCHA/CMM.]

B.4 MAXIMUM CONTRACT CEILING TC "B.4 MAXIMUM CONTRACT CEILING" \f C \l "2"

This is a multiple award Indefinite Quantity Contract with an overall ceiling price of $600,000,000 and a Small Disadvantaged Business Indefinite Quantity Contract set aside with an overall ceiling of $7,000,000.

The ceiling of $600,000,000 is subdivided into $300,000,000 for Non-Critical Priority Countries and $300,000,000 for Critical Priority Countries. The maximum aggregate dollar value of task orders awarded to all contractors cannot exceed the IQC ceiling. This ceiling is not being subdivided among the number of awardees nor is it being multiplied by the number of awardees.

The ceiling of $7,000,000 is reserved for the set a side award to one small Disadvantage Business.

B.5 ESTIMATED COST AND FIXED FEE TC "B.5 OBLIGATED AMOUNT, ESTIMATED COST, FIXED FEE" \f C \l "2"

(a) The Total Estimated Cost Plus Fixed Fee for each task order must be negotiated in accordance with the terms of the IQC contract. In no event may the indirect rates or fixed fee for a task order exceed the ceilings set forth in Section B.7 and B.8 of IQC contract. 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, 2 CFR Part 220 (for universities), and 2 CFR Part 230 (non-profits).

(b) Fixed Fee Payment. For any task order issued as a Cost Plus Fixed Fee under this IQC, at the time of each payment of allowable costs to the Contractor, the USAID paying office ordinarily pays the Contractor a percentage of 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) The clauses entitled "Allowable Cost and Payment" (FAR 52.216-7) and "Fixed Fee" (FAR 52.216-8) are incorporated into this IQC. 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 INDIRECT COSTS TC "B.6 INDIRECT COST" \f C \l "2"

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

Description

Rate Base Type Period

1/ 1/ 1/

2/ 2/ 2/

3/ 3/ 3/

1/Base of Application:

Type of Rate:

Period:

2/Base of Application:

Type of Rate:

Period:

3/Base of Application:

Type of Rate:

Period:

Source:

Note 1: Contractors may recover applicable indirect costs (i.e., overhead, G&A, etc.) if it is part of the contractor's usual accounting procedures, consistent with FAR Part 31, and Negotiated Indirect Cost Rate Agreement (NICRA).

Note 2: While Subcontractor indirect cost rates are not incorporated above, subcontractor indirect cost rates may be included in task order proposals, and are subject to approval of the TOCO in accordance with FAR 52.244-2, Subcontracts.

B.7 CEILING ON INDIRECT COST RATES

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

Description

Rate Base Type Period

1/ 1/ 1/

2/ 2/ 2/

3/ 3/ 3/

1/Base of Application:

Type of Rate:

Period:

2/Base of Application:

Type of Rate:

Period:

3/Base of Application:

Type of Rate:

Period:

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

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

B.8 CEILING ON FIXED FEE

For each task order issued under this IQC, the TOCO and Contractor agree to negotiate a set dollar amount for fixed fee. In negotiating the fixed dollar amount for fee, the TOCO 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. In no event, however, may the amount of fixed fee in any individual task order exceed _____% percent (offeror proposes ceiling percentage) of the task order’s estimated cost, excluding fee.

B.9 LABOR

(a) Compensation of personnel under this contract or any resulting subcontract must be in accordance with AIDAR 752.7007 Personnel Compensation (JUL 2007).

(b) Central management costs will be handled through the following method:

The Contracting Officer has determined that a full time IQC Management Team (see C.5)is not necessary or required to administer the basic IQC. Contractors will not be authorized to bill USAID directly for IQC management costs under this IQC or under task orders. Contractors shall propose a centralized management structure that allows for recovery of IQC management costs as part of its indirect costs.

(c) 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 Attachment J 7. (The Contracting Officer will fill in the Attachment number at the time of award and incorporate the information from the contractor’s proposal into Section J of the IQC).

TC "B.7

ADVANCE UNDERSTANDING ON CEILING ON INDIRECT COST RATES AND FINAL PERFORMANCE FOR INDIRECT COSTS " \f C \l "2" B.10 TASK ORDER LIMITATIONS TC "B.10 TASK ORDER LIMITATIONS" \f C \l "2"

(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 contractors’ and subcontractors' professional labor categories and salaries, an estimated number of workdays, other direct costs, and fixed fee.

(b) Firm-Fixed-Price (FFP) Task Orders. When issuing FFP task orders, TOCOs must state in the task order the firm fixed-price, which represents the total amount of the task order and the maximum price the contractor may be paid to perform the services, reports, or other deliverables in the task order.

(c) Minimum Order. When USAID requires services or reports and other deliverables covered by this IQC in a task order in the amount of less than $25,000, the Contractor is not obligated to accept an order to furnish those services or reports and other deliverables under this IQC. However, if the Contractor agrees to furnish services or reports and other deliverables required by USAID in an amount of less than $25,000 and is awarded a task order to do so, the Contractor is required to provide said services and reports/deliverables in accordance with the task order’'s terms and conditions.

(d) Maximum Order. When USAID requires services or reports and other deliverables covered by this contract for Knowledge Generation, Dissemination and Management; Training; and Field Programs in a task order amount of more than $25,000,000 the Contractor is not obligated to accept an order to furnish those services or reports and other deliverables under this IQC. However, if the Contractor agrees to furnish services or reports and other deliverables required by USAID in excess of $25,000,000 and awarded a task order to do so, the Contractor is required to provide said services and reports/deliverables in accordance with the task order’s terms and conditions.

(e)When USAID requires services or reports and other deliverables covered by this IQCunder Small Disadvantaged Business for Analytical Services in a task order amount of more than $1,000,000, the Contractor is not obligated to accept an order to furnish those services or reports and other deliverables under this IQC. However, if the Contractor agrees to furnish services or reports and other deliverables required by USAID in excess of $1,000,000 and awarded a task order to do so, the Contractor is required to provide said services and reports/deliverables in accordance with the task order’s terms and conditions.

(f) 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 IQC, and USAID may acquire the supplies or services from another source.

Sub Grants and Procurements The activities described in section C may be augmented through the provision of small grants and procurements by the Contractor (see Section C.7 for more information). Possible uses of small grants and procurements include but are not limited to:

· Funding relevant NGOs and associations to perform activities which promote the objectives of this IQC.

Small grants will be secondary or minor to the overall work performed under this IQC. Small grants will serve primarily as a means towards a completion of the project, the end being Programming Effectively against Conflict and Extremism (PEACE).

- END OF SECTION B -

SECTION C - DESCRIPTION/SPECIFICATIONS/STATEMENT OF WORK TC "SECTION C - DESCRIPTION/SPECIFICATIONS/STATEMENT OF WORK" \f C \l "1"

SECTION C - STATEMENT OF WORK

C.1

PURPOSE

USAID as a whole plays a critical role in the U.S. Government’s (USG) efforts to advance national and regional security in countries of geo-strategic importance. The Office of Conflict Management and Mitigation (USAID/DCHA/CMM) works to inform U.S. Government policy and to assist USAID Missions worldwide to design and develop innovative programs addressing the drivers and consequences of violent conflict. CMM supports cutting edge technical services, knowledge management and USAID field programs in conflict-prone and conflict-affected countries and regions.

The purpose of the Programming Effectively Against Conflict and Extremism (PEACE) IQC is to both a) promote the design and implementation of conflict sensitive development programs that manage and mitigate the sources and consequences of violent conflict; and b) extract key lessons learned and technical insights from these programs, supported by other technical research and assessments and manage and disseminate this knowledge through training, toolkits, and other knowledge management tools and systems.

Any USAID entity may seek technical support and services under this IQC, including field missions and central bureaus. Direct technical assistance and/or advisory and assistance services to host country institutions (both governmental and non-governmental) may also be expected.

This IQC follows the work completed under the Instability, Crisis and Recovery Programs (ICRP) IQC.

C.2

BACKGROUND

In the past decade, armed conflicts have claimed hundreds of thousands of lives and generated millions of refugees worldwide. Violence keeps countries mired in poverty and hopelessness and threatens to create generations of children who know nothing but war. Conflict has discouraged investment, destroyed physical infrastructure, and derailed the implementation of development programs.

At the same time development assistance can make an important contribution to conflict prevention, mitigating its effects once violence has erupted, and supporting processes for negotiation, reconstruction and recovery.

Who We Are

USAID established the Office of Conflict Management and Mitigation (CMM) in the Bureau for Democracy, Conflict and Humanitarian Assistance (DCHA) in September 2002 to help people in the developing world identify lasting solutions to the problems that drive conflict, extremism, and state failure. DCHA/CMM works with USAID missions and partners to address the causes and consequences of violence through strategic and focused development programs in areas such as health, education, economic growth, natural resource management, and democracy and governance. CMM leads USAID's efforts to identify and analyze sources of conflict and fragility; supports early responses to address the causes and consequences of instability and violent conflict; and seeks to integrate conflict mitigation and management into USAID's analysis, strategies and programs. DCHA/CMM has developed Theories of Change for Conflict Prevention and Peacebuilding that will underpin many activities on this IQC.

What We Do

· Conduct Conflict Assessments: A conflict assessment is a systematic process to analyze and prioritize the dynamics of peace and conflict, stability and instability in a given country context. Conflict assessment is the first step in designing programs that effectively prevent, mitigate, and manage conflict dynamics. DCHA/CMM conducts assessments on the basis of its Conflict Assessment Framework, which was developed in 2004 (CAF 1.0) and revised in 2011 (CAF 2.0). Assessment activities take place in Washington D.C. and overseas and they include, among other activities, coordination/planning, analysis, writing, training, extensive data collection (interviewing, focus group consultation, etc.), and holding U.S. government consultations and briefings.

· Support Effective Conflict Programming: DCHA/CMM supports effective conflict programming both through direct support to innovative programs in a number of countries as well as through production of a series of toolkits, technical briefs, success stories and program highlights that crystallize best practice and lessons learned in this programming genre. The office’s toolkit series focuses on the connection between critical focus areas and conflict, such as youth, women, land, local governance, natural resources, and livelihoods. These toolkits assist USAID Missions in designing conflict programs by informing them about innovative program options, lessons learned, and potential partners. DCHA/CMM’s success stories and program highlights focus on successful USAID programs that showcase best practices that are applicable to other programs throughout the agency.

· Manage a Conflict "Early Warning" System DCHA/CMM has developed an early warning system that can help focus USAID and U.S. Government attention and resources on those countries at greatest risk for violence and state failure, in order to mitigate risks before conflict erupts.

· Conduct Outreach and Training: CMM designs and conducts training in conflict analysis and conflict-sensitive programming for development officers and partners as an important part of the office's portfolio. The goal is to help train a cohort of officers who are comfortable with the idea of responding to conflict, who are willing to take risks, and who can think in new ways about old problems.

· Annual Program Statement: Reconciliation Programs Fund On an annual basis, DCHA/CMM invites applications from US and non-US non-profit or for-profit, non-governmental organizations (NGOs), international organizations (IOs), and other qualified non-USG organizations (including faith-based organizations and community based organizations) to carry out activities, under grants or cooperative agreements, that support reconciliation programs and activities that bring together individuals of different ethnic, religious, or political backgrounds from areas of civil conflict and war.

· Annual Program Statement: Technical Leadership On an annual basis, DCHA/CMM invites applications from US and non-US non-profit or for-profit, non-governmental organizations (NGOs), international organizations (IOs), and other qualified non-USG organizations (including faith-based organizations and community based organizations) to carry out applied research, under grants or cooperative agreements, directly related to the practice of conflict management, conflict mitigation, conflict prevention, and/or conflict-sensitive development/humanitarian assistance.

· Instability, Crisis, and Recovery IQCs (ICRP IQCs): DCHA/CMM manages five (5) Indefinite Quantity Contracts (IQCs) for the provision of services to support USAID’s ability to assess and respond to conflict, extremism, political instability and fragility. The IQCs are available for worldwide utilization. One of the IQC expired on March 26, 2011 and the other four expire on March 26, 2013. Those IQCs will be replaced by successful bidders under the Peace IQC.

C.3

OBJECTIVE

The PEACE IQC will build upon eight years of innovative field programming and technical innovation in the field of conflict management and mitigation. It will support DCHA/CMM’s key functions of improved knowledge generation and management and integrating that knowledge into creative, responsive and effective field programs for USAID Missions around the world.

As an office of technical and intellectual leadership, DCHA/CMM will ensure that all USAID organizational entities, including field missions, regional bureaus, and other central bureaus have ready access to a broad array of services for effective conflict programming. Contractors are expected to provide the range of support and services described below in a timely and efficient manner.

Task orders under this IQC may require work to be performed in the following areas and their related subcomponents.

1) Analytical Services

a. Conflict Assessment

b. Conflict Program Evaluation

2) Training

3) Knowledge Generation, Dissemination and Management

4) Field Program Implementation.

USAID’s Conflict Policy provides overarching policy objectives and supporting definitions for this IQC (http://www.usaid.gov/our_work/cross-cutting_programs/conflict/publications/docs/USAID_Conflict_MM_Policy.pdf). Since the policy’s publication, applied conflict theory and practice has evolved to include conflict prevention, peace building, and development responses to violent extremism and insurgency. Activities under the PEACE IQC may support these areas in addition to those outlined in the Conflict Policy. Specifically, USAID’s Policy on the Development Response to Violent Extremism and Insurgency released in September 2011 provides guidance on USAID’s approach vis-à-vis these national security concerns which may be supported through activities under this IQC. (http://www.usaid.gov/our_work/policy_planning_and_learning/documents/VEI_Policy_Final.pdf).

In addition, activities may also support Foreign Assistance Framework (F Framework) Objective 1, Peace & Security Areas and Elements, other F Framework Objectives, or new common USG strategic planning frameworks that emerge over the next five years.

C.4

STATEMENT OF WORK

The Contractor's duties shall include, but not be limited to, providing technical assistance and advisory services, training, and direct program implementation to support conflict prevention, recovery, management and mitigation. The Contractor shall furnish services that include individuals having experience and expertise, both practical and conceptual, in the subject matter required by each task order. USAID will define its needs in task orders, which will be managed by Contracting Officer Representatives (CORs) from the tasking Bureau or Mission which shall include both CMM itself as well as other Washington offices and field missions.

The Contractor shall:

(a) Cooperate and coordinate its activities with on-going activities in peace and security in host countries, with the Office of Conflict Management and Mitigation (DCHA/CMM), as well as with other relevant offices in the Bureau of Democracy, Conflict and Humanitarian Assistance (DCHA), field missions, regional and pillar bureaus, and Department of State (DOS) programs

(b) Cooperate and coordinate its activities with the Contracting Officer Representative (COR) and emerging USAID and DOS global and regional initiatives as appropriate

(c) Work closely with key government, non-government, and community-based organizations, universities, private sector entities, and other non-governmental organizations (NGOs), as appropriate and under the direction of a task order COR, and utilize local expertise, local NGOs, and the private sector to the maximum extent possible and as appropriate

(d) Assure that the expertise assigned is appropriate to the needs of the task order and that the task order resources are used in a cost-effective manner

(e) Provide management that unifies activities under task orders and ensures lessons learned and best practices are captured and disseminated among PEACE IQC holders and the broader conflict and development community

It is important to note that whenever possible, a significant proportion of the bilateral work envisioned under PEACE shall be strongly collaborative and participatory to the maximum extent possible with the private sector, universities and other institutes of higher learning, local or national NGOs, community-based organizations, and private sector organizations in partnership with appropriate host-country government organizations.

ACTIVITIES

Task orders under this IQC shall support four core CMM thrusts. These four areas are: knowledge generation, dissemination and management; training; field programs; and analytical services. Though these activities are broken into four key areas in this solicitation they are all considered intricately linked through a focus on shared learning and dissemination of knowledge and advances in conflict programming across USG operations in conflict-affected environments. The design of the PEACE IQC envisions proactive learning approaches integrated into all activities under this IQC.

C.4.1 Knowledge Generation, Dissemination and Management (KGDM) C.4.1.1 Technical Guidance on Conflict Programming

Central to DCHA/CMM’s mission is providing cutting-edge technical guidance to USAID, both in Washington and in the field, on promoting peace, mitigating conflict and supporting post-conflict recovery.

As background, DCHA/CMM’s current flagship line of program guidance publications is its toolkits and its annual quantitative reports on fragility, instability risk, and conflict. DCHA/CMM has produced nine toolkits and seven quantitative reports so far, addressing conflict assessment, country risk assessments, and cross-cutting issues like youth and conflict or USAID support to peace processes (see http://www.usaid.gov/our_work/cross-cutting_programs/conflict/publications/index.html). These brief documents (around 40 pages each) are professionally edited and designed. DCHA/CMM publishes these reports commercially with the aim of producing a compelling document that invites use and application. DCHA/CMM also currently produces technical briefs and discussion papers on conflict-related topics.

CMM focuses on publications and technical guidance with practical applications for USAID field staff.

Task orders under this IQC may require production of additional technical guidance in the form of toolkits or other products in the following practice areas:

· Applied Theory and Practice of Peacebuilding and Conflict Sensitive Development

· National Security & Development

· Peacebuilding and Reconciliation

· Economics & Conflict

· Essential Services & Conflict

· Governance & Conflict

· Natural Resources/Environment & Conflict

· Emerging Trends

· Conflict and Resilience

· Early Warning & Metrics of Conflict, Fragility, and Instability

Illustrative Requirements and Deliverables for Technical Guidance

Such analytical services and support may include the following illustrative tasks or deliverables:

1. Collecting new data and/or adapting existing data on USAID activities: inputs, outputs, outcomes, and impacts

2. Collecting and/or adapting data on political, economic, social, and other phenomena in USAID recipient and non-recipient countries

3. Developing quantitative indices or metrics to monitor levels of conflict risk and fragility, or the conflict impact of programming

4. Reviewing secondary source research, including desk studies, assessments, evaluations, reports, analyses of best practices, and syntheses of other sources of relevant materials

5. Conducting primary source research, for example case studies, statistical surveys, or general sectoral analyses

6. Conducting studies pertaining to policy opportunities and constraints, theoretical limitations, and systemic or sectoral challenges

7. Translating research findings from the above analyses into periodic reports, designed for a policy audience, that spell out practical, programmatic implications of the research for conflict practitioners

8. Writing handbooks, manuals, and reference materials needed for policy and program development, implementation, and monitoring and evaluation

Finally, dissemination of analytical products may include collaboration with other government agencies, think tanks, academic institutions, and partners. To that end, the contractor may need to engage in activities such as:

1. Identifying speakers and setting up a speaker series, expert roundtable or panel

2. Organizing roll-out events for USAID products

3. Organizing technical conferences for USAID staff, the interagency, and other partners as appropriate

C.4.1.2 Knowledge Management Systems

Knowledge management is a key component of CMM’s role in the agency. CMM sees itself as becoming a global hub for lessons drawn from CMM-funded or CMM-linked programs (e.g. field program task orders potentially awarded under this IQC). USAID Operating Units, including CMM, may opt to request support for a broad array of knowledge management needs.

Specifically, DCHA/CMM aims to provide USAID with cutting-edge technical guidance on promoting peace, mitigating conflict and supporting post-conflict recovery. DCHA/CMM is both a producer and consumer of technical knowledge and must manage portfolios of both internally- and externally-produced materials. The Contractor may be asked to create, maintain, and/or expand a document library, physical or digital, of reports and other technical materials relevant to DCHA/CMM’s mandate. Central to this task is providing robust, reliable, and intuitive systems for organizing, searching, filtering, grouping, and accessing technical leadership materials. Other offices in USAID with similar mandates in their technical area may also seek support to promote organizational learning. USAID intends to ensure new knowledge management systems are designed in accordance with current behavioral work patterns and that the Contractor provide the required training for maximum utilization of any new systems. Any system designed under this IQC must focus on utilization rates and sustainability.

The Contractor will need to draw on the latest in knowledge management theory and strategically draw on information technology, as well as provide means for on-going support and maintenance, in order to achieve this end. Any systems developed under this IQC must not unnecessarily duplicate software or systems already on the market, in use at USAID, or in use among our partners; rather, it shall be designed to complement or expand existing systems. Software, databases, hardware, or other information technology, requires consultation with the USAID Chief Information Officer and must be administered in accordance with USAID policy as outlined in the Automated Directives System (ADS). To the extent that institutional support to USAID may be needed, separate approval is required.

Illustrative Tasks and Deliverables for Knowledge Management Systems:

Services may include the following options, flowing from the knowledge management goals outlined above, or others as required by a specific task

1. User friendly web-hosted databases accessible to a range of users

2. Expanding the use of geographic information system (GIS) map software

3. Generating and managing technical Intranet site content and other information products

4. Flowcharts, knowledge maps or similar products analyzing information flows across operating units.

5. Developing tagging systems and/or filing libraries to categorize learning products and training staff on their use

6. Producing clear reference manuals or guidebooks to accompany any new databases or other electronic tools and systems

C.4.2 Training

DCHA/CMM’s training program is a critical vehicle for widely disseminating technical knowledge in order to impact USAID’s development practice, and developing a cadre of USAID officers who are equipped with the knowledge and tools that they need to serve as the Agency’s conflict experts.

To this end, DCHA/CMM rolled out its foundational course, Conflict 102: An Introduction to Conflict Assessment and Programming, in January 2008. The two-day course, facilitated by two DCHA/CMM staff, helps participants understand the dynamics of conflict, design programs that address it, and establish effective monitoring and evaluation plans. The course is highly participatory, making use of case studies and small-group exercises.

In 2009, DCHA/CMM developed and piloted an introductory course, Programming in Religious Contexts. It provides participants with a better understanding of the role religion and religious actors can play in development, teaches best practices and lessons learned from programming experience, and discusses the legal and ethical challenges of working with religious actors. This course is currently administered through DCHA’s Office of Civilian Response.

DCHA/CMM’s pilot trainings have revealed that there is a largely unmet demand for basic and advanced conflict training both inside USAID as well as in other federal agencies and for implementing partners. DCHA/CMM is currently developing an advanced suite of courses under a separate task order, but anticipates the need for further refinement of these courses and new course development under PEACE. Other offices may also seek support to their training programs. Contractors shall anticipate similar illustrative requirements and deliverables for any training requested by offices other than CMM with deliverables falling into both course content development and logistics.

Illustrative Requirements and Deliverables for Training

Illustrative activities in this task include the tasks described below in sections C.4.2.1 and C.4.2.2. These are based on current activities in DCHA/CMM’s training portfolio, but additional training support may be required in other areas under the PEACE IQC and by the needs of other offices that could opt to produce training support under this IQC. For DCHA/CMM both technical and administrative support to the development and implementation of CMM’s training program is envisioned. DCHA/CMM staff will provide a portion of the technical content for all trainings and deliver course content. The Contractor may be asked to conduct additional research to supplement the content provided by DCHA/CMM; training will be influenced by findings of any field programs conducted under C.4.3.1.

C.4.2.1 New Conflict Course Development

1. Facilitate DCHA/CMM’s development of new conflict course content. Assist DCHA/CMM staff to clearly define the learning objectives for new courses and facilitate the design of effective training curricula. The Contractor will also assist DCHA/CMM with developing training materials for some technical modules which could include both print and video resources. The Contractor will take the lead in creating a participant binder, developing facilitator materials, and creating a facilitator manual.

2. Support Washington D.C. pilots of new courses. The Contractor will support DCHA/CMM in organizing pilots of new courses. The Contractor will be responsible for coordinating a walk-through of the curriculum with the designated DCHA/CMM trainers, observing the training event itself and, along with participant evaluations, providing suggestions for refinements and improvements.

3. Support the continued refinement of existing DCHA/CMM trainings. All training materials must be updated at least once a year to ensure that they are current. The Contractor will support DCHA/CMM in updating the participant and facilitator binders as well as course materials.

4. Conduct training of trainers for the new and existing training materials. The Contractor will be responsible for designing and delivering a training of trainers (ToT) for each of the new training courses developed. The Contractor will also be responsible for delivering an annual refresher Training of Trainers on new and existing materials.

5. Develop multimedia products for all DCHA/CMM courses. In close coordination with DCHA/CMM, the Contractor will identify modules which would benefit from multimedia and design the content. The Contractor will hire relevant technical experts to provide multimedia content

6. Develop and/or update the DCHA/CMM conflict training and cadre development strategy in conjunction with the DCHA/CMM Training Working Group. The Contractor will be responsible for conducting regular learner needs assessments and collecting meaningful evaluative data from training participants. The Contractor will also help develop and maintain a plan to support the newly emerging conflict cadre in USAID, which will include assisting in the development of conflict competencies.

7. DCHA/CMM and other offices and Missions may also opt to request support in the following areas: distance learning, training web portal development, contractor delivery of training.

C.4.2.2 Logistical Support to DCHA/CMM’s Training Agenda

1. Support Washington D.C. offerings of DCHA/CMM training courses. The Contractor will furnish the venue and logistical support for the training event, including the provision of all training materials and logistics, supplies and equipment. The Contractor will also be responsible for tasks related to course registration such as listing the course in the USAID Learning Management System (LMS), drafting Agency Notices, and managing participant correspondence. As needed, the Contractor will also take notes on the event which will be provided to the trainers and integrated into facilitator materials. The Contractor will draft a short training summary which will include data from participants’ course evaluations.

2. Remotely support overseas trainings from Washington. The Contractor will support DCHA/CMM in preparing for overseas training by serving as the primary logistical contact with the host USAID field mission. The Contractor will liaise with the field mission on a range of issues including but not limited to venue requirements, supplies and equipment, and binder production. The Contractor will also be responsible for tasks related to course registration such as listing of the course in the USAID LMS system, drafting Agency Notices, and managing participant correspondence. The Contractor will draft a short training report which will include data from participants’ course evaluations.

3. Directly support DCHA/CMM overseas training. The Contractor will identify a suitable training venue and prepare a logistical plan. The Contractor will be expected to provide logistical support for the training event, including the provision of all training materials, supplies, equipment, meals and snacks. The Contractor will also be responsible for tasks related to course registration such as arranging listing the course in the USAID LMS system, drafting Agency Notices, and managing participant correspondence. The Contractor will also draft a short report which will include data from participants’ course evaluations.

C.4.3 Field Program Implementation CMM recognizes that the fragile environments which breed violent conflict require conflict sensitive, flexible field programs. Contractors must be prepared to implement cross-sectoral programs that address the causes, sources and consequences of violent conflict and extremism by addressing conflict drivers and stabilizing or mitigating factors.

The PEACE IQC will be available for USAID programs globally and USAID anticipates a number of task order awards over the life of the IQC. Task orders may involve activities in countries in widely differing environments: countries currently undergoing active widespread conflict, countries emerging from periods of active conflict, fragile countries considered at risk of future instability and conflict, and others for whom the dynamics of conflict apply to development programming. Task orders may also include a specific focus on the development response to violent extremism that incorporates lessons and best practices from other USAID and USG tools.

USAID may contract for field programs under the PEACE IQC in the broad array of technical areas addressing the underlying causes and the aftermath of conflict. Offerors may refer to section C.4.1.1 for an illustrative list of technical areas of interest which may be the subject of applied programs under this IQC.

A particular focus of programs under the IQC will be on the national and subnational governmental and non-governmental institutions and processes that are directly linked to and can influence conflict drivers in a particular country. Illustrative examples include strengthening the capacity of local governments to identify and address causes of conflict such as youth unemployment and alienation, ethnically based competition over land, or inadequate/biased police response to local unrest; strengthening the capacity of the private sector to contribute to peace-building; strengthening institutions and processes that manage competition over scarce or valuable natural resources such as land and water; support to communities’ post-conflict livelihood reconstitution efforts; and improving state capability and responsiveness through improved service delivery and enhancing traditional mechanisms of community participation.

As the titling acronym notes, this IQC is focused on programming effectively against conflict and extremism. For conflict and fragility programs to be effective in these environments, it must be based on a continuously updated understanding of the dynamics that lead to instability, conflict and state failure. Thus, USAID seeks to contract two types of field programs through this IQC within the technical scope laid out above. The distinction between the two types of field programs, DCHA/CMM Learning Programs and DCHA/CMM Standard Programs, rests in the degree of involvement of DCHA/CMM staff and specific learning processes and methodologies. USAID operating units will determine, in concert with CMM, the appropriate category for field programs. The distinctions between the two and the expectations for all such programs under the PEACE IQC are included here for informational purposes. The contractor must anticipate supporting both kinds of programs and expect to submit deliverables into any future knowledge management system.

C.4.3.1 USAID Joint DCHA/CMM and Field Mission Learning Programs

DCHA/CMM’s mandate is to mainstream best practices in conflict prevention, management, and mitigation into USAID’s assistance programs. In an effort to capture best practices and lessons learned from the field, DCHA/CMM will work with USAID Missions to design a limited number of Learning Programs each year. These programs will be designed both to meet technical field objectives and to inform future practice in conflict programming around the world. As part of its learning agenda, USAID through DCHA/CMM will seek support for ongoing improvement of its conflict assessment and program evaluation methodologies by incorporating experience from the field and emerging research.

As such, Learning Program task orders will incorporate some or all of the following practices into program design and implementation and the contractor shall expect to take these practices into consideration in their approach and be able to operate a flexible, learning-focused program while still delivering results.

· An in-country conflict assessment preceding USAID project design identifying key factors of the conflict equation

· DCHA/CMM staff engagement in project design

· Conflict 102 (see section C.4.2.) and other advanced conflict training provided by DCHA/CMM or contractor staff for USAID Mission and implementing partner staff

· DCHA/CMM staff engagement in project start up and work planning

· Baseline assessment, mid-term evaluation and recommendations, and external final evaluation with evaluation questions tailored to the learning program model

· Development of robust independent monitoring and evaluation systems based on social science best practices

· Semi-annual teambuilding/work planning/assessment updates with DCHA/CMM central engagement

· DCHA/CMM engagement in baseline, mid-term and final evaluations

· Direct project engagement with any future knowledge management system, procured under this IQC or any other means including presentation of case studies and best practices, and integration of lessons learned into new training modules

· Partners’ conferences, workshops or other outreach events to share lessons learned and best practices.

As is clear from the list above, Learning Programs will represent a robust engagement between DCHA/CMM, USAID Mission staff, and implementing partners. DCHA/CMM anticipates that this will involve a substantial time commitment on the part of its Washington staff, and therefore expects to have only a limited number of Learning Programs with this degree of engagement active at a given time.

Standard programs may incorporate any of the practices listed above at Mission and/or DCHA/CMM discretion.

Illustrative…