Attachment_1_-_IDIQ_Statement_of_Work_0001.docx

SECTION 2 Solicitation 140D0421R0007

ATTACHMENT 1 – IDIQ STATEMENT OF WORK Solicitation 140D0422R0016

Department of State (DOS) Performance Management, Evaluation, and Learning Services (PMELS) Indefinite Delivery Indefinite Quantity (IDIQ) Statement of Work (SOW)

1. PURPOSE

The purpose of this statement of work is describe the support required by the PMELS IDIQ contract. The contractors shall provide performance monitoring, evaluation, and learning services to the U.S. Department of State (DOS), including DOS headquarters, regional, functional, and management bureaus as well as overseas posts.

PMELS include, but are not limited to, the following categories/sets of activities:

· Designing and implementing a variety of short- and long-term quantitative and qualitative evaluations covering DOS activities including programs, projects, processes, initiatives, and systems. These include organizational assessments, performance and impact evaluations, sector evaluations, multi-country evaluations, meta evaluations, case studies, and experience (desk) reviews.

· Performance monitoring support, including establishment of monitoring methods, development of metrics, data collection and analysis, and data visualization.

· Developing performance management materials such as program/project management plans and evaluation frameworks, theories of change, logic models, and related tools; development of program, project, and portfolio management recommendations.

· Developing and providing training around the DOS’s Managing for Results (MfR) framework, including evaluation training (both in conducting and managing evaluations) and various trainings on integrating strategic planning, budgeting, program/project design, performance management, adaption, and learning.

· Developing a variety of role-appropriate work aids and supporting instructions to facilitate understanding and use of evidence from evaluations and other performance management information. These products include visualization of large data sets, infographics, data placemats, and custom report design that incorporates original photography.

· Providing general technical assistance including consultation/advisory/capacity building services.

· Supplying support staff augmentation as necessary to implement various functions within the MfR framework.

· Support the development and implementation of the Evidence Act deliverables, including the Learning Agenda and Capacity Assessment. This may include assisting with organizing and facilitating stakeholder engagement, developing presentation materials, designing data collection instruments, data collection, cleaning and analysis, and report drafting for Evidence Act deliverables.

1. INTRODUCTION

The Foundations for Evidence-Based Policymaking Act of 2018 (Evidence Act) urges the Federal Government to make decisions using the best available evidence. This solicitation supports DOS’s commitment to the Evidence Act and to building and nurturing a culture of evidence and the infrastructure needed to support it. This includes strengthening DOS’s access to staff with the right skills and capabilities. This is consistent with the standards in OMB M-20-12, which state that evaluation activities must be managed by qualified evaluators with relevant education, skills, and experience for the methods undertaken.

This solicitation is also a continuation of existing efforts. As part of the Quadrennial Diplomacy and Development Review (QDDR) in 2010, Office of Foreign Assistance (F) and Bureau of Budget and Planning (BP) created the first formal department-wide policy on evaluation in 2012. To facilitate the change, DOS created the Managing for Results (MfR) framework to provide bureaus and offices with an integrated, multi-year planning and budgeting process to link strategy and resources to support program activity with strengthened performance management and evaluation.

Task Orders (TO) performed under this contracting mechanism will help offices across DOS comply with the policy that requires that all bureaus and independent offices with a budget of more than $1 million per year evaluate at least one program, project, process, or activity per year. Since the first TO in 2017 under the original Performance Management and Evaluation Services contract, over two dozen offices have arranged more than 70 TOs to commit over $75 million to strengthen DOS’s ability to support the government in evidence-based policy making. This solicitation is a continuation of that work.

1. BACKGROUND

The Managing for Results Framework

The MfR framework is a step-by-step integrated process that links strategy to resources and performance management for decision making. The framework shows how DOS employs four primary steps of strategic planning, budgeting, program management, and performance management to effectively carry out its mission. These are integrated and interrelated processes that should inform and complement one another.

· Strategic Planning Strategic planning at State takes a "top down" approach, segmented into three steps: (1) agency planning, (2) bureau planning, and (3) mission planning. DOS and United States Agency for International Development (USAID) have a shared Joint Strategic Plan that sets forth the direction and priorities for both organizations, and documents how DOS and USAID will implement U.S. foreign policy and development assistance for the coming years.

Bureaus and missions use the Joint Strategic Plan and other high-level policy guidance to inform their strategic planning. The regional bureaus at DOS and USAID develop a Joint Regional Strategy (JRS) with input from functional bureaus and the missions within that region. The non-regional bureaus at DOS each create a Functional Bureau Strategy (FBS) to outline their priorities and plans. Once bureau-level planning is complete for a region, missions use these plans as input into their own Integrated Country Strategies (ICS).

· Budgeting The Department of State resources multi-year strategies through the annual budget formulation process. The “bottom up” budget process begins with the Mission Resource Request (MRR), which is followed by the Bureau Resource Request (BRR). The MRR and BRR align with the goals of the ICS and JRS or FBS, respectively. The bureau requests are aggregated into a departmental request that forms the basis for the Congressional Budget Justification (CBJ). Missions and bureaus complete the MRR and the BRR annually in the late winter and early spring. The departmental and CBJ formulation processes occur in the summer and fall. Receipt of the final budget varies from year to year depending on the Congressional calendar for reviewing and appropriating agency funding.

· Program/Project Management Following the conclusion of the annual resource request development and approval process, program and project managers can begin designing and executing programs, projects, or activities based on stated objectives, priorities, and funded resource allocations. Successful implementation depends on effective design and rigorous management. An effective program/project design process ensures that programs and processes are selected based on evidence, thorough analysis, and careful planning. Equally important, strong program/project management increases the probability that programs and, ultimately, bureau and mission strategies will achieve their intended results.

· Learning The ability to measure performance and ultimately the success of programs is a key tenet of the MfR framework. Rigorous monitoring and evaluation support achieving the outcomes identified in the mission and bureau strategic plans and funded by the budget process. Performance management provides DOS with the visibility necessary to determine whether programmatic investments are achieving the anticipated results and why. DOS uses standard United States Government (USG)-wide processes such as the Annual Performance Plan (APP) and Annual Performance Report (APR), along with the Foreign Assistance Performance Plan and Report (PPR) to capture and assess performance and progress toward country, bureau, and departmental goals. Bureau evaluations are also becoming more central to informing program management, planning, and budgeting decisions to better align resources to policy goals and objectives.

Office of Foreign Assistance (F) and Bureau of Budget and Planning (BP) together manage the MfR processes for all DOS’s bureaus and independent offices. While bureaus and offices may fund activities through different accounts, all need methodologically solid approaches to evaluation. For instance, a bureau that works with visa applications might need an evaluation of a series of processes to understand workflow and how it might better meet requirements for customer response times. Another bureau may need to evaluate conditions in refugee camps to determine how to prevent violent extremism from developing in them. Still another may need the effectiveness of a trade mechanism evaluated.

In general, DOS bureaus and independent offices may ask for contractor assistance with:

· Planning and conducting evaluations,

· Technical assistance in evaluation and performance monitoring,

· Technical assistance in program plans, logic modeling, and performance management plans,

· Technical assistance in developing metrics and data visualization tools to support performance monitoring,

· Designing and implementing learning activities to support the Learning Agenda and other learning and adaptation resulting from performance monitoring or evaluation,

· Providing data visualization tools for use in communicating evaluation information, including custom report design that incorporates original photography,

· Capacity building, and

· Synthesizing evaluation lessons and analyzing policy implications.

Specific work requirements under this IDIQ will include the design and implementation of performance, process, outcome and, rarely, experimental or impact evaluations; performance monitoring; management assessments; and capacity building to fulfill the Evidence Act, the DOS’s evaluation policy, and other MfR requirements.

The DOS’s work covers a wide variety of topics, sectors, programs, activities, projects, and initiatives. A sample of these is detailed in Section 5, but services described in the solicitation may be rendered in support of any aspect of DOS’s work.

1. SCOPE

The scope of this procurement includes the full range of professional design, evaluation, performance monitoring, evaluation and performance monitoring capacity building, analysis, and implementation plans for addressing recommendations and disseminating learning from findings. Generally, the Contractor shall provide the range of expertise to include (but not limited to) the following:

a) Program/Project/Process Design: The DOS has created a toolkit to guide staff through various design processes. The Contractor may be tasked to produce or help develop a design, which may include reviewing existing higher-level strategies, conducting a situational analysis, facilitating the creation of problem statements, goals, and objectives, generating a theory of change, developing a logic model, developing indicators, writing evaluation questions, writing descriptions of process outputs and end products, and producing process maps, among other responsibilities.

b) Performance Monitoring: The Government Performance and Results Act (GPRA) of 1993 and the Government Performance and Results Modernization Act of 2010 established requirements for strategic planning and performance measurement for all USG agencies. DOS considers performance monitoring – the ongoing and routine collection of performance indicator data to reveal whether desired results are being achieved and whether implementation is on track – a necessary practice and has guidance and a toolkit that instruct bureaus and offices on how to complete successful monitoring. Performance monitoring is a large piece of what DOS calls a Performance Management Plan (PMP), and Contractors may be asked to complete PMP development and assessment. The PMP uses program/project/process logic to develop a monitoring framework to track whether activities are progressing toward their targets, assess data quality, and define best practices for data management systems. The PMP also outlines an evaluation strategy, including evaluation questions, timeframe, methodology, and data collection as it relates to specific programs/projects/processes. The PMP should include technical guidance on implementation of the PMP including definitions of indicators, data sources, frequency of data collection, roles and responsibilities, and costs. The Contractor may be asked to produce, help produce, or implement a PMP, and thus to engage in any of the actions below:

i. Assistance in selection of performance and contextual indicators;

ii. Development of indicator reference sheets;

iii. Development of data quality assessment checklist;

iv. Implementation of data quality assessments;

v. Data management, including developing processes to ensure consistent data collection and recording, ensuring data back-up, cleaning data, effectively transferring data as needed, securely storing data and archiving data for future use;

vi. Data analysis;

vii. Planning for evaluation.

c) Data Collection: After the development of PMPs and evaluation plans, DOS bureaus and offices may require Contractor services in the collection of baseline data or follow-up data. Work may entail developing and conducting surveys and assessments. These may include baseline data collection; beneficiary assessments; market surveys; knowledge, attitudes and behavior surveys (KABS); or other types of surveys or assessments. The data collection process will require the development of tools for the collection of monitoring information including methodological plans, questionnaires, interviewer and focus group protocols, sample size and selection guidance, data collection handbooks/guidelines for implementing partners, and analysis plans. The data collection process may also include data cleaning, preparing data sets for public consumption, and a final report.

d) Data Analysis: Contractors may be tasked with data analysis as part of a performance monitoring or evaluation TO. Tasks will vary from the straightforward to complex statistical analyses, such as those involving the estimation of multivariate models. Analyses may include cross-tabulations, tests for response bias, trends, projections, estimates, and the preparation of narrative materials, graphs, charts, overheads, and PowerPoint demonstrations suitable for clearance and distribution.

e) Data Security: Given the sensitivities with many of DOS’s activities, the Contractor needs to maintain strict confidentiality of collected data. The Contractor shall assume primary responsibility for securing and verifying information that is collected. The Contractor must have data retention and security policies including how any information gathered during the TO will be used, transmitted, and stored during and upon completion of the contract. The Contractor is required to comply with the security controls baselined in NIST SP 800-171. They may be asked to detail those policies. All data must ultimately be transferred to DOS.

f) Evaluation: Based on future needs and resource availability, DOS anticipates that perhaps half of the TOs moving through this vehicle might be for the conduct of evaluations, which DOS carries out for the purposes of learning, improved performance, informed decision-making, and accountability. Contractors may be tasked to design or implement evaluations covering DOS activities including programs, projects, processes, service delivery, initiatives, and systems to answer questions about effectiveness, efficiency, impact, sustainability, and relevance. Bureaus and offices may manage these evaluations alone or in collaboration with other bureaus and offices, USG agencies, or other vested third parties.

i. Types of and uses for evaluations: Types of evaluations may include performance/process evaluations, summative/ex-post/impact evaluations, developmental evaluations, sector or multi-country evaluations, experience/desk reviews, meta-evaluations, and organizational evaluations (also referred to as organizational assessments). Given the nature of DOS program design and implementation strategies, performance/process evaluations are the most common type of evaluation conducted. It is estimated that most of the evaluations to be supported annually through this IDIQ mechanism will be performance evaluations. Under this IDIQ, contractors will be expected to respond to approximately 12 performance evaluation service requests annually distributed across all functional areas.

According to DOS evaluation guidance, performance/process evaluations focus on the performance of a project/program, diplomatic activity, or management process and examine its implementation, inputs, outputs, and likely outcomes. They typically respond to descriptive and normative questions, focusing on what a particular project has achieved (either at an intermediate point in execution or at the conclusion of an implementation period); how it is being implemented; how it is perceived and valued; whether expected results are occurring; and other questions that are pertinent to program design, management, and operational decision making.

Evaluation methodologies for the various types of evaluations DOS conducts will vary but may include experimental and quasi-experimental designs that include an intervention and control group, including randomized evaluations. Performance evaluations often incorporate before-after comparisons, but generally lack a rigorously defined counterfactual. Given the complexity of many DOS programs, newer methodologies such as social network analysis, outcome harvesting, and process tracing may be used. In instances where DOS is looking for more real-time data analysis, methodologies such as developmental evaluations may be incorporated.

DOS bureaus and independent offices are tasked with using evaluations as part of their planning and management of bureau and mission strategic priorities. They need to assess activities to:

· Inform new program, project, process, initiative, or activity design;

· Determine whether the project, process, or activity is being implemented as planned;

· Measure progress, either positive or negative;

· Determine whether the activity is achieving intended results;

· Identify needed midterm corrections;

· Reexamine or test the validity of hypotheses and assumptions embedded in strategic plans and results frameworks;

· Understand whether the needs of customers or beneficiaries are being served;

· Ascertain and analyze positive and negative unintended consequences or effects of diplomatic and foreign assistance activities;

· Discover whether conditions for sustainability or replication exist;

· Inform the Learning Agenda;

· Develop and implement training programs; and

· Distill lessons learned, determine good practices, and identify recommendations that may be useful elsewhere in DOS.

ii. Specific tasks: Contractors under this IDIQ must be able to provide for a variety of tasks related to DOS evaluations, which may include (a) Implementation planning, including team planning meetings, and research designs for proposed studies, (b) Conducting an evaluability assessment, (c) Developing an appropriate, feasible, and detailed evaluation design, to include a design matrix (including the key questions, methods, and data sources used to address each question and the data analysis plan for each question), sampling methods, draft questionnaires and interview protocols, and other data collection instruments or their main features, known limitations to the evaluation design, and a dissemination plan, (d) Facilitating development of performance metrics or measures of success; (e) Facilitating independent rigorous evaluations, including data collection, cleaning, and analysis, (f) Providing technical assistance to DOS staff to carry out required data collection to support required evaluations, (g) Conducting data analysis and producing reports on evaluation findings that are clear and accessible to multiple audiences and making use, as appropriate, of tools such as data visualization techniques and custom report designs that incorporate original photography (h) Drafting, revising, editing, and preparing evaluation reports for publication, (i) Conceptualizing and implementing a balanced mix of hard copy, electronic, and other media for documentation, presentation, dissemination, and utilization of evaluation findings, conclusions, and recommendations, including, but not limited to, tracking systems for evaluation recommendations, (j) Contributing knowledge to DOS staff and stakeholders about the results of DOS investments through dissemination of information and lessons from evaluations.

For all evaluations, a sufficient level of effort must be included for team planning meetings at the beginning of the evaluation as well as for sufficient team preparation prior to field work. Sufficient time will be budgeted for data collection but also analysis. Sufficient level of effort will also be included for drafting quality reports and presentations of conclusions and recommendations. Contractors must maintain professional and ethical/codes of conduct and must adhere to professional standards for all reports.

iii. Development of Bureau Evaluation Plans (BEP): All DOS bureaus and independent offices are required to develop and submit a BEP. Contractors may be tasked to help compile this plan by drawing upon program PMPs, high-level strategies, or other bureau or office planning and analysis documents.

iv. Results dissemination: DOS guidance stipulates that reports of foreign assistance-funded evaluations contracted or started in 2015 and beyond should be posted publicly, if possible. Classified evaluation reports are exempt from this requirement as are internal management evaluations and those funded with Diplomatic Engagement funds. For evaluation reports with sensitivities, a publishable summary is required and produced as a deliverable separate from the report. Summaries, which will synopsize foreign assistance evaluation reports, should be written for a public audience. They should include the title of the evaluation, date the report was submitted, program context, evaluation questions, methodology, key findings and recommendations. Summaries should be brief, not more than two pages. Confidential issues should be omitted from the summary. Each completed report (or summary) of a foreign assistance evaluation will be posted on the Office of U.S. Foreign Assistance Resources page of the state.gov website. The template for summaries is attached as Annex 1. All evaluations funded by Diplomatic Engagement funds remain internal documents and are posted to an internal repository.

v. Results synthesis: A key purpose of evaluation is learning. The ultimate aim is to contribute to a clearer understanding of “what works” in achieving the mission of DOS, in both the short and longer term, and to improve the effectiveness of DOS investments globally. The Contractor must have the capacity to review, analyze, and synthesize evaluation reports to analyze policy and strategy implications for DOS consideration. The contractor must also have the capacity to develop innovative approaches to plan and implement meetings with overseas stakeholders in support of evaluation synthesis and learning. Tasks within this deliverable may include producing summary reports of evaluations to determine and develop appropriate mechanisms to disseminate information and messages to a specific audience, develop and design meeting agendas, secure and make available meeting space and all appropriate audio-visual equipment, provide meeting facilitation services, provide translation services where appropriate, and arrange for participation of key experts when necessary.

g) Research: The DOS also seeks to expand its evidenced-based research function to help inform policy and management decisions related to areas of importance for DOS and its partners, including, for example, security sector assistance, science and technology, education, etc. Activities to be undertaken may include country or sector assessments, economic analysis of existing survey data, beneficiary analysis, meta-analysis, data collection or evaluation methodological development, and other areas of research. The Contractor will be responsible for developing a scope for the research, methodology, and report.

h) Training: TOs may include the development and delivery of training to support aspects of the Evidence Act and DOS’s MfR framework related to performance monitoring and evaluation, including training on monitoring, evaluation, and learning (analysis and utilization) and training to facilitate the integration of strategic planning, budgeting, and performance management processes. This may include, but is not limited to, training or advising on the following: planning for evaluation, managing evaluations, selecting appropriate evaluation methods, developing a theory of change or results framework, collecting evaluation data, developing and selecting indicators, assuring data quality, data analysis and dissemination of findings, tracking evaluation recommendations, assuring application of effective data presentation tools, developing PMPs, developing project Monitoring and Evaluation (M&E) plans, and performance of data quality assessments. Delivery methods may include but are not limited to face-to-face training, distance learning, CD and web-based instruction, and print and web materials.

i) Capacity Building: The DOS seeks to develop the internal capacity of its M&E staff, other DOS staff, and, in some cases, implementers to effectively implement DOS s Capacity Assessment and facilitate development of all aspects of the MfR framework. Evaluation and performance monitoring capacity building is an intentional process to increase individual motivation, knowledge and skills and to enhance a group or organization’s ability to conduct or use performance monitoring and evaluation. Contractors holding the IDIQ may be tasked to build and enhance the evaluation and performance monitoring capacity of DOS staff, using a coaching/mentoring/facilitating approach or to develop recommendations for strengthening DOS’s monitoring and evaluation capability.

j) Tool Development: The DOS has generated and continues to generate tools, templates, handbooks, and newsletters for dissemination to evaluation practitioners, as well as other materials designed to facilitate M&E related tasks within DOS. Even so, the Contractor may be asked to review technical assistance documents developed to date and expand upon or adjust existing materials or develop new materials to fill gaps.

k) General Technical Assistance: Technical assistance may be related to any aspect of the Evidence Act and the MfR framework. This may include organization and implementation of or logistical and administrative support for DOS-sponsored evaluation and performance monitoring training, conferences, workshops, meetings, seminars, forums, or other gatherings facilitating knowledge transfer and learning.

l) Staff Augmentation: Bureaus may issue TOs requesting staff to provide consultative services for a specified, temporary period of time for any activities related to the Evidence Act or MfR framework and its functions.

The Contractor shall furnish all the necessary personnel, materials, services, and facilities incidental to the performance of the work as stated in each TO that may be issued under this contract.

1. SKILLSET

The Contractor must provide and retain staff with the skillsets necessary to successfully complete the work outlined in Section 4: SCOPE. Not every TO will require every skillset, but Contractors should be aware that any TO could require any skillset.

The Contractor and contractor personnel must demonstrate knowledge and understanding of DOS’s operating environment, priorities, and the diverse components of DOS’s mission, including DOS/USAID Joint Strategic Plan and Evidence Act deliverables. Additionally, the contractor and its personnel must demonstrate knowledge of academic theory and research, as well as best practice application in the subject areas they will be evaluating for DOS.

DOS expects the nature of the evaluations to be assigned via TOs to vary and be best-suited by a variety of evaluation designs. The IDIQ will require skills in evaluation and performance monitoring methodology, innovative and state-of-the-art research and monitoring designs and methods, various types and modalities of evaluations, and cost-effective evaluation methods.

Contractors under this IDIQ are expected to have the capacity to apply a broad range of qualitative and quantitative methods, oftentimes with limited readily available data. The Contractor should be an expert in a number of data collection methods, including key informant interviews, group interviews, focus groups, observation, surveys, physical measurements, and participatory methods, among other methods. Contractors are expected to have the capacity to collect data using a variety of platforms, including mobile data collection, as well as using a variety of data sources, to include big data and other existing data. The contractor should have the capacity to establish validity and reliability of instruments and to pilot and test instruments appropriately prior to large-scale data collection efforts.

When needed, as defined by individual TO, contractors should have the capacity to translate and back translate associated data collection instruments and responses. Additionally, there will be TOs for which the contractor is expected to have capable and professional individuals to serve as interpreters during fieldwork. The contractor should have a quality assurance plan in place to assure quality and consistency of translation across multiple languages. (All translation costs should be built into each TO.)

The services under this IDIQ also require skills in data collection, analysis, and synthesis, and as such, the Contractor should be proficient in a number of quantitative and qualitative data collection, analysis and synthesis methods, such as, correlation, cross-tabulation, data mining, frequencies, measures of central tendency, measures of dispersion, time series analysis, content analysis, thematic coding, time-ordered matrices and spatial analysis, mapping and geographic information systems. Some quantitative data may require multivariate analysis, such as multiple regression, or inferential statistics. The Contractor shall demonstrate skills in both qualitative and simple and complex quantitative analyses and expert capability using quantitative and qualitative software such as Stata, SAS, SPSS, NVivo, Tableau, or Atlas.ti.

The Contractor should be skilled in the preparation of materials, including drafting clear, concise reports and preparing narrative materials, graphs, charts, infographics, custom reports that incorporate original photography and presentation materials suitable for clearance and distribution. The Contractor should also be experienced in planning for use and dissemination of evaluation findings among multiple stakeholders.

Skills in designing and delivering training for adult learners, coaching, and mentoring may also be required.

IDIQ holders are expected to have the organizational capacity to provide oversight, management, and quality control in the execution of TOs emanating from the IDIQ (e.g., accurate and timely billing, appropriate vetting of proposed staff, quality control review of proposed designs and final reports, etc.). Prior experience performing and managing evaluations for USG entities working in foreign affairs is preferred though not required.

In addition, DOS’s evaluation, learning, and related performance management needs may require contract support personnel with specialized expertise. Because of the arenas in which the DOS works, Contractors should possess demonstrable global or regional experience, either directly or through partnerships with firms in other countries. In addition to demonstrating expertise, the contractor must also demonstrate the capacity to manage multiple large-scale evaluations and multiple TOs.

Much of the work will be focused on DOS foreign assistance and diplomatic engagement activities and the change they make in countries and communities where they are implemented. Examples of specialized areas include, but are not limited to:

1. Functional Area 1: Security

· Security Sector Assistance, including military and criminology grant assistance programs, law enforcement, border security programs, counter nuclear/radioactive material smuggling, detection and destruction of weapons of mass destruction and their components, maritime security programs, regional cooperation initiatives, activities to promote international cooperation, aviation support, programs to counter violent extremism, counter-terrorism initiatives and physical and personal security (e.g., embassy building security, for the Secretary overseas, for diplomats and dignitaries visiting the U.S.).

· Military Security, including military security experience that illustrates institutional/situational awareness for diplomatic security activities, such as embassy security, including building technologies to secure that; background checks; and other security matters.

· Anti-Crime Activities, including programs on anti-corruption, organized crime, money laundering, counter-narcotics, including drug demand reduction, intellectual property rights, cybercrimes, wildlife trafficking, environmental crimes and related activities to promote international cooperation in these areas.

2. Functional Area 2: Civilian Security, Democracy, Human Rights, and Stability

· Civilian Security, including programs to prevent human trafficking and their related policing and judicial/legal components, community policing, assistance to corrections systems overseas, conducting lawful investigations and refugee security and safety.

· Conflict Environments and Stabilization, including work in highly dangerous and restrictive areas, election monitoring, conflict mediation and other peace building efforts, internal conflicts, refugees, and aftermath of war.

· Human Rights, Diversity, Equity, Inclusion, and Accessibility, including programs that prevent or combat human rights violations; promote fundamental freedoms; address discrimination and intolerance; promote accountability; focus on reconciliation for past area abuses; advance diversity, equity, inclusion, and accessibility; and protect the rights of vulnerable and marginalized populations.

· Democracy, Governance, and Civil Society Strengthening, including programs supporting an enabling legal environment that protects and promotes civil society and civic action; advances democracy; providing capacity development assistance to Civil Society Organizations (CSOs); supporting civic participation; bolstering government oversight and accountability activities; strengthening a democratic political culture that values civic engagement, tolerance, and respect for human rights; and strengthening independent and democratic trade/labor unions.

3. Functional Area 3: Diplomacy, Media, and Cultural Affairs Programs

· Diplomacy, including approaches to evaluate national diplomatic interventions in bilateral and multilateral decision-making arenas.

· Media Services, including television, radio, internet, social media, and telephone/mobile services used to further U.S. foreign policy and national security interests including to counter terrorism or aggression or provide information where media is difficult or dangerous to access.

· Public Diplomacy, including the ability to measure success in building relationships and networks over time, as well as counter-disinformation/ misinformation.

· Educational and Cultural Affairs Exchange programs, including youth leadership, professional development, cultural programs, and academic programs for undergraduates, graduate students, scholars and teachers, as well as language learning. Initiatives include international fellowships and scholarships and efforts to familiarize foreign publics with the U.S., such as American Centers.

4. Functional Area 4: Economics, Environment, Science, Technology, and Health

· Economics, Business and Trade, including the ability to evaluate effectiveness of trade initiatives, economic programs, and promoted business activities, including those conducted at a regional level. This includes interventions targeting regulatory reform, World Trade Organization (WTO) accession, etc.

· Science, Health, and Technology, including climate change mitigation and adaptation, oceans, fisheries, energy, and other environment areas, such as water security, as well as cutting edge technology for reaching dispersed populations with initiatives and rapid surveys. Includes pandemic preparedness and response and global health security strengthening. Also includes, cybersecurity and the science and technology aspects of weapons of mass destruction and counter nuclear/radioactive material smuggling.

· Research, development, and deployment of critical arms control, non-proliferation and disarmament verification technologies. This includes advanced and emerging technologies addressing weapons of mass destruction, missiles, space, forensics, artificial intelligence, inspection and monitoring tradecraft, analytical tools, modelling and computational data analytics.

5. Functional Area 5: Management Platform.

This covers the efficacy and role of management platforms in a modern diplomatic environment, including efforts to enable diplomats and development professionals to better meet 21st century diplomatic and development challenges. It includes, but is not limited to:

· Administration, covering a wide range of administrative and facilities services including information technology and security; knowledge management; records management; management of real property; acquisitions management; and financial management;

· Consular and Passport Services, covering the ability to assess the provision of American citizen services and the promotion of U.S. border security through the prevention of fraud.

· Human Capital and Training, covering the ability to assess efforts to recruit, retain, and sustain a highly skilled, diverse, and agile workforce capable of carrying out DOS’s foreign policy goals and priorities.

· General performance-related support, such as for strategic planning, performance measurement development, business analysis, training and support services, among others.

In addition to expertise in one or more of the specialized areas, DOS will expect Contractors to become knowledgeable about DOS’s guidance on designing and managing programs, projects and processes; evaluation policy; evaluation guidance; and foreign assistance evaluation dissemination policy.

1. STANDARD DELIVERABLES

All awardees will be expected to provide on at least a quarterly basis a summary report of the TO they have been awarded, including the TO number, Functional Area, title, award, initiating bureau at DOS, and short description.

Other Standard Deliverables may include, but are not limited to:

· Performance management plans

· Evaluation plans

· Publishable report summaries

· Experience reviews

· Progress reports

· Monitoring reports

· Infographics and data placemats

· Evaluation reports to include (see Annex for template):

· Executive summary (separate from publishable summary)

· Objectives, scope, and methodology, including limitations

· Findings, organized by evaluation question

· Conclusions

· Recommendations

· Annexes to include the scope of work, composition of the evaluation team, lists of information sources, sites visited, and key informants, if permission is given, and copies of research instruments. All supporting data must also be provided to DOS in a machine-readable format of DOS’s choosing.

Deliverables may include an oral presentation component as well as a written component. All written deliverables shall become the property of DOS. All evaluation reports shall be compliant with Section 508 of the Rehabilitation Act.

Note that TOs may stipulate additional or different requirements/standards for deliverables, quality criteria, review, and acceptance.

1. PERSONNEL REQUIREMENTS

a) General Requirements The Contractor shall provide staff to perform listed requirements within the statement of work in an appropriate mix of labor categories and quantity of personnel/man-hours appropriate to optimally meet the requirements stated herein.

The Contractor may be required to conduct multiple activities specified within the contract simultaneously. For example, the Contractor may be required to conduct four or five evaluations simultaneously. Therefore, the Contractor will be required to support this level of staffing.

The Contractor shall bear primary responsibility for procurement, personnel, reporting and management-related requirements of the contract.

Depending on the type of engagement, contractor employees may require Moderate Risk Public Trust determinations conducted by the DOS, or personnel security clearances at the SECRET or TOP SECRET level awarded by the Defense Counterintelligence and Security Agency (DCSA). Contracting firms performing on classified TOs requiring personnel security clearances will require a Facility Security Clearance (FCL) awarded by DCSA at the required level.

b) IDIQ Key Personnel The Contractor is required to maintain central management and oversight of the TOs awarded under the contract. The Contractor’s IDIQ Manager shall be the individual bearing primary responsibility for technical aspects of contract performance and other management responsibilities such as cost and quality control of all tasks and assignments. Unless otherwise identified, the IDIQ Manager will serve as the primary POC with DOS’s POC. The Contractor may propose additional staff to support the IDIQ manager.

The Contractor’s IDIQ Manager must be the individual bearing primary responsibility for technical aspects of contract performance, as well as procurement of personnel, reporting, and other management related requirements of the contract. Specifically, the IDIQ Manager must:

· Report to DOS technical and contract personnel in accordance with DOS reporting requirements.

· Ensure quality control methods in a consistent and transparent manner for all contracted tasks and functions.

· Possess the following qualifications:

· Demonstrated leadership, strategic thinking/planning, management, and presentation skills.

· Proven track record of programmatic accomplishment, professional achievement, and management competence.

· Strong interpersonal, supervisory, and written and oral communication skills.

· Demonstrated ability to establish close, trustful relations with Servicing Agency and Requesting Agency personnel. Requesting Agency personnel are DOS Office of Foreign Assistance and Bureau of Budget and Planning professional staff and management.

· Thorough technical knowledge of monitoring, evaluation methods, and performance management.

· Fluency in written and spoken English.

· Experience managing large awards of a similar nature is not mandatory but favorable.

Within 5 calendar days of award, the contractor shall provide the IDIQ manager resume and letter of commitment signed by the individual for DOS review and acceptance.

Resumes shall include the following:

· Name of person;

· Proposed position, function, or role;

· Proposed labor category;

· Education (including, in reverse chronological order, colleges and/or technical schools attended (with dates), degree(s)/certification(s) received and major field(s) of study);

· Experience (including, in reverse chronological order, area(s) of work in which a person is qualified, company and title of position, approximate starting and ending dates (month/year), concise descriptions of experience for each position held);

· Specific experience related to the requirements of the position, specific experience on projects of similar size/scope/complexity/functionality, and specific experience related to requirements of this Statement of Work

Resumes are required for all key personnel (IDIQ manager and alternate at minimum).

References shall include a name, contact email, contact number, current place of employment, and brief description of the reference’s view of the person being proposed. References should not exceed one page each.

Two to three references are required for all key personnel. References are not required or requested for principals unless those principals are labeled as key personnel. References are not required for regular team leads unless those team leads are labeled as key personnel but are preferred.

Acceptance will be based on the qualifications stated in this paragraph and any disagreements shall be referred to the Contracting Officer.

At least 30 days prior to diverting any of the specified individuals to other programs or contracts (or as soon as possible, if an individual must be replaced, for example, as a result of leaving the employment of the contractor), the Contractor shall notify DOS IDIQ POC and the Contracting Officer (CO) and submit comprehensive justification for the diversion or replacement request, plus proposed substitution(s), to permit evaluation by the POC and CO of the impact on performance. The Contractor shall not divert or otherwise replace any key personnel without the written consent of the CO. This applies to the IDIQ proposal as well as to any proposals to TOs issued under this IDIQ.

c) Task Order Personnel Requirements Staffing requirements per each TO will be defined per each TO SOW. With each proposal in response to the TO SOW, unless otherwise stated in the SOW, the contractor must submit a list of proposed key and other personnel, resumes, and two to three references per proposed individual. Key personnel or other proposed technical staff should reflect significant experience and success in dealing with the activity areas identified by the TO SOW, such as sector-related experience and formal education, evaluation design, performance management, empirical and statistical analysis, and program management.

Per each TO, all team members will be required to provide a signed statement attesting to a lack of conflict of interest or describing any existing conflict of interest.

Key personnel shall be available to complete the work at both to the IDIQ and at the TO level.

Contractors must ensure that personnel have the appropriate equipment to perform their work remotely should telework be necessary.

1. TRAVEL AND LOGISTICS

Travel may be required by the Contractor outside the contiguous United States. Travel arrangements will be determined based on the most cost efficient and effective method for reaching the desired result.

The Contractor will provide all necessary logistical support, including travel arrangements (with required security clearances and visas), computer support, team planning facilitation, and report editing and dissemination. The Contractor is required to maintain central management and oversight of the TOs awarded under the contract. The Contractor’s Project Manager shall be the individual bearing primary responsibility for technical aspects of contract performance and, unless otherwise identified, will serve as the POC with DOS’s IDIQ POC or TO Contracting Officer’s Representative (COR).

1. LABOR CATEGORIES

All Contractors shall use the below Labor Categories for their IDIQ Labor Categories:

· Evaluation Advisor Serve as team lead for designing, conducting, and managing evaluations; provide quality control oversight for evaluation; and ensure the integrity of the methodology, process, and comparability of evaluation findings. Responsible for leading a multidisciplinary cross-cultural team as applicable, and an expert in quantitative and qualitative evaluation methods.

· Evaluation Methods or Implementation Specialist A Methods Specialist is an expert in conceptualizing quantitative and qualitative data collection and analytical methods to support evaluation design and implementation. The Implementation Specialist is an expert in the skillset required for executing stages of the evaluation following the design phase, including but not limited to data collection, analysis, writing and dissemination.

· Performance Monitoring/Indicator Specialist Expert in developing and designing performance monitoring systems. Manage and coordinate the overall approach to performance monitoring, with the skills and capability to provide technical assistance in developing performance monitoring plans and monitoring and evaluation plans.

· Design Specialist Expert in developing designs for programs, projects, activities, processes, etc. Provides leadership and guidance in the review of strategies; development and implementation of analyses to inform design; generation of problem statements, goals, objectives; development of a theory of change and logic models; and production of process maps.

· Technical Advisor/Subject Matter Expert Serve as functional area subject matter expert as part of evaluation, design or monitoring task teams. May also provide high-level technical support for additional performance-management-related tasks, research, data analysis, training, capacity building and tool development.

· Evaluation/Performance Monitoring/Design Training Specialist Expert in training and other design, monitoring or evaluation capacity building. Responsible for planning and conducting training workshops on monitoring, evaluation and/or design topics, for both adult educators and learners.