Modification to a Previous Presolicitation Notice – Securing Water for Food Technical Assistance Facility
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Notice Type: Modification to a Previous Presolicitation Notice
Posted Date:
Office Address:
Subject: Securing Water for Food Technical Assistance Facility
Classification Code: R - Professional, administrative, and management support services
Solicitation Number: AID-SOL-OAA-14-000098
Contact:
Setaside: N/AN/A
Place of Performance (address):
Place of Performance Country: US
Description:
USAID/
REQUEST FOR INFORMATION (RFI) Solicitation Number: SOL-OAA-14-000098 (REVISED) Notice Type: Request for Information (RFI) Subject: Securing Water for Food Technical Assistance Facility Issuance Date:
The
THIS IS A REQUEST FOR INFORMATION (RFI) ONLY. This
II. Introduction
The SWFF Technical Assistance Facility (hereby referred to as the Facility) is an essential component of Securing Water for Food: A Grand Challenge for Development (SWFF). The Facility will manage the milestone-based financing provided to the awardees, and provide monitoring and evaluation and acceleration support to 10-30 SWFF awardees. The Facility will work in coordination with the awardees,
III. Background
On
SWFF is focused on three areas that are critical to reducing water scarcity in the food value chain:
* Water Efficiency and Reuse - especially targeted at the food value chain. This will become a greater necessity as water availability is threatened by competition between industrial, agricultural, and energy uses. Improving water efficiency and reuse has tremendous potential water-saving benefits that may have multiplier effects at various levels of a country's economy. * Water Capture and Storage. These systems are in high demand in many regions where rain occurs at limited times. With projected increases in rainfall variability due to climate change and increased demands for food production, capture and storage systems at various scales are needed to secure water supplies throughout the year and build resiliency to drought and floods. * Salinity and Salt Water Intrusion. In coastal areas, over pumping and rising sea levels are leading to saltwater intrusion, forcing farmers to use marginal quality water for irrigation. With more than 30% of the world's population living in coastal areas and drawing food supply from fertile deltas, urgent solutions are required to reduce the impacts of salinity on the quality of aquifers and food production.
SWFF will support innovators at two stages of development:
* Stage 1 - Market-driven product/business development: These innovations have been verified through a standalone pilot or a series of pilots and now need to be tested and adapted for adoption in new developing or emerging countries. These innovations may require technical validation and proof of adoption/uptake in a new market. * Stage 2 - Scaling/Commercial Growth: These are established innovations that have already demonstrated a viable business model and are generating revenue. They require support for commercial growth, including adaptation of the innovation for larger scale production, market adoption, and distribution. It is expected that these innovations have already demonstrated technical feasibility and market acceptance and can provide evidence supporting these points.
Tranched Funding
Securing Water for Food awardees will be eligible for up to three tranches of funding. All awardees will receive an initial tranche of funding in Year 1. Initial funding will depend, in part, on the stage of innovation as shown below.
To receive future tranches of funding, the IIAC and the
Innovators who achieve mutually agreed-upon technical and financial milestones (see Section I.3.D) will be eligible to receive future tranches of funding (one tranche in Year 2 and one tranche in Year 3). All funding is subject to the availability of funds.
Maximum levels of initial and future funding are presented in Table 1.
Table 1: Funding Levels Stage of Innovation Maximum Initial Financial Support Maximum Future Financial Support (total) Stage 1 - Market driven product/business development
Matching Funds / In-Kind Contribution Requirements As described below, requirements for matching funds or in-kind contributions will vary, depending on 1) the stage of innovation (Stage 1 or Stage 2), and 2) the tranche of funding being considered (initial or subsequent tranches).
Stage 1 (market-driven product/business development) awardees must have either matching funds (cash/cash equivalent) or in-kind contributions to satisfy the matching requirements. In-kind contributions can come from internal or external sources. Examples of external in-kind contributions include the value of time donated by technical or business experts and technology, communications, or capital assets. Resource-sharing from publicly-funded programs also qualifies as external in-kind matching. Examples of internal in-kind contributions include the value of salaries for staff dedicated to a project or self-investment.
Stage 1: Market-driven product/business development % Match Required % Match Required Initial (upon award) Future (up to 2 tranches) 25% 50%
Note that, while either matching funds or in-kind contributions are acceptable for Stage 1 awardees, we strongly encourage Stage 1 applicants to have matching funds (cash/cash equivalent).
Stage 2 (Scaling/Commercial Growth) awardees are required to have matching funds (cash/cash equivalent) to satisfy the matching requirements. Stage 2 awardees are not allowed to rely upon in-kind contributions to meet the matching requirements. Note also that matching funds for Stage 2 awardees must come from external sources and must be provided on market, quid-pro-quo terms. For example, the entity that is providing the external matching funds may provide cash or a cash equivalent to the awardee in return for equity, an advance purchase order, a share of royalties, rights in the technology, a percentage of profit, or any other similar combination thereof. The external funds must pay for activities that further the growth, development, or commercialization of the innovator's technology (e.g., manufacturing, distribution, and marketing). The external matching funds may not be obtained through a grant, gift, or any other non-market-based terms.
Stage 2: Scaling/Commercial Growth % Match Required % Match Required Initial (upon award) Future (up to 2 tranches) 25% 50%
For both Stage 1 and Stage 2 awardees, the full match will be required prior to the release of additional tranches of funding. For example, a Stage 2 innovator who receives
Evaluation Process
IV. Objective The objective of the Facility is to manage the milestone based funding provided to awardees, and provide acceleration, and monitoring and evaluation support to awardees. V. Roles and Responsibilities
The Facility will include a prime contractor and if desired, subcontractors/grantees. The prime contractor will be responsible for overall Facility coordination and management of milestone-based funds. Subcontracts/grants can be issued for the monitoring and evaluation and acceleration support components of the program. Long term technical assistance (LTTA) and short-term technical assistance (STTA) can also be utilized to meet the requirements of the program.
The consortia must:
* Have experience managing and monitoring milestone-based funding; * Have experience working with USAID; * Have experience managing multiple contracts; * Have experience monitoring and evaluating the social, environmental and financial impact of innovators/entrepreneurs. * Have experience creating real-time monitoring platforms. * Have a proven track record of advancing innovative, technology-driven ventures at both the market driven product/business development and scaling/commercialization stages; * Have the commitment and capacity to develop person-to-person relationships with SWFF awardees; * Have an expert understanding of the marketplace for water technologies and/or business model innovations; * Have established contacts and networks with investors and financial institutions-especially those looking to invest in water or food innovations; and * Demonstrate the ability to flexibly draw on and manage assistance from multiple firms/organizations for business development, investment facilitation, and partnership development-including developing country firms/organizations;
The consortia will be responsible for:
1. Coordination and oversight of the Facility 2. Management of milestone-based funding. This includes:
* Managing funding to awardees. All awardees will receive an initial tranche of funding. In order to receive additional funding beyond the initial tranche, each awardee will be required to meet mutually developed and agreed-upon financial and technical milestones. (See Tranched Funding) Progress against these milestones will be assessed on a semiannual basis. The USAID Agreement/Contracting Officer will ultimately assess if milestones have been achieved during the annual review. * Milestone adjustment as required, in collaboration with the
3. Provision of acceleration support (see Section A)
The Accelerator is designed to help innovators achieve their financial and technical milestones. The consortia will:
* Provide direct assistance (or facilitating the provision of assistance) to innovators, enabling them to improve their innovations, reach new markets, attract outside capital, and secure partnerships. * Work with innovators to determine technical assistance needs including but not limited to: business model improvements; testing/piloting prototypes; operational improvements, strategic marketing, manufacturing, and distribution networks, marketing goals; partnership identification and networking; human resource management; marketing; IT: legal/regulatory, procurement, supply chain, manufacturing, and distribution experts and business model innovation advisory services and organizational capacity/training.
4. Monitoring and evaluation of awardees (see Section B)
The consortia will be responsible for:
* Data collection, verification, and analysis. * Creation of an online M&E platform with real time data monitoring/Implementation of an existing M&E platform with real time data monitoring. * Technical support (including trainings) to help awardees meet all M&E requirements of the grant. * Consolidating reports from multiple awardees for the same program.
VI. Period of Performance
This estimated period of performance for this task order is September, 2014 through September, 2018.
VII. Place of Performance
The majority of the SWFF TA Facility activities will be implemented in
VII. Reporting
Following the award of SWFF Technical Assistance Facility, the contractor shall submit concise biannual reports to USAID that summarize the major activities and achievements made during the semester, problems encountered and remedial actions proposed or taken, and activities planned for the next semester. An annual report shall be prepared at the end of each fiscal year that summarizes the biannual reports and assesses progress against the work plan described in Section VIII.
The contractor shall submit estimated accruals reports on a quarterly basis to USAID, which includes the following information:
1. Total amount obligated, 2. Total amount invoiced, 3. Total amounts expended but not yet invoiced for, and 4. Remaining unexpended funds.
VIII. Key Personnel
The Contractor shall propose the following Key Personnel for implementation of the Facility: (1) Senior Chief of Party (COP): The COP will be responsible for the overall management and administration of the SWFF TA Facility, including tracking implementation of the Work Plan, providing quality control of products prepared by the Contractor's team and sub-contractors, and liaising with and providing technical guidance, as required, to SWFF partners and awardees. The COP must have at least ten years of experience leading and managing projects. Highly developed interpersonal skills so as to establish effective working relationships with SWFF partners and awardees; demonstrated strong analytical and problem-solving skills; and exceptional oral and written communication skills. Additionally, the COP must have demonstrated experience in rapidly assembling and managing teams that have the appropriate skills and experience to effectively execute identified tasks.
(2) Grant Management Specialist (GMS): The GMS will be responsible for assisting the SWFF awardees with understanding and complying with USAID operational policies and procedures related to their awards. This will likely include advising them on USAID- accepted accounting and financial systems and practices, facilitating pre-award surveys, and providing guidance on technical/financial reporting. S/he must have experience and demonstrated expertise with the financial and contractual administration of grants. S/he must have strong oral and written communication skills to effectively liaise with and advise the SWFF awardees.
The Contractor will be responsible for issuing subcontracts/grants for acceleration support and subcontracts/grants for monitoring & evaluation support (See Sections A and B below). The Contractor can also use STTA/LTTA to fulfill these responsibilities, as required.
The technical proposal shall include a summary of each of the Key Personnel's qualifications. A complete and current resume must be submitted as an Appendix for each of the Key Personnel positions, detailing the requisite qualifications and experience of the individual and references with contact information. Resumes may not exceed five (5) pages in length. Qualifications, experience and skills shall be placed in chronological order starting with most recent information. Each resume shall be accompanied by a signed letter of commitment from each candidate indicating his/her: (a) availability to serve in the stated position, in terms of days after award; (b) intention to serve for a stated term of the service; (c) agreement to the compensation levels which corresponds to the levels set forth in the cost proposal; and (d) prior work experience with the Prime contractor or subcontractor (if nominated by a subcontractor). The letter of commitment must specify the length of commitment to the position. Applicants shall also submit a minimum of three (3) references of professional contacts within the last three years with current and complete contact information, including email addresses, for each proposed candidate.
VIII. Implementation Plan
The contractor should create an Implementation Plan that describes how the contractor intends to implement the activities described in Section IV: Objectives and to achieve the specified deliverables, as set forth in Section VIII: Deliverables. It should include the following sections: (a) An Introduction describing the contractor's overarching strategy and approach. (b) A Technical Approach and work plan that identifies key milestones and associated activities in achieving the Facility objectives and the inputs and outputs required for their achievement. Associated timeframes and indicators for monitoring implementation progress should also be presented. (c) A Management Plan that clearly delineates the roles and responsibilities of Key Personnel and other staff that may be required to complete the activities described in Section IV: Objectives. The Management Plan should include an organization chart and describe the Contractor's proposed decision-making structure and system for the internal controls and communication.
IX. Past Performance
Contractors are required to provide past performance references. Relevant past performance encompasses contracts with similar services provided in developing countries. Past performance references will initially be reviewed to determine those that are relevant.
Past performance references should be provided for up to five (5) similar and relevant projects (completed within the last five years or ongoing for more than two years) which best illustrate the contractor's achievements in subject matter areas described in the Scope of Work. The list of five projects shall include for each reference contract: (i) the name of the organization which paid for the contract, (ii) the project name, (iii) a brief description, (iv) the period of performance, (v) the contract amount, and (vi) the name, telephone number and email address of at least two contacts at the organization. If the contractor encountered problems on any of the referenced task orders or contracts, a short explanation may be provided, in addition to the corrective action taken.
X. Technical Proposal Evaluation Criteria
The Technical Proposal will be evaluated according to the criteria below: 1. Key Personnel (35 points). The contractor's proposed key personnel will be assessed based on their experience, qualification and track record in meeting the position responsibilities and requirements outlined in Section X. Key Personnel. 2. Implementation Plan (45 points). The contractor's draft implementation plan will be evaluated based on the contractor's understanding and approach to implementing the activities described in Section X: Statement of Work and to achieving the specified deliverables, as set forth in Section X: Deliverables. The proposal shall be evaluated based on his/her understanding of the work and soundness of the proposed strategy, technical approach, and management plan. 3. Past Performance (20 points). Past performance references will initially be reviewed to determine those that are relevant. Those considered relevant will be evaluated according to the following criteria: * The extent to which contract objectives were achieved and the quality of products or services provided in technical areas related to the SOW. * Ability to provide high quality service, including consistency and timeliness in meeting goals, targets and reporting requirements, the cooperation and effectiveness of the Contractor in addressing any problems, and effective problem-solving and prompt decision-making to ensure effective management. * Ability to control and forecast costs, budgeting and financial tracking, and accurately produce financial reporting
A. SWFF Accelerator
A.1 Objectives
The objective of the Accelerator is to help SWFF-supported innovators reach scale. The Accelerator will:
* Determine the appropriate level/type of acceleration support to be provided to finalists and awardees depending on their performance and development stage.
* Demonstrate their ability to function as a highly networked apex organization that draws on multiple firms/organizations for business development, investment facilitation, and partnership development. The offerors extensive network will enable them to flexibly provide technically and geographically varied services depending on the individual needs of SWFF innovators. This type of networked organization will be able to provide training at the group level in addition to facilitating specific market based development per awardee. Services should be sourced both from international and local firms/organizations and individuals.
* Create connections to the marketplace, providing direct assistance (or facilitating the provision of assistance) to awardees, enabling them to refine their innovations, access new markets, bring in outside capital, develop partnerships, and - ultimately - have measureable impact in improving water availability and efficiency along the food value chain, thus boosting food security, alleviating poverty, and stimulating inclusive growth.
* Directly provide or manage the provision of a wide array of services to participating SWFF awardees to increase demand for their innovations and increase their organizational and institutional capacity to meet that demand - both of which are likely required to bring SWFF innovations to scale. The Accelerator will provide both supply and demand side advisory services. Some technical assistance may be delivered to all awardees participating in the Accelerator, and other types of assistance will need to be targeted towards individual awardees. As further outlined under "Specific Tasks and Deliverables" below, this assistance may include advisory services, technical services, and partnership facilitation. Supply side interventions may include: improving the innovation, capacity building of the management team, improving distribution models, gaining operational efficiency, and expanding access to capital to finance the growth strategy. Demand-side interventions may include: improving market linkages, securing contracts, building partnerships, enabling penetration of new markets, and support in attracting a growing customer base.
* While the Accelerator should propose their general acceleration methodology (including a robust menu of direct technical advisory offerings and marketplace facilitation opportunities), we recognize that not all innovator needs can (or should) be identified in advance. The Accelerator must therefore propose a methodology for identifying and sourcing highly specialized services that may require additional subcontractors and/or the management of a voucher program, whereby innovators would receive a voucher toward the procurement of services from organizations screened by the Facility Manager.
A.2 Specific Tasks and Deliverables
The full scope of targeted services will depend on the needs of each innovator participating in the Accelerator. The following, however, are general support categories that the Accelerator will be expected to provide. Offerors should propose cost-effective ways of delivering the services described below (for example, some activities could be done virtually and/or in groups).
The Accelerator shall:
* Provide overall management of the Acceleration sub-component. This includes providing direct technical assistance to SWFF awardees, as well as provisioning assistance from consortium members or additional providers that have yet-to-be identified (see flexible subcontracting or voucher program below).
* Provide Acceleration Facilitators who will manage the relationships with all awardees. The role of the Acceleration Facilitator will be to work with the innovator and the USAID Program Manager to develop Acceleration work plans that will help the innovators meet their technical and financial milestones, track progress on the Acceleration work plans, and develop semi-annual reports (with a summary of key actions, qualitative findings of opportunities and challenges and reporting on acceleration metrics) for each innovator.
* Create a network of mentors for SWFF innovators. Mentoring is a productive way to connect innovators with industry professionals, which may lead to valuable partnership opportunities. The Accelerator will establish a mentor network, drawing from the water and agricultural industries, as well as other corporations, financial institutions, universities, and nonprofits. The Acceleration Facilitator will match awardees with mentors that can provide insight, advice, and assistance. Offerors should propose creative and cost-efficient ways of sourcing and retaining mentors throughout the duration of the SWFF program.
* Create a flexible subcontracting or voucher program. If the Accelerator or a member of its consortium is unable to directly provide services, the Manager will source and competitively contract providers to deliver this support. The Accelerator will also oversee the delivery of support. These services may alternatively be procured through a voucher program, whereby the innovator identifies the provider and the Accelerator provides a voucher that the innovator can use to procure needed services.
* Facilitate access to investors and opportunities to raise capital for innovators who are seeking outside capital. Activities may include holding workshops on investment-preparedness; convening investors' circles; facilitating co-investment partnerships with investors and/or other financial intermediaries; facilitating partnerships with risk insurance entities; and helping innovators source and close deals. Investment-related activities and follow-up actions will be documented in the Acceleration work plans at six-month reviews.
* Enable partnerships for innovators who are seeking partners. The Accelerator should initiate and grow relationships that result in business linkages between SWFF innovators and the private sector. Activities may include helping commercially ready innovators to develop marketing and distribution strategies, overall sales and business development support, partnership development, and facilitation of international marketing opportunities. Types of partnership opportunities may include co-investment opportunities with commercial water technology, engineering, or similar companies; partnerships to develop and commercialize new water technologies (such as advance market/purchase commitments); or due diligence/ validation/screening partnerships (particularly focused on Stage 1 awardees).
A.3 Mechanism
The prime contractor may hire a sub-contractor through at least 1 Cost Plus Award Fee (CPAF) subcontract of approximately
Review / Funding Tranche Award Fee Amount 6-month Review (
For each participating innovator that successfully meets technical and financial milestones at the annual review, the Accelerator shall be awarded the set award fee amount from the above table (to be proposed by offeror). In the event that an awardee does not meet technical and financial milestones at the annual review, the Accelerator will not receive an award fee. The entire amount shall be put into the award fee pool and the contractor shall invoice not more frequently than every year. For the purposes of proposal submissions, offerors should assume the following: * 100% of SWFF awardees will participate in the Facility * 75% of SWFF awardees will be Stage 1 and 25% will be Stage 2 * 50% of Stage 1 awardees will achieve their milestones annually * 50% of Stage 2 awardees will achieve their milestones annually For each participating innovator, the USAID Program Manager and the Acceleration Facilitator will conduct a six-month collaborative review. The six-month review is a flexible opportunity for all parties to check innovator progress and make adjustments to annual milestones as necessary.
A.4. Results
Results sought under this contract (for innovators who use the services of the Facility) will include: * Increased technical and financial viability of SWFF-supported innovations * Increased usage/uptake of SWFF-supported innovations * Expanded number of partnerships between SWFF awardees and the private sector * Increased amount of outside capital attracted by SWFF awardees * Expanded number of collaborations between SWFF awardees and industry experts * Improved organizational and institutional capacity of SWFF innovators
B. SWFF Monitoring and Evaluation (M&E)
B.1 Objectives The M&E provider will:
* Provide vital support services to the
B.2 Specific Tasks The following types of activities will be undertaken by the M&E provider: * Advising on and strengthening SWFF awardees' ability to comply with USAID policies and procedures. SWFF anticipates that many of the awardees may be organizations that have little or no experience working with USAID. The subcontractor shall serve as a front-line resource for the awardees in understanding and complying with USAID operational policies and procedures, such as those articulated in the Automated Directives System (ADS). Anticipated areas of assistance may include, but are not limited to: facilitating pre-award surveys, establishing appropriate accounting and financial management practices, and providing guidance in technical/financial reporting. Specific activities may include the preparation of standard awardee operation manuals/guidelines, providing individualized assistance to awardees, hosting training workshops, and establishing an awardee "hotline" through which tailored assistance may be remotely provided.
* Monitoring awardee performance. The M&E provider shall assist SWFF with overseeing the implementation and progress of the awards. This will include the following types of activities:
(a) Quality control of awardee progress reporting: Given many awardees' expected lack of familiarity with USAID reporting requirements, the contractor shall review their progress reports, which may include semi-annual and annual reports, for completeness and coherency before they are submitted to USAID. The M&E provider shall prepare a reporting template for awardees to follow, including progress towards meeting project objectives and reporting on the relevant, selected indicators described in the awardees' monitoring and evaluation plan. Any reporting templates produced shall be reviewed by USAID before being finalized, and could be developed as an input to the Award Management Online Platform (see (c) below).
(b) Field visits to verify achievements and assist with addressing any shortcomings: As required, the subcontractor/grantee shall travel with the USAID Program Manager to the awardees' implementation sites to verify reported achievements and the completion of project milestones, which may be required for payment of invoices under Fixed Obligation Grants (FOGs), and provide guidance to awardees on overcoming any obstacles that may be hindering project progress.
(c) Development and maintenance of an Award Management Online Platform: The M&E provider shall develop an online platform that will enable the
NOTE: If there is already an existing Grand Challenges for Development online M&E platform at the time of the implementation of this contract, the contractor will make sure to assist awardees and, where necessary, directly enter awardee projects' objectives, place of implementation, targets, current results, identified risks to achieving targets, and links to any associated material such as press releases, videos, etc.
* Designing and conducting performance and impact evaluations: The M&E provider shall work with SWFF to further implement the overall monitoring and evaluation framework for SWFF that links to the broad "meta-level" Grand Challenge for Development (GCD) Strategic Framework as well as the SWFF Strategic Framework. Additionally, the M&E provider shall assist SWFF and awardees with developing individual project monitoring and evaluation plans that include targets and indicators tailored to the awardees' individual projects and inclusive of USAID standard indicators for water and agriculture subject areas. (a) As required, the M&E provider shall perform mid-term project performance evaluations that, inter alia, assess progress towards achieving the projects' objectives, identifies implementation obstacles and assesses awardees' efforts to overcome them, and recommends any mid-term project modifications. The M&E provider may also perform end-of-project performance evaluations that assess the extent to which the project's objectives were achieved and captures lessons learned that may be informative for the design of future SWFF projects. The M&E provider may also be required to assist with the design and execution of impact evaluations that typically utilize counterfactual analysis to assess the changes, both intended and unintended, that can be attributed the project. During the development of the overall monitoring and evaluation framework, the contractor shall advise on the feasibility and likely effectiveness of impact evaluations and timing and characteristics of baseline data collection.
* Develop M&E training manuals for awardees: The M&E provider should prepare manuals for the online M&E platform, a "How-To" guide for reporting, and "Understanding USAID M&E requirements". The training materials should be able to easily be viewed as a single document (PDF and/or PPT), as well as throughout the online database. Training materials should include "quick tips" and FAQs.
* Transferring SWFF lessons learned: To transfer knowledge gained from SWFF projects and activities and strengthen USAID and partner programs in the water-agriculture nexus, the contractor shall provide technical advice on the lessons learned from SWFF innovations on how to incorporate water solutions in the design and implementation of USG agricultural and food security programs, such as Feed the Future. Other activities may include preparing course curriculums and materials, inviting speakers, and giving presentations; & preparation of analytical papers, toolkits and other materials to disseminate SWFF lessons learned.
B.3 Deliverables
* Work Plan. Within 30 days of contract award, the M&E provider shall submit a draft work plan to the Contractor that describes key objectives, activities, milestones, responsible contractor staff and/ or sub-contractors, and timeframe.
* Monitoring and Evaluation Framework. Within 45 days of the contract award, the M&E provider shall develop an operation plan to implement the overall SWFF M&E Framework. The operational plan will be developed in close consultation with the SWFF Chief of Party, and include components for assessing outputs, outcomes, and, as appropriate, impacts with associated key indicators and methodologies for their measurement. Up to three times per year, the M&E provider shall monitor and verify progress results through site visits, interviews, and review of project documentation.
* SWFF Awardees' Progress Reporting. The M&E provider shall prepare a progress report template for the SWFF awardees to document their progress in meeting project objectives and reporting on the relevant, selected indicators described in the awardees' monitoring and evaluation plan.
* Evaluations. The M&E provider shall design and perform evaluations and outcome harvesting, as described above.
* Award Management Online Platform. The M&E provider shall develop an online platform that will enable the
Link/URL: https://www.fbo.gov/spg/AID/OP/WashingtonDC/AID-SOL-OAA-14-000098/listing.html
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