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TRANSCRIPT
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USAID/Senegal
Implementing Partners Handbook
March 2017
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Table of Contents Acronyms ............................................................................................................................................... 6
1. Introduction ................................................................................................................................... 8
2. Getting Started .............................................................................................................................. 8
2.1 Guiding Principles and Policies ........................................................................................ 8
2.1.1 Principles of Ethical Conduct ................................................................................................ 8
2.1.2 USAID Gender Equality Policy ............................................................................................... 9
2.1.3 USAID Disability Policy........................................................................................................... 9
2.2 How to Open an Office in Senegal .................................................................................... 9
2.3 House and Office Rental .............................................................................................................. 10
2.4 Rental Rates ................................................................................................................................... 10
2.5 Purchasing Equipment and Materials ...................................................................................... 11
2.6 Recruitment of Local Personnel ................................................................................................ 11
2.6.1 Local Staff Salaries ................................................................................................................. 12
2.6.2 Staff Medical Insurance ......................................................................................................... 12
2.6.3 Dismissal .................................................................................................................................. 12
2.6.4 Severance Pay ......................................................................................................................... 12
3. Administration and Logistics ............................................................................................ 12
3.1 General ........................................................................................................................................ 13
3.2 Duties, Taxes, Dues and Tax Exemption Procedures .......................................... 14
3.3 Temporary Vehicle Admissions ..................................................................................... 15
4. Finances........................................................................................................................................... 15
4.1 Financial material overviews .......................................................................................... 16
4.1.1 Financial management ......................................................................................................... 16
4.1.2 Audit management ................................................................................................................ 16
4.1.3 Pipeline management ........................................................................................................... 16
4.1.4 Cost sharing ............................................................................................................................ 16
4.1.5 Accruals reporting ................................................................................................................ 16
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4.1.6 Budget management ............................................................................................................. 16
4.1.7 Direct and indirect costs ...................................................................................................... 16
4.1.8 Advances and Liquidations ................................................................................................. 16
4.1.9 Standards and Obligations .................................................................................................. 16
4.2 Taxation of U.S. Foreign Assistance .............................................................................. 16
4.3 Per Diem Policy ...................................................................................................................... 17
5. Monitoring and Evaluation ................................................................................................. 17
5.1 Performance Monitoring ................................................................................................... 17
5.2 Data Collection ........................................................................................................................ 18
5.3 Data Management.................................................................................................................. 18
5.4 Geospatial Data Collection ................................................................................................ 18
5.5 Performance Plan and Report......................................................................................... 18
6. Communications ........................................................................................................................ 18
6.1 Internal and External Communications ..................................................................... 19
6.2 Materials .................................................................................................................................... 19
6.3 Events .......................................................................................................................................... 19
6.3.1 Events involving the USAID/Senegal Front Office ........................................................... 20
6.3.2 Events involving the US Embassy Front Office................................................................. 20
6.3.3 Event checklist ....................................................................................................................... 21
6.4 USAID Branding and Marking ......................................................................................... 21
6.4.1 Branding and Funding .......................................................................................................... 21
6.4.2 Applicable ADSs and Federal Regulations ........................................................................ 21
6.4.3 USAID materials – guides, templates and logos............................................................... 22
6.4.4 Feed the Future – guides, templates and logos ................................................................ 22
6.5 Success Stories ........................................................................................................................ 22
6.6 Website and Social Media .................................................................................................. 22
7.0 Training ........................................................................................................................................ 22
7.1 Participant Training and Exchanges for Capacity Development ................... 23
7.2 Roles and Responsibilities of USAID Missions ........................................................ 23
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7.3 Roles and Responsibilities of Implementing Partners ....................................... 23
8. Closing Down ............................................................................................................................... 24
8.1 Planning ..................................................................................................................................... 24
8.2 Closeout Process .................................................................................................................... 24
8.3 Physical Closeout ................................................................................................................... 24
8.4 Administrative Closeout .................................................................................................... 25
8.5 Standard Timelines .............................................................................................................. 25
8.6 Record Keeping ...................................................................................................................... 25
9. Partners contact list ................................................................................................................ 26
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USAID/Senegal provides the information in this handbook as a courtesy to its implementing
partners. However, USAID/Senegal cannot guarantee the accuracy or timeliness of the
information herein, and implementers are reminded that they are responsible for their own
operations in Senegal, and on matters of law should rely on the advice of their own legal
counsel.
Nothing in this handbook should be construed as direction from USAID/Senegal. Partners' roles
and responsibilities with respect to the implementation of activities funded by USAID are set
forth in the award agreement. Implementers who have specific questions about roles,
responsibilities, or allowability of costs under an award, should contact their AOR/COR and the
AO/CO.
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Acronyms A/COR Agreement/Contracting Officer’s Representative
AAGs Assistance Agreements
ADS Automated Directives System
AOTR Agreement Office Technical Representative
COTR Contracting Office Technical Representative
DGID Direction des Impôts et Domaines (Tax and Customs Administration)
DOAG Development Objective Assistance Agreement
DOC Development Outreach and Communications
EXO Executive Office
FSN Foreign Service National employees
GIS Geographic Information System
GOS Government of Senegal
HAC Health and Accident Coverage
IPs Implementing Partners
MPMS Mission Portfolio Management System
NGO Non-governmental Organization (ONG)
NINEA Numéro d’Immatriculation National des Entreprises et Associations
PVO Private Voluntary Organization
USAID United States Agency for International Development
USG United States Government
VAT Value-added tax
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1. Introduction Implementing Partners (IPs) are the backbone of USAID/Senegal (USAID) activities. There are approximately 60 IPs working closely with our Health, Education, Economic Growth, and Democracy and Governance teams across the country. They put thought into action, and use their skills, experience and expertise to get the job done. In addition to the responsibilities to deliver in the field, IPs are also expected to meet other numerous other obligations under their USAID contracts and Senegalese law. This handbook is designed to help IPs meet these obligations by providing information and links to useful documents, websites and other sources. It is designed to cover projects throughout their life cycle, from getting started to closing down. In between, it covers issues including administration, finance, monitoring and evaluation, communications and training. It is designed to be used as an electronic document, with links rather than thick appendices. It is also a living document, which will be added to and further developed over time. We welcome suggestions for additional sections. And about how we can continue to improve the guidance that we give.
2. Getting Started Joining the Mission as a first-time IP can sometimes be confusing. There are myriad challenges, from finding the right staff and office space, to establishing and building rapport with USAID and Government of Senegal (GOS) colleagues, to initiating the first steps of a project plan. This chapter addresses some of the more commonly asked questions about getting started as an USAID IP in Senegal.
2.1 Guiding Principles and Policies
Anyone involved in USAID activities, including IPs, should be aware of, and guided by, key principles and
approaches to their work.
2.1.1 Principles of Ethical Conduct
All USAID employees are bound to U.S. Presidential Executive Order 12674, the "Principles of Ethical Conduct for Government Officers and Employees," which established exacting standards of ethical conduct for executive branch employees. IPs should be aware of these principles and ensure they are maintained during the design and implementation of any and all activities and interactions. They should also ensure they do not create conditions or situations that might put USAID employees at risk. USAID employees must:
Place loyalty in the U.S. constitution, U.S. laws, and ethical principles above private gain
Act impartially to all groups, persons, and organizations
Give an honest effort in the performance of their duties
Protect and conserve federal property
Disclose fraud, waste, abuse, and corruption
Fulfill obligations as citizens and pay taxes
Comply with Equal Opportunity laws
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USAID employees must not:
Use non-public information to benefit themselves or their associates
Solicit or accept gifts from parties doing business with or seeking official action from USAID
Make unauthorized commitments or promises
Use federal property for unauthorized purposes
Take jobs or hold financial interests that conflict with our government responsibilities.
Take actions that even appear to be illegal or unethical
2.1.2 USAID Gender Equality Policy
USAID aims to improve the lives of citizens around the world by advancing equality between females and males, and empowering women and girls to participate fully in and benefit from the development of their societies. It promotes integration of gender equality and female empowerment throughout the Agency’s Program Cycle and related processes: in strategic planning, project design and implementation, and monitoring and evaluation. This integrated approach positions the Agency to address gender gaps and the constraints that hold women back. ADS 205 Integrating Gender Equality and Female Empowerment in USAID’s Program Cycle, includes revised technical competencies required for Foreign Service backstops, new definitions of gender issues for budget attribution, new senior positions devoted exclusively to gender equality and female empowerment, and new common indicators to measure progress in this arena have strengthened the Agency’s ability to address key gender issues and track our progress in doing so.
2.1.3 USAID Disability Policy
USAID is committed to the inclusion of people who have physical and cognitive disabilities and those who advocate and offer services on behalf of people with disabilities. This commitment extends from the design and implementation of USAID programming to advocacy for and outreach to people with disabilities. USAID’s policy on disability avoids discrimination against people with disabilities in programs which USAID funds and stimulates engagement of host country counterparts, governments, implementing organizations and other donors in promoting a climate of nondiscrimination against and equal opportunity for people with disabilities. The USAID policy on disability is to promote the inclusion of people with disabilities both within USAID programs and in host countries where USAID has programs. 2.2 How to Open an Office in Senegal Dakar’s Chamber of Commerce, Industry and Agriculture provides information on the formalities for opening offices in Senegal. Procedures differ depending on whether your organization is an NGO (PVO/NGO) or a private firm (a profit-making organization). In addition to the application for approval sent to the Ministry of Interior (for NGOs/PVOs) or deposited with the notary (for private firms), it is necessary to secure the NINEA (Numéro d’Immatriculation
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National des Entreprises et Associations) and the certificate establishing the organization or the project from the Tax and Customs Administration (Service des Impôts et Domaines). For a headquarters agreement between the GOS and international organizations, including NGOs and PVOs, opening a representational office in Senegal, the application for approval is sent to the Foreign Ministry. 2.3 House and Office Rental In Dakar, where the offices of the large majority of contractors are located, the cost of rent is high and the market is characterized by two types of agents: brokers and rental agencies. The first are usually individuals operating in the informal sector, working as intermediaries between property owners and clients who are paid commissions on rental deposits once the house is attributed to a client. The latter are officially recognized companies that manage a portfolio of houses and levy a monthly percentage from the rent paid. To rent property for offices or housing, it is recommended to speak directly to property owners instead of going through brokers. It is therefore advisable to get help from intermediation offices or through other channels that put you in contact with these property owners you can talk too directly. A second procedure is also to apply to credible real estate agents. When deciding on where to work or stay:
Choose buildings where the telephone wiring and computer network have already been installed
Ensure electricity and plumbing is in working order
Carry out a proper inventory of the building before occupying it (preferably in the presence of a bailiff)
Submit the proposed contract to a legal counsel and/or to the headquarters for verification and approval
Make sure the legal provision of a short notice of two months necessary to inform ahead the property owner in case the contractor would like to leave is included in the contract. Make sure also that the clause of three months necessary in case the property owner wants the contractor to quit is also included
For the rental of offices by the contractor’s staff, clearly indicate in the contract that a 5% deduction will be made for tax payment
Register the contract with the Tax and Customs Administration. This registration is mandatory but free of charge for USAID-funded programs and projects
Pay back deductions to the tax services even if the NINEA is not yet secured to avoid paying penalties
2.4 Rental Rates Rental rates vary depending on the area considered. Flat and house rental prices in Central Dakar can range from CFA 500,000 to CFA 2, 000,000 (US $ 800 to US $ 3,200). Property in the Almadies/Ngor area is in the same price range. They vary between CFA 400,000 and CFA 1,500,000 (US $650 to US $3,200) in the Fenêtre Mermoz, Sacré-Cœur and Scatt Urbam areas.
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2.5 Purchasing Equipment and Materials Before purchasing equipment and materials, it is recommended you collect market survey information in order to benefit from the best possible deals. This can help:
Put in place a good stock tracking system
Determine the best supplier in terms of quality and price
Ensure delivery deadlines for any purchase of computer equipment are respected. For example, negotiate the inclusion a clause stipulating that 1% will be deducted from the total amount of each day of delay in the delivery.
2.6 Recruitment of Local Personnel When recruiting local personnel, the standard procedure is to establish five copies of the employment contract and the movement of the worker for registration at the Inspection du Travail (Labor Inspectorate), after securing the NINEA and the document establishing the office of the implementing agency. After the Labor Inspectorate’s endorsement, a copy of each employee’s ID, contract and movement must be sent to IPRES and the Social Security Fund, together with a copy of the certificate of establishment and the NINEA. Contracts must be drawn up in accordance with the following policies and legislation: 1) USAID’s recruitment policy (advertising in newspapers or any other media deemed appropriate for public positions to be filled) 2) Senegalese legislation (Labor Code) 3) Collective Trade Agreement. When recruiting local personnel, it is advisable to:
Require a medical examination for new employees by a doctor chosen by the contractor. The medical certificates should accompany contracts certified by Labor Inspectorate.
Include a clause in the contract that makes it clear continued employment is subject to satisfactory performance, continued funding from USAID, and that employment could be terminated should USAID’s objectives change.
Include code of conduct clauses and employee benefits and share with employees a copy of the contractor’s procedures or inform them on the contractor procedures in these matters.
Clearly state the method used to calculate end-of-contract financial compensation and inform employees of this method, to avoid confusion at the end of the project.
Clearly state the duration of the contract (fixed-term or permanent contract). To avoid successive renewals of employment contracts that do not conform to Senegalese law, permanent contracts specifying conditions for contract termination (end of project, change of purpose, financing, etc.) should be used.
Consider engaging staff from former USAID projects who generally have strong references and understanding of USAID project procedures.
Open individual files for each employee (copies of contracts, degrees, diplomas, marriage certificates, birth certificates for spouses and children, IPRES and Social Security Fund membership cards).
Attach a copy of the NINEA to correspondences written for all administrative procedures.
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2.6.1 Local Staff Salaries
The contractor must establish a comprehensive salary scale for the technical staff, security guards and cleaning staff. The contractor can, as appropriate, use the USAID Foreign Service National (FSN) salary scale as a source of market information for some positions. However, the contractor must be aware that the FSN salary scale is a sensitive but unclassified (SBU) document and should not be shared or distributed. This salary scale must be in accordance with the Senegalese Labor Code and laws. As for security guards and housekeeping staff, it is preferable to contract with companies providing these services which will take full charge of the employees made available to the implementing agency. However, salaries must not be fixed based solely on the salary history of prospective employees. Their position and grade must be taken into account. To avoid problems with non-compliance, ensure equal pay for equally competent employees.
2.6.2 Staff Medical Insurance
The approximate annual costs of insurance charged by local Dakar-based insurance companies may vary from one company to another. The average annual cost per year is CFA 180,000 (US $295) for a child and CFA 250,000 (US $410) for an adult. The contractor usually pays 80-90% with the employee paying the other portion of actual costs.
2.6.3 Dismissal
In the event of employee dismissal, the contractor must document the reasons, including any negligence, misconduct, warnings, etc. which led to his/her dismissal. In this case, the contractor should refer to the Labor Code, approach the labor inspectorate or alternatively secure the services of a legal advisor.
2.6.4 Severance Pay
The end of contract compensation is always calculated on the basis of seniority within the organization. The end of contract compensation package depends on the type of contract (fixed-term or permanent contract) and the policy the contractor develops regarding this matter. In any case, the contractor must refer to the Labor Code to determine compensation levels. In case of dismissal for serious misconduct, the employee is not entitled to compensation. For the aspects of the logistic and administrative assistance, USAID/Senegal encourages contractors to use the services of a legal counsel and exchange information among them to share each other experience.
3. Administration and Logistics It is USAID/Senegal’s policy that, to the maximum extent possible, contractors’ personnel will be responsible for their own administrative and logistic support, and that contractor’s personnel shall comply with all (1) post policies including but not limited to housing standards, sale of personal property, accommodation exchange, and (2) the GOS rules and regulations pertaining to development assistance delivery. USAID will however, (1) assist contractors in obtaining access to those US Government services which are specifically authorized under their contract; (2) advise contractors on sources of and methods for
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obtaining services; and (3) assist them in accessing the GOS services, including intervening with the appropriate GOS authorities, as needed, to obtain documentation necessary for the contractors to clear their goods through customs or obtain tax exemptions or visas as further described in this Mission Order. Access to the GOS services shall be subject to the existence of an agreement signed between the USG and the GOS (usually a Development Objective Assistance Agreement – (DOAG)). Administrative services from the Embassy for contractors are limited to only those which are specifically authorized in the contract and are approved by the U.S. Embassy, Senegal. Such services must be coordinated and arranged through the Executive Office. The Executive Office is responsible for providing the following to contractors: 1. Application Form and Letter of introduction to the Security Office for ID cards for public access to the USAID, the Embassy Chancery and other such services as may be specifically authorized for under the terms of the contract and approved by the U.S. Embassy. 2. Introduction of contractors to local Senegalese authorities (Customs and Tax services). USAID will prepare a letter of introduction along with Chief of Party specimen of signature, and copy of the agreement signed with the Government of Senegal. 3. Review and approval of request to local authorities for (1) customs clearances for project commodities, goods, services, vehicles, personal effects and vehicles; and (2) registration of project vehicles covered under an agreement. 4. Review and approval of request to local authorities for value-added tax (VAT) exemption from locally procured goods and service covered under an agreement signed with the GOS. 5. Submission of requests to the appropriate local authorities for visas or extensions thereof, identity cards, or other such documentation as may be or may become necessary to permit the contractors to conduct their business without hindrance for contract personnel acting under a DOAG. 6. Other services which may become necessary from time to time and are approved, in writing, by the Mission Director. The contractor or the contract employee is, unless otherwise specified in the contract, responsible for: 1. All administrative and logistic support not otherwise specified above and for complying with various Post policies on housing, exchange of foreign currencies, official use of vehicles, etc. 2. Initiating and conducting all tax and VAT exemption procedures. 3. Registering him/herself and all authorized dependents, with the American Embassy Consular Section for US citizens, the appropriate embassy for non-US citizens and the GOS relevant services.
3.1 General
Within a week of arrival in Senegal, all contract personnel must contact the Executive Office to officially "check-in" with the Mission. If the contract under which they are employed was not negotiated and signed by this Mission, the contractor should present to the Executive Office a copy of the contract, specifically those parts of the contract in which the level of services to be provided by USAID is described. Prior to the end of a contract, all contractors must also "check out" with the Executive Office. They must comply with all USG policies regarding sale of personal property and conversion of local currency. Departing contractors may not sell personal property, including their personal vehicle, until approval of the Executive Officer has been received. Contractors must check with the Executive Office to ensure that
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all necessary customs formalities have been completed. Failure to comply with these procedures will delay final payment under the contract. For more information, contact Abdoulaye Deme: [email protected] 3.2 Duties, Taxes, Dues and Tax Exemption Procedures The programs that USAID’s contractors implement in Senegal are governed by the following three categories of law, taxes and dues:
1. Customs Duties, Import Taxes – This includes customs duties, import taxes and taxes that apply to the importation, use and re-export of goods and personal effects, including vehicles for the personal use of non-nationals and members of their families. The category extends to any duty or charge based on the value of imported goods, but excludes taxes on services directly related to the transfer or loading of such goods.
2. Dues and Income Tax – This includes exemptions on profits or assets of any non-national employees of national or non-national organizations, non-national contractors or beneficiaries. Exemptions from this second category include income taxes and social security allowances of any kind, taxes on movable or immovable property belonging to non-national organizations or people.
3. Duties and Taxes on Sales and Value-added Tax (VAT) – This includes duties and taxes on sales, VAT or duties and taxes on the purchase or rental of movable or immovable property. This third category also includes duties and taxes on transactions for the purchase of goods and services funded by USAID under agreements it has signed with the GOS, including duties and taxes on sales, VAT or duties and taxes on purchases or rentals of movable or immovable property.
Tax and Dues Exemption Procedures and Periods Most programs financed by USAID/Senegal are covered by DOAGs, which USAID signs with the GOS. These agreements exempt USAID’s contractors from the above-mentioned dues, duties and taxes and allow USAID’s contractors to benefit from the general exemption system that applies to the afore-mentioned three categories of dues, duties and taxes. Exemption procedures vary depending on the type of tax and dues and depending on the “good” considered. They involve two relevant departments: the Direction Générale (Customs Directorate) and the Direction des Impôts et Domaines (DGID). Tax Exemption Procedure with the Tax and Customs Administration For exemptions involving the Tax and Customs Administration (VAT for example), the documents to be submitted include the original and the copy of the invoice submitted for tax exemption purposes. This file is sent to USAID (in cases where the contractor submits its application through USAID) which then writes an introduction letter to be sent to “Direction des Impôts et Domaines”. The contractor collects the file from USAID and then submit it to the “Direction Générale des Impôts et Domaines (DGID, bloc fiscal, pièce no 227)”. The application is usually processed within 48 hours. Applications are submitted on Mondays and Tuesdays and collected on Wednesdays and Thursdays or exceptionally on Fridays. Tax Exemption Procedure with the Customs Services For exemptions involving the Customs Service (for equipment other than vehicles) contractors are requested to submit a memo along with the original copy of the invoice, six copies of the pro-forma invoice and a completed (typed) copy of the tax exemption deed. In cases where the contractor is requested to submit its application through USAID, this application is sent to the Mission which then
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prepares a letter requesting a tax exemption addressed to the Customs Service. The complete file is then collected from USAID and then submitted to the Direction des Impôts et Domaines (DGID, Rue Malenfant)” for approval. The contractor must collect the certified file from the Customs Service Directorate and submit to the supplier (for purchases made in Senegal) two copies of the tax exemption deed (pink and yellow copies) and a certified copy of the proforma invoice. The days for submission and withdrawal are the same as for the tax service (“Services des Impôts”). The contractor should ensure that the number of the tariff class is written on the invoice which is important for customs duties exemptions, especially for goods purchased in Senegal, including fuel. It is USAID/Senegal policy to make the contractor responsible for all the clearance process required for tax exemption. It is the contractor’s responsibility to initiate and conduct tax exemption procedures. At the start of each program, USAID introduces the contractor to the relevant departments of the Customs and Tax Services. The contractor then files the specimen signature of a member of their staff, usually the chief of party, which makes it possible to initiate tax exemption operations backed with a copy of the funding DOAG or assistance agreement USAID has signed with the Government of Senegal. Given the complexity of the exemption procedures, USAID/Senegal recommends to the contractor (new and old) to take the necessary steps to conduct their operations, even by hiring a forwarding agent for the services of a forwarder. The contractor must ensure that their USAID COR or AOR is kept informed about the nature of the tax exemption and the procedure used to secure it. This allows the COR or AOR to intervene in time to help resolve potential problems with the relevant Government departments. In so doing, the COR or AOR could also certify to the relevant Government departments that the tax exemption applications the contractor has submitted are not misused. The forms of the tax exemption deed can be purchased for CFA F 500/form at the Dakar Chamber of Commerce and Industry office, located downtown at the Place de l’Indépendance. 3.3 Temporary Vehicle Admissions Temporary admission applies to vehicles that USAID purchases and to vehicles that expatriate staff (non-Senegalese) working on the USAID assistance program in Senegal use. The Customs Service grants temporary admission of vehicles, based on a letter from USAID and the other required documents, including a statement of “temporary entry import” that comes with the vehicle, an insurance policy and a letter. The contractor reproduces the file (all papers) in seven copies and files them at the Customs Service Directorate. The contractor must renew the temporary admission annually, and as good practice, it is appropriate that contractor prepares the papers required for renewal and submit them two months before the previous temporary admission comes to an end. The renewal file includes an application, the original copy of the “temporary entry import” and the temporary certificate the Customs Service issued in the previous year.
4. Finances Both implementing partners new to working with USAID, as well as partners that have significant experience managing contracts and awards, can have challenges managing expectations around financial reporting requirements, as well as maintaining operations in accordance with USAID policies.
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The regulations that guide our work and cooperation can be complex, and although high level guidelines generally remain constant, the details can change due to political climates and new technologies. In the end, we are always looking for ways to most efficiently utilize our financial resources to carry out our mission.
4.1 Financial material overviews
We regularly train and guide our implementing partners on the key elements of their financial work and
responsibilities. For each, we have included some of our training material overviews to help capture the
main points:
4.1.1 Financial management
4.1.2 Audit management
4.1.3 Pipeline management
4.1.4 Cost sharing
4.1.5 Accruals reporting
4.1.6 Budget management
4.1.7 Direct and indirect costs
4.1.8 Advances and Liquidations
4.1.9 Standards and Obligations
4.2 Taxation of U.S. Foreign Assistance A. Mandatory reporting on taxation of foreign assistance (a) Final and interim Reports. The contractor/recipient must submit two reports annually: (i) An interim report by November 17; and (ii) A final report by April 16 of the next year. (b) Contents of Report. The reports must contain: (i) Contractor/recipient name. (ii) Contact names with phone, fax and email. (iii) Agreement number(s). (iv) Amount of foreign taxes assessed by the GOR on commodity purchase transactions valued at $500 or more financed with USAID (foreign assistance) funds under this agreement during the prior U.S. fiscal year. (v) Only foreign taxes assessed by the foreign government in the country receiving U.S. assistance are to be reported. Foreign taxes by a third party foreign government are not to be reported. For example, if an assistance program for Senegal involves the purchase of commodities in South Africa using foreign assistance funds, any taxes imposed by South Africa would not be reported in the report for Senegal (or South Africa).
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(vi) Any reimbursements received by the Contractor/Recipient during the period in (iv) regardless of when the foreign tax was assessed plus, for the interim report, any reimbursements on the taxes reported in (iv) received by the recipient through October 31 and for the final report, any reimbursements on the taxes reported in (iv) received through March 31. (vii) The final report is an updated cumulative report of the interim report. (viii) Reports are required even if the contractor/recipient did not pay any taxes during the report period. (ix) Cumulative reports may be provided if the contractor/recipient is implementing more than one program in a foreign country. Sub agreements. The contractor/recipient must include this reporting requirement in all applicable subcontracts, sub grants and other sub agreements. Submit the reports to: USAID/Senegal Controller For more information, contact Linda Percy: [email protected]. 4.3 Per Diem Policy The local costs and per diem policy is a protocol signed by donors in an effort to harmonize local costs
/per diem rates paid as part of the implementation of development programs. The default rule is that
donors will directly pay for accommodation, food, and logistics costs to service providers.
This document serves as a basis for the calculation of per diem rates. These rates apply to government agents and civil society entities. The protocol gives specific details on who is eligible and what costs are covered. The per diem policy only defines the per diem rates, not the payment/reimbursement procedures. Each donor will follow its own regulations for payments or reimbursements of per diem. For more information, contact Abdrahmane Diallo: [email protected]
5. Monitoring and Evaluation Over the course of activity implementation, IPs are required to collect data on implementation results, retain records that validate results, periodically (quarterly, semi-annually, or annually) report on results, and participate in data quality assessments of reported indicators. The AOR or COR of awards and USAID/Senegal Program Office M&E staff are available to assist with understanding these tasks, addressing challenges, and responding to Mission needs. Evaluations performed on behalf of USAID typically employ external parties to conduct the evaluation. While IPs are not normally tasked with evaluation responsibilities, IPs should be aware of evaluations and how to participate on them. Evaluation participation may require, but is not limited to, the sharing of all reporting data, implementation reports, and related activity documents; serving as part of key informant interviews; and responding to queries and requests of evaluators. 5.1 Performance Monitoring Per USAID ADS 201, “Performance monitoring is the ongoing and systematic collection of performance indicator data and other quantitative or qualitative information to reveal whether implementation is on
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track and whether expected results are being achieved. Performance monitoring includes monitoring the quantity, quality, and timeliness of activity outputs within the control of USAID or its implementers...” Performance monitoring issues for IPs generally revolve around monitoring and not evaluations. In particular, performance monitoring challenges may include understanding indicators; methods for data collection, retention, and reporting; record keeping to validate reported data; data quality assessment processes, etc. When needed, IPs should contact USAID/Senegal PRM M&E specialists for assistance clarifying performance monitoring needs and expectations or resolving issues. 5.2 Data Collection USAID/Senegal collects, reports, and stores data from IPs, most notably for project management and reporting. Some common tasks that include data collection are: USAID/Senegal Portfolio Reviews and the development of the Mission’s annual Performance Plan and Report (PPR). The Mission is currently developing and piloting a spreadsheet-based tool, named the Performance Indicator Tracking Tool (PITT), which may also soon be implemented to standardize IP reporting. 5.3 Data Management Data management in USAID/Senegal is performed using USAID databases (FACTSInfo, Phoenix), Google Sheets, and Microsoft Office (Access and Excel). Given this, USAID/Senegal prefers files from IPs that aligns with these systems. IPs must be prepared to share data in a non-proprietary and unlocked format with no editing protections enabled. Any formulas used in the calculations should be included as part of the file. 5.4 Geospatial Data Collection Since geospatial data is usually built into our performance monitoring data collection, just with specialized fields and concerns, this should be considered a sub-section to performance monitoring. USAID/Senegal collects, uses, and stores geospatial data for specific awards. Guidance and tools for all IPs regarding submission of geospatial data to USAID and to what geographic zone (region, arrondissement) are currently under development. 5.5 Performance Plan and Report The PPR is the annual report that aggregates performance monitoring data collected over the FY. It is usually submitted by mid-December. The Mission uses IP data to elaborate on the connection between reported results and progress made against the Mission’s development objectives and other U.S. government foreign assistance priorities. For more information, contact: [email protected]
6. Communications Good communications is essential for any Mission activity. This requires close coordination between IPs and their USAID counterparts – both AORs and CORs and the Development Outreach and Communications (DOC) Section.
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The DOC Section is responsible for coordinating communications and engagement activities across the Mission portfolio. They are the point of contact for Front Office and the US Embassy. They are also responsible for quality control and ensuring branding and marking requirements are met. 6.1 Internal and External Communications IP communications teams should work with the DOC Section to maintain close coordination throughout
the life of projects and activities. This should include both ongoing internal communication – regular
meetings from the start of the contract, shared planning, etc – and external communication activities,
such as events, media work and engagement with key stakeholders, both in Senegal and the US.
6.2 Materials The Mission typically produces several types of standard documents to capture the purpose and objectives of events and present key points. For most events involving the “Front Office” – the USAID Mission Director (MD) or Deputy Mission Director (DMD), or the Embassy Dakar Ambassador, Chargé d’Affaires, or Deputy Chief of Mission (DCM) – an Event Briefing Memo and either Talking Points, Remarks or a Speech will be required. There is sometimes confusion about the different documents and what they are used for. To clarify: Event Briefing Memo – A brief overview of a proposed event (no more than three pages) providing enough information for the Front Office personnel to make a decision about whether to attend. Event Briefing Memos should always be prepared in English. Talking Points – A clear, concise list (ca. 200-400 words) of statements or information a speaker should work to convey during her/his engagement, usually with someone outside the Mission. Talking points are not the same as remarks or speeches, which are meant to be read as a script at events. Talking Points can be prepared in either English or French. Remarks – A short (ca. 200-250 words) prepared statement in script form, including acknowledgement of guests and touching on key points, but without the detail of a longer speech. Remarks can be prepared in either English or French. Speeches – A longer (ca. 500 words) prepared statement in script form, including acknowledgement of guests, key points with supporting details, examples of actual people, groups, places or activities, and ‘calls’ for action in particular areas. Speeches can be prepared in either English or French. Press release – A clear, concise summary (ca. 300-400 words) in standard format, with essential facts and statistics, quotes from USAID and other partners, and contact information. Press releases are usually prepared in French. 6.3 Events Events involving the USAID Front Office involve careful planning, preparation and execution. This takes time and an organized approach to ensure that the right people are involved at the right time. It also requires clear, consistent, and continuing communication and engagement between the various people and teams involved in the process. The Mission coordinates many events each month, so it is important to let the DOC Section know as soon as possible to discuss what dates and representatives might be available.
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6.3.1 Events involving the USAID/Senegal Front Office
In general, it takes at least two weeks to make the necessary arrangements for an event involving the USAID Front Office. Below is an outline of the key steps that should be followed when organizing an event: At least 2 weeks before the event.
a) AOR/COR or Team DOC approaches DOC Advisor to identify and agree a date for the event. b) Technical Team and/or Team DOC and/or IP prepares an Event Briefing Memo in English. c) The AOR/COR submits it to DOC Advisor. d) DOC Advisor reviews and submits it to MD or DMD for approval. e) Once approved, MD or DMD schedules a meeting with DOC Advisor and AOR/COR to identify
and agree objectives, messaging and materials needed. f) AOR/COR then manages the preparation of the necessary materials.
7 days before the event. All materials are sent to the Technical Team Director for sign-off. 6 days before the event. Technical Team Director passes all materials to the DOC Advisor for sign-off. 5 days before the event. DOC Advisor sign-off on materials and arranges for translation. 4 days before the event. Materials are translated and cleared by PRM. 3 days before the event. DOC Advisor passes speech to the Front Office for review. Comments sent back to the DOC Advisor who liaises with the Technical Team Director for final changes. 2 days before the event. Front Office receives final version of speech. 1 day before the event. Final check of all materials by the DOC Advisor and AOR/COR. Copies prepared for distribution, as needed.
6.3.2 Events involving the US Embassy Front Office
Events involving the US Embassy Front Office involve many of the same steps as events for the USAID/Senegal Front Office, but also require additional time to allow for review and planning by Embassy teams. Below is an outline of the key steps that should be followed when organizing an event for the US
Embassy Front Office:
At least 4 weeks before the event. AOR/COR or Team DOC approaches DOC Advisor to identify and agree a date for the event. Technical Team and/or Team DOC and/or IP prepares an Event Briefing Memo in English. The AOR/COR submits it to the DOC Advisor. DOC Advisor uses the Event Briefing Memo to prepare a Decision Memo and sends it to Embassy Front Office with the PAS Information Officer copied in. Once approved, DOC Advisor schedules a meeting with AOR/COR to identify and agree objectives, messaging and materials needed. AOR/COR then manages the preparation of the necessary materials. At least 3 weeks before the event. The Speech/Remarks, drafted in English, are sent to the Technical Team Director for sign-off. Once cleared, the Technical Team Director passes them to the DOC Advisor for sign-off. The DOC Advisor then arranges for PRM and Front Office sign-off. 2 weeks before the event. The DOC Advisor sends the cleared Speech/Remarks to the PAS Information Officer who reviews and clears the document and arranges Embassy Front Office sign-off.
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1 week before the event. The DCM and the Ambassador sign-off. The Speech/Remarks are then translated into French. 3 days before the event. PAS Information Officer and DOC Advisor confirm preparation of Speech/Remarks. 1 day before the event. Final check of all materials by DOC Advisor and AOR/COR; copies prepared for distribution, as needed.
6.3.3 Event checklist
We’ve prepared a checklist to help ensure the various components of event preparation are addressed.
6.4 USAID Branding and Marking Federal law and USAID regulations require that USAID-funded projects are identified overseas as “American Aid.” Accordingly, USAID policy requires marking aid with USAID’s logo, including the tagline “From the American People.” Branding enhances the visibility and value of U.S. assistance, clearly informs beneficiaries of the source of that aid, and supports USG foreign assistance and public diplomacy goals. Failure to brand violates U.S. law and USAID policy, regulations, and guidance, creates audit vulnerability, and perhaps most importantly, deprives beneficiaries of U.S. Government foreign aid programs from understanding the source of the assistance and deprives U.S. taxpayers and USAID from receiving credit for the important work that USAID performs across the globe. Branding and Marking plans must be approved by the A/COR in consultation with the USAID/Senegal DOC Section before project activities take place, and all branded materials must be cleared by the A/COR in consultation with the DOC Section before appearing in public. Find answers to some of the more commonly asked questions about USAID branding here.
6.4.1 Branding and Funding
Branding follows funding. Projects that are solely funded by USAID, such as acquisition instruments (contracts, purchase orders, BPAs, task orders, etc.) or USAID corporate communications, must be exclusively branded in accordance with the policies and procedures as laid out in ADS 320 Branding and Marking and Electronic Code of Federal Regulations e-CFR Part 700 .
Projects which are co-funded by USAID and other partners, such as assistance instruments (grants, cooperative agreements, etc.) are co-branded by the partners.
6.4.2 Applicable ADSs and Federal Regulations
ADS 220 Use and Strengthening of Reliable Partner Government Systems for Implementation of Direct Assistance ADS 320 Branding and Marking ADS 557 Public Information and Websites ADS 558 Use of Social Media for Public Engagement e-CFR Part 700 Uniform Administrative Requirements, Cost Principles, and Audit Requirements for
Federal Awards
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6.4.3 USAID materials – guides, templates and logos
USAID Graphic Standards Manual and Partner Co-Branding Guide USAID Video Shooting Guide USAID PowerPoint Template Standard Definition – High Definition
USAID logos are available in different styles, according to the guidelines:
RGB files (for web, digital, video, and office printers): 2-Color, Black-Only, White, CMYK files (for professional offset printing): 2-Color, Black-Only, White
Pantone files (for spot color and screen printing): 2-Color
USAID logo with tagline translated in French
6.4.4 Feed the Future – guides, templates and logos
Feed the Future Branding and Marking Feed the Future Branding 101 : Watch webinar recording Feed the Future Branding FAQ Feed the Future Logos EPS Versions Feed the Future Logos PNG Versions Feed the Future Logo French PNG Versions Feed the Future Logo French EPS Versions Feed the Future PowerPoint Template (Acquisition) Feed the Future PowerPoint Template (Assistance) 6.5 Success Stories IPs are encourages to share their success stories as a way to publicize their achievements. These stories are a great way of telling a wider audience about the work that is being done here. Guidelines and an example are available to help ensure stories meet required the form and style. 6.6 Website and Social Media The Mission uses social media to help increase awareness of its activities, along with related events and points of interest. We’re currently using the following social media platforms:
Facebook: facebook.com/USAIDSenegal
Twitter: @USAIDSenegal
YouTube: USAIDDakar We welcome ideas about upcoming events that we can feature. Get in touch. For more information about communication issues, contact the DOC Section: Thomas Yocum: [email protected] or Aissa Dabo: [email protected]
7.0 Training The Mission sometimes supports opportunities for training for IPs. This should be part of their contract. If training is not included in the contract, it is unlikely it will be provided. If your project includes training
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elements, please consult with your AOR as soon as possible. Procedures are often complicated and require a considerable amount of time to arrange.
7.1 Participant Training and Exchanges for Capacity Development
Participant training is typically takes place in the U.S., a third country, or in-country. The object is to transfer knowledge, skills, or attitudes, as well as ideas and sector context, through structured learning and follow-up activities to solve job performance problems or fill identified performance gaps. Participant training can consist of long-term academic degree programs, short- or long-term non-degree technical courses in academic or other settings, such as seminars, workshops, conferences, on-the-job learning experiences or observational study tours. It can also involve distance or e-learning, and online courses. IPs should select trainees who are highly motivated to perform well, participate appropriately, benefit from the training, and are highly likely to apply the training in furtherance of program and USAID objectives. Selection must be guided by requirements to determine an individual’s eligibility. For more about USAID policy and regulations related to participant training, please refer to the ADS 253 Participant Training for Capacity Development. 7.2 Roles and Responsibilities of USAID Missions USAID Missions fund and administer Participant Training programs through their IPs. Missions are accountable for results and must show that Participant Training programs contribute to the achievement of USAID and USG objectives. USAID Missions must, directly or through the procurement of services:
Design, implement, and track the training for results and impact, with the ultimate aim of strengthening institutional or organizational capacity.
Report on their Participant Training activities as part of their broader performance measurement (monitoring, evaluation), and reporting requirements.
Design and carry out Participant Training activities with cost control and cost-sharing practices whenever possible.
Strictly follow all USAID policy requirements, as stipulated in ADS 252 Visa Compliance for Exchange Visitors and ADS 253 Participant Training for Capacity Development.
7.3 Roles and Responsibilities of Implementing Partners IPs should assist the Mission with any pre-training preparation, program implementation, monitoring, data reporting, and other essential responsibilities. IPs must input all relevant data in TraiNet, USAID’s web-based database for collecting information on all USAID training activities. More information about TraiNet can be found at the TraiNet homepage: For additional assistance, including TraiNet access, login, and questions on technical support:
E-mail: [email protected]
Phone: +1.703.879.8611
Skype: trainetvcs
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8. Closing Down During the final phase of a project, activities are finalized and administrative tasks completed. IPs should ensure that all work is complete, all liabilities have been liquidated, and all required certifications have been submitted. In addition, IPs should ensure the proper planning is in place and the necessary closeout processes – both physical and administrative – are adhered to. 8.1 Planning
Begin thinking about your options ( 1 year before award end date)
Develop a detailed close-out plan (6 months prior to the end of the period of performance)
Work with the COR and other staff early to ensure a smooth transition
8.2 Closeout Process
Conduct final evaluation to measure impact and lessons learned
Request a Cost / No-Cost Extension (if necessary at least 3 to 6 months before the award end date)
Transfer responsibility for services or interventions to a local partner that has alternate funding
Continue the project with funding from new sources
Work with sub awardees on their closeout(s) 8.3 Physical Closeout
Make sure all work is complete and field offices closed somewhere around 2 months before project end date
Submit required reports and other deliverables on time
Account for property acquired with USAID funds
Confirm disposition of property and submit final approved disposition plan (FAR 45 and 2 CFR 200.313)
Partner Field Notes: Transferring Project Cars to Partners and Government
“The transfer of project cars to Government or local partners is part of the close-out process. It is important for a project to
ensure that a full transfer of the certificate of ownership (Carte grise and new matriculation number) be fully completed to avoid
any confusion relative to civil responsibility in case of accident or vehicle misuse.
“The process is launched by the production by the USAID Mission of the Asset Disposition letter that informs the IP of the
destination of project assets at close-out. If a specific vehicle is destined to a specific Government department and/or region (ex:
Ministry of Agriculture/DRDR/Kolda), it is important that this be clearly mentioned in the letter.
“Based on this letter, the transfer process should be contracted as part of close-out costs to a local forwarder. This will ensure
that the process is carried out promptly, which may not be the case if the vehicle is simply handed over to the designated
technical organization. The forwarder will be tasked to manage the process of securing the various administrative approvals,
right up to the change of vehicle matriculation, issuance of new plates and pick-up by the designated user. In the case of
Government this means the issuance of “AD” series plates which do not require that the vehicle be insured by a third party as
the Government of Senegal self-insures its fleet. For the regular plates for non-government partners, it is recommended the
project insure the vehicle for the months separating the matriculation from the date of full project close.
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“The process is quite long and IPs should initiate this transfer process at least 6 months before close out. This imposes that the
disposition plan, at least for vehicles, be completed very early in the closeout process.”
Jean-Michel Voisard Chief of Party - Directeur de projet Feed the Future Senegal NAATAL MBAY
8.4 Administrative Closeout
Settle all subcontract costs and any subcontract issues
Provide detailed pipeline of all expenditures that have been made to date and those that are expected to be required through the end of the award (ADS 302 sat)
Conduct a final audit covering the last year of the award
Submit a contractor’s release of claims
Submit final patent and royalty reports and final property inventory (if any)
Submit any classified / residual limited official use materials (if any)
Promptly refund unobligated cash balances
Prepare and submit a final invoice or completion voucher with request for final payment
For cost – reimbursement contracts, submit all provisional and final Negotiated Indirect Cost rate Agreements (NICRA) for all years of the award of the award, in which a NICRA was not previously submitted
8.5 Standard Timelines
Assistance Award specific: Recipient must submit all financial, performance, and other reports) within 90 days of the end of the period of performance (2CFR 200.343)
Receive a Closeout Letter from the Contracting Office 3 months prior to the award end date with specific instructions. (ADS302 sat)
Contract Specific: FAR 4.804-1 gives specific timelines pertaining to the types of contracts that are awarded. (simplified acquisition, fixed price, and cost-reimbursable awards, etc.)
8.6 Record Keeping
The USAID Record management Program states that COR/AORs must ensure that records created, received or maintained by contractors and grantees are made a part of the official file. (ADS 502)
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9. Partners contact list Below is a current list of USAID/Senegal’s contractors. If you are not on this list, or would like to amend the information provided, please contact Marie Victoire Dione: [email protected]
IMPLEMENTING PARTNERS LIST – 2017
Economic Growth
ORGANIZATION NAME TITLE EMAIL PHONE
NUMBER
International
Resources Group
(IRG)
Jean Michel Voisard Chief of Party [email protected]
338697434
NCBA/CLUSA Karl Rosenberg Chief of Party [email protected]
Peace Corps Famara Massaly APCD
Agriculture [email protected]
338597500
Development
Alternatives Inc.
(DAI)
Aliou Boly Chief of Party [email protected]
338203388
University of
Rhode Island Khady Sane Diouf Chief of Party
33 820 51 67
Virgina Tech Tom Archibald Chief of Party [email protected] 33-869-7521
Alliance for a
green revolution
in Africa (AGRA)
Abdou Ndiaye Country
Coordinator [email protected]
Winrock
International Ndeye Mama Toure
In-country
representative [email protected]
NCBA/CLUSA and
ACDI/VOCA Yaguemar Diop
In-country
representative [email protected]
JSI Research
&Training
Institute, Inc.
Robert de Wolfe Chief of Party bdewolfe@spring-
nutrition.org
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NRCE (Natural
Resources
Consulting
Engineers)
Gabriel Regallet Chief of Party [email protected]
IFPRI/MSU Kimseyinga Savadogo Chief of Party [email protected] 33 869 98 39
ICRISAT
(International
Crop Research
Institute for the
Semi-Arid Tropics)
Robert Zougmoré Chief of Party [email protected]
223 20 70 92
04
Democracy and Governance
ORGANIZATION NAME TITLE E-MAIL ADDRESS PHONE NUMBER
World Education Abdou Sarr Chief of party [email protected] 33 991 48 13
Catholic Relief Service
(CRS) Carla Fajardo Chief of Party [email protected]
33.889.1575
Concern Universal (CU) Tony Jansen Chief of Party tony.Jansen@concern-
universal.org
220 439 6071
ONG Decentralisation -
Droits Humains -
Developpement Local
(ONG-3D)
Moundiaye Cisse
Coordonnateur
33 825 69 69
ONUDC Issa SAKA Coordonnateur [email protected] 33 859 9696
RTI Jean Michel Dufils Chief of party [email protected] 338691216
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Health
ORGANIZATION NAME TITLE E-MAIL ADDRESS PHONE
NUMBER
IntraHealth Dr Babacar Gueye Chief of Party [email protected] 338697495
Abt Associates François Diop Chief of Party [email protected] 338654970
Abt Associates Moussa Mbaye Chief of Party [email protected] 338654970
Abt Associates Isseu Toure Chief of Party [email protected] 338654970
RTI Envision Mawo Fall Chief of party [email protected]
CHEMONICS
INTERNATIONAL INC Isaiah Ndong Chief of party [email protected]
Education
ORGANIZATION NAME TITLE E-MAIL ADDRESS PHONE
NUMBER
CHEMONICS
International
Aissatou Balde Chief of Party [email protected]
Women's Global
Education Project
Amy Maglio Chief of Party [email protected]
CESAG Omar Toure Chief of Party [email protected] 33 839 73 60
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Program Office
ORGANIZATION NAME TITLE E-MAIL ADDRESS PHONE
NUMBER
Management Systems
International
Lisa Christine Slifer-Mbacke Chief of Party lslifermbacke@msi-
inc.com
33 820 82 08