Iraq Governance and Performance Accountability Project (IGPA)

RFP-DAI-IGPA-BAG-21-004 Develop/Update Transmission and Distribution Master Plan for the KRG MOE - Extended

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Iraq Governance and Performance Accountability Project (IGPA)

Request for Proposals (RFP)

RFP-DAI-IGPA-BAG-21-004 Develop/Update Transmission and Distribution Master Plan for the KRG MOE

(UPDATE: Extended Deadline to June 24, 2021)

Issue Date: May 17, 2021

WARNING: Prospective Offerors who have received this document from a source other than the (Iraq Governance and Performance Accountability Project (IGPA), Baghdad-Iraq), should immediately contact ([email protected]) and provide their name and mailing address in order that amendments to the RFQ or other communications can be sent directly to them. Any prospective Offeror who fails to register their interest assumes complete responsibility in the event that they do not receive communications prior to the closing date. Any amendments to this solicitation will be issued and posted in the same announcing website, where offerors are encouraged to check the website periodically.

DAI conducts business under the strictest ethical standards to assure fairness in competition, reasonable prices and successful performance or delivery of quality goods and equipment. DAI does not tolerate corruption, bribery, collusion or conflicts of interest. Any requests for payment or favors by DAI employees should be reported as soon as possible to [email protected] or by visiting www.dai.ethicspoint.com. Further, any attempts by an offeror or subcontractor to offer inducements to a DAI employee to influence a decision will not be tolerated and will be grounds for disqualification, termination and possible debarment. See provision No. 9 for more details.

mailto:[email protected]


http://www.dai.ethicspoint.com/


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Table of Contents 1. Introduction and Purpose ............................................................................................................. 4

1.1 Purpose ......................................................................................................................................... 4 1.2 Issuing Office ................................................................................................................................. 4 1.3 Type of Award Anticipated ........................................................................................................... 4

2. General Instructions to Offerors ................................................................................................... 4 2.1 General Instructions ...................................................................................................................... 4 2.2 Proposal Cover Letter ................................................................................................................... 5 2.3 Questions regarding the RFP ........................................................................................................ 5

3. Instructions for the Preparation of Technical Proposals ................................................................ 5 3.1 Services Specified .......................................................................................................................... 5 3.2 Technical Evaluation Criteria ........................................................................................................ 5

4. Instructions for the Preparation of Cost/Price Proposals .............................................................. 8 4.1 Cost/Price Proposals ..................................................................................................................... 8

5. Basis of Award .............................................................................................................................. 8 5.1 Best Value Determination ............................................................................................................. 8 5.2 Responsibility Determination ....................................................................................................... 8

6. Anticipated post-award Deliverables ............................................................................................ 9 7. Inspection & Acceptance ............................................................................................................ 10 8. Compliance with Terms and Conditions ...................................................................................... 10

8.1 General Terms and Conditions ................................................................................................... 10 8.2 Prohibited Technology ................................................................................................................ 10 8.3 Source and Nationality ................................................................................................................ 10 8.4 Data Universal Numbering System (DUNS) ................................................................................ 11

9. Anti-Corruption and Anti-Bribery Policy and Reporting Responsibilities ..................................... 11 10. ATTACHMENTS ....................................................................................................................... 13

10.1 Attachment A: Scope of Work for Services or Technical Specifications .................................... 13 10.2 Attachment B: Proposal Cover Letter ........................................................................................ 32 10.3 Attachment C: Price Schedule ..................................................................................................... 33 10.4 Attachment D: Instructions for Obtaining a DUNS Number - DAI’S Vendors, Subcontractors ... 35 10.5 Attachment E: Self Certification for Exemption from DUNS Requirement ................................. 43 10.6 Attachment F: Past Performance Form ...................................................................................... 44 10.7 Attachment G: Representations and Certifications of Compliance ............................................ 45 10.8 Attachment H: Branding and Marking Plan ................................................................................ 46 10.9 Attachment I: Insurance and Risk Allocation .............................................................................. 48 10.10 Attachment J: Proposal Checklist ................................................................................................ 50


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Synopsis of the RFP RFP No. RFP-DAI-IGPA-BAG-21-004

Issue Date May 17, 2021

Title Develop/Update Transmission and Distribution Master Plan for the KRG MOE

Issuing Office & Email Address for Submission of Proposals

DAI - Iraq Governance and Performance Accountability Project, Baghdad Office

Al Rasheed Tulip Hotel - Baghdad, Iraq

(only electronic copy of the proposals will be accepted) [email protected]

Deadline for Receipt of Questions

May 27, 2021, 02:00 PM Baghdad Time zone

E-mail subject line must contain solicitation number and title:

“RFP-DAI-IGPA-BAG-21-004 Develop/Update Transmission and Distribution Master Plan for the KRG MOE”

All questions received will be compiled and answered in writing and distributed to all interested Offerors

Deadline for Receipt of Proposals

June 14, 2021, 02:00 PM Baghdad Time zone

UPDATE: Extended to June 24, 2021, 02:00 PM Baghdad Time zone

E-mail subject line must contain solicitation number and title:

“RFP-DAI-IGPA-BAG-21-004 Develop/Update Transmission and Distribution Master Plan for the KRG MOE”

Point of Contact Please send your questions only to [email protected]

Anticipated Award Type DAI anticipates issuing a subcontract agreement

Issuance of this RFP in no way obligates DAI to award a subcontract or purchase order, and offerors will not be reimbursed for any costs associated with the preparation of their bid.

Basis for Award An award will be made based on the Trade-Off Method. The award will be issued to the responsible and reasonable Offeror who provides the best value to DAI and its client using a combination of technical and price factors.




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1. Introduction and Purpose

1.1 Purpose DAI, the implementer of the USAID-funded Iraq Governance and Performance Accountability (IGPA), invites qualified offerors to submit proposals to Develop/Update Transmission and Distribution Master Plan for the KRG-Ministry of Electricity in support of program implementation.

1.2 Issuing Office The Issuing Office and Contact Person noted in the above synopsis is the sole point of contact at DAI for purposes of this RFP. Any prospective offeror who fails to register their interest with this office assumes complete responsibility in the event that they do not receive direct communications (amendments, answers to questions, etc.) prior to the closing date.

1.3 Type of Award Anticipated DAI anticipates awarding a Firm Fixed Price Subcontract, this subcontract type is subject to change during the course of negotiations.

A Firm Fixed Price Subcontract is: An award for a total firm fixed price, for values more than $150,000, for the provision of specific services, goods, or deliverables and is not adjusted if the actual costs are higher or lower than the fixed price amount. Offerors are expected to include all costs, direct and indirect, into their total proposed price.

2. General Instructions to Offerors

2.1 General Instructions “Offeror”, “Subcontractor”, and/or “Bidder” means a firm proposing the work under this RFP. “Offer” and/or “Proposal” means the package of documents the firm submits to propose the work. Offerors wishing to respond to this RFP must submit proposals in English according to the following instructions. Offerors are required to review all instructions and specifications contained in this RFP. Failure to do so will be at the Offeror’s risk. If the solicitation is amended, then all terms and conditions not modified in the amendment shall remain unchanged. Issuance of this RFP in no way obligates DAI to award a subcontract or purchase order. Offerors will not be reimbursed for any costs associated with the preparation or submission of their proposal. DAI shall in no case be responsible for liable for these costs.

Proposals are due no later than June 24, 2021, 02:00 PM Baghdad Time (Updated). An electronic copy of the Technical and Price proposal to be submitted to ([email protected]) (this is a strict access controlled e-mail account set up ONLY to receive solicitation responses), RFP number, and title of the activity must be stated in the subject line of the e-mail.

Late offers will be rejected except under extraordinary circumstances at DAI’s discretion.

The submission to DAI of a proposal in response to this RFP will constitute an offer and indicates the Offeror’s agreement to the terms and conditions in this RFP and any attachments hereto. DAI reserves the right not to evaluate a non-responsive or incomplete proposal.

Offerors are required to review all instructions and specifications included in this RFP thoroughly. Failure to agree and comply with the specifications of this RFP will result in offerors being considered unresponsive, and the proposal may be rejected.



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2.2 Proposal Cover Letter A cover letter shall be included with the proposal on the Offeror’s company letterhead with a duly authorized signature and company stamp/seal using Attachment B as a template for the format. The cover letter shall include the following items:

• The Offeror will certify a validity period of 90 calendar days for the prices provided. • Acknowledge the solicitation amendments received, if any.

2.3 Questions regarding the RFP Each Offeror is responsible for reading and complying with the terms and conditions of this RFP. Requests for clarification or additional information must be submitted in writing via e-mail to [email protected] by no later than the date/time specified above. No questions will be answered by phone. Any verbal information received from a DAI or (IGPA) employee or other entity shall not be considered as an official response to any question regarding this RFP.

Copies of questions and responses will be distributed in writing to all prospective bidders who are on record as having received this RFP after the submission date specified in the Synopsis above.

3. Instructions for the Preparation of Technical Proposals Technical proposals shall be sealed in a separate envelope from cost/price proposals and shall be clearly labeled as “VOLUME I: TECHNICAL PROPOSAL”.

Technical proposals shall include the following contents

1. Technical Approach – Description of the proposed services which meets or exceeds the stated technical specifications or scope of work. The proposal must show how the Offeror plans to complete the work and describe an approach that demonstrates the achievement of timely and acceptable performance of the work.

2. Management approach – Description of the Offeror’s staff assigned to the project. The proposal should describe how the proposed team members have the necessary experience and capabilities to carry out the Technical Approach.

3. Past Performance – Provide a list of at least three (3) recent awards of similar scope and duration. The information shall be supplied as a table, and shall include the legal name and address of the organization for which services were performed, a description of work performed, the duration of the work and the value of the contract, description of any problems encountered and how it was resolved, and a current contact phone number of a responsible and knowledgeable representative of the organization. See Attachment F.

3.1 Services Specified For this RFP, DAI requires the services described in Attachment A.

3.2 Technical Evaluation Criteria Each proposal will be evaluated and scored against the evaluation criteria stated in the table below. Price proposals are not assigned points, but for overall evaluation purposes of this RFP, technical evaluation factors other than price, when combined, are considered significantly more important than price factors. The award will be made to the Offeror whose offer presents the best value and is the optimal combination of technical merits and reasonable cost.

Proposals will be evaluated and scored on technical aspects first. Only the price proposals of those offers that pass the minimum qualifying score of 70 points in the technical evaluation will advance to



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price evaluation. Proposals not reaching this qualifying score in the technical evaluation will be considered non-competitive and will not be evaluated.

Technical Competence as presented in the Technical Proposal with the possible 100 points in total made up as follows:

Technical Competence – presented in the Technical Proposal (100 points in total)

Technical Approach (50 points)

Management Approach (25 points)

Past performance (25 points)

Offerors shall provide a clear, specific, and concise technical proposal that covers both the conceptual and practical approaches and address the following, in the order specified below:

Item Requirement Points Available

TECHNICAL APPROACH

1) Problem statement and evidence of local knowledge

Giving specific examples from the municipalities/provinces discussed in the Scope of Work, please describe the problem your organizational expertise will address through this project.

A problem statement with a demonstrated understanding of the problem and the ability to relate them to Program objectives and goals will receive a higher score than a problem statement that does not include this information

15 points

2) Methodology & Implementation Plan

Considering the Statement of Work, please describe in detail the following:

a) Explain the steps in chronological order, that you will take to implement the work. Make sure to describe any innovative approaches or technology you plan to use, and the anticipated implementation plan

b) A description of similar projects you implemented in the past and lessons you learned that will be incorporated into the activity described in this RFP.

Methodologies that indicate a greater practical understanding of implementing the work and more innovative yet realistic ways of carrying out the work will be scored more favorably than those that do not consider these factors

25 points

3) Coordination Plan

Describe clearly the practical steps you will take to ensure the involvement of Beneficiaries, Local organizations, Government Entities, and/or other stakeholders in this project.

Coordination plans that are more realistic and that achieve the project impact, local ownership, and sustainability, and the image of the government officials’ initiative will be evaluated more favorably than those plans that do not consider these factors

10 points


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MANAGEMENT APPROACH

4) Organizational Management

Please provide and describe:

a) An organizational structure of the company

b) An organizational chart that outlines the proposed staff assigned explicitly to this activity. The Offeror should describe how the proposed team members have the necessary experience and capabilities to carry out the proposed scope of work

Organizational management approach that indicates a greater practical understanding of implementing the work and provided a greater explanation of how each staff member will be engaged in carrying out the scope of work will be scored more favorably than those that do not consider these factors

10 points

5) Staffing

Please provide the following, in order:

a) A staffing plan for this activity that includes the following information for each proposed staff member:

-Name and Proposed position on the team:

-Summary of relevant expertise and experience

c) CVs for each proposed staff member, excluding surveyors and field laborers. CVs should be no longer than one page in length.

Staffing plans that propose staff with qualifications and experience related to the tasks stated in this RFP will be evaluated more favorably than staffing plans that do not consider these factors.

15 points

PAST PERFORMANCE

6) Past performance

Offerors must have at least 5 years of relevant technical experience; Document and summarize your proven track record of successfully implementing the same or similar activities. Using the table format provided below in Attachment F, please list only the projects you have implemented within the past 3 years, a brief description of how each is relevant to this RFP, and the contact details for each previous client or donor. The Offeror may also include recommendation/appreciation letters and certificates as attachments.

Offerors with past performance with similar projects, in the same geographic area and/or of similar scale to the activity described in this RFP, will be given higher scores than offerors that do not meet these criteria. If an Offeror has current/past performance working with DAI, they cannot be positively evaluated on this experience unless it is provided in the Offeror’s proposal.

25 points

Total 100 points


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4. Instructions for the Preparation of Cost/Price Proposals

4.1 Cost/Price Proposals Cost/Price proposals shall be sealed in a separate envelope from technical proposals and shall be clearly labeled as “VOLUME II: PRICE PROPOSAL.”

Provided in Attachment C is a template for the Detailed Budget and price Schedule for firm-fixed-price awards. Offerors shall complete the template, including as much detailed information as possible, and submit it in PDF and Excel formats.

It is important to note that the Value Added Tax (VAT) should not be included in the budget. The Subcontractor is responsible for all applicable taxes and fees, as prescribed under the applicable laws for income, compensation, permits, licenses, and other taxes and fees due as required.

5. Basis of Award

5.1 Best Value Determination DAI will review all proposals, make an award based on the technical and cost evaluation criteria stated above, and select the offeror whose proposal provides the best value to DAI. DAI may also exclude an offer from consideration if it determines that an Offeror is "not responsible", i.e., that it does not have the management and financial capabilities required to perform the work required.

Evaluation points will not be awarded for cost. The cost will primarily be evaluated for realism and reasonableness. DAI may award to a higher-priced offeror if a determination is made that the higher technical evaluation of that offeror merits the additional cost/price.

DAI may award to an Offeror without discussions. Therefore, the initial offer must contain the Offeror’s best price and technical terms.

5.2 Responsibility Determination DAI will not enter into any type of agreement with an Offeror prior to ensuring the Offeror’s responsibility. When assessing an Offeror’s responsibility, the following factors are taken into consideration:

1. Business Registration – offeror to provide a copy of official Iraqi business registration and required license(s) to operate in Iraq (e.g., organization registration in Iraq, or/and the organization proxy registration in Iraq – in case of non-Iraqi organization, please submit home country business registration as well), the organization also must be eligible to perform work under applicable laws and regulations of Iraq.

2. Evidence of a DUNS number (explained below in section 8.4). 3. Provide confirmation that the source, origin, and nationality of the products or services are not

from a Prohibited Country (explained below in section 8.3) 4. Offerors must have adequate financial resources to finance and perform the work or deliver

goods or the ability to obtain financial resources without receiving advance funds from DAI (e.g. Bank Statement, … etc.).

5. Ability to comply with required or proposed delivery or performance schedules (e.g. detailed price schedule, … etc.)

6. Have a satisfactory past performance record (e.g. appreciation letters or previous performance evidence, … etc.).

7. Provide evidence to have the necessary organization, experience, accounting, operational controls, and technical skills (e.g. organizational structure, origination operation manual … etc.).

8. Insurance and Risk Allocation (as defined in Attachment I)


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9. The Vendor is to submit proof of manuals, standard operating procedures, and/or internal policies, including human resource policies, which reflect a commitment to non-discrimination, equity, inclusion, and reporting mechanisms including a whistleblower policy, for non-compliance with internal policies. If the Vendor is unable to produce the required documentation, in that case, the Vendor must be willing to work with IGPA/Takamul to receive training and support in the development of relevant policies.

6. Anticipated post-award Deliverables Upon award of a subcontract, the payment will be made upon receipt of a properly executed tranche payment request, complete with a milestone report and applicable documentation for each deliverable as listed below. The Offeror should detail the proposed prices per deliverable in the Price Schedule. Payment shall be made only in accordance with approved milestones/deliverables and payment schedule upon Technical Monitor approval of required documentation. Requirements of this Statement of Work – as per deliverables included in the table below

Milestone Description of Milestone and Required Documentation Payment Amount

(%)

Anticipated completion

Dates

1

Project kick-off / inception phase / data gathering • Minutes of meetings held (PDF documents) • List of data requests, and ongoing status updates (Excel) • Existing plans, planning policies and/or guidelines • Inception Report, with data review, confirmation of

methodology and implementation plan (Word / Excel) • Site visits to facilities (photographs)

25%

4 weeks from contract starting date

Update Load Demand Forecast • Updated load forecast model • Load Demand Forecast Report • All training material (Word, Excel, PPT documents) • MOE acceptance


2

Build network planning model and analyze existing networks • Minutes of meetings held (PDF documents) • Records / outcomes of any workshops (PPT, PDF) • GIS map and SLD of existing network (SHP & CAD files) • PSS/E network model, populated with existing network

and load data (PSS/E files) • Summary of initial findings (PPT)

40%


Future network studies and draft master plan report • Minutes of meetings held (PDF documents) • Records / outcomes of any workshops (PPT, PDF) • GIS map and SLD of proposed future networks under

study (SHP files & CAD files) • PSS/E network study files, populated with proposed

network and future load data (PSS/E files)



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• Draft Master Plan Report • Record of comments received, and Vendor responses.

3

Presentation of Master Plan, and Final Report • Presentation material (PPT slides) • Final Master Plan Report • Record of comments received, and Vendor responses • MOE acceptance

35%


Workshop and Training Sessions for MoE-KRG and Electricity GD staff (Erbil) • All workshop material (Word, Excel, PPT documents) • All training material (Word, Excel, PPT documents) • Records of workshops (Word, photographs)


Final Completion Report & project close-out • Project Completion Report with attachments (Word)

- Final Report, with detailed description of the consultant’s work on each task of T&D Master Plan,

- Detailed lessons learned section that captures the successes and challenges of the activity.

• All electronic data sets associated with the LDF, PSS/E studies, SLD’s and GIS maps.

• All workshop and other presentation material utilized


7. Inspection & Acceptance The designated DAI Project Manager will inspect from time to time the services being performed to determine whether the activities are being performed satisfactorily and that all equipment or supplies are of acceptable quality and standards. The subcontractor shall be responsible for any countermeasures or corrective action within the scope of this RFP, which the DAI Chief of Party may require as a result of such inspection.

8. Compliance with Terms and Conditions

8.1 General Terms and Conditions Offerors agree to comply with the general terms and conditions for an award resulting from this RFP. The selected Offeror shall comply with all Representations and Certifications of Compliance listed in Attachment G.

8.2 Prohibited Technology Bidders MUST NOT provide any goods and/or services that utilize telecommunications and video surveillance products from the following companies: Huawei Technologies Company, ZTE Corporation, Hytera Communications Corporation, Hangzhou Hikvision Digital Technology Company, or Dahua Technology Company, or any subsidiary or affiliate thereof, in compliance with FAR 52.204-25.

8.3 Source and Nationality Under the authorized geographic code for its contract, DAI may only procure goods and services from the following countries.


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Geographic Code 937: Goods and services from the United States, the cooperating country, and

"Developing Countries" other than "Advanced Developing Countries: excluding prohibited countries. A

list of the "Developing Countries" as well as "Advanced Developing Countries" can be found at:

http://www.usaid.gov/policy/ads/300/310maa.pdf and

http://www.usaid.gov/policy/ads/300/310mab.pdf respectively.

By submitting a proposal in response to this RFP, Offerors confirm that they are not violating the Source and Nationality requirements of the goods or services being offered and that the goods and services comply with the Geographic Code and the exclusions for prohibited countries outlined above.

8.4 Data Universal Numbering System (DUNS) There is a mandatory requirement for your organization to provide a DUNS number to DAI. The Data Universal Numbering System is a system developed and regulated by Dun & Bradstreet (D&B) that assigns a unique numeric identifier, referred to as a "DUNS number" to a single business entity. Without a DUNS number, DAI cannot deem an Offeror “responsible” to conduct business with and therefore, DAI will not enter into a subcontract/purchase order or monetary agreement with any organization. The determination of a successful offeror/applicant resulting from this RFP/RFQ/RFA is contingent upon the winner providing a DUNS number to DAI. Offerors who fail to provide a DUNS number will not receive an award and DAI will select an alternate Offeror.

All U.S. and foreign organizations which receive first-tier subcontracts/ purchase orders with a value of $30,000 and above are required to obtain a DUNS number prior to signing of the agreement. Organizations are exempt from this requirement if the gross income received from all sources in the previous tax year was under $300,000. DAI requires that Offerors sign the self-certification statement if the Offeror claims exemption for this reason.

For those required to obtain a DUNS number, see Attachment D - Instructions for Obtaining a DUNS Number - DAI’S Vendors, Subcontractors

For those not required to obtain a DUNS number, see Attachment E: Self Certification for Exemption from DUNS Requirement

9. Anti-Corruption and Anti-Bribery Policy and Reporting Responsibilities DAI conducts business under the strictest ethical standards to assure fairness in competition, reasonable prices and successful performance or delivery of quality goods and equipment. DAI does not tolerate the following acts of corruption:

• Any requests for a bribe, kickback, facilitation payment or gratuity in the form of payment, gift or special consideration by a DAI employee, Government official, or their representatives, to influence an award or approval decision.

• Any offer of a bribe, kickback, facilitation payment or gratuity in the form of payment, gift or special consideration by an offeror or subcontractor to influence an award or approval decision.

• Any fraud, such as misstating or withholding information to benefit the offeror or subcontractor.

http://www.usaid.gov/policy/ads/300/310maa.pdf

http://www.usaid.gov/policy/ads/300/310mab.pdf


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• Any collusion or conflicts of interest in which a DAI employee, consultant, or representative has a business or personal relationship with a principal or owner of the offeror or subcontractor that may appear to unfairly favor the offeror or subcontractor. Subcontractors must also avoid collusion or conflicts of interest in their procurements from vendors. Any such relationship must be disclosed immediately to DAI management for review and appropriate action, including possible exclusion from award.

These acts of corruption are not tolerated and may result in serious consequences, including termination of the award and possible suspension and debarment by the U.S. Government, excluding the offeror or subcontractor from participating in future U.S. Government business.

Any attempted or actual corruption should be reported immediately by either the offeror, subcontractor or DAI staff to:

• Toll-free Ethics and Compliance Anonymous Hotline at (U.S.) +1-503-597-4328 • Hotline website – www.DAI.ethicspoint.com, or • Email to [email protected] • USAID’s Office of the Inspector General Hotline at [email protected].

By signing this proposal, the offeror confirms adherence to this standard and ensures that no attempts shall be made to influence DAI or Government staff through bribes, gratuities, facilitation payments, kickbacks or fraud. The offeror also acknowledges that violation of this policy may result in termination, repayment of funds disallowed by the corrupt actions and possible suspension and debarment by the U.S. Government.



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10. ATTACHMENTS

10.1 Attachment A: Scope of Work for Services or Technical Specifications Develop/update Master Plan for the KRG MOE

Activity Number: 1.1.7

I. Background and Justification The purpose of the Iraq Governance Performance and Accountability (IGPA/Takamul) project is to advance effective, accountable, and transparent governance in Iraq. This USAID effort, implemented by DAI, is working with the Government of Iraq (GOI) at all levels to better respond to citizen needs by supporting reform initiatives and Iraqi change agents on inclusive governance and public-sector transparency, accountability, and economy. Reform initiatives includes support to improve service delivery functions, public financial management, and open government initiatives. IGPA/Takamul will support the GOI and the citizens of Iraq in forming partnerships and collaborative efforts to solve problems jointly. IGPA/Takamul has four (4) objectives: 1. Enhance GOI service delivery capacity 2. Improve public financial management 3. Strengthen monitoring and oversight of service delivery and public expenditure 4. Support Iraqi change agents (cross-cutting objective) The Kurdistan Regional Government (KRG) Ministry of Electricity (MOE) manages the power production, transmission and distribution of electricity across the provinces, towns and industrial areas in the Kurdistan Region of Iraq (KRI). As part of its mandate, the MOE manages public and private production with full responsibilities for the operations and maintenance of the transmission and distribution networks, energy losses, billing and revenue collection, and the planning of new infrastructure. Under Objective 1 - Service Delivery, the IGPA Project is working with KRG-MOE and other stakeholders in the electricity sector to improve service delivery through technical assistance initiatives which, for Year 4, have been identified for the KRI as follows:

• Review technical specifications and make recommendations for standardization in KRG • Improve the customer subscription process for electricity services in KRG • Develop/update the electricity master plan for KRG • Develop a functional organizational structure for the KRG-MOE • Enhance the technical capacity of KRG-MOE staff

Under Objectives 2 & 3 - Public Financial Management and Monitoring & Oversight, the IGPA Project is working with KRG-MOE, Ministry of Planning (MOP) and other stakeholders in the electricity sector to meet requirements to access international financing and address the fiscal challenges in Kurdistan. General areas of support include public financial management, local revenue generation, economic development, business enabling environment, and other economic reforms, and for Year 4, the following specific initiatives have been identified for the electricity sector in the KRI:

• Simplify the process for paying electricity service fees • Support KRG-MOE to implement a cost recovery model for planning and budgeting • Enhance the planning and budgeting capacity of KRG-MOE finance and accounting staff

Master Planning in the Kurdistan Region of Iraq The Kurdistan region has an extensive 132kV transmission network, with 400kV starting to be introduced in recent years. The 33kV voltage level is utilized both as a sub-transmission voltage, as well as a distribution voltage, together with 11kV. Due mainly to supply constraints, peak demand is


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currently limited to around 3500MVA (unconstrained peak demand is estimated to be between 6500 & 7500 MVA).

Figure 1: The Kurdistan Region of Iraq (Study Area)

Many of the transmission and distribution (T&D) networks in KRG are either already overloaded or close to being overloaded, resulting in high technical losses and poor performance. A lack of funding has meant the deferment of 400kV infrastructure reinforcements, and in some cases sub-optimal expansion of the 132kV networks. 132kV ‘mobile’ substations are utilized in a T-off arrangement as a cheaper option for implementation, to the detriment of security of supply in the transmission system. A comprehensive Master Plan for KRG was compiled by Parsons Brinckerhoff (PB) Power in 2008. Since then the Load Demand Forecast (LDF) and Master Plan have been updated internally from time to time within the General Directorate of Planning and Projects (GD-P&P). The LDF utilizes a 10 year horizon and is compiled only at the KRG regional level. It has been updated by the GD-P&P in 2013, 2016 and is currently under review. The UNDP compiled Distribution Master Plans for the Medium Voltage (MV) feeders for each Governorate (Province) in 2013/14. These plans are now outdated and not being used any longer. A list of required projects is generated and prioritized from time to time by the GD-P&P. However, a lack of funding for infrastructure has resulted in a number of projects being done in a piecemeal fashion (continuous projects), while others are routinely postponed. A comprehensive Single Line Diagram (SLD) of the transmission system is maintained in Computer Aided Design (CAD) format. No formal Geographic Information System (GIS) database exists of the entire transmission and distribution system. It is noted however that informal mapping of the transmission system exists in GoogleMap format, and some of the Distribution Directorates have comprehensive GIS


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mapping of their 33 & 11kV networks (in ArcGIS format), while others are not using GIS to map or manage their networks at this stage. Network loading data for HV & MV feeders, as well as all substation transformers, is captured by the respective General Directorates of Electricity. The MOE-KRG utilizes the PSS/E software package for power system analysis for transmission planning purposes, as well as the ASPEN software package for protection coordination studies. The Synergi software package is used for distribution planning purposes. It has been some time since proper training on these software packages has been provided.

II. Objective The objective of this activity is to assist the MOE-KRG General Directorate of Planning and Projects to update the Transmission and Distribution Master Plan for the Kurdistan Region. The scope will include the 400 and 132 kV transmission networks and the 33kV sub-transmission/distribution networks to the level of the 33kV and 11kV busbars in the respective substations. A full generation plan is outside the scope of this assignment; only shortfalls in generation supply with reference to the demand forecast will be indicated. A planning horizon of 10 years shall be used. Training shall be provided on the use of the Load Demand Forecast (LDF) model, the PSS/E software and the upkeep of the GIS database as it pertains to the maintenance of the Transmission system asset database and the future updating of the Master Plan. The outcome of this activity will be an organized listing/mapping of infrastructure projects, with the required completion year and associated capital investment requirements for a 10 year period. This will ultimately improve the delivery of electricity services in KRG via the organized upgrading and expansion of the power system infrastructure in a proactive and timely manner to ensure adequate power transfer capacity for the streamlined delivery of electricity services to citizens and other electricity consumers in the Kurdistan Region.

III. Activity Summary/Description The main responsibilities of the Vendor will include, but not be limited to, the following tasks / milestones: Task 1 - Project kick-off, inception phase and data gathering Task 2 - Update Load Demand Forecast Task 3 - Build T&D network planning model and analyze existing networks Task 4 - Future network studies and Draft Master Plan Report Task 5 - Presentation of Results, and preparation of Final Report Task 6 - Workshop for MoE-KRG and GD’s of Electricity Task 7 - Final Completion Report and project close-out These tasks shall be carried out taking into account the requirements of the Specific Tasks below.

IV. Tasks/Detailed Requirements The Vendor’s responsibilities, under the direction of the Electricity Management Consultant, shall include, but not be limited to the following specific tasks: Task 1 - Project kick-off, inception phase and data gathering


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• Upon mobilization, the Vendor shall meet with MOE Senior Management Team1, and in particular with the General Director of Planning and Projects (GD-P&P), to confirm the scope of the assignment, identify a Project Champion, as well as appropriate MOE counterpart staff (MOE Committee / Implementation Agents), who are intended to support the implementation of the activity, as well as benefit from on-the-job training and capacity building through the vendors’ activities.

One or more Change Agents, as defined under the IGPA Objective 4 criteria, shall also be identified to ensure the ongoing sustainability of the activity into the future. For practical reasons the Change Agent(s) should be selected from the MOE Committee, and more specifically from the GD-P&P. This will allow the incumbent(s) to benefit from the capacity building as well as be involved in the future updating and implementation of the projects. • At this kick-off meeting, any existing policies and/or desired goals and targets relating to the

planning of the power system should be identified and recorded. • With the assistance of the MOE Committee, the Vendor shall undertake interviews and meetings

with relevant MOE-KRG staff, in particular with the GD-P&P staff, as well as visit the 4 provincial General Directorates (Erbil, Duhok, Sulaimani, Garmian), to:

- solicit data and documents related to the assignment - understand the status of current plans and planning practices - visit selected sites to ascertain typical substation layouts, as well as get an understanding of

the current condition of major equipment. - identify any issues that could potentially impact the master planning study.

• The MOE Committee will assist with the collection of required data. • Within 4 weeks of project kick-off, the Vendor shall submit an inception report. As a minimum, the

inception report should consist of the following: - a summary list of meetings / interviews held, and all site visits. Minutes of meetings and

photographs of site visits should be included as attachments. - a list of data requested, and the current status of data collection. - any significant findings related to the availability of data (e.g. completeness & quality) - confirmation of, or any proposed deviations from, the original methodology, as described in

the Vendors’ proposal / contract document. - an estimated timeline for each task - a communication protocol that describes how communication will be managed during the

course of the project The inception report should preferably be no more than 15 pages, excluding attachments. Task 2 - Update load demand forecast (LDF) • The Vendor shall, in collaboration with the IGPA team and MOE (GD-P&P) review the existing LDF,

and understand the current methodology, assumptions, data sources and limitations. • The Vendor shall propose a revised structure for the LDF model with a view to improving it, by at

least allowing for the following: - forecasts should be disaggregated to at least the MV busbars in each transmission

substation (and preferably the 33kV and 11kV MV feeders if data availability and quality permits2)

- the utilization of improved data for constrained loads under load-shedding conditions - diversity between feeder and substation loads when aggregating loads upwards - consideration for different approaches/assumptions for different categories of customers

(residential, commercial, industrial, agricultural, government)

1 The IGPA project team shall assist with the arrangements and initial introductions. 2 The feasibility of accomplishing this should be flagged in the Inception Report.


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• The proposed LDF model should be structured in such a way to allow for easy updating by the MOE from time to time.

• The revised LDF model should allow for at least 3 growth scenarios, clearly displaying the assumptions for each scenario.

• The proposed revised LDF model structure shall be presented to the IGPA team and MOE GD-P&P for acceptance before populating the model for future forecasting purposes.

• Network loading data (HV and MV feeder loads and HV/MV transformer loads) shall be obtained from the GD-P&P and/or Provincial GD’s as necessary. 2020 should be used as the base year, and unconstrained loads should be utilized for the forecasts and the planning studies.

• Assumptions utilized for the forecasts shall, as far as possible, be aligned with official Government assumptions.

• The LDF shall be for at least 10 years beyond the current year, and the model shall allow for retaining historical loads, as well as for expanding the model into the future over time.

• Within 8 weeks of project kick-off, the Vendor shall submit a complete load forecast model, fully populated, presenting the alternative scenarios to the IGPA team and MOE GD-P&P for approval, which should be received before undertaking any future-based network studies. Note: the Vendor should be prepared to present the outcome of the LDF to the Senior Management Team of the MOE-KRG if necessary.

• Within 14 weeks of project kick-off, following the approval of the LDF, the Vendor with the assistance of the MOE Committee shall arrange a 2- day training session for up to 12 participants from MOE-KRG, who shall be trained in the use of the LDF model, the maintenance of the data and the updating of the load forecast scenarios for the future. The training session will be held in Erbil and the Vendor shall make allowance in the Financial Proposal for the logistical expenses of the workshop, including the cost of the venue, refreshments and meals associated with the workshops, as well as travel and accommodation costs of the attendees (up to 2 per province, remainder based in Erbil).

Task 3 - Build T&D network planning model and analyze existing networks • Utilizing the existing available network data, typically found in both single line diagram (SLD) and

geographical format, together with technical nameplate data, the Vendor shall compile a network planning model for the purpose of analyzing the complete transmission system (400kV and 132kV), as well as the bulk (sub-transmission) component of the 33kV networks3.

• The model shall be capable of conducting load flow analysis, as well as 3 phase fault studies, utilizing the PSS/E software package4.

- Existing available PSS/E data shall be obtained from the MOE-KRG staff during the inception phase, and reviewed and validated in collaboration with the MOE GD-P&P staff.

• The model shall be populated initially with consumer / feeder loads (in MVA) as utilized in the base year of the LDF:

- All large consumers (>5MVA) supplied at 33kV and above should be modelled separately5 - MV distribution feeder peak loads (maximum demand) shall be aggregated and modelled

separately at the 33kV and 11kV busbars of each substation - Realistic loading of substation power transformers should be achieved through scaling

and/or diversifying maximum peak demands • All existing available generation plant data shall be obtained from MOE-KRG and modelled to reflect

typical operational patterns, under constrained and anticipated unconstrained conditions. • Within 11 weeks of project kick-off, the Vendor shall present a complete network analysis model,

demonstrating a realistic representation of the existing networks and loads (unconstrained), which

3 Under this SoW, it will not be required to model or analyse the 33kV and 11kV distribution feeders. 4 Under this SoW, it will not be required to conduct transient/dynamic studies, nor assess single phase to earth faults. 5 The feasibility of accomplishing this should be flagged in the Inception Report.


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shall be presented to the IGPA team and MOE GD-P&P representatives for acceptance, before undertaking any future-based network studies.

• At this time, the Vendor shall also have captured / updated the 400kV-132kV transmission and 33kV subtransmission network assets, with topographical connectivity, into an ArcGIS format (SHP file format) for geographical visualisation purposes.

• The Vendor, with the assistance of the MOE Committee, shall arrange a 3-day training session for up to 15 participants from MOE-KRG, who shall be trained in the use of the GIS asset database, including the capture and maintenance of the data and the preparation of mapping outputs, as these aspects pertain to the maintenance of the Transmission system asset database and the future updating of the Master Plan. The training session will be held in Erbil and the Vendor shall make allowance in the Financial Proposal for the logistical expenses of the workshop, including the cost of the venue, refreshments and meals associated with the workshops, as well as travel and accommodation costs of the attendees (up to 2 per province, remainder based in Erbil).

• A concise summary of initial findings shall be compiled in PPT presentation format, highlighting: - any modeling and/or data issues - existing network capacity issues6 (overloading, low voltage, high losses, etc.) - any planning policy/strategy issues that should be addressed immediately or in the short-

term Task 4 - Future network studies and draft master plan report • After the problem statements for the existing network and loading scenarios have been determined,

the Vendor will conduct future-based network studies utilized the unconstrained load demand forecasts, over the 10 year planning horizon.

• In the course of conducting these studies, and during the formulation of proposed solutions, the Vendor shall consider:

- all existing electricity infrastructure projects already in various stages of implementation / construction (committed projects)

- all planned electricity infrastructure projects, but not yet funded or commenced with implementation (uncommitted projects)

- any non-conformance with accepted planning guidelines - any known issues relating to age/condition of network infrastructure, and/or network

configuration, and/or protection/control of the networks7. • The Vender shall identify and document all existing and anticipated network capacity problems. • The Vendor shall, using available standard project costing data sourced from MOE-KRG, compile

project budgets for all the proposed solutions (in USD and IQD). Where necessary costing data is not available, the Vendor may utilize data from own experience or typical international average costs for similar projects.

• Within 16 weeks of project kick-off, the Vendor shall submit to the IGPA team and the GD-P&P a Draft Master Plan Report for initial review/comment. The report shall be concise, but at a minimum summarize the following:

- objectives and scope of the master plan - approach / methodology - load demand forecast - existing network assessment - future network studies - proposed solutions / infrastructure requirements phased per annum

6 Both constrained and unconstrained network loading scenarios should be assessed. 7 Under this SoW, it will not be required to conduct separate condition-based assessments or protection studies. However any

information received from the MoE-KRG should be scrutinised and taken into consideration (as appropriate) when formulating proposed solutions.


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- anticipated capital investment plan phased over the 10 year period by project category - recommendations for future updates of the master plan (including data improvements.

The Vendor shall capture the proposed infrastructure solutions into the GIS database (in SHP file format) and, as part of the report, visually illustrate, in a phased manner, the network changes utilizing the geographical maps and SLD’s. • The IGPA and GD-P&P representatives shall respond to the Vendor within 6 working days (1 week)

with initial comments. The Vendor shall consider all comments for incorporation into the Final Draft Report.

Task 5 - Presentation of Results, and preparation of Final Report • The Vendor shall, with the assistance of the MOE Committee, prepare a detailed presentation of the

Final Draft Master Plan which shall be presented to the Senior Management Team of the MOE-KRG at a date to be determined by the IGPA team and GD-P&P.

• The objective of this presentation will be to inform MOE Management of the overall process, assumptions, main findings, and final outcomes of the Master Plan study. The intention will also be to solicit approval for the master plan from Senior Management and to get their go-ahead for the GD-P&P to start implementing the recommendations.

- Any further comments received at this workshop session shall be incorporated into the Final Master Plan Report as appropriate.

• Within 22 weeks of project kick-off, the Vendor shall submit to the IGPA team and the GD-P&P the Final Master Plan Report, together with relevant attachments and data sets.

Task 6 - Workshop and Training sessions for MoE-KRG and GD’s of Electricity • Following MOE Management approval, the Vendor shall, with the assistance of the MOE

Committee, update the detailed information-sharing workshop presentation as necessary, with the objective of informing relevant MOE staff of the process, assumptions, findings, and final outcomes of the Master Plan study8.

• The Vendor shall, with the assistance of the MOE Committee, also arrange a 4-day training session on the use of PSS/E power system analysis software9, including the capture and maintenance of data, load flow and fault studies and interpretation of results, as these aspects pertain to the analysis of the KRG T&D networks and the future updating of the Master Plan.

• With the assistance of the MOE Committee, relevant staff shall be invited from the GD-P&P, as well as from the respective departments in each Governorate and Transmission Planning, Distribution Planning and other relevant MOE Directorates (e.g. Protection, National Dispatch Center, etc.) to attend either or both the following sessions, as appropriate:

i. the general information-sharing workshop presentation for relevant technical staff ii. the PSS/E training session (only for PSS/E users)

• The Vendor, with the assistance of the MOE Committee, shall deliver a one-day information-sharing workshop presentation in Erbil for up to 40 selected participants (assume, up to 5 per province, remainder from MOE Head Office/Erbil GD-P&P Office).

Note: the Vendor will only be required to deliver the workshop in Erbil. Any further workshops required in the provinces will be conducted by the respective MOE Committee members.

8 Note: It should be borne in mind that translation into Kurdish will be required for the workshop sessions.

To this end, the Vendor shall provide initial ‘training’ on the master plan to the MOE Committee members and/or Change Agents, after which it is anticipated that they will work with the Vendor to prepare and deliver the workshops for the relevant technical staff in Erbil, and the other respective locations around KRG if necessary. The Vendor will only be required to conduct the workshop in Erbil.

9 The training can be provided by an external vendor (sub-contractor) or utilizing internal resources, and should be priced accordingly.


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• The Vendor shall, with the assistance of the MOE Committee, deliver the 4-day PSS/E training session for up to 10 selected participants10 (assume, up to 2 per province, remainder from Erbil).

• The Vendor shall make allowance in the Financial Proposal for the logistical expenses of the workshop and training sessions in Erbil, including the cost of the venue, refreshments and meals associated with the workshops, as well as travel and accommodation costs of the attendees.

Task 7 - Final completion report and project close-out • Following the conclusion of the workshops and training sessions in Tasks 2, 3, 5 and 6, and within 24

weeks of kick-off, the Vendor shall submit to the IGPA team a Completion Report of preferably less than 20 pages, excluding attachments and photographs, summarizing the work undertaken by activity and achievements. The report must include a detailed lessons learned section that captures the successes and challenges of the activity. This section should identify best practices that can be shared and replicated across future activities, as well as an analysis describing implementation or planning challenges, with recommendations for overcoming these challenges in the future. The report shall include recommendations for future updates to the Master Plan, obtain full commitment of stakeholder to the plan, including data improvements if necessary.

- the body of the report shall be submitted in English; - one hard copy and a soft copy (MS-Word and PDF format) is required

• As a minimum, the following shall be included as attachments to the Completion Report:

- the complete Final T&D Master Plan Report, with all attachments (in English) - all relevant data sets associated with the LDF, PSS/E studies, SLD’s and GIS maps. - all workshop and training materials and records

Note: In executing the above tasks, the Vendor will be responsible for complying with the relevant requirements specified under the IGPA Monitoring, Evaluation and Learning (MEL) component. (See section IX for more detail.)

V. TECHNICAL DIRECTION The Regional Service Delivery Coordinator is responsible for day-to-day supervisory work and coordination (e.g. receives initial submission of all communications, weekly reports, deliverables, and approval requests including meeting and event dates, etc.). The IGPA/Takamul Service Delivery Team Lead is responsible for providing written technical approval for all deliverables.

VI. DETAILED DELIVERABLES IGPA anticipates a period of performance of 24 weeks for this scope of work. Payment Schedule and Milestone Deliverables Note: The payment milestones and completion dates below are indicative and will be confirmed at the time of contract finalization and at inception report approval if any modifications become necessary. Payments are conditional on conformance with IGPA/Takamul requirements and approval by DAI.

Milestone Description of Milestone and Required Documentation Payment Amount (%)

Anticipated completion Dates

1 Project kick-off / inception phase / data gathering • Minutes of meetings held (PDF documents)

4 weeks from contract starting

10 It can be assumed that all participants already have basic experience in the use of PSS/E, and the level of training should be

aimed at ‘intermediate’ users.


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• List of data requests, and ongoing status updates (Excel) • Existing plans, planning policies and/or guidelines • Inception Report, with data review, confirmation of

methodology and implementation plan (Word / Excel) • Site visits to facilities (photographs)

25%

date

Update Load Demand Forecast • Updated load forecast model • Load Demand Forecast Report • All training material (Word, Excel, PPT documents) • MOE acceptance


2 Build network planning model and analyze existing networks • Minutes of meetings held (PDF documents) • Records / outcomes of any workshops (PPT, PDF) • GIS map and SLD of existing network (SHP & CAD files) • PSS/E network model, populated with existing network

and load data (PSS/E files) • Summary of initial findings (PPT)

40%


Future network studies and draft master plan report • Minutes of meetings held (PDF documents) • Records / outcomes of any workshops (PPT, PDF) • GIS map and SLD of proposed future networks under

study (SHP files & CAD files) • PSS/E network study files, populated with proposed

network and future load data (PSS/E files) • Draft Master Plan Report • Record of comments received, and Vendor responses.


3 Presentation of Master Plan, and Final Report • Presentation material (PPT slides) • Final Master Plan Report • Record of comments received, and Vendor responses • MOE acceptance

35%


Workshop and Training Sessions for MoE-KRG and Electricity GD staff (Erbil) • All workshop material (Word, Excel, PPT documents) • All training material (Word, Excel, PPT documents) • Records of workshops (Word, photographs)


Final Completion Report & project close-out • Project Completion Report with attachments (Word)

- Final Report, with detailed description of the consultant’s work on each task of T&D Master Plan,

- Detailed lessons learned section that captures the successes and challenges of the activity.

• All electronic data sets associated with the LDF, PSS/E studies, SLD’s and GIS maps.

• All workshop and other presentation material utilized


VII. REQUIRED VENDOR EXPERTISE

The vendor is expected to assemble a team capable of executing all the required tasks to an internationally acceptable level of quality. As a minimum, the following core staff are required:


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A. Team Lead / Master Planning Expert

• Bachelor’s degree in Electrical Engineering (heavy current) or equivalent • At least 15 years of experience in the related technical area. Expert knowledge of geo-spatial

power system planning approaches, in particular for transmission (400 - 132kV) and MV distribution (33 - 11kV) networks.

• Sound experience in energy and load demand forecasting • Experience / working proficiency in power system analysis, ability to interpret results • Experience in project costing of electricity infrastructure projects • Regional or international experience desirable, particularly in post-conflict and complex

environments. • Strong analytical skills, including data analysis • Excellent writing, reading and verbal communication skills essential

- English essential - ability to prepare analytical reports - facilitation skills with persuasion abilities

• Ability to conduct workshops and on-the-job capacity building • Computer skills:

- proficient in the use of MS Office package - working knowledge of the PSS/E Power System Analysis (PSA) software package will be

an advantage - conceptual knowledge of GIS software / databases, and a working proficiency will be an

advantage

B. Load Forecasting Expert • Bachelor’s degree in Electrical Engineering, Energy Economics or equivalent • At least 10 years of experience in the technical area of load demand forecasting particularly as it

relates to transmission (HV) and distribution (MV) system planning. • Sound experience in energy and load demand forecasting methods and approaches in

developing, conflict or post-conflict regions • Regional or international experience desirable, particularly in post-conflict and complex

environments. • Strong analytical and research skills, including data analysis • Excellent writing, reading and verbal communication skills essential

- English essential - ability to prepare analysis reports - facilitation skills with persuasion abilities

• Ability to conduct presentations and on-the-job capacity building • Computer skills:

- proficient in the use of MS Office package (Excel) - working proficiency of ArcGIS software will be an advantage, including data capture,

manipulation, analysis/database queries and presentation of results

C. Power System Planning Engineer • Bachelor’s degree in Electrical Engineering (heavy current) or equivalent • At least 7 years of experience in the related technical area of power system planning, in

particular for transmission (HV) and distribution (MV) planning. • Expert experience in power system analysis, and building T&D network models, specifically using

the PSS/E software package. • Experience in costing of electricity infrastructure projects • Regional or international experience desirable, particularly in post-conflict and complex

environments.


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• Strong analytical and research skills, including data analysis • Excellent writing, reading and verbal communication skills essential

- English essential - ability to prepare analysis reports - facilitation skills with persuasion abilities

• Ability to conduct workshops & on-the-job capacity building • Computer skills:

- proficient in the use of MS Office package - skilled, experienced user of PSS/E Power System Analysis (PSA) software package - working proficiency of ArcGIS software required, including data capture, manipulation,

analysis/database queries and presentation of results While the core team is expected to fulfill the majority of the tasks on-site, the vendor is expected to provide sufficient home-office support to back-up the on-site experts as and when required. The vendor should have undertaken at least one significant regional or national Electricity Master Planning Study within the last 5 years; more than one will be an advantage. VIII. ACTIVITY LOCATION The work may be done partly in-country and partly remotely (plan to be proposed by the Vendor). The base for the in-country work will be Erbil, with travel to the 4 provincial KRG Governorates as necessary.

IX. MONITORING AND EVALUATION IGPA/Takamul Standard Documentation Requirements: The Monitoring, Evaluation, and Learning (MEL) Plan is a tool used by IGPA/Takamul to assess and report progress towards achieving key program outcomes and results, and planning, managing, and documenting the collection and use of performance data. The MEL Plan enables tracking progress towards pre-determined milestones and targets, makes mid-course adjustments (monitoring), assessing and reporting the results of its major components, and analyzing intended and unintended results and the impact of the program as a whole (evaluation). Performance Indicators: The activity comprising the subject of this SoW will report on qualitative and quantitative indicators - selected by IGPA/Takamul staff - to assess the impact of the proposed initiatives and monitor the progress of the project. These indicators have been selected in line with IGPA/Takamul MEL Plan indicators based on their utility and efficiency in measuring progress and the fact that they can be independently validated or verified. Indicative numbers are presented in the table below (see Table I: Proposed Indicators). Data Collection and Monitoring: Standardized IGPA/Takamul MEL tools of data collection shall be utilized during the implementation of this activity, including but not limited to: Attendance Sheets11 (Sign-in Sheet), Pre- and Post- Tests,12 Home Letters,13 Training Evaluation Form, and Short Report letterhead. (Kindly refer to the MEL Requirements Protocols for additional information.) The IGPA/Takamul MEL Unit will provide the required templates and protocols for submitting deliverables.

11 An Attendance Sheet is an official document for listing those attending a training session, workshop, meeting, class, or course.

12 A Pre- and Post- Test is an evaluation design, defined as a “before and after” assessment that measures whether the expected changes took place in the participants in a program.

13 A Home Letter is a tool to assess the increased level of knowledge as result of training provided. The difference between a Home Letter and a Pre- and Post- Test is that the latter measures short-term impact while the former, a) assesses the impact of our training in the long term, and b) measures whether trainees have utilized the knowledge gained in their respective jobs.


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the IGPA/Takamul technical team (component/objective staff) will share the DAI Collect forms’ links (URLs) with the vendor/contractor/implementer. The implementer will be responsible for ensuring that the participants/trainees complete the required MEL tools during the activity. Submission of Deliverables: Documentation described in the Payment Schedule / Milestone Deliverables shall serve as deliverables and are not considered complete until written approval is provided by the IGPA/Takamul Service Delivery Team Lead. General guidance on how to submit the required deliverables is listed below.

a) Reports, approvals, and meeting notes may be submitted electronically. b) Attendance Sheets (Sign-in Sheets), Pre- and Post- Tests, Home Letters, and Training Evaluation

Forms must be submitted in both original hardcopy and electronically. c) All relevant information detailed in this section should be provided to IGPA/Takamul no later

than 10 working days before each event. For Assessment and Surveys:

a) The Assessment Questionnaire and Surveys shall be shared with the MEL Unit seven days in advance of the survey/assessment by the activity implementer.

b) The activity implementer is responsible for ensuring that the assessments forms are adequately completed.

c) After completing the event, all supporting documentation and forms should be submitted to the IGPA/Takamul technical team (component/objective staff): completed questionnaire or survey forms, photos, assessment report, and detailed budget (if applicable).

For Training Events (or any intervention where knowledge is being transferred)14:

a) MEL forms required are listed below: i. Attendance Sheets (Sign-in Sheets) – may be completed electronically for remote/online

implementation or in hard copy in the case of on-ground implementation. Attendance Sheets are shared by the IGPA/Takamul MEL Unit with the Implementer the Thursday before the event is scheduled to commence.

ii. Pre- and Post-Tests – are implemented through DAI Collect. Pre- and Post-Tests are designed by the trainer or the curriculum expert and shared with the MEL team three days before the training event. The MEL team is responsible for designing the coding, while the technical team is responsible for uploading the forms onto DAI Collect. The MEL Unit will only review and verify what is received from the technical team.

Once the tests are implemented, the implementer will need to scan the forms completed by participants and conduct data entry using the DAI Collect link provided by the MEL Unit. The MEL Unit will conduct Pre- and Post-Test analyses. The findings should be included in the event report.

iii. Home Letters and Training Evaluation Forms – are implemented through DAI Collect. They are provided by the IGPA/Takamul MEL Unit the Thursday before the event is scheduled to commence. During the last day of the training session, the trainer will distribute a "Home Letter" to each participant, collect the completed letters, and submit them to the MEL Unit. b) After completing the event, all supporting documentation and forms should be submitted to

the IGPA/Takamul technical team (component/objective staff): completed Attendance Sheets (Sign-in Sheets), Pre- and Post-Tests, Training Evaluation Forms, Home Letters, PowerPoint presentations, photos, assessment report, and detailed budget (if applicable).

14 Based on the USAID definition, training is defined as sessions in which participants are educated according to a defined curriculum and set learning objectives. Sessions that could be informative or educational, such as meetings, but which do not have a defined curriculum or learning objectives are not counted as training. The purpose of training is to improve one’s capability, productivity, and performance.


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For On-the-job Training:

a) MEL forms required are detailed below: i. Attendance Sheets – may be completed electronically for remote/online implementation or in

hard copy in the case of on-ground implementation. Attendance Sheets are shared by the IGPA/Takamul MEL Unit the Thursday before the event is scheduled to commence.

ii. Home Letters and Training Evaluation Forms – are implemented through DAI Collect. They are provided by the IGPA/Takamul MEL Unit the Thursday before the event is scheduled to commence. During the last day of the training session, the trainer will distribute the electronic and/or hardcopy Home Letters and Training Evaluation Forms to each participant, collect the letters and forms, and submit them to the MEL Unit.

b) After completing the event, all supporting documentation and forms should be submitted to the IGPA/Takamul technical team (component/objective staff): completed Attendance Sheets (Sign-in Sheets), Home Letters, Training Evaluation Forms, PowerPoint presentations, photos, assessment report, and detailed budget (if applicable).

For Follow-up Sessions:

a) MEL forms required are described below: i. Attendance Sheets – may be completed electronically for remote/online implementation or in

hard copy in the case of on-ground implementation. Attendance Sheets are shared by IGPA/Takamul MEL Unit the Thursday before the event is scheduled to commence.

ii. Training Evaluation Forms – are implemented through DAI Collect. They are provided by the IGPA/Takamul MEL Unit the Thursday before the event is scheduled to commence. During the last day of the training session, the trainer will distribute the electronic and/or hardcopy Training Evaluation Forms to each participant, collect the forms, and submit them to the MEL Unit.

b) After completing the event, all supporting documentation and forms should be submitted to the IGPA/Takamul technical team (component/objective staff): completed Attendance Sheets (Sign-in Sheets), Training Evaluation Forms, PowerPoint presentations, photos, assessment report, and detailed budget (if applicable).

For Workshops,15 Seminars,16 Technical Assistance, and Round Tables17:

a) MEL forms required are listed below: i. Attendance Sheets – may be completed electronically for remote/online implementation or in

hard copy in the case of on-ground implementation. Attendance Sheets are shared by the IGPA/Takamul MEL Unit the Thursday before the event is scheduled to commence. b) After completing the event, all supporting documentation and forms should be submitted to

the IGPA/Takamul technical team (component/objective staff): completed Attendance Sheets (Sign-in Sheets), photos, PowerPoint presentations, assessment report, and detailed budget (if applicable).

All the data/actuals must be reported and supporting documentation provided. Achievement shall not be counted if there is not supportive documentation. All photos and videos of civilians and participants must comply with international best practices. The documentation described in the Detailed Delivery/Payment Schedule shall serve as deliverables and is

15 A workshop refers to a seminar or discussion group used to exchange ideas and demonstrate any subject. Workshops could be a meeting or session where a group of people is engaged in discussing a topic. In a workshop, sharing specialized material with participants is very rare.

16 A seminar may be defined as a gathering of people for the purpose of discussing a stated topic. Such gatherings are usually interactive sessions where the participants engage in discussions about the delineated topic.

17 A round-table discussion/meeting is one where people meet and talk in conditions of equality.

https://dictionary.cambridge.org/us/dictionary/english/discussion

https://dictionary.cambridge.org/us/dictionary/english/meeting

https://dictionary.cambridge.org/us/dictionary/english/people

https://dictionary.cambridge.org/us/dictionary/english/meet

https://dictionary.cambridge.org/us/dictionary/english/talk

https://dictionary.cambridge.org/us/dictionary/english/conditions

https://dictionary.cambridge.org/us/dictionary/english/equality


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not considered complete until the IGPA/Takamul Team Leader provides written approval. The following section notes when key government stakeholder approval is also required. Approvals will not be considered valid unless they are in writing.


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TABLE 1: Proposed Indicators

Indicator Definition Male Female Total 5. Number of initiatives implemented by IGPA/Takamul-supported provincial institutions

An initiative is a service performed by an IGPA/Takamul-supported provincial institution to enhance service delivery in line with its statutory mandate. Initiatives include training, workshops, public hearing sessions, performance audits, and other outputs implemented by IGPA/Takamul-supported provincial institutions. Provincial institutions supported by IGPA/Takamul include but are not limited to Provincial Water Directorates (PWD), HCCPSec Performance Evaluation Department (HCCPSec PED), Ministry of Water Resources (MoWR), and Basrah Water Management Committee (BWMC) and Provincial PED. Implemented means the specific initiative was undertaken or performed by the provincial institution as required to improve service delivery. IGPA/Takamul support includes previous training and technical assistance provided through such means as mentoring or coaching.

N/A N/A 1

13. Number of individuals trained by IGPA/Takamul

This indicator counts the number of individuals to whom significant knowledge or skills has been imparted through interactions that are intentional, structured, and purposed for imparting knowledge or skills to improve service delivery in Iraq. The indicator includes government officials at the central and provincial levels, CSOs, and private and public sector actors who receive training or technical assistance in various skillsets to improve service delivery. Through the IGPA/Takamul project, USAID will provide mentoring and coaching to key Iraqi actors to enable them to apply newly acquired skills, implement strategies, and facilitate behavior change (institutional and individual) that will lead to sustainable improvements in Iraq's governance and service delivery to citizens. The indicator will contribute data for counting the number of trainees who gained knowledge through structured training only. This includes structured training sessions and on-the-job training sessions. Regarding structured training and on-the-job training, participants will be counted as individuals to avoid double counting. For example, if one participant attends more than one training session, regardless of the training topic, the participant will be counted only once (simply because he or she is the same individual). Requirements for satisfactory completion of training: Individuals who participate in any structured training course offered by IGPA, whether face-to-face or online training, are expected to attend 100% of the training. However, successful completion requires that a trainee participates in at least 75% of the training length. For instance, participants must have attended at least 4.5 days of training on a 6-day training course, 4 days of training on a 5-day training course, 3 days of training on a 4-day training course, and 1.5-days of training on a 2-day training course.

27 10 (At least 25% if possible)

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Indicator Definition Male Female Total


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14. Number of participants attending IGPA/Takamul interventions

This indicator counts the number of participants attending IGPA/Takamul's interventions. Interventions include workshops, conferences, seminars, follow-up sessions, and other events, excluding training and on-the-job training. The indicator includes government officials at the central and provincial levels, CSOs, and private and public sector actors. Through the IGPA/Takamul project, USAID will provide technical expertise, mentoring, and coaching to key Iraqi actors to enable them to apply newly acquired skills, implement strategies, and facilitate behavior change (on both institutional and individual levels) that will lead to sustainable improvements in Iraq's governance and service delivery to citizens. The indicator will contribute data for the number of participants who attend IGPA/Takamul's events. Participants at meetings are not counted under this indicator. Under this indicator, individuals will be counted multiple times. This will not be considered double counting because, unlike IGPA Indicator 13 (Number of individuals trained by IGPA/Takamul), this indicator will focus on tracking and measuring the participants rather than the persons.

30 10 (At least 25% if possible)

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X. LESSONS LEARNED REPORT Toward the end of completing the required activities (deliverables), the Vendor shall prepare a Lessons Learned Report pertaining to the activities, including all issues and challenges the Vendor noted during implementation, and actions the Vendor and/or the stakeholder undertook to overcome these challenges. Lessons learned can include issues or challenges such as planning and operating in an insecure context or public health context, how to overcome delays, lack of quality and quantity of data in the electricity directorates, lack of provincial electricity directorates engagement or buy-in of the activity, issues with staff qualifications, coordination issues between the Vendor and the electricity directorates, etc. A major goal of using the Lessons Learned Reports, is to give the Objective 1 IGPA team, key stakeholders, USAID, and other donors a chance to learn and improve on observations that have been made on recently completed IGPA electricity activities. This information is not only useful to project planning, but process improvement and project/activity evaluation as well. Documenting the IGPA activity learnings can provide access to information that doesn’t have to be learned the hard way anymore. Recording lessons learned - which include successes and challenges - gives the Objective 1 IGPA team and other interested stakeholders a roadmap to success on every electricity activity that IGPA can work through in the future. Lessons Learned process description: Lessons Learned: The lessons learned shall be compiled, formalized, and stored throughout the specific water activity’s duration including comments from the Vendor, the supported electricity directorate staff, and IGPA staff and other key stakeholders. Before or just upon the activity completion, a lessons learned workshop will be conducted by the Vendor and those included will be the appropriate electricity directorate staff and IGPA staff. The lessons learned sessions will focus on identifying project successes and project failures/challenges and should include recommendations to improve future performance on projects. Capturing Successes: The lessons learned should capture the successes noted throughout the project/activity implemented by the Vendor. These successes should identify best practices to apply on future sub-activities of this project or future projects and should be shared across organizations so that everyone benefits from the lessons gained from this project. Whether that was a short-term process change, a commitment to existing process, communication tweaks, or something else, the Vendor shall document these lessons in the formal report to realize what can and should be carried on to the next related project or projects. Improvements Needed: The Vendor shall record the reasons behind project improvements or issues to document lessons learned. The Vendor with the assistance of participating stakeholders will identify project issues, problems or challenges, to determine the root cause and the impact it had. This information will provide more context to the issue and helps set up recommendations for improvements moving forward. The Vendor shall review project improvements by breaking down the Problem, Cause, Impact, and Recommendation. The Lessons Learned Report should include the information gathered in the lessons learned sessions (conducted during the actual activity implementation), and additional input and recommendations from participants. The report should be made available to key participants, who get to respond. After the key participants input is collected, the report is finalized, the IGPA staff will review and comment on the report, and Vendor will finalize the reports. The entities designated by IGPA will either receive a copy or will be provided access to the report.


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XI. GENERAL

Non-discrimination Policy: IGPA/Takamul supports vendors which do not discriminate based on race, religion, gender, ethnicity, political party affiliation, disability, or any other minority/vulnerability/marginalized identity. In line with this policy, IGPA/Takamul aims to have equal access to training as well as participation. For the selection criteria, IGPA/Takamul attempts to reflect the demographics of the target communities and government institution in the composition of training participants. The identification with any minority / vulnerable population / marginalized group does not supersede the need to select participants who meet the minimum requirements. Data Protection: Because IGPA/Takamul works according to the principles of “do no harm” and because the project has a focus on vulnerable, marginalized and minority populations, especially women and children, it is essential that all activities work towards implementing a data protection policy or framework. The purpose of data protection is multi-faceted. First, a data protection policy is essential to protect the fundamental, legal rights and freedoms of persons that are related to the data to be protected. Simultaneously, data protection is essential to ensure a person's rights and freedoms are not violated or abused. Data protection regulations regulate the collection, usage, access, transfer and disclosure of data. The Vendor must be familiar with data protection policies, including those that are in place under Iraq legislation, and must be willing to adhere to the data protection policy of DAI. Equity and Inclusion: IGPA/Takamul will ensure that all activities are designed, planned, and implemented with due consideration to disparate effects on different genders and the various marginalized and minority populations within Iraq to avoid perpetuating cultural and traditional practices that may inhibit participation of any specific group in society. Conflict Sensitivity: IGPA/Takamul will strictly apply the principles of "do no harm" in the design, planning and implementation of activities. The purpose of "do no harm" is to avoid exposing people to additional risks through our action. "Do No Harm" means taking a step back from an intervention to look at the broader context and mitigate potential negative effects on the social fabric, the economy, and the environment. The Vendors staff shall be required to undergo training on Do No Harm. Integration with Other Objectives An integral deliverable of the electricity master plan will be a capital requirements plan (investment plan), which will cover a 10 year period. This will support the goals of Objective 2 - Public Financial Management by providing valuable inputs to the cost recovery model, which will need to consider the anticipated capital requirements, as well as the associated debt servicing. The capital requirements plan will also provide context to the Public Investment Management assessment / process and feed into the KRG infrastructure budget. Sustainability Aspects of the Intervention The vendor will be required to work in close collaboration with the MOE General Directorate of Planning and Projects, whose responsibility is the upkeep of the Master Plan. Suitably knowledgeable and experienced technical staff shall be selected to work with the Vendor. To enhance the overall acceptance and successful implementation of the Master Plan over the medium to longer term, the Vendor shall impart knowledge and skills to the allocated MOE counterparts via on-the-job training during the course of the assignment. This will allow these


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technical staff members to apply the same approach to future updates of the master plan and sustain a continuous cycle of improvement into the future. Change Agent Engagement Staff members of the General Directorate of Planning and Projects, MOE-KRG shall be selected to serve as the Change agents for this assignment. It is intended to select suitably knowledgeable and experienced staff from the GD-P&P to work with the Vendor. Their role, under the guidance and support of the Vendor, will be to lead the information sharing workshop sessions, ensuring the maximum buy-in from the stakeholders, and to ensure the future updating of the master plan and ensure the implementation of the projects.


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10.2 Attachment B: Proposal Cover Letter [On Firm’s Letterhead] <Insert date>

TO: Click here to enter text.

DAI Global, LLC

We, the undersigned, provide the attached proposal in accordance with RFP-Click here to enter text.-Click here to enter text. issued on Click here to enter text.. Our attached proposal is for the total price of <Sum in Words ($0.00 Sum in Figures) >. I certify a validity period of Click here to enter text. days for the prices provided in the attached Price Schedule/Bill of Quantities. Our proposal shall be binding upon us subject to the modifications resulting from any discussions. Offeror shall verify here the items specified in this RFP document. We understand that DAI is not bound to accept any proposal it receives. Yours sincerely,

Authorized Signature: Name and Title of Signatory: Click here to enter text. Name of Firm: Click here to enter text. Address: Click here to enter text. Telephone: Click here to enter text. Email: Click here to enter text. Company Seal/Stamp:


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10.3 Attachment C: Price Schedule

The budget below includes examples of the types of costs that may be included in the budget. Actual budget submissions may include different costs and should be prepared in line with the offerors’ technical proposal. Please provide a budget per directorate included in the proposal.

Please include an accompanying budget narrative linking costs with the work required in Attachment A. Additional supporting documentation for any of the costs included below may be requested.

Detailed Budget Template:

Line Item Unit Quantity Unit Price Total Cost

Budget notes (details, calculation, specification, and/or justification)

LABOR

For example, Team Leader and project manager (e.g., day) (e.g., # of days) (e.g., cost per day)

For example, expert Other staff Other staff Staff Subtotal Fringes and benefits G&A Fringes Staff Subtotal TRAVEL COSTS For example, local transportation For example, per diem For example, international travel For example, hotel costs Other travel cost Travel Subtotal OTHER DIRECT COSTS (ODC) For example, workshops and Meetings For example, Room rental (1 day in a local hotel) For example, Printing documents/maps For example, Anticipated ODC ODC Subtotal Total Program Expenses Subtotal INDIRECT COSTS AND FEE Fee GRAND TOTAL (USD)


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Price Schedule

Milestone No.

Milestone Description and Required Documentation Payment Amount (%) Price (USD)

Milestone No. 1 25 % $

Milestone No. 2

40 % $

Milestone No. 3 35 % $

Total 100% $

NOTE: Offerors must submit comprehensive budget narrative/ budget notes that provide information on each of the line items in the budget and explain why these items are needed to implement the activity.

If indirect rates are charged, Offerors must provide supporting computations for the allocation for indirect/overhead costs. A copy of an audit report and balance sheet and a profit and loss (P&L)/income & expenditure/revenue & expenditure statement OR a copy of the current Negotiated Indirect Cost Rate Agreement (NICRA).


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10.4 Attachment D: Instructions for Obtaining a DUNS Number - DAI’S Vendors, Subcontractors

Note: The determination of a successful offeror/applicant resulting from this RFP/RFQ/RFA is contingent upon the winner providing a DUNS number to DAI. Organizations who fail to provide a DUNS number will not receive an award and DAI will select an alternate vendor/subcontractor/grantee. -------------------------------------------------------------------------------------------------------------------------- Background: Summary of Current U.S. Government Requirements- DUNS The Data Universal Numbering System (DUNS) is a system developed and managed by Dun and Bradstreet that assigns a unique nine-digit identifier to a business entity. It is a common standard world-wide and users include the U.S. Government, European Commission and the United Nations. The DUNS number will be used to better identify related organizations that are receiving U.S. federal funding, and to provide consistent name and address data for electronic application systems. Instructions detailing the process to be followed in order to obtain a DUNs number for your organization begin on the next page.

Note: There is a Mandatory Requirement for your to Provide a DUNS number to DAI

I. SUBCONTRACTS/PURCHASE ORDERS: Organization All domestic and foreign organizations which receive first-tier subcontracts/ purchase orders with a value of $30,000 and above are required to obtain a DUNS number prior to signing of the agreement. Your organization is exempt from this requirement if the gross income received from all sources in the previous tax year was under $300,000. Please see the self-certification form attached.

II. MONETARY GRANTS: All foreign entities receiving first-tier monetary grants (standard, simplified and FOGs) with a value equal to or over $25,000 and performing work outside the U.S. must obtain a DUNS number prior to signing of the grant. All U.S. organizations who are recipients of first-tier monetary grants of any value are required to obtain a DUNS number; the exemption for under $25,000 applies to foreign organizations only.

NO SUBCONTRACTS/POs ($30,000 + above) or MONETARY GRANTS WILL BE SIGNED BY DAI WITHOUT PRIOR RECEIPT OF A DUNS NUMBER.


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THE PROCESS FOR OBTAINING A DUNS NUMBER IS OUTLINED BELOW:

1. Log on to the D&B (Dun & Bradstreet) DUNS registration website to begin the process of obtaining a

DUNS number free of charge. http://fedgov.dnb.com/webform/index.jsp Please note there is a bar on the left for Frequently Asked Questions as well as e-mails and telephone numbers for persons at Dun & Bradstreet for you to contact if you have any questions or difficulties completing the application on-line. DAI is not authorized to complete the application on your organization’s behalf; the required data must be entered by an authorized official of your organization.

2. Select the Country where your company is physically located.

3. You will first be asked to search the existing DUNS database to see whether a DUNS number already exists for your organization/entity. Subcontractors/grantees who already have a DUNS number may verify/update their DUNS records.

4. Potential DAI subcontractors/vendors/grantees who do not already have a DUNS number will be

shown the screen below. To request a new DUNS Number, the “Request a New D-U-N-S Number” button needs to be selected.

http://fedgov.dnb.com/webform/index.jsp


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5. Enter the information regarding your organization listed on the next three screens. (See screen shots below.) Make sure you have the following information available (in English) prior to beginning the process of entering this Section in order to ensure successful registration.

Legal Business Name (commas are allowed, periods are not allowed) Address Phone Name of Owner/Executive Total Number of Employees Annual Sales or Revenue (US Dollar equivalent) Description of Operations

6. Note that some fields are Optional, however all other fields must be completed to proceed further

with the application process. For example, all applicants must complete the Organization Information sections. The Company Name and Physical Address fields are self-populated based on information previously entered during the initial DUNS search. The question marks to the left of the field provide additional information when you click on them.


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7. You must select the legal structure of your organization from the pull down menu. To assist you in selecting the appropriate structure that best represents your organization, a brief description of the various types follows: • Corporation – A firm that meets certain legal requirements to be chartered by the

state/province in which it is headquartered by the filing of articles of incorporation. A corporation is considered by law to be an entity separate and distinct from its owners. It can be taxed; it can be sued; it can enter into contractual agreements.

• Government - central, province/state, district, municipal and other U.S. or local government entities. Includes universities, schools and vocational centers owned and operated by the government.

• Limited Liability Company (LLC) - This is a type of business ownership combining several features of corporation and partnership structures. It is designed to provide the limited liability features of a corporation and the tax efficiencies and operational flexibility of a partnership. Its owners have limited personal liability for the LLC’s debts and obligations, similar to the status of shareholders in a corporation. If your firm is an LLC, this will be noted on the organizations registration and licensing documents.

• Non-profit - An entity which exists for charitable reasons and is not conducted or maintained for the purpose of making a profit. Any money earned must be retained by the organization, and used for its own expenses, operations, and programs. Most organizations which are registered in the host country as a non-governmental organization (NGO) rather than as a commercial business are anon-profit entities.

Community based organizations, trade associations, community development councils, and similar entities which are not organized as a profit making organization should select this status, even if your organization is not registered formally in Country as an NGO.

• Partnership- a legal form of operation in which two or more individuals carry on a continuing business for profit as co-owners. The profits and losses are shared proportionally.

• Proprietorship-These firms are owned by one person, usually the individual who has day-to-day responsibility for running the business. Sole proprietors own all the assets of the business and the profits generated by it.

8. One of the most important fields that must be filled in is the Primary SIC code field. (See screen shot

below.) The Primary Standard Industrial Code classifies the business’ most relevant industry and function.

http://www.investorwords.com/3100/money.html

http://www.investorwords.com/3563/own.html

http://www.investorwords.com/1842/expense.html

http://www.investorwords.com/3467/operation.html

http://www.investorwords.com/3890/program.html


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9. If you are unsure of which SIC Code your organization’s core business falls under, please refer to the

following website: http://www.osha.gov/oshstats/sicser.html

http://www.osha.gov/oshstats/sicser.html


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You will need to enter certain keywords to bring up the potential SIC Codes. In the case above, “Research” was entered as the keyword, and resulted in the following:

PLEASE NOTE: Many of the DAI subcontractors and grantees fall under one of the following SIC codes:

8742 Management Consulting Services

1542 General Contractors-Nonresidential Buildings, Other than Industrial Buildings and Warehouses or one of the codes within:

Industry Group 357: Computer And Office Equipment

Industry Group 355: Special Industry Machinery, Except Metalworking

Industry Group 356: General Industrial Machinery And Equipment

Industry Group 359: Miscellaneous Industrial And Commercial


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10. Description of Operations- Enter a brief description of the primary services you provide the example below, “agricultural technical assistance” was chosen as the primary function of the business.


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11. The Annual Sales or Revenue figure should be provided in USD (US Dollar) equivalent. 12. Once all of the fields have been completed, click on “Submit Your Request” to be taken to the

Verification page. 13. Note: Representative (Principal, Owner or Officer) needs to verify and provide affirmation regarding

the accuracy of the data under criminal or civil penalties as per Title 18, Section 1001 of the US Criminal Code.

14. Once “Yes, Continue” button is clicked, the registration application is sent to D&B, and a DUNS number should be available within 24-48 hours. DUNS database can be checked in 24-48 hours by entering the Business Information in the Search window – which should now display a valid result with the new DUNS number for the entity.


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10.5 Attachment E: Self Certification for Exemption from DUNS Requirement

Legal Business Name:

Physical Address:

Physical City:

Physical Foreign Province (if applicable):

Physical Country:

Signature of Certifier

Full Name of Certifier (Last Name, First/Middle Names):

Title of Certifier:

Date of Certification (mm/dd/yyyy):

The sub-contractor/vendor whose legal business name is provided herein, certifies that we are an organization exempt from obtaining a DUNS number, as the gross income received from all sources in the previous tax year is under USD $300,000.

*By submitting this certification, the certifier attests to the accuracy of the representations and certifications contained herein. The certifier understands that s/he and/or the sub-contractor/vendor may be subject to penalties, if s/he misrepresents the sub-contractor/vendor in any of the representations or certifications to the Prime Contractor and/or the US Government.

The sub-contractor/vendor agrees to allow the Prime Contractor and/or the US Government to verify the company name, physical address, or other information provided herein. Certification validity is for one year from the date of certification.


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10.6 Attachment F: Past Performance Form Include projects that best illustrate your work experience relevant to this RFP, sorted by decreasing order of completion date.

Projects should have been undertaken in the past three years. Projects undertaken in the past six years may be taken into consideration at the discretion of the evaluation committee.

# Project Title

Description of Activities

Location

Province/

District

Client

Name/Tel No/Email

Cost in US$

Start-End

Dates

Completed on schedule

(Yes/No)

Completion Letter Received?

(Yes/No)

Type of Agreement, Subcontract, Grant, PO (fixed price, cost reimbursable)

1

2

3

4

5


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10.7 Attachment G: Representations and Certifications of Compliance

1. Federal Excluded Parties List - The Bidder Select is not presently debarred, suspended, or determined ineligible for an

award of a contract by any Federal agency. 2. Executive Compensation Certification- FAR 52.204-10 requires DAI, as prime contractor of U.S. federal government

contracts, to report compensation levels of the five most highly compensated subcontractor executives to the Federal Funding Accountability and Transparency Act Sub-Award Report System (FSRS)

3. Executive Order on Terrorism Financing- The Contractor is reminded that U.S. Executive Orders and U.S. law prohibits

transactions with, and the provision of resources and support to, individuals and organizations associated with terrorism. It is the legal responsibility of the Contractor/Recipient to ensure compliance with these Executive Orders and laws. Recipients may not engage with, or provide resources or support to, individuals and organizations associated with terrorism. No support or resources may be provided to individuals or entities that appear on the Specially Designated Nationals and Blocked persons List maintained by the US Treasury (online at www.SAM.gov) or the United Nations Security Designation List (online at: http://www.un.org/sc/committees/1267/aq_sanctions_list.shtml). This provision must be included in all subcontracts/sub awards issued under this Contract.

4. Trafficking of Persons – The Contractor may not traffic in persons (as defined in the Protocol to Prevent, Suppress,

and Punish Trafficking of persons, especially Women and Children, supplementing the UN Convention against Transnational Organized Crime), procure commercial sex, and use forced labor during the period of this award.

5. Certification and Disclosure Regarding Payment to Influence Certain Federal Transactions – The Bidder certifies that it

currently is and will remain in compliance with FAR 52.203-11, Certification and Disclosure Regarding Payment to Influence Certain Federal Transactions.

6. Organizational Conflict of Interest – The Bidder certifies that will comply FAR Part 9.5, Organizational Conflict of

Interest. The Bidder certifies that is not aware of any information bearing on the existence of any potential organizational conflict of interest. The Bidder further certifies that if the Bidder becomes aware of information bearing on whether a potential conflict may exist, that Bidder shall immediately provide DAII with a disclosure statement describing this information.

7. Prohibition of Segregated Facilities - The Bidder certifies that it is compliant with FAR 52.222-21, Prohibition of Segregated Facilities.

8. Equal Opportunity – The Bidder certifies that it does not discriminate against any employee or applicant for

employment because of age, sex, religion, handicap, race, creed, color or national origin. 9. Labor Laws – The Bidder certifies that it is in compliance with all labor laws. 10. Federal Acquisition Regulation (FAR) – The Bidder certifies that it is familiar with the Federal Acquisition Regulation

(FAR) and is in not in violation of any certifications required in the applicable clauses of the FAR, including but not limited to certifications regarding lobbying, kickbacks, equal employment opportunity, affirmation action, and payments to influence Federal transactions.

11. Employee Compliance – The Bidder warrants that it will require all employees, entities and individuals providing

services in connection with the performance of an DAI Purchase Order to comply with the provisions of the resulting Purchase Order and with all Federal, State, and local laws and regulations in connection with the work associated therein.

By submitting a proposal, offerors agree to fully comply with the terms and conditions above and all applicable U.S. federal government clauses included herein, and will be asked to sign these Representations and Certifications upon award.

http://www.sam.gov/


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10.8 Attachment H: Branding and Marking Plan Note: This is not required as part of the proposal. It is included as information for the Offeror. Upon subcontract award, this will be the first deliverable due.

Appendix N: Marking Plan

Sub Project Number and Name:_____________________________________________________

Name of Implementing Partner:_____________________________________________________

Name and Title of Partner’s Agent:__________________________________________________

Name and Title of DAI Project Manager:_____________________________________________

Instructions: This form has been created to provide implementing partners (subcontractors and grantees) and DAI Project Managers with a summary of marking requirements found in the Project’s Branding Implementation Plan (BIP). This form must be completed by the DAI Project Manager in conjunction with the agent of the implementing partner. Once completed, the Project Manager must upload the form to TAMIS.

Subproject Activities

Provide a short summary of the activities to be completed including the project location. For example, what materials or equipment will be purchased? What events will take place?

Include 2-3 sentence summary here:

Please place an “X” below for each activity that will take place as part of this Sub project. The implementing partner will be responsible for ensuring the Marking noted in the table below is implemented according to standards and templates provided.

Mark “X” Activity/Documents Required Marking

Activities


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Mark “X” Activity/Documents Required Marking

Documents

Reports

Certificates (training or other)

Invitations

Other (please describe)

Co- Branding and Co-Marking: DAI logo must not appear on any USAID funded programmatic material. Requests for Exceptions or Waivers of Marking Requirements – If you do not feel it is possible to mark one or more of the items or events listed above, please describe below (1) what marking you want to be exempt from (2) how the activity or item meets the requirement for an exception or waiver.

Include full detailed justification here:


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10.9 Attachment I: Insurance and Risk Allocation By submitting an offer to this RFP, you agree to the following Insurance and Risk Allocation requirements:

1- Insurance: The Subcontractor shall purchase and maintain through the course of the Work such insurance as will protect the Subcontractor, Client and Contractor from the following claims which may arise out of or result from its operations hereunder (whether by itself, any Subcontractors, anyone directly or indirectly employed by any of them, or anyone for whose acts any of them may be liable): claims under workmen's compensation, disability benefit, and other similar employee benefit acts; claims for damages because of bodily injury, occupational sickness or disease, or death, of its employees or any other person; claims which are sustained by any person as a result of the actions of the Subcontractor or by any other person; and claims for damages because of injury to or destruction of tangible property, including loss of use resulting there from. If requested, the Subcontractor will provide the Contractor with satisfactory evidence of compliance with this requirement.

The Subcontractor further agrees that if DAI should legally incur any reasonable cost whatsoever resulting from the lack of the aforementioned Insurance, on the part of the Subcontractor, while engaged in work, the Subcontractor will, to the extent permitted by applicable law, indemnify, and hold harmless DAI and the Client Organization from any such costs which they may legally be required to pay. The Subcontractor agrees to flow down the substance of this clause to all applicable consultants.

2- Indemnification: To the extent permitted by applicable law, the Subcontractor shall defend, indemnify, and hold harmless the Client and the Contractor, and its agents, officers and directors and employees from and against any and all claims, liability, losses, cost or expenses, including attorney's fees, arising out of the acts, errors or omissions of the Subcontractor, its officers, agents, employees, and anyone directly or indirectly employed by any of them or anyone for whose acts any of them may be liable. This indemnification obligation shall not be limited in any way by required, actual, or available insurance coverage. The Subcontractor agrees to flow down the substance of this clause to all applicable consultants.

Likewise, DAI shall defend, indemnify, and hold harmless the Subcontractor and their agents, officers and directors, and employees from and against all claims, liability, losses, cost or expenses, including attorney's fees, arising out of the acts, errors or omissions of DAI, its officers, agents, employees, subcontractors, and anyone directly or indirectly employed by any of them or anyone for whose acts any of them may be liable.

3- Intellectual Property Rights: Intellectual Property Rights: The Subcontractor warrants that it is not aware of any copyright, patent, trademark, trade secret or other proprietary right that it might infringe upon in providing the work required under the Agreement. The Parties shall indemnify and save each other harmless from any and all claims, suits, liability, expense or damages for any alleged or actual infringement of any copyright, patent, trademark, trade secret or other proprietary right arising in connection with the work provided by the Subcontractor under this Agreement.

Any deliverable produced under this subcontract shall be the property of DAI’s Client, if applicable and as defined in DAI’s prime contract with its Client. Additionally, any pre-existing item from either party shall remain the property of that party throughout the life of this subcontract agreement, and said party shall retain all rights and privileges to ownership. Any item that is jointly developed during the course of this subcontract agreement shall be either owned by DAI’s Client or jointly owned by both parties, dependent upon the terms and conditions of DAI’s prime contract with its Client.


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4- DBA Insurance: Subcontractor shall, throughout the period when work is performed and until final acceptance by DAI, carry and maintain, and ensure that all Subcontractors carry and maintain, DBA insurance in accordance with the applicable laws. It is required that a copy of DBA insurance policies shall be submitted to the DAI Contract Administrator prior to the commencement of any overseas work. To meet this requirement, the Subcontractor is requested to immediately submit the copy of Subcontractor’s existing DBA insurance policies and DBA insurance certification to the DAI Contract Administrator.

5- Proof of Insurance. Prior to the commencement of the Work, Subcontractor shall provide for Contractor’s review evidence of Insurance reflecting full compliance with the requirements set forth in Article 7, as applicable in the form of a Certificate of Insurance and other related documents. Such documents shall be kept current and in compliance throughout the period when work is being performed and until final acceptance by Contractor, and shall, based on Subcontractor’s best efforts, provide for thirty (30) days advance written notice to Contractor in the event of cancellation. Failure of Subcontractor or any Subcontractors to furnish Proof of Insurance, or to procure and maintain the Insurance required herein, or failure of Contractor to request such proof of coverage shall not constitute a waiver of the respective Subcontractors obligations hereunder.


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10.10 Attachment J: Proposal Checklist

Offeror: __________________________________________________________________________

Have you?

Submitted your proposal to DAI electronic E-mail address [email protected] (as specified in General Instructions above?

Does your proposal include the following?

Signed Cover Letter (use template in Attachment B)

Price Proposal (submitted in PDF and Excel format as described in section 4)

Technical Proposal

Past Performance (use template in Attachment F).

Documents use to determine Responsibility (As required in section “Responsibility Determination”):

1. Business Registration: Please provide a copy of official Iraqi business registration and required license(s) to operate in Iraq (e.g., organization registration in Iraq, or/and the organization proxy registration in Iraq – in case of non-Iraqi organization, please submit home country business registration as well), the organization also must be eligible to perform work under applicable laws and regulations of Iraq.

2. Evidence of a DUNS number (explained in section 8.4). 3. The source, origin, and nationality of the products or services are not from a Prohibited

Country (explained in section 8.3). 4. Offerors must have adequate financial resources to finance and perform the work or deliver

goods or the ability to obtain financial resources without receiving advance funds from DAI (e.g. Bank Statement, … etc.).

5. Ability to comply with required or proposed delivery or performance schedules (e.g. detailed price schedule, … etc.)

6. Have a satisfactory past performance record (e.g. appreciation letters or previous performance evidence, … etc.).

7. Have the necessary organization, experience, accounting, and operational controls and technical skills (e.g. organizational structure, … etc.).

8. Insurance and Risk Allocation (as defined in Attachment I) 9. The Vendor is to submit proof of manuals, standard operating procedures, and/or internal

policies, including human resource policies, which reflect a commitment to non-discrimination, equity and inclusion, and reporting mechanisms, including a whistleblower policy, for non-compliance with internal policies. If the Vendor is unable to produce the required documentation, the Vendor must be willing to work with IGPA/Takamul to receive training and support in the development of relevant policies.


Iraq Governance and Performance Accountability Project (IGPA)

Documents

Transcript of Iraq Governance and Performance Accountability Project (IGPA)