text:
Responses to Questions/RFP Amendment: February 06, :00 Dakar Local Time February 22, 2015, 17:00 Dakar Local Time
- Renaud Després
- il y a 2 ans
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1 Request for Proposal (RFP) Issuance Date: January 16, 2015 Deadline for Receipt of Questions: January 30, 2015, 17:00 Dakar Local Time Responses to Questions/RFP Amendment: February 06, :00 Dakar Local Time RFP Closing Date: February 22, 2015, 17:00 Dakar Local Time Subject: Request For Proposal (RFP) No. SOL Local Capacity Strengthening Program in Niger Dear Prospective Offerors: The United States Agency for International Development in Senegal (USAID/Senegal) Sahel Regional Office (SRO), through the Office in Niger is seeking proposals from qualified local Nigerien or Regional West African contractors, or a consortium of local/regional contractors interested in providing technical assistance in carrying capacity development support to current or potential local partners in Niger as described in the attached solicitation. USAID anticipates one contract will be awarded as a result of this solicitation. USAID/Senegal/SRO intends to award a firm-fixed-price (FFP) completion type contract for a period of one (1) year from the date of award with an estimated cost ranging between U.S. $200,000 to $230,000. To facilitate a timely response, all questions and requests for clarification concerning this solicitation must be submitted electronically by the due date indicated above to If substantive questions are received which affect the response to the solicitation, or if changes are made to the closing date and time, as well as other aspects of the RFP, this solicitation will be amended. The amendment(s) made will be issued and posted on USAID/Niger and Senegal websites. Offerors are strongly encouraged to check the websites periodically as acknowledgement of any such amendments is required to accompany the Offeror s proposal. When submitting questions and requests for clarification please make reference to the specific RFP as follows: Subject: SOL Local Capacity Strengthening Program in Niger Reference: SOL Section, paragraph, page It is the responsibility of the recipient of this solicitation to ensure that the RFP has been downloaded and received in its entirety, including subsequent solicitation amendments, if any. USAID/Senegal/SRO bears no responsibility for data errors resulting from download, transmission, or conversion processes. Furthermore, Offerors are advised to read the solicitation carefully. Block 12 of Standard Form 33 of this RFP requires that offers remain valid for 90 calendar days from the closing date.
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4 Table of Contents PART I THE SCHEDULE SECTION B SERVICES AND PRICE/COSTS... 7 B.1. PURPOSE... 7 B.2. CONTRACT TYPE... 7 B.3. ESTIMATED FIRM FIXED PRICE, AND OBLIGATED AMOUNT... 7 B.4. PAYMENT SCHEDULE... 7 SECTION C STATEMENT OF WORK SECTION D PACKAGING AND MARKING D.1. AIDAR MARKING D.2. BRANDING STRATEGY AND MARKING PLAN SECTION E INSPECTION AND ACCEPTANCE E.1. NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REF E.2. INSPECTION AND ACCEPTANCE E.3. CONTRACTOR PERFORMANCE EVALUATION SECTION F DELIVERIES OR PERFORMANCE F.1. NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REF F.2. PERIOD OF PERFORMANCE F.3. PLACE OF PERFORMANCE F4. KEY PERSONNEL F.5. REPORTS AND DELIVERABLES OR OUTPUTS F.6. ENVIRONMENTAL COMPLIANCE F.7. LANGUAGE OF REPORTS AND OTHER OUTPUTS F.8. AIDAR , SUBMISSION REQUIREMENTS FOR DEVELOPMENT EXPERIENCE DOCUMENTS SECTION G - CONTRACT ADMINISTRATION DATA G.1. CONTRACTING OFFICER S AUTHORITY G.2. CONTRACTING OFFICER S REPRESENTATIVE G.4. PAYING OFFICE G.5 ACCOUNTING AND APPROPRIATION DATA G.6. TECHNICAL DIRECTIONS/RELATIONSHIP WITH USAID SECTION H - SPECIAL CONTRACT REQUIREMENTS H.1. NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REF H.2. AUTHORIZED GEOGRAPHIC CODE H SOURCE AND NATIONALITY REQUIREMENTS H.4. VALUE ADDED TAX (VAT) AND CUSTOMS DUTIES H.5. REPORTING OF FOREIGN TAXES H.6. LOGISTICAL SUPPORT H LANGUAGE AND MEASUREMENT Page 4 of 139
5 H.8. GOVERNMENT FURNISHED FACILITIES OR PROPERTY H.9. AIDAR PERSONNEL COMPENSATION H.10. ELECTRONIC PAYMENTS SYSTEM H.11. INSURANCE AND SERVICES H.12. EXECUTIVE ORDER ON TERRORISM FINANCING H.13. USAID DISABILITY POLICY - ACQUISITION H.14. AIDAR INTERNATIONAL TRAVEL APPROVAL AND NOTIFICATION REQUIREMENTS H.15. FOREIGN GOVERNMENT DELEGATIONS TO INTERNATIONAL CONFERENCES H.16. CONFIDENTIALITY AND OWNERSHIP OF INTELLECTUAL PROPERTY. 30 H.17. DISCLOSURE OF INFORMATION H.18. BUSINESS CLASS TRAVEL H.19. NEWS RELEASE H.20. TITLE TO PROPERTY H.21. PRESS RELATIONS H.22. NON DISCRIMINATION H.23. LIMITATION ON SUBCONTRACTING TO NON LOCAL ENTITIES H.24. USAID FINANCED THIRD PARTY WEB SITES H.25. CONFERENCE PLANNING AND REQUIRED APPROVALS H.26. USAID IMPLEMENTING PARTNER NOTICES (IPN) PORTAL FOR ACQUISITION H.27. SUBMISSION OF DATASETS TO THE DEVELOPMENT DATA LIBRARY. 31 H.28. ACKNOWLEDGEMENT AND DISCLAIMER (DEC 1991) H.29. ORGANIZATIONAL CONFLICT OF INTEREST H.30. PROHIBITION AGAINST DISCRIMINATION (OCT 2011) PART II - CONTRACT CLAUSES SECTION I - CONTRACT CLAUSES I.1. NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REF I.2. FAR CLAUSES INCORPORATED BY REF I.3. FAR APPROVAL OF CONTRACT I.4. FAR LIMITATION OF GOVERNMENT LIABILITY I.5 FAR COMBATING TRAFFICKING IN PERSONS I.6. AIDAR ORGANIZATIONAL CONFLICTS OF INTEREST DISCOVERED AFTER AWARD PART III - LIST OF DOCUMENTS, EXHIBITS AND OTHER ATTACHMENTS SECTION J - ATTACHMENTS ATTACHMENT J.1 ORGANIZATION CAPACITY ASSESSMENT (OCA) ATTACHMENT J.2 CONTRACTOR EMPLOYEE BIO-DATA SHEET ATTACHMENT J.3 SF LLL - DISCLOSURE OF LOBBYING ACTIVITIES Page 5 of 139
6 ATTACHMENT J.4 GUIDANCE FOR SYSTEM FOR AWARD MANAGEMENT (SAM) REGISTRATION) PART IV - REPRESENTATIONS AND INSTRUCTIONS SECTION K - REPRESENTATIONS, CERTIFICATIONS AND OTHER... STATEMENTS OF OFFERORS K.1. NOTICE LISTING SOLICITATION PROVISIONS INCORPORATED BY REF K TAXPAYER IDENTIFICATION (OCT 1998) K DATA UNIVERSAL NUMBERING SYSTEM (DUNS) NUMBER K ANNUAL REPRESENTATIONS AND CERTIFICATIONS K PROHIBITION ON CONTRACTING WITH ENTITIES ENGAGING IN CERTAIN ACTIVITIES OR TRANSACTIONS RELATING TO IRAN REPRESENTATION AND CERTIFICATIONS K.6. INSURANCE - IMMUNITY FROM TORT LIABILITY K.7. AGREEMENT ON, OR EXCEPTIONS TO, TERMS AND CONDITIONS K.8. AUTHORIZED NEGOTIATORS K CERTIFICATION REGARDING RESPONSIBILITY MATTERS (MAY 2008) K.10 SIGNATURE SECTION L - INSTRUCTIONS, CONDITIONS, AND NOTICES TO OFFERORS L.1. NOTICE LISTING SOLICITATION PROVISIONS INCORPORATED BY REFERENCE L.2. FAR SERVICE OF PROTEST L.3. GENERAL INSTRUCTIONS TO OFFERORS L.4. RESPONSIVENESS TO RFP L.5. OFFEROR S RESPONSIBILITIES L.6. INSTRUCTIONS FOR PREPARATION OF TECHNICAL PROPOSAL L.7. INSTRUCTIONS FOR THE PREPARATION OF THE COST PROPOSAL L.8. INSTRUCTIONS FOR THE PREPARATION OF BRANDING IMPLEMENTATION AND MARKING PLAN L.9. GOVERNMENT OBLIGATION SECTION M EVALUATION FACTORS FOR AWARD M.1. NOTICE LISTING SOLICITATION PROVISIONS INCORPORATED BY REFERENCE M.2. GENERAL INFORMATION M.3. TECHNICAL EVALUATION CRITERIA M.4. PRICE EVALUATION CRITERIA M.5. DETERMINATION OF THE COMPETITIVE RANGE AND CONTRACT AWARD M.6. SOURCE SELECTION Page 6 of 139
7 PART I THE SCHEDULE SECTION B - SERVICES AND PRICE/COSTS B.1. PURPOSE The purpose of this contract is to provide technical assistance and services as described in detail in Section C - Statement of Work for the implementation of USAID/Senegal/SRO Local Capacity Strengthening Program in Niger. B.2. CONTRACT TYPE This is a Firm-Fixed-Price (FFP) type contract. For the consideration set forth below, the Contractor shall achieve the deliverables (i.e. tasks) in Section C in accordance with the performance standards specified herein. B.3. ESTIMATED FIRM FIXED PRICE, AND OBLIGATED AMOUNT The fixed price for the performance of the work required hereunder, Local Capacity Strengthening Program in Niger, is TBD. The Contractor will not be paid any sum in excess of the fixed price. The amount obligated on award is TBD. B.4 PAYMENT SCHEDULE The Contractor shall submit, to the USAID/Senegal Office of Financial Management (OFM), invoices (SF 1034) which shall not exceed the total award amount. Payment shall be made within 30 days after submission of a proper invoice and acceptance by the Contracting Officer Representative (COR) of the invoice. Payment shall be made per the following schedule: TBD [END OF SECTION B] Page 7 of 139
8 SECTION C STATEMENT OF WORK A. General Information A.1 Introduction The United States Agency for International Development in Senegal (USAID/Senegal) Sahel Regional Office (SRO), through the Office in Niger is soliciting proposals to carry-out targeted capacitydevelopment activities with local organizations and provide them with services to strengthen their organizational capacity. USAID/SRO seeks the services of a local Nigerien or Regional West African contractor, or a consortium of local/regional contractors, to provide capacity development support to local USAID partners, potential USAID grant and/or contract awardees and/or other entities currently receiving funding from USAID s Office in Niger. USAID aims to put in place a contract with a Nigerien or regional firm to carry-out the tasks herein. A.2 Background USAID Forward The United States Agency for International Development (USAID) has embarked on an ambitious reform effort, USAID Forward, to change the way the Agency does business, with an emphasis on local partnerships, innovation, and sustainable results. This initiative gives USAID the opportunity to transform the Agency and unleash its potential to achieve high-impact development results. In 2013, USAID/Office in Niger was selected as a recipient of funding through the USAID Development Grants Program (DGP), a competitive small grants program that provides opportunities for U.S. Private Volunteer Organizations and local Non-Governmental Organizations that have limited or no experience managing direct USAID grants. USAID/Office in Niger was also competitively selected to receive program support funds through the DGP to examine new approaches to strengthening civil society and/or capacity development outreach to local non-governmental organizations (NGOs). As a result, funds have been made available for the provision of a Local Capacity Strengthening Program in Niger. The USAID Democracy and Governance/Conflict Office in Niger has adopted the Organizational Capacity Assessment (OCA) tool which is also broadly used across the Agency. The OCA is a set of guided self-assessment documents that is used to evaluate current and potential partners administrative, financial management, and program management capacity to receive and manage USAID funding. Before making an award, USAID mobilizes a team to work with eligible local NGOs to conduct a preaward survey and baseline OCA to determine a partner s readiness to manage USAID awards, their organizational capacity development needs, and potential for growth and sustainability. It is expected that once local partners are identified, the Contractor will collaborate with USAID staff to complete an organizational capacity assessment (OCA) on potential beneficiaries. The OCA tool developed by USAID/Senegal is attached in Section J-1. Current Situation USAID/Office in Niger, re-established in 2013, aims to increase direct funding to targeted local partners to implement development projects. Through consultations with donors, experiences of development partners, and the recent outreach and solicitation for the DGP; it is clear that several local organizations lack institutional capacity to receive and manage direct funding from USAID and/or other donors without concurrent institutional strengthening. While some are capable of achieving development results, they are Page 8 of 139
9 lacking in areas such as organizational governance, financial management, and monitoring and evaluation. In line with USAID Forward, the USAID Office in Niger will seek to make awards to local organizations and provide them with capacity development services to strengthen their organizational capacity. This is not business as usual for USAID and the exact type and level of capacity development that will be required for each local partner is not yet known and will vary from organization to organization. USAID is committed to providing capacity development services to local organizations while, at the same time, ensuring that development results are realized. Directly funding to local partners requires that USAID has in place adequate technical assistance, training, mentoring, coaching and support as well as oversight to ensure results. This activity aims to address the specific organizational development and institutional strengthening needs of targeted local organizations in Niger. A.3 Scope of Work Local entities and institutions are responsible for transforming their countries. By strengthening the capacity of local partners, USAIDs Office in Niger hopes to assist in achieving development results that are planned by Nigeriens for Nigeriens. Local capacity development is intended to help local partners bolster their ability to fulfill their own developmental objectives by addressing key organizational weaknesses. Building local capacity will increase indigenous expertise in development and foster competition and allow for results to be achieved in the most cost-effective, sustainable manner. B. Work Requirements B.1 Objectives USAID s Office in Niger seeks the services of a local Nigerien or Regional West African contractor, or a consortium of local/regional contractors, to provide services to carry-out capacity development activities to public and private actors (local non-governmental organizations, private firms, research/academic organizations, etc.) with the goal of increasing the organizational development and institutional capacity of targeted local organizations in Niger. Given that the capacity of local partners will vary in Niger, the exact services to be provided will need to be tailored to the individual needs of each organization. Specific needs will be addressed using a contract. USAID s Office in Niger seeks to obtain capacity development services in these areas: - Strategic and operational processes - Human resources management - Financial management - Organizational governance - Project performance and management & Monitoring &Evaluation - Sustainability - Procurement All activities will support USAID assistance efforts in Niger, particularly activities in the democracy and governance sector. Other sectors may be included as they relate to the latter and to resilience and conflict/counter-violent extremism. The contractor, or consortium of contractor(s), shall provide capacity development services to an organization or targeted group of organizations identified (subject to U.S. Government regulations). Since the tasks assigned under this contract will be performed in Niger, knowledge of the local context Page 9 of 139
10 and culture, Nigerien languages, and travel requirements/conditions are required. All services provided must meet U.S. Government and USAID standards. The local capacity building providers must perform in a timely, responsive fashion to all requests in accordance with the contract and potential requests from USAID. B.2 Technical Requirements Over the next three years, USAID will plan to work with an increased number of local partners. Envisioned local partners include NGOs, community based organizations, and for-profit based organizations. USAID Office in Niger is seeking a Nigerien or regional contractor(s) to provide the diverse local partners with a wide range of capacity development services in the areas mentioned above. The tasks under this contract will also include: 1. Rapid Mapping Initially, the selected contractor(s) should conduct a rapid mapping to inform the USAID Office in Niger on the current environment related to local organizations in Niger. The mapping will identify local organizations that are either potential implementing partners or a source of local capacity development. The exercise will broaden USAID s awareness of the expertise and capabilities of these organizations and produce recommendations on potential partnership opportunities and capacity development needs. The objectives of the targeted mapping will be: 1) Increase the awareness and knowledge of USAID s Office in Niger of local Civil Society Organizations (CSO), private sector organizations, including their areas of activity, relationships, and capacities; 2) Inform the USAID Office in Niger s design decisions regarding direct contract or grant relationships with local organizations. The specific outcomes of this rapid mapping exercise (2-4 weeks) include: 1. The mapping will detail an approach to support targeted local groups. Identify service providers that are capable of providing local capacity strengthening in the areas mentioned above to other local organizations; 2. Identify CSOs, for profit consulting firms, private sector organizations, and academic organizations working in Niger and better understand the expertise, capacities, and future program plans of these organizations in relation to Niger USAID programs; 3. Identify and define opportunities for USAID in Niger to work directly with some of these organizations in the future, in particular through a mapping of local, regional, and international organizations working in Niger that focus on democracy governance and conflict; 4. Identify priority capacity development and training needs to support local partners in preparing to work directly with USAID and/or other donors; 5. Provide information to USAID Niger programs on civil society organizations/private businesses working in Niger. The rapid mapping will include a Desk Study which will include information of previous analyses, and information already collected on the capacity of local organizations by USAID and other donors and partners. This desk study will provide basic information on local organizations with a ranking of sorts that provides information on the capacity and constraints of CSOs operating in the country. Page 10 of 139
11 The rapid mapping Desk Study will include information as a results of key informant interviews with technical experts, academics, donors, implementing partners, NGO forums, and private sector individuals. The rapid mapping should contain information on the context, any operational barriers, and relationships as well as information on the types of organizations in Niger (CSOs, for profit, academic); technical areas of expertise; and functional areas of expertise. The mapping will also include information on the size, capacity, staffing of these organizations. A section of this study should also include information on the networks that exist between these organizations. It should also include an inventory on organizations that provide capacity development or business services to others (consulting, auditing, training, strategic planning, communications, research). In addition, the contractor should include an excel list of all local organizations that USAID and the US Mission in Niger currently partners with and their capabilities. The rapid mapping will be shared with USAID to determine the feasibility and viability of the contractor(s) future approach. It is envisioned that the rapid mapping will be detailed, with a short time frame, no longer than 2-4 weeks, to collect information, analyze the data, and document the results in a Report. 2. Contractor s - Capacity Development Plan USAID expects that the selected contractor or consortium of contractors will create a detailed Capacity Development Plan (CDP) for a targeted number of diverse local organizations. The CDP will be informed in part by the rapid mapping exercise that the successful bidder will conduct at the beginning of its program; but will not be entirely dependent on the mapping to create an approach. Gender should be considered as an important factor to integrate into the contractor s planning. This CDP approach should be explained in the technical proposal to USAID. It is expected that the contractor will need to further refine the approach with specific information during the implementation of the program. The CDP should provide an explanation for the targeting and types of organizations it will provide capacity for. The final plan should be approved by the USAID Office in Niger before work begins. USAID expects that the consortium of contractor(s) will provide capacity building services to a targeted number of diverse, select groups of organizations that will require services on an as needed basis. We anticipate that the number of targeted organizations would range between organizations.. Then, the contractor will also provide services to a select smaller targeted group of organizations (5-7 organizations) that will come from the larger group of organizations. USAID envisions that these smaller targeted organizations will receive capacity development services and coaching over a longer period of time and a detailed organizational capacity assessment will be conducted for these including a pre- and post- survey if necessary to track their progress over the course of the award. The contract will be performed in Niger. We expect the geographical targeting to cover regions that overlap with USAID programming and in particular the DGP/ Youth, Advocacy, Women, Work and Alliances (YAWWA) program which will have activities in these five regions: Niamey, Agadez, Diffa, Maradi, and Zinder. We urge the contractor(s) to consider organizations that have outreach beyond one region. Offerors must be able to provide capacity development services in the following areas: A. Strategic and operational planning processes Assist in the organization s development and use of a clear strategic plan Assist the organization in using its strategic plan for operational decision-making Page 11 of 139
12 Assist the organization in developing and implementing a realistic work plan B. Human Resources Management Assist in establishing and using well-functioning systems for human resources management, including a clear organogram, relevant job descriptions, lines of supervision and well-coordinated management processes Assist in establishing and using human resources procedures and policy manuals, including staff evaluations, recruitment guidelines, salary scales, benefits, and training C. Financial Management and Internal Controls Improve budget management and reporting Build capacity for planning, executing, monitoring, and controlling the organization s finances D. Organizational Governance Assist the organization to clearly define its visions, mission, and objectives, as needed Assist in defining effective governance structure with clear roles and responsibilities of the board/management to perform its oversight and revenue generation responsibilities Improved transparency and accountability with beneficiaries, staff, member organizations, and donors E. Project Performance Management and Monitoring & Evaluation Assist in developing project management policies and procedures Provide capacity building and mentoring in project cycle management, including addressing capacity needs Assist in developing quality controls and M & E Identify and address problems in implementation F. External relations Build capacities in participatory planning with community stakeholders and local government counterparts Build advocacy skills to raise credibility and visibility and to influence policy reforms G. Sustainability Assist in developing fund raising strategies and strategic partnerships Assist in developing competitive proposals that are able to compete for funding on several levels H. Procurement Assist in developing procurement policies and a procedures manual that is in accordance with Nigerien legislation and international best practices Build capacity in complying with USAID procurement standards and regulations Offerors must describe their approach to capacity building and propose interventions to address the above mentioned areas in their proposal. 3. Organizational Capacity Assessment and Innovation USAID/Senegal s Office of Financial Management (OFM) will facilitate an in-depth OCA of the small group of targeted local partners (5-7 organizations) to determine their capacity development needs. This is Page 12 of 139
13 a participatory assessment in which the local partner analyzes its own capacity in various organizational areas (governance, administration, human resources, financial management, organizational management, program management), highlighting strengths, weaknesses, and priorities for capacity-building. USAID/Senegal/OFM will facilitate the OCA jointly with the selected contractor and results from the OCA will be incorporated into a draft capacity-building plan for each identified local organization which will be used to inform a capacity building plan by the contractor(s). For organizational capacity building to be effective, the organization that is the subject of capacity-building must own the process and want the capacity building it receives, rather than have the process driven by the donor or the capacity building provider. USAID/Senegal/OFM and the contractor(s) will work with the local partner in a way that emphasizes participation (including leadership, staff from across the organization, and board members) and demanddriven capacity building. OCAs look at organizations holistically, and not at capacity gaps only as the need to train individuals in certain areas. For example, an organization with highly qualified staff may be underperforming because the staff is unmotivated by low salaries or a culture of top-down decisionmaking. Such an organizational issue would be addressed differently from an organization that just lacks qualified staff. The contractor(s) must therefore have the necessary skills and experience to assess and address a wide range of organizational issues. The OCA will inform the elaboration of a capacity building plan that the selected contractor(s) will implement, tailored to each organizations needs. The successful contractor will play a key role in the decision-making process and USAID/ Office in Niger and the successful contractor will agree on the capacity-building plan before USAID engages the services of the contractor(s) to provide capacitybuilding services. The organizational gaps revealed by the Pre-Award survey and the OCA will inform a draft capacity-building plan and the contractor(s) will provide technical services to address needs identified in the capacity-building plan. Contractors will be required to revise and strengthen their capacity-building plan before activities begin. The capacity-building plan will identify key organizational priorities to work on in a defined timeframe. Change takes time and the absorptive capacity of the local partner will need to be considered; however essential gaps to sufficiently mitigate risk will be addressed by the successful bidder to raise the chances of successful performance. For example, a capacity-building plan may specify priorities such as: (1) develop an annual work plan; (2) strengthen the Board of Directors; and (3) strengthen human resources management. The contractor(s) will propose how it will help the organization achieve these targets and reach the next level of capacity. USAID would like to emphasize that this should include more than just training opportunities coaching, mentoring, potentially supporting peer linkages if groups face similar challenges or can learn from one another as well as other innovative methods. Different methods will be needed depending on the organization. Benchmarks must be clearly defined in the capacity-building plan, and based on the OCA and the organization s baseline capacity shown in the pre-award survey. Example benchmarks are: by Month 4, the organization has created updated job descriptions that are accessible to all staff; by Month 8, the first quarterly supervisor-supervisee meetings have been held. In order to conduct monitoring, and measure organizational change, it will be important for the Contractor to demonstrate how the performance of organizations that received assistance have improved based on their own organizational action plan. Thus, the contractor should detail out an approach on M& E that will incorporate this aspect as well. If necessary, follow-up and post-ocas will be carried out with a very small number of targeted local partner organizations receiving capacity development services to measure organizational change. These targeted follow-up OCAs will be facilitated jointly by USAID/Senegal and the contractor. Page 13 of 139
14 4. Lessons Learned Report At the end of this program, the contractor will be required to provide a short (10-15 pages) lessons learned report that explains the progress through this program as well as lessons learned and next steps. B.3 Expected Results 1. Increase USAID Niger s Office awareness and knowledge of local civil society organizations, private sector organizations, including their areas of activity, relationships, and capacities 2. Inform the Office s design decisions regarding direct contract or grant relationships with local organizations 3. Increased capacity development in organizational areas mentioned above for local organizations in Niger 4. Improved capacity development in organizational areas mentioned above for small number of targeted diverse local organizations (5-7 organizations) 5. Improved performance skills of technical staff in areas identified for targeted local organizations in Niger 6. Increase OCA score by 30% for the targeted organizations (5-7) that receive assistance on a continuous basis 7. Increase capacity of local organizations to secure donor resources 8. Improved systems and implementation of new and innovative learning approaches in local organizations targeted 9. Improved action plans for local organizations in Niger that are practical measurable and track performance. C. Supporting Information C.1 Place of Performance. The contract will be performed in Niger. USAID/SRO expects the geographical targeting to cover regions that overlap with USAID programming and in particular the Development Grants Program Youth, Advocacy, Women, Work and Alliances (DGP/YAWWA) program which will have activities in these five regions: Niamey, Agadez, Diffa, Maradi, and Zinder. USAID/SRO would like the contractor(s) to consider organizations that have outreach beyond one region. C.2 Key Personnel (See Section F.4 for the qualifications). Positions Title Chief of Party Organizational Development Specialist Financial Management Specialist. [END OF SECTION C] Page 14 of 139
15 SECTION D PACKAGING AND MARKING D.1. AIDAR MARKING. (JAN 1993) (a) It is USAID policy that USAID-financed commodities and shipping containers, and project construction sites and other project locations be suitably marked with the USAID emblem. Shipping containers are also to be marked with the last five digits of the USAID financing document number. As a general rule, marking is not required for raw materials shipped in bulk (such as coal, grain, etc.), or for semi-finished products which are not packaged. (b) Specific guidance on marking requirements must be obtained prior to procurement of commodities to be shipped, and as early as possible for project construction sites and other project locations. This guidance will be provided through the Contracting Officer s Representative (COR) indicated on this contract, or by the Mission Director in the Cooperating Country to which commodities are being shipped, or in which the project site is located. (c) Authority to waive marking requirements is vested with the Regional Assistant Administrators, and with Mission Directors. (d) A copy of any specific marking instructions or waivers from marking requirements is to be sent to the Contracting Officer; the original must be retained by the Contractor. D.2. BRANDING STRATEGY AND MARKING PLAN Branding Strategy Implementation and Marking under this contract shall comply with the USAID Graphics Standards Manual available at or any successor branding policy as detailed in ADS The offeror shall submit a Branding Implementation Plan (BIP) and a Marking Plan (MP) in accordance with Section L.8 entitled Instructions for Preparation of the Branding Implementation and Marking Plans. [END OF SECTION D] Page 15 of 139
16 SECTION E INSPECTION AND ACCEPTANCE E.1. NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REF. The following contract clauses pertinent to this section are hereby incorporated by reference (by Citation Number, Title, and Date) in accordance with the clause at FAR " CLAUSES INCORPORATED BY REFERENCE" in Section I of this contract. FEDERAL ACQUISITION REGULATION (48 CFR Chapter 1) NUMBER TITLE DATE INSPECTION OF SERVICES (AUG 1996) E.2. INSPECTION AND ACCEPTANCE USAID inspection and acceptance of services, reports and other required deliverables or outputs shall take place at USAID office in Niger, or at any other location where the services are performed and reports and deliverables or outputs are produced or submitted. The Contracting Officer Representative (COR) has been delegated authority to inspect and accept all services, reports and required deliverables or outputs. The COR may inspect and accept all services, reports and required deliverables or outputs if specified in the contract: E.3. CONTRACTOR PERFORMANCE EVALUATION Evaluation of the Contractor s overall performance will be conducted jointly by the COR and the Contracting Officer, and shall form the basis of the Contractor s permanent performance record with regard to this contract as required in FAR and AIDAR During the period of the contract, the USAID COR will conduct periodic performance reviews to monitor the progress of work and the achievement of required results under this Contract. A variety of mechanisms will be used to monitor the progress and success of this award and the Contractor s performance in achieving agreed results. Monthly meetings with USAID; Review of Contractor s scheduled reports (which include updates to the Work Plan, fiscal expenditures and accruals, progress reports, consultancy reports, etc.); Feedback from host government officials, and other counterparts; Site visits by USAID personnel; Periodic impact assessments/evaluations; Regular planning meetings between USAID and the Contractor to finalize annual work plan and/or identify emerging priorities requiring attention; Coordinating committee meetings with USAID, the Contractor, the host government officials, and other stakeholders as agreed. [END OF SECTION E] Page 16 of 139
17 SECTION F DELIVERIES OR PERFORMANCE F.1. NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REF. The following contract clauses pertinent to this section are hereby incorporated by reference (by Citation Number, Title, and Date) in accordance with the clause at FAR " CLAUSES INCORPORATED BY REFERENCE" in Section I of this contract. FEDERAL ACQUISITION REGULATION (48 CFR Chapter 1) NUMBER TITLE DATE COMMENCEMENT, PROSECUTION, AND COMPLETION OF WORK APR STOP WORK ORDER (AUG. 1989) F.2. PERIOD OF PERFORMANCE The period of performance for this contract will be one (1) year starting from the dated of award. F.3. PLACE OF PERFORMANCE The place of performance will be Niger. USAID/SRO expects the geographical targeting to cover regions that overlap with USAID programming and in particular the Development Grants Program Youth, Advocacy, Women, Work and Alliances (DGP/YAWWA) program which will have activities in these five regions: Niamey, Agadez, Diffa, Maradi, and Zinder. USAID/SRO would like the contractor(s) to consider organizations that have outreach beyond one region. F4. KEY PERSONNEL The Contractor shall provide the following key personnel at 100% Level of Effort (LOE) for the performance of the Local Capacity Strengthening Program contract: List of the Key Personnel and minimum qualifications. Chief of Party Organizational Development Specialist Financial Management Specialist. The key personnel specified above are considered to be essential to the work being performed hereunder. Prior to replacing any of the specified individuals, the Contractor shall immediately notify both the Contracting Officer and USAID Contracting Officer s Representative reasonably in advance and shall submit written justification (including proposed substitutions) in sufficient detail to permit evaluation of the impact on the program. The Contractor shall be responsible for providing such personnel who meet the minimum qualifications herein, for performance at the level agreed upon and for the term required. Unless specified in writing by the Contracting Officer, no replacement of key personnel shall be made by the Contractor without the written consent of the Contracting Officer. Page 17 of 139
18 Minimum Qualifications Chief of Party Demonstrated expertise in the areas of local capacity development and human and organizational development. Proven ability to work with various government and non-governmental Nigerien partners and effectively support their capacity building needs. Ability to work in remote areas of the country to oversee project and task management and provide technical expertise. Expertise in conflict sensitive settings a plus Excellent interpersonal and team work skills. Effective oral and written communication skills, to make presentations and compose professional and analytic reports and program documents. Familiarity with donor administrative, management and reporting procedures and systems. Advanced degree (Masters) in Organizational Development, Public Administration, Business Administration, or related area. Minimum of 8 years of relevant experience working on organizational capacity development (mentoring, coaching), including five years at the supervisory level. Superior written and oral communication skills in English and French are essential. Organizational Development Specialist: Advanced degree in Organizational Development, Public Administration, Business Administration, Psychology, or other relevant behavioral science. Minimum 6-8 years of professional level organizational development experience with government and nongovernmental entities. Strong knowledge of capacity development needs of Nigerien entities or entities in the Sahel and the most appropriate and effective interventions to address those needs. Proven skills in organizational development program design, development, implementation, and evaluation. Demonstrated experience in medium and long-term strategic, business, and budget planning administration. Excellent knowledge of organizational development/behavioral change philosophies and stateof-the-art methods and tools; organizational analysis and change skills (experience on mentoring; coaching). Ability to work in remote areas of the country to oversee task implementation and provide technical expertise - Conflict expertise experience a plus. Excellent interpersonal and team work skills. Superior written and oral communication skills in English and French are essential. Financial Management Specialist Bachelor s Degree in business administration and management; with certification in accounting. Extensive experience with USG financial management and budgeting laws, regulations and practices. Knowledge of financial management rules and regulations. Minimum of 7 years of experience working in finance in the non-profit, private and/or government sector. Page 18 of 139
19 Demonstrated ability to build financial management capacities of public and private sector entities. Skilled in managing and compiling financial data for reporting and ensuring compliance with all donor requirements. Excellent computer skills as they relate to financial management. Excellent interpersonal and team work skills. Superior written and oral communication skills in French are essential. F.5. REPORTS AND DELIVERABLES OR OUTPUTS In addition to the requirements set forth for submission of reports by AIDAR , Periodic Progress Report (Oct 2007), the Contractor shall submit the following reports and outputs to the Contracting Officer s Representative (COR) specified in Section G.2. The contractor shall submit the following outputs to the USAID Niger Office COR or his/her designate. Each of the reports shall be submitted electronically using Microsoft Word, Excel, or PowerPoint software. All reports shall be written in plain, grammatically correct English and French. All reports are subject to approval by the USAID Niger Office COR. Written reports will be in the form of regular reports (as described below) as well as ad hoc written reports for which content and length will be determined jointly by the USAID Niger Office COR and the Contractor. Deliverables and Performance Schedule Deliverable Work Plan Rapid Mapping Assessment Draft Capacity Development Plan (CDP) Final Capacity Development Plan Monitoring and Evaluation Program, inclusive of Performance Monitoring Plan (PMP) Bi-Monthly Updates Quarterly Performance Report Quarterly Accruals Report Draft of Final Report Lessons Learned Report Final Report Delivery Date Due 30 days after contract award Due 30 days after contract award Due 45 days after contract award Due 55 days after contract award Due 45 days after contract award Due the 2 nd Thursday of every other month Due 30 days after end of reporting quarter Due 14 days prior before the end of each quarter Due 45 days before end date of contract Due 45 days before end date of contract Due 30 days after the end date of the contract F.6. ENVIRONMENTAL COMPLIANCE (a) The Foreign Assistance Act of 1961, as amended, Section 117 requires that the impact of USAID s activities on the environment be considered and that USAID include environmental sustainability as a central consideration in designing and carrying out its development programs. This mandate is codified in Federal Regulations (22 CFR 216) and in USAID s Automated Directives System (ADS) Parts g and 204 (http://www.usaid.gov/policy/ads/200/), which, in part, require that the potential environmental impacts of USAID-financed activities are identified prior to a final decision to proceed and that appropriate environmental safeguards are adopted for all activities. Offeror compliance obligations under these regulations and procedures are specified in the following paragraphs. Page 19 of 139
20 (b) In addition, the offeror must comply with host country environmental regulations unless otherwise directed in writing by USAID. In case of conflict between host country and USAID regulations, the latter shall govern. (c) No activity funded under this Agreement will be implemented unless an environmental threshold determination, as defined by 22 CFR 216, has been reached for that activity, as documented in a Request for Categorical Exclusion (RCE), Initial Environmental Examination (IEE), or Environmental Assessment (EA) duly signed by the Bureau Environmental Officer (BEO). (Hereinafter, such documents are described as approved Regulation 216 environmental documentation. ) (d) As part of its initial Work Plan, and all Annual Work Plans thereafter, the contractor, in collaboration with the USAID Contract Officer s Representative (COR) and Mission Environmental Officer or Bureau Environmental Officer, as appropriate, shall review all ongoing and planned activities under this Cooperative Agreement to determine if they are within the scope of the approved Regulation 216 environmental documentation. (e) If the contractor plans any new activities outside the scope of the approved Regulation 216 environmental documentation, it shall prepare an amendment to the documentation for USAID review and approval. No such new activities shall be undertaken prior to receiving written USAID approval of environmental documentation amendments. (f) Any ongoing activities found to be outside the scope of the approved Regulation 216 environmental documentation shall be halted until an amendment to the documentation is submitted and written approval is received from USAID. (f) The approved Regulation 216 documentation covers activities expected to be implemented under this Agreement. USAID has determined that a Negative Determination with conditions applies to one or more of the proposed activities. This indicates that if these activities are implemented subject to the specified conditions, they are expected to have no significant adverse effect on the environment. The offeror shall be responsible for implementing all IEE conditions pertaining to activities to be funded under this solicitation. The contractor shall: 1. Unless the approved Regulation 216 documentation contains a complete environmental mitigation and monitoring plan (EMMP) or a project mitigation and monitoring (M&M) plan, the contractor shall prepare an EMMP or M&M Plan describing how the contractor will, in specific terms, implement all IEE and/or EA conditions that apply to proposed project activities within the scope of the award. The EMMP or M&M Plan shall include monitoring the implementation of the conditions and their effectiveness. 2. Integrate a completed EMMP or M&M Plan into the initial work plan. 3. Integrate an EMMP or M&M Plan into subsequent Annual Work Plans, making any necessary adjustments to activity implementation in order to minimize adverse impacts to the environment. Contractors should ensure that they budget for requirements such as required testing of water quality. Please refer to the Environmental Guidelines for Small-Scale Activities in Africa (http://www.encapafrica.org/egssaa.htm) for more detailed information on these requirements. The contractor will be expected to comply with all conditions specified in the approved Regulation 216 documentation. Page 20 of 139
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text:
Smartphone sales at AT&T and Verizon Wireless over the past two years show that Android isn't growing in the U.S. and that all new growth is coming from Apple's iPhone.
Android is a commodity sale
Evans also drew attention to the cyclical nature of iPhone sales, which peaked at both AT&T and Verizon after the launch of the iPhone 4S in 2011 and the iPhone 5 last fall. Android phones aren't doing that, however.
Instead, as Evans noted, "there's near-zero seasonality in Android phone sales. People decide they want a phone and go out and buy whatever's in the shop at the time that looks good. Launches of 'hero' Android phones appear to have no impact at all – they may take share from other Androids, but not from iPhone and they don't increase overall sales."
There's not even an apparent correlation between iPhone peaks and Android sales; "It looks like a new iPhone launch doesn't tempt in Android buyers at all," Evans stated.
Android buyers are upgrading to iPhones
At the same time, Evans notes that there is real churn among Android buyers, many of whom are upgrading from basic feature phones. There's also no shortage of buyer intention surveys that indicate that first time Android users plan to upgrade to iPhones in the future, indicating that Google's platform is functioning like training wheels for the iPhone.
In an earlier post, Evans calculated that "a little over 90% of the current Android base got its first Android in the last 2 years, and 68% of the iPhone base its first iPhone."
He added, "It'll be interesting to see what their second purchase is."
That's why Verizon upgraded to iPhone in 2010
Google's platform was met with unbridled enthusiasm, particularly once Verizon Wireless abandoned BlackBerry and threw its support behind Android at the end of 2009 with its Droid ad campaign.
Verizon shifted its marketing efforts from BlackBerry to focus on Android because RIM was unable to deliver a phone that could compete against the iPhone. The 2008 holiday season's BlackBerry Storm had been a particularly bad launch for the carrier.
Before 2010 was out, it was clear that Android was not doing for Verizon what the iPhone had done for AT&T. Verizon subsequently agreed to begin selling a new CDMA iPhone 4 in early 2011, and since then, its smartphone growth has, like AT&T, come from strong iPhone sales.Google's Android has flatlined in the U.S. as Apple's iPhone steals all growth.
Courtesy of:
Google's Android Has Flatlined In The U.S. As Apple's iPhone Steals All Growth | AppleInsider

subset: commoncrawl


text:
Welcome to Skating Buffalo, my blog about movies. I want to share my passion and meet other movie fans on this amazing blog journey. So "fasten your seatbelts. It's going to be a bumpy night."
Monday, November 28, 2011
Back to the 1960s!
We also want to show video of 1960s TV commercials and an audience-participation performance of The Newlywed Game and The Dating Game.
I'll be writing the scripts (the theme is "Love" of course, for Valentine's Day) for the TV shows and we will be shooting the video over the next few weeks. That means I'll be writing, acting and shooting/editing video with a deadline of early February.
I wonder if I've bitten off more than I can chew?
4 comments:
Not a chance - and it's going to be MARVELOUS!ReplyDelete
Craig: I'm already feeling overwhelmed. Must think this through...But thanks for the support!ReplyDelete
Luana: Sounds like it will be a great show! Post videos please!ReplyDelete
Zelda: I'll see what we can do. The hard part about videos is getting the sound right. I will never again take the sound technician for granted.ReplyDelete
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text:
The New York Times, 12/22/2010
About 50 Central American migrants were kidnapped on Thursday when armed men stopped the cargo train they were riding in southern Mexico and abducted all of the women aboard, El Salvadorsaid Tuesday. The Mexican Interior Ministry said it found no evidence of a disappearance; the Salvadoran Foreign Ministry cited interviews conducted by consular staff in Mexico. It was unclear what might have happened to the men on the train, though El Salvador said many of the immigrants had been robbed and beaten.


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The Mexican is a crime caper/rom-com starring Brad Pitt, Julia Roberts, James Gadolfini, JK Simmons, Bob Balaban, and Gene Hackman. It's a kind of weird movie, but it's one I enjoy.
Jerry (Pitt) and Sam (Roberts) are having relationship problems, stemming mainly from the fact that Jerry is working off a debt to a mob boss named Margolese (Hackman). As his last job, Jerry is tasked with going to Mexico and retrieving an orate pistol simply called "the Mexican." Sam leaves him (since his last job was supposed to be his final job), but is almost immediately abducted by a hitman (Gandolfini) in service to Nayman (Balaban), Margolese's traitorous henchman. Meanwhile, Jerry is just kind of bumblefucking his way through the job, dealing with a stolen car, a crooked cop, a feral dog, and the fact that his buddy Ted (Simmons) has been sent to kill him.
Hands-down, the best thing about this movie is Gandolfini. His portrayal of "Leroy" (actually Winston) as a highly competent, professional heavy who is dealing with relationship problems of his own - he can't seem to find a man he can really connect with - is really touching, and his sexuality is dealt with pretty well, considering when the movie was made. Him opening up to Sam is clearly a risk, and he slips back into hardass professional mode (but with some regrets) when things begin to go south. And then of course Jerry shoots him, which makes perfect sense in context (Winston did kidnap Sam and kill Leroy, the guy that was acting on behalf of Margolese), but is still really heartbreaking as it happens.
I like, too, that both Sam and Jerry have their issues. Sure, Jerry is a bit of a schlub, but Sam is so saturated in psychobabble that she can't always communicate with words, and as much as she accuses Jerry of being selfish, she does seem to miss that they're dealing with people who are happy to shoot him. Through all that, though, I think you buy them as a couple and they have some chemistry when they're together.
All in all: It's funny, touching, and the action scenes are fun. It's a weird movie, but it's a good one.
My Grade: A-
Rewatch value: Medium-high
Next up: Midnight in the Garden of Good and Evil


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text:
I love one on one time with my girls. I rarely get much time with HG on my own unless it is bedtime or nap. Today was extra special.
We headed out for a pizza lunch followed by a play with our good friends. We had so much fun! After our play, HG requested a Trader Joe's stop for. Gingerbread house. My girl has great taste! We loaded up on simple things........wine, cheese stuffed pasta, flowers and a ginger bread house. To us, we hit the jack pot.
It is so important to me to find one on one time daily with HG. She is at such an impressionable age that I feel like I am going to miss something if I am not putting out 110%.
Harper love was super excited to see her momma and we loved walking into a house smelling like pot roast. No, the husband did not cook, I had the crockpot going. :)
Sunday, December 9, 2012
'Twas the night before Christmas
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TCM Archive Materials VIEW ALL ARCHIVES (0)
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The Moon Is... Once in a blue moon a beguiling movie ignites landmark controversy. It begins... more info $15.96was $19.99 Buy Now
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|Also Known As:
|June 18, 1928
|Cause of Death:
|suicide by overdose of sleeping pills
|Birth Place:
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|Cast ...


text:
We recently gave away free auditor spots for Tuulia and Timo Liuhto's seminars on the OneMind Dogs US Tour. In return, the auditors were asked to report their experience on social media. Elayne Fletcher from Boulder, Colorado, was one of the lucky auditor reporters.
Elayne has been doing agility for eighteen years. She currently has a 5-year-old chiweenie mix and a brand new 12-week old Border Collie puppy. Elayne was originally introduced to OneMind Dogs through her agility friends. She has been playing around with the OneMind Dogs handling techniques for a few years, but this was the first time she attended one of our seminars.
Elayne writes about the experience on her personal blog: "The 2 instructors - Tuulia and Timo - switched rings mid-day so everybody got to experience both instructors. And this caused me my first case of FOMO (fear of missing out) in a very long time. Do I audit only the masters or only the advanced sessions and experience both instructors or do I pick an instructor and audit both levels?"
In the end, Elayne decided to focus only on Tuulia's masters ring for the morning session and go over to Timo's ring for afternoon masters. "This turned out to be a good strategy because the handling moves covered weren't all that different between the levels and I was glad to experience both instructors and see the more complicated courses," she concludes.
Elayne couldn't help but wonder how it would have gone for her if she had had a dog to run: "The seminar did allow auditors to run their dogs on the courses during the lunch break so if I'd brought a dog with me I could have given it a go but I have no dogs at this level at the moment. Still it's good to keep up my knowledge even if I don't have a way to practice it at the moment. And it's good to see where I'm headed so I have an idea of foundation work to focus on."
All in all, Elayne had a great day and a great experience, even though her sore ankle was acting up in the afternoon. "This was a rare opportunity to learn from some of the best so it was worth a bit of discomfort!"


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Well, it has been a few months since I last wrote about a game in my collection. This has been due to a number of things, but one of the primary reasons is the specific game that was randomly chosen. Ran is the twelfth volume of GMT's Great Battles of History series. If you like tactical-level games focusing on famous historical conflicts, then this is a fantastic series. If you like your games more on the low-complexity scale, however, this is a pretty lousy series. While not having the rules complexity of Star Fleet Battles, these games are still relatively complex. So much so that a number of years ago the publisher put out a separate rulebook that simplified the rules for those who wanted to play the games without learning the rules to the point where they could write a PhD-level thesis about them.
Ran, as you might have guessed from the name, focuses on battles from Japan's history, specifically the Sengoku Jidai, or Warring States, period. This is actually the second Great Battles of HIstory game focusing on this era. I have played, and own, the first one, Samurai, and I think I like Ran better. Why? Because they took those simplified rules to heart, and Ran plays a lot like Samurai, while being less complex. It still has the same "counter overload" problem, where an individual unit counter can have three status counters stacked on top of it, but that problem is lessed in the streamlined rules used by Ran.
As is common in Great Battles of HIstory games, you don't just eliminate enemy units, as that has almost never happened in real life. Instead, you try to get them to rout and run away. The way this works in the game is that once combat is joined, units take "cohesion hits," which represents combat casulaties as well as the loss of unit formation (and morale) that can happen in the chaos of close combat. Each unit has a Troop Quality rating, and once enough hits have been taken to match that rating, the unit becomes "disrupted," and is flipped over (missile units are wiped out at this point). The disrupted side has lower quality and movement ratings. Once a disrupted unit takes hits equal to its lowered Troop Quality, the unit has routed. You win games by making your enemy's units rout off the map, as each scenario has a specific rout level, where if you can get enough points of enemy troops to rout to meet or exceed that number, then you win.
Troops don't just rout from direct combat, though. To try to mimic the peculiarities of combat in this period, each unit is part of a contingent, led by a specific leader of a clan. Battles consist of groups of allied clans fighting each other. For example, in the Battle of Nunobeyama, the Mori fight the Amako, but most of the fighting soldiers are from allied clans, each clan having its own contingent. If enough units from a contingent are routed or disrupted, the entire contingent has a chance of turning tail and running away. This is checked at the end of every turn. This can lead to a situation where due to really bad die rolls, you could be winning a fight on the board, but if you get enough units disrupted your entire contingent could run away and all of those units are immediately GONE. If you have any wargame experience you can imagine how this could be a problem. In fact, in the game I played (the aforementioned Nunobeyama), the Amako had two of their five contingents roll really bad and run away at the same time, which immediately put them over the rout limit and they lost. This feels very "gamey" to me, and I'm not sure if I like that game mechanic or not. Yes, troops historically did rout for seemingly strange reasons from time to time, and a mechanic is needed to address that, but I'm not totally sold on this being the right way to do it.
There are other aspects of the game, like individual samurai duels and using a commander with a good quality rating to try to get extra turns with your forces, but I have covered the core of the game. You get your troops, you try to engage the enemy in advantageous terrain, and you try not to botch dice rolls at critical times. It sounds simple when I put it like that, but maneuver of troops is not easy, and you can get hammered very hard if you get caught in the wrong place at the wrong time. So this is a good game, and definitely one I will be keeping in my collection, but I don't plan on trying to get it on the table all the time.


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Because history and earlier work in the FjHI is important for the future…
Because we want to remember… and learn about the work and experience of former involved persons…
Because we enjoy to be together around the same objectives…
Three speakers were invited and in complement for each other, they all three were presenting very interesting information to the international guests, present in Stryn this year !
First Judith Hegrenes took us back in time with pictures of the old days, showing us that international interest existed a long long time ago!
Arne Presthus explained how and for what reasons the international company was established, 20 years ago, and why the company became an organization.
Eike Schön-Peterson talked about the origin and background of the significant "Official Handbook for Fjord Horse Judges". A guide to be used by every Fjord Horse breeder, user, evaluator, judge.
If you were in Stryn, you certainly want to hear it again. If you couln't be inStryn, you have to discover it now !
Click here for the presentation of Arne.
Click here for the presentation of Eike.
Illustrations of this marvellous day taken by Jochen Nösinger :
- Details
Category: Norway
Published: 19 May 2017
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text: Hello, I would like to determine if the gas and diesel 5 cylinder 2.5 liter Eurovan cranks are the same part. Could someone please look it up in the family album? Or, if anyone has any info on these cranks, I would be interested in hearing about it. So far I have been able to determine from the archives and other posts that they are 95.5mm stroke, and the Eurovan (gas?) rods are 155mm long with a 24mm wrist pin. They must be forged like the Audi ones, right? Apparently the rod journals are the same on the gas and diesel cranks, and they are huge. If they don't need to be as huge as they are for a turbo, say 20v application, should they be turned down to reduce some weight? Or, should they be left huge? Not to get insane, but if they don't need to be so huge, would it be possible or desirable to turn them down eccentrically to get even more stroke? How much is too much? I know the Audi motors are undersquare as it is. Perhaps it would be worthwhile to actually go the other way and decrease the stroke a tad? What is the best piston pin size for a high performance 20vt? Here are some posts I found: http://www.audifans.com/archives/1996/12/msg00677.html http://www.audifans.com/archives/1995/01/msg00014.html http://www.sls.wau.nl/fstolp/magazines/AudiDriver/13_500bhp-1.jpg http://www.eurospecsport.com/perf_kit.html Interestingly, the Eurospec stroker kits with the 95.5mm stroke use a taller block, presumably the Eurovan one. Yet, the Audi Driver article describes they using the existing ur-S4 block, I believe. I do understand/think that the internals of the block need to be clearanced for the larger throw, if it can be used at all with the 95.5mm stroke. If one were to use the taller Eurovan block, say on a 20vt motor, how difficult would it be to get a workable timing belt situation? Funny how what started out as a gas vs. diesel crank part number question turned into this post. The Audi Driver article that was posted was what piqued my curiosity. Thanks, Ken


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Univac 9000 Series disk cartridge prototype with a 2.2 MB capacity 1966.
"1966 Univac 9000 Series disk cartridge prototype, 2.2 MB capacity. Considered too expensive at the time, the technology used to develop this ended up as Univac's 8400-series disk pack, which held four platters in a large removable drop-in cartridge the size of a washing-basket – the first removable disk based storage system to reach market, in 1971."


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Job 32 -34
At this point in the story I'd imagine there was a bit of a pause, Job had made his case ans the Eliphaz; Bildad and Zophar were left with little in response. So the young man Elihu, who is often put forward as a possible author to the book, decides it's time for the old men to learn something from the youth.
A criticism that has come up a few times by those who've read further is that we know the three friends are saying a lot of wrong stuff, but since much of what they saying is found in Christian doctrine today, how do we know which stuff is wrong? Elihu doesn't offer an enormous amount of help here, he simply points out that they'd failed to answer Job. Thus, if we were to stop here, one might conclude that nothing they'd said was false they'd just said the wrong truths, but as we proceed over the next few days, we'll see this is not the case.
Elihu's gripe against Job is often said to be that Job justifies himself and not God. Which seems to really hit the nail on the head. What was perhaps not so obvious when reading Job's statements becomes reasonably easy to pick up in the context Elihu puts it. While I have pointed out that people in the Bible successfully questioned God, Elihu makes an interesting point: we should not contend with God. To contend would be to argue. It seems to imply a trying to win situation, rather than a getting at the truth situation. Thus Job's self righteous statements and the fact that he blamed God for what was happening, is perhaps where he went wrong, he justified his position, he didn't focus on God's position (initially he did: Job 1:21).
At the end of chapter 33 Elihu says he'll teach Job wisdom. At the beginning of chapter 34, he calls the company "wise men" and adds that they have knowledge. This again is interesting since Elihu kept quiet so the older more learned men could speak, but they had failed. While they had more years, and likely more opportunity to fill their heads with facts (knowledge), the thing they seemed to lack was wisdom and understanding, something it appears Elihu actually did have.
Job 34:10-15 has Elihu's God does only good speech. Which is significant from a Christian perspective, since is talks of God repaying for people's works. This is significant for a couple of reasons. Firstly, Christians believe in just deserts in the afterlife (there are some exceptions), so the fact that we often see some of the wickedest people prosper, we still hold firm to a reward that is "not of this world." Secondly, it's significant because that reward (Heaven) is not based on doing good stuff, it's based on surrender to the saving grace of Christ through faith. This is where things get murky, since anyone who has read James would have a few problems here. What it seems, though, is that while we're saved by grace, and surrendering to that grace should yield a better person, people are still judged by their works at final judgement. It's Christ's grace that erases those sins among committed Christians, thus allowing those to withstand judgement.
What do you think?
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