Revised_RFP.pdf

Date Issued: Wednesday, October 15, 2014 Closing Date: Friday, October 31, 2014 Closing Time: 2:00 PM EST

Reference: United States Agency for International Development (USAID)/Haiti Port-au-Prince—Saint-Marc Partnership - Feed-the-Future

Subject: Request for Proposal (RFP); Solicitation Number SOL-OAA-14-000169

Dear Offeror:

The United States Agency for International Development (USAID), invites your company to submit a proposal for the services described in the attached Statement of Work (SOW). USAID anticipates awarding a Time & Materials type contract. This procurement is being conducted through full and open competition for which the procedures describe in FAR Part 15 of the Federal Acquisition Regulation (FAR), will apply. Proposals will be accepted from private and for profit private firms. USAID encourages proposals from potential new and/or local partners. The North American Industry Classification System (NAICS) code for this solicitation is 541990 - Professional, Scientific, and Technical Services. The period of performance shall be three (3) years.

Section L of the RFP sets forth all instructions for the preparation and submission of required proposal contents, including critical dates/times for submission of questions, proposal submission closing date and time. Section M states the criteria by which proposals will be evaluated.

Offerors must ensure that proposals are received at USAID by the due date and time specified above. Failure to comply with the submission date will deem any submission unacceptable and it will not be reviewed or evaluated. Faxed or mailed proposals are not accepted, nor will they be reviewed or evaluated.

Offerors must submit comments or questions concerning this RFP, no later than 5:00 PM EST, Thursday, October 23, 2014. All questions related to the RFP must be submitted to Ms. Ashlee Tuck via email at usaid.oaa.sidp.si@gmail.com. Please write in the Subject Line: “Port-au- Prince—Saint-Marc Partnership Questions,” when submitting questions to the point of contact.

Unless otherwise notified by an amendment to the RFP, no questions will be accepted after this date and time.

This RFP in no way obligates USAID to award a contract nor does it commit USAID to pay any cost incurred in the preparation and submission of a proposal. Award of a contract under this RFP is subject to the availability of funds and other internal USAID approvals.

This RFP can be viewed and downloaded from 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 website from which you downloaded the solicitation. USAID advises to regularly check the above website for amendments.

Sincerely, Stephanie Fugate Contracting Officer

M/OAA/SIDP

Office of Acquisition and Assistance

Enclosure:

Solicitation

Contents

B. SUPPLIES OR SERVICES/PRICES

B.1 TITLE

B.2 PURPOSE

B.3 CONTRACT TYPE AND CONTRACT SERVICES

B.4 CEILING PRICE

B.5 CLINS

B.6 INDIRECT COST RATE ON OTHER DIRECT COSTS (ODC’S)

B.7 COST REIMBURSABLE

B.8 LABOR CHANGES

SECTION C – SCOPE OF WORK

C.1 SUMMARY

C.2 OBJECTIVE AND SCOPE

C.3 BACKGROUND AND APPROACH

C.4 PROJECT OBJECTIVE AND RESULTS

C.5 MEASURING IMPACT

C.6 SUBAWARDS TO PORT-AU-PRINCE – SAINT-MARC PARTNERSHIP PARTNER

IMPLEMENTERS

C.7 PERSONNEL

D. PACKAGING AND MARKING

D.1 752.7009 MARKING (JAN 1993)

D.2 BRANDING

E. INSPECTION AND ACCEPTANCE

E.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

E.2 INSPECTION AND ACCEPTANCE

F. DELIVERABLES OR PERFORMANCE

F.1 NOTICE LISTING CONTRACT PROVISIONS INCORPORATED BY REFERENCE45

F.2 PERIOD OF PERFORMANCE

F.3 PLACE OF PERFORMANCE

F.4 PERFORMANCE STANDARDS

F.5 CONTRACTOR KEY PERSONNEL

F.6 OBSERVANCE OF LEGAL HOLIDAYS/FEDERAL NON-WORK DAYS

F.7 REPORTING REQUIREMENTS

F.8 752.242-70 PERIODIC PROGRESS REPORTS (OCT 2007)

G. CONTRACT ADMINISTRATION DATA

G.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

G.2 CONTRACTING OFFICER AUTHORITY

G.3 CONTRACTING OFFICER REPRESENTATIVE

G.4 PAYING OFFICE

G.5 ACCOUNTING AND APPROPRIATION DATA

G.6 CONTRACTOR’S PAYMENT ADDRESS

G.7 TECHNICAL DIRECTIONS/RELATIONSHIP WITH USAID

H. SPECIAL CONTRACT REQUIREMENTS

H.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

H.2 Reporting of Foreign Taxes (July 2007)

H.3 NONDISCRIMINATION (June 2012)

H.4 USAID DISABILITY POLICY - ACQUISITION (DECEMBER 2004)

H.5 USAID IMPLEMENTING PARTNER NOTICES (IPN) PORTAL FOR ACQUISITION

(July 2014)

H. 6 SUBMISSION REQUIREMENTS FOR DEVELOPMENT EXPERIENCE

DOCUMENTS (SEPT 2013)

H.7 INSURANCE AND SERVICES

H.8 LANGUAGE REQUIREMENTS

H.9 AUTHORIZED GEOGRAPHIC CODE

H.10 LOGISTIC SUPPORT

H.11 GOVERNMENT FURNISHED FACILITIES OR PROPERTY

H.12 PRIVACY ACT

H.13 CONFIDENTIALITY AND OWNERSHIP OF INTELLECTUAL PROPERTY

H.14 EXECUTIVE ORDER ON TERRORISM FINANCING (SEPT 2001)

H.15 FOREIGN GOVERNMENT DELEGATIONS TO

INTERNATIONALCONFERENCES

H.16 PERSONAL IDENTITY VERIFICATION OF CONTRACTOR PERSONNEL (July 2007) 62

H.17 PROHIBITION OF ASSISTANCE TO DRUG TRAFFICKERS

H.18 GRANTS UNDER CONTRACT

H. 19 ENVIRONMENTAL CONTRACT REQUIREMENTS

H. 20 302.3.5.19 USAID-FINANCED THIRD-PARTY WEB SITES (AUGUST 2013)

H. 21 FAR 52.209-XX REPRESENTATION BY CORPORATIONS REGARDING

DELINQUENT TAX LIABILITY OR A FELONY CRIMINAL CONVICTION

SECTION I – CONTRACT CLAUSES

I.2 52.252-1 SOLICITATION PROVISIONS INCORPORATED BY REFERENCE (FEB

1998) 73

I.3 52.215-19 NOTIFICATION OF OWNERSHIP CHANGES (OCT 1997)

I.4 52.217-8 OPTION TO EXTEND SERVICES (NOVEMBER 1999)

I.5 52.227-23 RIGHTS TO PROPOSAL DATA (TECHNICAL) (JUNE 1987)

I.6 52.232.99 PROVIDING ACCELERATED PAYMENT TO SMALL BUSINESS

SUBCONTRACTORS (DEVIATION) (AUG 2012)

I.7 SUBCONTRACTS (JUNE 2007)

I.8 52.252-2 CLAUSES INCORPORATED BY REFERENCE (FEB 1998)

I.9 752.219-8 UTILIZATION OF SMALL BUSINESS CONCERNS AND SMALL

DISADVANTAGED BUSINESS CONCERNS

I.10 752.7011 ORIENTATION AND LANGUAGE TRAINING (APR 1984)

I.12 52.225-19 CONTRACTOR PERSONNEL IN A DESIGNATED OPERATIONAL

AREA OR SUPPORTING A DIPLOMATIC OR CONSULAR MISSION OUTSIDE THE

UNITED STATES (MAR 2008)

SECTION J – LIST OF ATTACHMENTS

SECTION K – OFFEROR REPRESENTATIONS AND CERTIFICATIONS

K.1 Notice Listing Contract Clauses Incorporated by Reference

K.2 52.204-3 TAXPAYER IDENTIFICATION (OCT 1998)

K.3 52-204-8 ANNUAL REPRESENTATIONS AND CERTIFICATIONS (JAN 2014)

K.4 52.209-5 CERTIFICATION REGARDING DEBARMENT, SUSPENSION, PROPOSED

DEBARRMENT, AND OTHER RESPONSIBILITY MATTERS (APR 2010)

K.5 52.215-6 PLACE OF PERFORMANCE (OCT 1997)

K.6 52.219-1 SMALL BUSINESS PROGRAM REPRESENTATIONS (MAY 2004)

K.7 52.222-22 PREVIOUS CONTRACTS AND COMPLIANCE REPORTS (FEB 1999) ... 91

K.8 52.222-25 AFFIRMATIVE ACTION COMPLIANCE (APR 1984)

K.9 INSURANCE – IMMUNITY FROM TORT LIABILITY

K.10 AGREEMENT ON, OR EXCEPTIONS TO, TERMS AND CONDITIONS

K.11 COMPLIANCE WITH VETERANS EMPLOYMENT REPORTING

REQUIREMENTS

K.12 SIGNATURES

SECTION L – INSTRUCTIONS TO OFFERORS

L.1 Instructions to Offerors—Competitive Acquisition (Jan 2004)

L.2 Type of Contract (Apr 1984)

L.3 Service of Protest (Sept 2006)

L.4 GUIDELINES TO CONSIDER IN DEVELOPING THE PROPOSAL

L.5 DELIVERY INSTRUCTIONS

L.6 INSTRUCTIONS FOR THE PREPARATION OF THE TECHNICAL PROPOSAL

L.7 INSTRUCTIONS FOR THE PREPARATION OF THE COST PROPOSAL

L.8 INSTRUCTIONS FOR THE PREPARATION OF THE BRANDING

IMPLEMENTATION AND MARKING PLAN

SECTION M – EVALUATION AND SELECTION CRITERIA

BUDGET SUMMARYTEMPLATE

PART I – SCHEDULE

B. SUPPLIES OR SERVICES/PRICES

B.1 TITLE

Port-au-Prince—Saint-Marc Partnership

B.2 PURPOSE

The purpose of this award is to obtain a contractor to provide services for the Port-au-Prince— Saint-Marc Partnership, in accordance with Section C of this solicitation.

B.3 CONTRACT TYPE AND CONTRACT SERVICES

This is a Time & Materials type contract. It consists of three (3) years for a total of services not to exceed thirty-six (36) months.

B.4 CEILING PRICE

The ceiling price for the performance of work required hereunder for the three (3) year period will be determined at the time of award.

Funds obligated hereunder are anticipated to be sufficient through the effective date of the award through the completion date of the award.

B.5 CLINS

B.5.1 Unburdened Ceiling Daily Rates (CDR)

a) The Unburdened Ceiling Daily Rates apply to all labor (the prime contractor, subcontractor, TCNs, CCN’s, and consultant salaries). Additional requirements and approvals under the contract still apply to labor costs, including, but not limited to:

1. AIDAR 752.7007 Personnel Compensation (July 2007) (See Section I),

2. Approval of subcontractors under FAR Part 42,

3. Approval of any final salary rates above the Contractor Salary Threshold (CST) (see ADS 302), and

4. Rules requiring that CCN and TCN labor comply with the local compensation plan limitations, as further provided below.

b) Each hourly rate for personnel listed below as “unburdened” and must only include salary costs or consulting rates of the individual providing the services. The CDR for employees must not include the following:

Payroll costs (fringe benefits, FICA, allowances, differentials, etc.)

Indirect Costs applicable to labor; and

Profit or fee, if any

c) The loaded hourly rate includes salary, fringe benefits, FICA, indirect costs applicable to labor, all benefits, including leave, health insurance, 401K, etc., and profit or fee, if any.

Year 1: Dates TBD at time of award

CLIN DESCRIPTION UNBURDENED

HOURLY

RATE

LOADED

HOURLY

RATE

HOURS TOTAL

LABOR HOURS

001 Chief of Party 002 Deputy Chief of Party 003 Agriculture Production

Specialist

004 Agribusiness and Markets

005 Senior Capacity Building

006 Senior Financial Manager 007 Other Personnel A 008 Other Personnel B

OTHER DIRECT COSTS

001B Other Direct Costs 001C G&A on Other Direct Costs

(See B.6)

TOTAL ESTIMATED COST FOR BASE PERIOD:

Year 2: Dates TBD at time of award

CLIN DESCRIPTION UNBURDENED

HOURLY

RATE

LOADED

HOURLY

002 Deputy Chief of Party

008 Other Personnel B

OTHER DIRECT COSTS

001B Other Direct Costs

Year 3: Dates TBD at time of award

CLIN DESCRIPTION UNBURDENED

HOURLY

RATE

LOADED

HOURLY

002 Deputy Chief of Party

008 Other Personnel B

OTHER DIRECT COSTS

001B Other Direct Costs

TOTAL ESTIMATED COST: $

1. CLINS 001 – 006 are required. CLINS 007 and 008 are given as examples of other personnel the contractor may deem necessary to complete the services. See Section C.7 for Personnel requirements.

2. All travel shall be in compliance with the Federal Travel Regulation (FTR) 301.10.121, Federal Acquisition Regulation Subpart 31.205-46 and USAID Travel Policy and current per diem rates.

All travel must be approved by the designated Contracting Officer Representative (COR).

3. The CO determines which other direct costs are allowable, allocable and fair and reasonable in accordance with the applicable federal costs principles. Contractors are allowed to recover applicable indirect costs on these costs, if doing so is part of the contractor’s usual accounting procedures, consistent with the applicable cost principles and are included in the contractor’s Negotiated Indirect Cost Rate Agreement (NICRA).

4. No profit or fee shall be applied to other direct costs.

B.6 INDIRECT COST RATE ON OTHER DIRECT COSTS (ODC’S)

To be determined at the time of award based upon NICRA or approved audited rate.

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; if applicable: OMB Circular 1-21, Cost Principles for Educational Institutions and OMB Circular A-122, Cost Principles for Non-Profit Organizations.

B.8 LABOR CHANGES

At any time and throughout the life of the contract, at the request of either the Contractor or the Government, the Contractor may propose additional labor categories, rates and descriptions in addition to the contract labor categories. These additional labor categories, rates, and descriptions will be negotiated on a case-by-case basis and may only be approved by the Contracting Officer.

[End of Section B]

SECTION C – SCOPE OF WORK

C.1 SUMMARY

Agriculture is central to the Haitian economy, generating nearly 25 percent of GDP and employing more than 60 percent of the population. Although agriculture did not suffer the effects of the January 12, 2010 earthquake as severely or directly as other sectors, it is under increasing pressure to serve as a near-term engine for economic recovery and employment opportunities. The importance of jumpstarting agricultural productivity immediately has been echoed strongly by the Government of Haiti (GOH), the U.S. Government (USG), and throughout the international community.

The five-year Feed-the-Future/West project, also known as the WINNER project, started in June 2009. The project was later modified to adapt it to post-earthquake strategies of the GOH and USG in 2010. Feed-the-Future/West is a multi-sectoral program that aims to increase incomes in the Port-au-Prince and Saint-Marc development corridors, as well as in the Mirebalais region for the mango value chain.

The purpose of Feed-the-Future/West is to implement broad-scale investments in agriculture in order to make selected productive plains more competitive. Feed-the-Future/West aims to promote agricultural intensification, sound natural resource management, and a modern post-harvest and marketing system.

To reach these objectives, Feed-the-Future/West brings together farmers, NGOs, agribusinesses and government actors to comprehensively increase productivity and post-harvest efficiency, and improve the management and protection of the corridors’ key watersheds. Feed-the-Future/West uses a value chain approach for focus crops in the productive plains.

The project, which ended in May 2014, has achieved important results under the Feed-the-Future strategy. However, most of these results need to be strengthened to sustainably contribute to broad based and inclusive changes in the rural sector.

The proposed successor project, the Port-au-Prince (Cul-de-Sac plains)—Saint-Marc (Matheux and Saint-Marc watersheds) Partnership, will build on results achieved through Feed-the-Future/West (WINNER) to sustainably transform the agriculture sector; increase agricultural incomes; and contribute to improve the nutritional status of 60,000 beneficiary households in the Cul-de-Sac and Matheux corridors, as well as in mango production areas. This activity will be implemented over a three year period, partnering with a separate, five year Cooperative Agreement that will complement and reinforce the activities undertaken under this award.

The Port-au-Prince—Saint-Marc Partnership also supports the USAID Forward Initiative and its goal of increasing the number of procurements directly with local organizations that will contribute to the achievement of objectives targeted by this award. Concurrent to increasing incomes and exports, the Port-au-Prince—Saint-Marc Partnership will build the capacity of Haitian organizations so that they are certified to receive USAID funding after three years. Selected organizations currently supported by the WINNER project will be further strengthened so that they can receive USAID funding after one year. These and other local organizations will then become the primary implementers of USAID/Haiti’s agriculture programs in the Port-au-Prince and Saint- Marc Corridors through directed and/or competitive awards from USAID. It is important to note that to date no Haitian organization has received certification for direct funding from USAID.

The history of agriculture development projects in Haiti provides lessons for technical approaches, notably that efforts must consider entire watersheds in order to avert disasters that can destroy agricultural production, particularly in the downstream fertile plains. The partnership and its activities benefit from increasing availability of information on socio-demographic considerations, such as feminization of poverty among the female-headed households, which constitute approximately 40% of households nation-wide. Drawing on this and other lessons will be more likely to provide a path to broad-based, inclusive, and sustainable rural growth.

In line with USG commitments, USAID regulations and initiatives, and technical best practices, the Port-au-Prince—Saint-Marc Partnership will adhere to and mainstream a number of project core principles: the project will be country-led, build capacity of Haitian institutions, coordinate with and leverage the work of other donors and stakeholders, be results-oriented, be market-driven, built on past lessons1, achieve scale through demonstration effects, and consider the gender and environmental implications of its work.

C.2 OBJECTIVE AND SCOPE

The objective of the Port-au-Prince—Saint-Marc Partnership is to increase farmers’ income and resiliency in the two development corridors. Food security of 60,000 households will be increased through collaboration with USAID’s nutrition project (Nutrition Security Program- NSP) and four intermediate results: 1) Agricultural Productivity Increased, 2) Watershed Stability above Selected Plains Improved, 3) Agricultural Markets Strengthened, and 4) Capacities of Local Organizations Strengthened.

The Port-au-Prince—Saint-Marc Partnership recognizes the natural, social, economic and ecological inter-connectivity between the uplands, lowlands and littoral zones within a watershed.

In particular, the reality is that Haiti’s degraded hillsides not only pose a major threat to agricultural productivity (as well as human safety) but also provide most of the plains’ agricultural waters as well as impacting coastal communities. As such the Partnership seeks to integrate productivity of staple and high-value crops in the lower fertile plains with strategic, market-driven land management activities in the upper hills and mountains. These land management activities will protect investments in the plains from flooding and sedimentation during the rainy season and increase supplies of water for irrigation in the dry season. Stabilizing hillsides will be achieved through a combination of market-driven and public works activities. Market-driven activities will include the promotion of high-value tree crops, permaculture, on-farm soil conservation measures through contour plantings and agroforestry and on-farm measures that harvest rainfall instead of letting it run-off. Public works will include the construction and maintenance of anti-erosion measures necessary for protecting high-potential lands but too large for individuals or producer groups to construct and maintain.

1 Refer to Reference Materials for an analysis of literature on past experiences.

The primary implementation tool of the Port-au-Prince—Saint-Marc Partnership will be sub-contracts and grants under contract (GUCs) to Haitian organizations. These sub-awards will be directed toward Haitian firms and other organizations to the extent possible. Awards will serve the dual purpose of program implementation and preparation for local firms to become certified to receive USAID funding directly. The Port-au-Prince—Saint-Marc Partnership will serve as a management unit overseeing sub-awardees. The contractor will be required to obtain approval from the Contracting Officer’s Representative for each sub-award presented during implementation.

Attachment J.5 provides a discussion of the background of USAID in sustainable agriculture in Haiti with a particular emphasis upon market-driven production and marketing systems that both increase productivity and protect productive lands.

USAID’s Policy on Gender Equality and Female Empowerment provides guidance on pursuing more effective, evidence-based investments in gender equality and female empowerment and incorporating these efforts into our core development programming. The goal of this policy is to improve the lives of citizens around the world by advancing equality between females and males, and empowering women and girls to participate fully in and benefit from the development of their societies. In order to achieve this goal, USAID investments are aimed at three overarching outcomes:

1. Reduce gender disparities in access to, control over and benefit from resources, wealth, opportunities and services - economic, social, political, and cultural;

2. Reduce gender-based violence and mitigate its harmful effects on individuals; and

3. Increase capability of women and girls to realize their rights, determine their life outcomes, and influence decision-making in households, communities, and societies.

The project shall integrate gender issues and approaches into its activities as appropriate, and monitor the implementation to ensure that the project does not have a negative impact of increasing any gender gaps.

C.2.1 Geographic Focus

The Cul-de-Sac corridor encompasses 475 square kilometers (km2) and includes the Port-au- Prince area, the country’s mountainous area to the south of the city, and its foothills and plains.

The corridor consists of two major river basins: River Grise and River Blanche, which flow to the Baie de Port-au-Prince just north of Port-au-Prince. The Cul-de-Sac corridor is a priority area for watershed management due to its degradation, as well as the consequences of the January, 2010 earthquake that further increased people’s poverty and vulnerability to natural disasters.

The Matheux corridor is characterized by a vast network of rivers and ravines concentrated in a relatively small area, such as the Courjolle, Bretelle, Torcelle, Manègue, Montrouis, Lanzac, Délugé, Pierre Payen and the Artibonite River that delimits the Saint-Marc commune. These rivers and ravines represent serious threats of flooding for the towns of Cabaret, Arcahaie and the entire

Saint-Marc commune. The Matheux corridor includes the littoral zone (Baie de St. Marc, Golfe de Gonave, and the Canal de St. Marc and Baie de Port-au-Prince, collectively known as Côte des Arcadins) and upstream areas of the Matheux Mountains and the entire watersheds of the rivers located in the Saint-Marc commune.

Note that the Port-au-Prince—Saint-Marc Partnership will be taking over activities from Feed-the- Future/West (WINNER) in both corridors. WINNER’s agricultural activities ended on May 31, 2014, though it continues to work on a river diversion structure on the Riviere Grise. The Port-au- Prince—Saint-Marc Partnership must build on WINNER’s results.

Though the large majority of Partnership activities will take place in regions defined above, the natural market catchment areas for certain goods and services may extend outside the Port-au- Prince – Saint-Marc regions. That is to say, beneficiary organizations (producer groups, agribusinesses, etc.) in the targeted geographic area will be supported to find buyers and markets for their products, and those buyers/markets do not need to be in the Port-au-Prince/Saint-Marc Corridors. In fact, it is the hope that products originating in the Port-au-Prince/Saint-Marc Corridors will find markets throughout the country.

Additionally, and as described below, the work in the production and export of mangos will extend beyond the corridor.

The map in section C.3.2 shows the regions for the Port-au-Prince/Saint-Marc Partnership.

C.3 BACKGROUND AND APPROACH

C.3.1 Earthquake and GOH Response

On January 12, 2010, Haiti experienced its most powerful earthquake in two hundred years. This was the worst humanitarian and economic disaster recorded in the Western Hemisphere, killing many tens of thousands of people, injuring many more, and destroying infrastructure, homes, and livelihoods, mostly in the areas in and surrounding Port-au-Prince, the country’s capital and social and economic center.

Although agriculture did not suffer the effects of the earthquake as severely or directly as other sectors, it is under increasing pressure to serve as a near-term engine for economic recovery and employment opportunities. Furthermore, as the source of livelihoods for the majority of Haitians, and with land representing the most productive asset accessible to many, agricultural development will by necessity be central to Haiti’s recovery and growth.

In March 2010, the GOH issued the Action Plan for National Recovery and Development of Haiti.

Used as a guide by the donor community, the Plan places agriculture as the top focus in regard to the economic rebuilding of Haiti. In May 2010, the GOH came out with a country-owned, results-focused agriculture investment plan: the National Agricultural Investment Plan (NAIP), which was validated by the donor community in June 2010. Investment activities under the Plan are organized around 30 watersheds in the country. The strategic approach has three axes agreed upon by major donors, civil society, and the private sector: 1) development of rural areas/infrastructure, including watershed management, irrigation, and rural infrastructure; 2) production and development of competitive value chains; and 3) the strengthening of research, education, land tenure, and the agricultural services and institutions of the Ministry of Agriculture.

The GOH’s Action Plan summarizes the strategic approach to which the Partnership will align:

1. Increase local production of staples to ensure food security

2. Increase farmer incomes and create jobs in rural areas

3. Increase foreign exchange earnings from agriculture

4. Reduce post-harvest losses by 50% in priority watersheds

5. Improve health and nutrition of the Haitian population, especially the vulnerable

6. Reduce vulnerability to natural disasters.

In March 2013, the Ministry of Agriculture updated the National Agricultural Investment Plan producing a 2013-2016 three-year plan with the following objectives:

1. Modernize the Ministry of Agriculture in order to improve governance in the agricultural sector

2. Increase agricultural productivity and on-farm incomes

3. Promote agribusinesses

4. Reduce soil degradation and promote sustainable natural resources management.

C.3.2 USG Response and Relevant USG Activities

The USG has followed the GOH’s lead in re-assessing its approach to supporting the development of Haiti. The Post-Earthquake USG Haiti Strategy, written in 2010, is based around principles of supporting country ownership and building country capacity, providing assistance that is comprehensive and integrated, coordinating and leveraging investments with other donors and partners, and focusing on sustainability and accountability. The Strategy will focus its investments in four core development pillars, the second of which is Food and Economic Security. It seeks concrete and substantial impacts through working in three key geographic corridors: the Port-au- Prince Corridor, the Saint-Marc Corridor, and the Northern (Cap Haitien) Corridor, the first two of which will be the geographic focus of the Partnership project (see map below).

Feed-the-Future (FTF) is a major initiative of the U.S. Government, the goal of which is to “sustainably reduce global poverty and hunger” through inclusive agricultural sector growth and improved nutritional status of women and children. Haiti is one of 19 FTF focus countries worldwide, seen as having substantial potential for agricultural-led growth. As a focus country, Haiti will receive significant resources to help realize this potential. The Port-au-Prince—Saint- Marc Partnership is part of USAID/Haiti’s Feed-the-Future Program, and as such, it will be working closely with USAID’s nutrition activities through the NSP program to ensure that increased productivity and incomes are translated into better health and nutrition. More information on the initiative can be found at www.feedthefuture.gov.

USAID Forward is a reform effort to change the way the Agency does business with new partnerships, prioritizing an emphasis on innovation and a relentless focus on results. It gives USAID the opportunity to unleash its full potential to achieve high-impact development.

Announced by USAID Administrator Dr. Rajiv Shah, USAID Forward is critical to achieving President Obama’s vision of the United States as the global leader in international development.

This initiative is an early outcome of the Quadrennial Diplomacy and Development Review (QDDR) led by former Secretary of State Hillary Rodham Clinton, and will help modernize and strengthen USAID so that it can meet the most pressing development challenges and work more efficiently towards its ultimate goal of creating the conditions where its work is no longer needed.

USAID Forward is a comprehensive package of reforms in seven key areas, the first of which is implementation and procurement reform. USAID will change its business processes by contracting with, and providing grants to, more and varied local partners, and creating true partnerships to create the conditions where aid is no longer necessary in the countries where the Agency works. To achieve this, USAID is streamlining its processes, increasing the use of small businesses, building metrics into its implementation agreements to achieve capacity-building objectives and using host country systems where it makes sense. Such an approach is supported by current efforts to increase the size of USAID procurement and technical staff.

USAID’s Food Security strategy (Activity Approval Document) includes four Intermediate Results (IRs):

IR 1: Agricultural Productivity Increased IR 2: Watershed Stability above Selected Plains Improved IR 3: Agricultural Markets Strengthened IR 4: Capacities of Local Organizations Strengthened

The Port-au-Prince—Saint-Marc Partnership will directly contribute to each of the above IRs.

USAID/Haiti has an ongoing project with agriculture development goals similar to the Port-au- Prince—Saint-Marc Partnership but located in a different geographic area: the Feed-the-Future- North Appui a la Valorisation du potentiel Agricole du Nord, a la Sécurité Economique et Environnementale (AVANSE). The Port-au-Prince—Saint-Marc Partnership can leverage experience and new tools from this project, as well as from the preceding WINNER project.

C.3.2.1 Other Donors

Other donors, including France and Canada, have interventions in the Cul-de-Sac and the Matheux corridors. Outside of the corridors, IDB, the EU, the World Bank and other donors support activities similar to those that will be implemented under this scope of work.

C.3.3 Project Core Principles

In accordance with U.S. Government development commitments, including the Paris Declaration on Aid Effectiveness, the U.S. Post-Earthquake Haiti Strategy, and USAID policies, the project is committed to and seeks to mainstream the following principles:

Country-Led: The project will align itself with Government of Haiti priorities as articulated in the Action Plan for National Recovery and Development of Haiti and the National Agricultural Investment Plan and work in partnership with the GOH during its implementation.

Building Capacity of Local Institutions: The Port-au-Prince—Saint-Marc Partnership will work to increase the effectiveness and self-sufficiency of Haitian institutions, including government, businesses, and community-based organizations, to ensure sustainability after the project ends.

Coordinated: The project will coordinate with and leverage resources of other donors and development projects, the GOH, multilateral organizations, the business community, and civil society.

Increasing Non-Traditional Partnerships: In line with current efforts in USAID procurement reform, USAID/Haiti desires to increase contracts and grants to Haitian organizations. Through subcontracts and grants under contract, the project will maximize use of local partners in order to leverage expertise and build long-term capacity to receive USAID funding directly. It will also strengthen business and managerial capacity of these local partners as they implement activities.

Results-Oriented: USAID is committed to doing all it can to achieve the desired project outcomes.

Project impact will be measured through monitoring and evaluation. Through comprehensive data collection and analysis, the project will track progress, learn and make adjustments to improve outcomes, and publish results.

Market- and Demand-Driven: Sustainability of project investments requires buy-in from stakeholders. As such, the project will ensure that its activities are demand-driven and demonstrably supported by project beneficiaries; one way that beneficiaries can demonstrate support is through contributing their own resources toward project activities. Further, sustainability cannot be achieved without ensuring that activities are linked to viable markets, taking into consideration demand for products, availability of inputs, and the process of getting products to buyers.

Achieving Scale through Demonstration: Drawing upon past agricultural development experience in Haiti, it will not be the Port-au-Prince—Saint-Marc Partnership’s task to fill every dangerous ravine or re-vegetate every public field. The Port-au-Prince—Saint-Marc Partnership’s task is to provide viable, compelling, and innovative models and build the capacity of relevant Haitian institutions to extend those models.

Gender Sensitive: USAID has long recognized that increasing investments in women and girls are more likely to improve household living standards, including nutrition outcomes; this understanding has been built into the structure of the Feed the Future Initiative. In Haiti, women play a large role in the transport, wholesale, and retail of agricultural products. The project shall integrate gender issues and approaches into its activities as appropriate.

Environmentally Aware: The implementer shall ensure that all project activities are undertaken in accordance with the US Government’s Code of Federal Regulations (22 CFR 216) regarding environmental soundness.

Offerors will be evaluated in part based on the degree to which their technical approach embodies these principles. Haiti has a large body of knowledge and experience concerning agriculture and watershed management—some positive and some negative—that will be built upon. Some of the knowledge and experience is summarized in Attachment J.5 and in the referred articles.

Consideration will be given to evidence-based approaches.

C.3.4 Target Crops

In line with the USG’s post-earthquake strategy and the Feed-the-Future Initiative, the Port-au- Prince—Saint-Marc Partnership will focus energies on a limited number of value chains to maximize project impact and number of households reached. These target crops will be rice, corn, beans, plantain, vegetables and mango as an export crop.

The implementer will work to a much lesser extent in support crops that complement work in the focus crops, for example for the purposes of increasing soil fertility, managing pests, making new investments financially viable, etc. through crop rotation, intercropping, and other relevant practices. However, 80% of Feed-the-Future money invested in the plains must be spent on the focus crops.

The implementer will also work in mango value chain. This work will take place primarily in the Mirebalais, Cul-de-Sac and Cabaret regions.

Note that target crops do not apply to activities under Result 2 (Watershed Stability above Selected Plains Improved).

C.4 PROJECT OBJECTIVE AND RESULTS

In support of the strategies and initiatives discussed above, the objective of Port-au-Prince—Saint- Marc Partnership is to increase agricultural incomes and exports in Haiti’s Port-au-Prince and Saint-Marc Development Corridors. Specifically, it will increase incomes for at least 60,000 rural households.

This objective is organized into four results and associated sub-results, listed below. USAID recognizes that these results and sub-results are interdependent and can be organized differently.

As long as the Offeror responds to the given results and sub-results, it is free to reorganize sub-results in its response (though results must stay the same). Consideration will be given to how the Offeror demonstrates how synergies will be developed across the results and sub-results. The Offeror is also free to propose additional sub-results if they are seen as necessary for achieving the project’s objective. USAID aims to be clear about the results it envisions and flexible in allowing the Offeror to formulate technical approaches to achieve those results.

Objective: Increased Agricultural Incomes and Exports

Result 1: Agricultural Productivity Increased Sub-Result 1.1: Knowledge and Availability of Improved Production Technologies and Systems Increased Sub-Result 1.2: Strengthened Extension of Agricultural Technologies and Nutrition Information Sub-Result 1.3: Access to Inputs Increased Sub-Result 1.4: Capacity of Users to Manage Irrigation Systems Increased Sub-Result 1.5: Land Tenure Security Strengthened Result 2: Watershed Stability above Selected Plains Improved Sub-Result 2.1: Watershed Governance Bodies Established at the Sub-Watershed Level Sub-Result 2.2: Critical Slopes Stabilized through Public Works Sub-Result 2.3: Critical Slopes Stabilized through Farmer-Level Investments Sub-Result 2.4: Crisis Management Capacity Strengthened Result 3: Agricultural Markets Strengthened Sub-Result 3.1: Improved Transportation Infrastructure Sub-Result 3.2: Improved Access to Storage and Processing Facilities Sub-Result 3.3: Increased Access to Financial Products

Sub-Result 3.4: Improved Market Information Systems Sub-Result 3.5: Relationships in Targeted Value Chains Strengthened Result 4: Critical Capacities Strengthened Sub-Result 4.1: Local Organizations Certified to Receive Direct USAID Funding Sub-Result 4.2: Public-Private Partnerships Established Sub-Result 4.3: Capacity of Local Organizations Strengthened

The Port-au-Prince—Saint-Marc Partnership Results Framework:

It is not the intent of the Port-au-Prince—Saint-Marc Partnership to use its resources to increase crop yields on every single hectare of irrigated plains, or stabilize every critical hillside or make the majority of upland fields more productive in the targeted watersheds. Ultimately that can only be accomplished through demonstration effects (one farmer, or one community, following the best practices of another) and broad-based investments by the stakeholders. The Port-au-Prince—Saint- Marc Partnership will contribute by demonstrating productivity-enhancing technologies, strengthening necessary institutions, building critical skills, improving markets and marketing information systems and strategically using public works and “smart subsidies” to catalyze local investment. In its approach, the Offeror should show how its selection of sites and partners will have the best chance to provide the most viable examples of enterprise/economic based interventions while avoiding the creation of project dependencies.

C.4.0 Objective: Food and Economic Security Increased

Intermediate Result 1:

Agricultural Productivity

Increased

Intermediate Result 2:

Watershed Stability above Selected Plains Improved

Intermediate Result 3:

Agricultural Markets

Strengthened

Sub-Result 1.1:

Availability of

Improved Production Technologies and d

Sub-Result 1.2:

Strengthened

Extension of Ag.

Technologies and

Sub Result 1.3:

Access to Inputs

Increased

Sub-Result 1.4:

Irrigation Systems Rehabilitated and

Management

Sub-Result 2.2:

Critical Slopes

Stabilized th h P bli

Sub-Result 2.3:

Critical Slopes

Stabilized through Farmer-Level Investments

Sub-Result 3.1:

Improved

Transportation Infrastructure

Sub-Result 3.2:

Improved Access to

Storage and Processing

Sub-Result 3.3:

Increased Access to Financial Products

Sub-Result 3.4:

Improved Market

Information Systems

Sub-Result 3.5:

Relationships in Targeted Value

Chains

Sub-Result 2.4:

Crisis

Management Capacity

Intermediate Result 4: Capacity of Local Organizations Strengthened

Nutritional Status

Improved

Sub Result 1.5:

Land Tenure

Security Strengthened

Development Objective: Food and

Economic Security Increased

Vision: Up to 60,000 households in the Cul-de-Sac – Saint Marc development corridors will benefit from increases in food security through increased agricultural productivity, improved watershed stability above selected plains, strengthened agricultural markets and strengthened capacity of local organizations.

C.4.1 Result 1: Agricultural Productivity Increased

Vision: Peoples’ livelihoods, and hence food security, will improve by enabling farmers to make their own choices from a set of multiple, sustainable and profitable agricultural production options.

For the most part, target crops for productivity increases will be rice, corn, beans, plantain, vegetables and mango as an export crop. Other complementary crops, as part of annual production systems that support target crops, are eligible for activities that increase target crop productivity.

C.4.1.1 Sub-Result 1.1: Availability of Improved Production Technologies and Systems Increased

Note: Sub-Result 1.1 is not part of this Request for Proposals. It is part of the complementary Request for Applications issued at the same time (See Grants.Gov and find AID-SOL-OAA-14- 000170)

A broad and creative range of technical solutions has been implemented to varying degrees of success in different parts of Haiti. The Applicant will describe how its approach will identify, document, and make available technologies, inputs and systems that address the production challenges faced by farmers in the targeted areas. The approaches should strengthen resiliency to natural challenges as well as increase production.

The Applicant’s discussion should include how it will leverage knowledge and expertise from existing institutions, such as centers of applied research in Haiti, land grant universities with successful experience in Haiti, including Innovation Laboratories (formerly known as CRSPs), NGOs, international research centers and private agribusinesses, and ways for supported institutions (if applicable) to continue operating following the project’s end.

C.4.1.2 Sub-Result 1.2: Strengthened Extension of Agricultural Technologies and Nutrition Information

Note: Sub-Result 1.2 The Offeror is partly responsible for this result as a separate cooperative agreement will support Universities and the Ministry of Agriculture at the central level, as described below. Offerors should reference (AID-SOL-OAA-14-000170) for a description of the activities that fall under the purview of the RFA, and describe the activities, in complement to the RFA, necessary to achieve this Sub-Result covered by and relevant to this RFP. End note.

On the slopes, agricultural extension and technology transfer messages and demonstrations should show that watershed stabilization systems that reduce run-off can also increase agroforestry productivity and resilience, which in turn help conserve soil and stabilize the watershed in a continuous cycle. On the plains, the extension messages and demonstrations should transfer new agricultural production technologies and best land/pest/water management practices for the target crops (and complementary crops) that have been tested in agricultural research centers, including the Sustainable Rural Development Centers (Centres ruraux de développement durable, CRDDs) established under Feed the Future/West (WINNER). It is the expectation that these agricultural technologies and practices will be adopted and adapted by a significant proportion of the target population during and after the project. Therefore, in its approach, the Application must describe how it will strategically establish demonstrations and communicate the benefits of new agricultural technologies, practices and systems to convince and educate farmers on both the slopes and plains of the targeted watersheds.

Extension of agricultural techniques and systems also provides an excellent platform for the dissemination of information about good nutrition practices. In line with supporting FtF key objectives relating to nutrition, the Port-au-Prince—Saint-Marc Partnership will integrate nutrition education with agricultural extension messages, focusing on improved nutrition for women and children, particularly pregnant women and children under two. Tools have been developed by the Ministry of Health and the USAID-funded, three-year Nutrition Security project that will be used for this purpose.

The Ministry of Agriculture, through its regional (department-level) and municipal (commune-level) offices, was historically the main provider of agriculture education and extension services.

However, the capacity of the Ministry to deliver these services over the last few decades has decreased considerably, and now extension services, where available, are provided by a wide number of actors, including local and international NGOs, private sector and civil society organizations. In close collaboration with the USDA PASA and donors such as the Inter-American Development Bank and the World Bank, the Partnership project will strengthen the capacities of the Ministry of Agriculture, Ministry of the Environment, Haitian universities, and the private sector to successfully manage an extension system.

Most importantly, the Applicant will work with the contractor selected under the Partnership and the Ministry of Agriculture to fully integrate the Partnership project extension services and the Ministry of Agriculture extension services – in terms of extension training curriculum, extension approaches, staffing and pay scales – by the end of the Partnership project. The cooperative agreement will build the capacity of local universities and the Ministry of Agriculture at the central level to conduct research and extension. The contractor will work with departmental and communal structures of the Ministry of Agriculture to disseminate research results and technologies.

The Offeror shall describe how it will work with the cooperative agreement to strengthen the research and extension system.

C.4.1.3 Sub-Result 1.3: Access to Inputs Increased

Access to improved technologies and technical assistance (the above sub-results) will have a beneficial impact on productivity in and of themselves, but, in some cases, optimal yields will not be attained unless a consistent supply of affordable, appropriate and high quality inputs are available. Currently, access to inputs is hindered by, inter alia, a weak network of private sector providers due to unpredictable subsidy policies that distort input markets, lack of capital and, in some cases, lack of confidence on the part of producers that investments in fertilizer will pay off.

In short, the input markets are highly distorted and not a welcome place for the private sector.

The Offeror shall present a sustainable, market-driven approach for providing improved seeds, fertilizers and pesticides to farmers or farmer associations. This will include support to the Ministry of Agriculture and seed producers to strengthen the National Seed Service in its regulatory and certification roles. The project will work with the Ministry of Agriculture, private sector, input stores, financial institutions and farmer associations to sustainably strengthen market-based access to inputs in both corridors. The project will help the Ministry improve its seed policy and move toward a smart subsidy system. The Offeror shall provide illustrative agricultural practices that would increase the efficiency of these inputs. While initial subsidies may be utilized as a means to reduce risks to farmers as they gain trust and confidence in inputs, a clear and actionable plan to transition rapidly to a market-driven approach should be presented.

(Currently, input subsidies are a part of the Ministry of Agriculture’s national policy. However, the Ministry of Agriculture has indicated that it will seek to phase out subsidies over several years.

The Offeror is free to assume that subsidies, as part of national policy, are being phased out during the life of the project).

C.4.1.4 Sub-Result 1.4: Irrigation systems rehabilitated and management capacity increased

Lack of efficient water-management systems is another substantial challenge to increasing agricultural productivity. A major problem, among others, has been the lack of maintenance of infrastructure and equipment and, in some case, governance over the distribution of water.

Currently, the Ministry of Agriculture has responsibility for the primary canals but, due to a variety of reasons, has been unable to fulfill that responsibility. Equally, water users, having responsibility for maintenance of secondary and tertiary canals, governance over the distribution of water and, in some cases, the costs of operating pumps, often fail to carry out those responsibilities. The Offeror will describe the potential for increased irrigated production and value from more efficient irrigation systems in the targeted plains, identify the main barriers to achieving that potential, and provide an approach for addressing those barriers to increase productivity.

There are Haitian farmers who have realized increased yields from improved technologies, access to water, and from investments in use of inputs and machinery. In addition, some water user association members pay water fees. Overall, however, many farmers still lack confidence that paying water fees will ensure that water will flow when needed or that investments in technologies will produce the margin required to pay off the debt. These producer reservations are rooted in a long history of broken systems and will likely only be overcome when (a) producers have had several seasons of reliable delivery of water services for the fees that they pay and (b) their investments in more intensified systems provide reasonable returns. Willingness to pay is greatly enhanced by the reliable delivery of water in the right quantity at the desired time.

The Offeror’s approach should show how it and the Ministry of Agriculture will rehabilitate and maintain irrigation infrastructure in both corridors and, working with Comite Interministeriel d’Amenagement Territoire (CIAT) and the Institut National de Reforme Agraire (INARA), take into account land use and tenure issues.