DAI - Scope of Work.doc

SECTION C – DESCRIPTION / SPECIFICATIONS/STATEMENT OF WORK

C.1

PURPOSE

The Contractor will execute and implement the United States Agency for International Development (USAID) Pakistan, Capacity Building program for the Federally Administered Tribal Areas (FATA) Development in accordance with the terms and condition of this Task Order.

C.2 INTRODUCTION

The objective of the Federally Administered Tribal Areas (FATA) Development Program (FDP) is to assist the Government of Pakistan (GOP), civil society, and the private sector to improve economic and social indicators in order to bring the FATA into the mainstream of Pakistani economic and social development. Support will focus on the seven Agencies that constitute FATA, as well as the six Frontier Regions located adjacent to it. Addressing economic and social conditions is critical to addressing the impact of extremist groups using Pakistan as a base for military and destabilizing actions in both Pakistan and Afghanistan. Improving the authority of the GOP in FATA, along with improving the ability of the GOP to provide good government and deliver essential services is critical to stability in South Asia and to the Global War on Terrorism. In this context, FATA is the most immediate geographic area to be addressed. Pakistan’s long border with Afghanistan however extends well beyond FATA and includes a number of districts in Baluchistan and the Northwest Frontier Province that are also at risk. As needs evolve or additional resources become available, elements of this program can be adjusted to extend activities to some or all of these other areas. (See background information at References, Section VIII.)

FDP is a key part of a coordinated USG interagency strategy addressing security and development issues in FATA. FDP will be a critical part of facilitating the planning and implementation of the development program and of building the capacity of FATA and Pakistani development institutions to bring about sustainable development. The USAID Capacity Building program will assist the GOP to implement its sustainable development strategy for the FATA. The USG may provide up to $750 million overall to the FDP program over the next five years, including approximately $105 million provided in FY 2007.

C.3

BACKGROUND

The Government of Pakistan (GOP) recently approved its FATA Sustainable Development Plan (FSDP) 2006-2015 which is a $2.3 billion sectoral approach to development of the FATA. The GOP has pledged $1.0 billion to the FSDP and has requested donors to provide the remaining resources. The purpose of this initiative is to bring peace, stability and security to this long isolated region of the country. The means identified to achieve these objectives is to improve service delivery of essential social services, engage in economic stimulation, generate employment, and build marketable skills among the FATA population. The United States Government (USG) has indicated its strong support for this effort and plans to support a variety of elements of the overall FATA Sustainable Development Plan (FSDP). This USG support will focus on improving roads and community infrastructure, livelihoods, media and public outreach and primary health and basic education. USAID and the US Embassy’s Narcotics Affairs Section (NAS) will be the principal USG agencies dealing with development programs. This joint program will be closely coordinated with the U.S. Department of Defense, which will support Pakistani security forces, the Country Team (in-country USG activities and personnel) and Government of Pakistan counterparts. Out of expected FY 2007 funding, NAS will administer $17 million, which will include establishment of a Construction Implementation Unit at the FATA Secretariat and support for the construction of the Levy Training Center in Khyber Agency. This Center is meant to provide vitally needed training to Levies, whose mission is to ensure security and rule of law in communities throughout the Tribal Area. Once constructed, it is expected that NAS will finance such undertakings as course development and training of trainers to ensure that the Center becomes operational. USAID/Pakistan will administer the remaining $88 million through a series of implementing partners, including a partnership with USAID’s Office of Transitional Initiatives, which is considering providing assistance in establishing quick starting employment generation programs and development communications. Other programs notably in education, health, water and sanitation and economic growth will be implemented through existing or planned USAID programs. New procurements are also envisioned in employment generation, livelihoods development, and adult literacy. Activities funded through these new procurements will be accomplished in coordination with but separate from this Task Order for capacity building and planning.

FATA is neither monolithic nor is it a large area. The seven FATA Agencies consist of approxi-mately 3,000 rural villages populated by approximately 4.2 million people. Its people are tribal, fiercely independent, generally mistrust outsiders and for hundreds of years have been isolated from the rest of the world. For the past several decades Pashtun culture and social systems have been threatened by war and instability in Afghanistan. Extremist groups have capitalized on these insecurities, along with the past general neglect, to influence tribal support away from the GOP through a combination of tribal allegiance, resources, Islam, and brutality to support extremist objectives.

The USG will assist the GOP, both civilian and military, to develop strategies for each of the seven Agencies and six Frontier Regions. The strategies will support the FSDP, support unity of effort between civilian and military objectives, and incorporate the programs of other donors and GOP resources. The USG approach will be community based, supporting the guidance contained in Community-Based Development in Conflict-Affected Areas: An Introductory Guide to Programming. Through the FDP the USG will seek to restore and strengthen the capacity of the GOP, through the existing Political Agent system or other means, to deal with tribal leadership.

There are a number of imperatives associated with the work to be performed in FATA. First, at least some elements must register quick, visible and appreciated results. Second, the foundations for longer-term development must be established; i.e. the capacity of Pakistani institutions must be built. Third, the work must be accomplished in full consultation with the Government of Pakistan.

These imperatives will be performed in an environment characterized by profound constraints. For example, in much of the FATA, the security situation and the implementation of law and order is unstable. Extremist groups have taken control of some areas and are usurping GOP control making it extremely difficult to support the few existing indigenous NGOs that have adequate capacity to deliver services. Finally, there are severe capacity constraints faced by the institutions that are likely to be the program’s chief GOP counterpart agencies: the FATA Secretariat and the FATA Development Authority.

While ideally, USAID resources might be programmed through a combination of the FATA Secretariat (FS) and the FATA Development Authority (FDA), at this time neither of these organizations has the capacity to plan and manage development resources of the sums that are about to be allocated. In addition there are policy and structural issues that must be resolved before FS and FDA can deliver effectively. While there are no formal organizational mechanisms in place governing civilian /military cooperation, the USG is now undertaking discussions with the GOP to establish such mechanisms in FATA. Discussions are also taking place to establish mechanisms that could accelerate decision making and service delivery, such as was done in the GOP’s response to the October, 2005 earthquake. The urgency to improve the standard of living and economic opportunities cannot wait, however, until the above-mentioned organizations are fully staffed, trained and organized to manage the implementation of the Strategy. Thus, for the first few years of the initiative both the FATA Secretariat and the FATA Development Authority will be recipients of capacity-building assistance (provided through this task order) – the FS as the de facto institution of governance in FATA and FDA as the institution responsible for the region’s economic development. It is the intent of the USG to perform some programming, implementation, financial management, and monitoring and evaluation functions for the FS and FDA until sufficient capacity is in place to guarantee effective use of USG funds.

C.4.

SCOPE OF WORK

Assistance under this task order will assist GOP and FATA institutions to: (1) develop strategic approaches to utilize the anticipated significant increases in GOP and donor resources expected as a result of the FSDP; (2) support the building of civilian /paramilitary cooperation in FATA development; (3) build capacity of FATA institutions to plan, implement and manage funds and to communicate effectively with constituents and communities – meaning both listening and talking – to ensure that development initiatives are aligned with local needs and expectations; (4) strengthen the capacity of the indigenous NGO community to deliver resources in support of strategic plans. The task order will be for three years, with one additional option year to be exercised at the discretion of USAID. The Contractor will be responsible for providing technical assistance and training to achieve the overall objectives of the Capacity Building program.

· Operationalize the FSDP for each of seven Agencies and six Frontier Regions;

· Build the capacity of selected FATA institutions to conduct effective monitoring and reporting;

· Improve the capacity of selected FATA institutions to develop, implement and manage development programs at the Agency and community level;

· Improve the capacity of FATA NGOs to develop implement and manage development programs;

· Develop and implement effective media strategies for FATA institutions;

· Improve the coordination and integration of civilian and military/paramilitary activities in specific contexts where no funds or direct assistance will be provided to such activities;

· Identify long-term capacity, organizational and policy issues for FATA institutions.

In executing the Capacity Building program, the Contractor will undertake needs assessments, strategic planning and the assembly and execution of action plans so as to conduct the activities necessary to meet these stated objectives.

A. Operationalize the FATA Sustainable Development Plan The FATA Sustainable Development Plan (FSDP) is the foundation document for which the USG will make development assistance available through the Contractor. While the FSDP does identify many of the sectors that need assistance and suggests various activities to be undertaken, the FSDP needs to be made operational and to develop Agency and Frontier Region explicit programs to address specific development and security issues.

As such, the Contractor will assist the GOP in developing Agency Strategic Plans (ASP) for each Agency and strategic plans for each of the Frontier Regions. Each strategic program will include multi-year objectives to be achieved, prioritize villages and geographic locations, identify programs to be funded, implementing agencies, stipulation of funds control and monitoring responsibilities. The strategic plans will include objectives, results and indicators in which progress would be expected. In addition, given the more difficult governance environment in the FATA, the strategic framework will require explicit and detailed language on monitoring indicators, output targets, and a review framework. Each strategic plan will be developed with appropriate input from Agency and Frontier Region level officials, including political agents, tribal, religious and community leaders. To the extent possible, implementing partners will also be involved in the strategy development. Plans involving USG funding will be subject to the written agreement of the appropriate USG agency and the GOP. The strategic plans shall focus on service delivery to three priority areas:

1. Livelihoods: This includes agriculture development, employment-generation programs, micro-enterprise and small and medium business development, formal and informal skills development programs, adult literacy initiatives, public and private sector partnerships, infrastructure development, and community involvement.

2. Media, public information and outreach: This includes developing appropriate media and public information tools to inform FATA residents of planned activities and how to access resources. Maximum use of media and public outreach as a development tool will also be explored.

3.

Basic education and primary health care: This includes school and medical facility construction, teacher and health worker training and the provision of supplies and equipment.

The Contractor shall provide subject matter experts to assist in the development of sectoral programs and to assist in defining state-of-the-art approaches to each of the sectors as well as arranging public venues for discussion with other donors, GOP officials and FATA residents.

USAID expects that strategy development would begin with more permissive areas, and then extend to those areas with significant security issues.

The Contractor shall provide long and short term technical assistance and training to assist the appropriate FATA organizations and USG with the development of appropriate strategies and implementation plans to execute projects identified in the strategic plans. The Contractor will need to build capacity of the FATA organizations to ultimately take over management of the process, utilizing their own systems. After suitable capacity has been established, USAID expects that FATA organizations will be able to independently procure (contract) project implementation efforts. Immediate needs which the FS and FATA organizations cannot accomp-lish will be executed by the Contractor in coordination with and through the approval of USAID.

Based on the needs assessment and the results of the strategic planning exercise, the Contractor may be requested to assist USAID to develop detailed scopes of work suitable for issuing solicitations and/or requests for applications/bids. USAID may also support other organizations in the development of strategies, which have specialized capacities and knowledge of the area. The Contractor will be expected to work with these organizations to develop and deploy a concept-to-strategy team approach in executing these functions. Strategies will be expected to be completed no later than six months after award of the Task Order. Note: It is anticipated that work performed under this contract will be used by USAID to develop solicitations for follow-on work. Accordingly under conflict of interest principles, it is highly likely that the Contractor will be ineligible to compete for such follow-on work.

B. Monitoring and Reporting

The Contractor will establish an appropriate monitoring and reporting system for each strategic plan and US Government project implemented in FATA under/through this contract, as well as the actual monitoring of activities in the field. The Contractor will collect performance data from implementing partners and submit a consolidated report to USAID, the American Embassy Islamabad and the Consulate in Peshawar, the FS, FDA, NWFP Governor’s Office and to other interested GOP organizations - both civilian and paramilitary, the latter as coordinated with and approved by USAID.

Data collection and reporting will include both metric (output) as well as effect (objective) results, i.e. impact. The Contractor will also accomplish special reporting highlighting specific achievements and success stories that demonstrate success in achieving objectives as the need arises and as requested by USAID. The Contractor will periodically measure community perceptions’ of the assistance being provided to make sure that expected objectives are being achieved. To this end, the Contractor will develop and implement a suitable program, including field visits, surveys, discussions with targeted tribal leaders and communities. USAID intends to closely coordinate the FATA program with the USAID/Afghanistan mission which is implementing similar programs on the Afghan side of the FATA. USAID/Afghanistan is utilizing the GeoBase Tracking system which captures and maintains information on all reconstruction and development activities. GeoBase ties activities to geo-coordinates and enables project information to be represented on maps. USAID will input data regarding its FATA activities into the GeoBase system so that a comprehensive reporting system exists for the border regions on both sides of the border. As such, the Contractor will serve as principal data collector and data input to the GeoBase system. Over the course of the contract, the Contractor will be responsible for developing the capacity of the FS and FDA to undertake these activities as part of their overall monitoring and evaluation responsibilities.

Work on the Monitoring and Reporting Plan should begin immediately upon implementation of this Task Order and a final plan must be submitted for approval by the Contractor within 90 days of award of the Task Order.

C. Improve Capacity of FATA Public Sector Institutions The Contractor will address the short-term as well as the long-term capacity building needs of FS and FDA. Resources extended to the FS have increased six fold over the past year; however, the FS has little capacity to manage this significant increase in resources. In the short-term and medium-term (2-3 years) it will be necessary to provide technical support and on the job training to the participating organizations to improve effectiveness and productivity in managing GOP resources and achieving the applicable objectives set forth in the FATA Sustainable Development Plan which parallel the objectives and performance requirements of this contract. At the regional level, initial emphasis should be put on assisting participating organizations to meet GOP program development requirements (PC-1) and in financial management. At the Agency level assistance will be required in program management and implementation. Improving the capacity of the political agents to more effectively address community issues is of paramount importance.

The Contractor will operate from an action plan, resulting from an initial needs assessment done in conjunction with the heads of each participating Agency. This plan will address short and medium term objectives at the regional and Agency level. It is vitally important that assistance is directed at each Agency and not just to the organizational structures in Peshawar. The action plan will contain the objectives expected to be achieved by the support, the organizations involved, along with a description of the support and duration of support to be provided. The action plan will be agreed to by USG implementing agencies and the head of the respective Agency. The Contractor will submit the action plan in draft form within 60 days of award of the Task Order.

Eligible areas of support include those for core competencies: strategic planning and policy development; fiscal management; procurement processes; performance monitoring and evaluation; community mobilization and communication. Additional skills areas can also include: human resources development (personnel management and administration); information technology systems; internal communications; media and public outreach; international donor procedures and coordination; and project management. The program will increase transparency, create more effective and efficient planning, improve development, implementation, monitoring and accountability of projects for those institutions, organizations and individuals mandated or interested in providing quality and accessible socio-economic services and opportunities to the people of the FATA.

It is the preference of USAID that Pakistani institutions be utilized in the Contractor’s capacity building programs. These could include the Lahore University of Management Sciences, Institute of Business Administration in Karachi and the Institute of Management Sciences in Peshawar. Offerors are to state within their proposals how they will include local organizations as part of training programs.

D. Improve Capacity of Local Non-Governmental Organizations

Tribal reaction to NGOs in the FATA is mixed, with some citizens willing to work with NGOs as long as they respect tribal ways and others rejecting working with NGOs outright. There is no definitive answer to the effective use of NGOs. USAID’s view, however, is that local NGOs can be important partners in achieving the objectives of the FSDP and their capacity and cultural sensitivity has to be improved in order to become effective and accepted partners. The Contractor will develop the capacity of Pakistani non-governmental organizations to work in FATA.

The principal constraints to NGO development in the FATA are these organizations’ weaknesses in the following areas:

· Administrative capacity in such areas as procurement and human resources development

· Proposal preparation skills

· Financial management practices

· Strategic planning capability

· Monitoring and evaluation capability to gather base line data, establish targets and measure results against targets

· Community outreach skills

· Management Information systems

· Project management skills

The Contractor will compile a list of all NGOs operating in the FATA and access operational needs and weaknesses. The Contractor will develop and implement suitable interventions to notably improve identifiable weaknesses.

The Contractor will also manage a small grants program for NGOs participating in the program, linking the grants to noticeable improvement in operating systems and capacity. USAID requests Offerors to establish the amount and criteria for a small grants program as part of their proposals. The USAID objective is to increase both the quality and quantity of NGO’s involvement in FATA over time.

The Contractor’s proposal should clearly describe a program that addresses the constraints identified herein and provides short-medium and long-term interventions to improve absorptive capacity to effectively manage and utilize funding. The proposal should indicate the numbers of NGOs eligible for community level support. The Contractor’s program will include training, as necessary, and the assurance that NGOs have installed appropriate systems in their organizations is a mandatory element of this program. The Contractor’s program will also provide a method for tracking systems’ development and utilization. A certification system whereby NGOs can be accredited for funding is a required an output of this activity. Offerors are invited to recommend innovative ways of addressing these issues in their proposals.

E. Improve Coordination and Integration of Civilian and Military activities

Due to the present security situation in the FATA, effective assistance delivery will require coordination with both civilian and military/paramilitary organizations in the design and implementation of assistance programs. The Contractor will assist in establishing an oversight mechanism to ensure that all civilian and military/paramilitary assistance interventions are effectively coordinated amongst the principal stakeholders, to include: the FATA Secretariat (FS), FATA Development Authority, Frontier Corps, USAID, and the U.S. Narcotics Affairs Section (NAS) and Office of Defense Representative Pakistan (ODRP).

The means of formalizing this mechanism will be a Memorandum of Understanding which will include the creation of a Working Group (WG) to be housed in the FS, who will retain oversight and coordination responsibility for civilian and paramilitary FATA development activities. The Contractor will serve in an advisory capacity in the development and consummation of this MOU as well as to the establishment and function of the WG. The Contractor will provide technical support and assistance to GOP civilian implementing agencies to establish effective oversight and coordination responsibility and mechanisms for civilian development activities and the coordination of such with Pakistani military/paramilitary activities. The Contractor will assist in determining staffing and other resource requirements of the WG including the establishment of field monitoring units in respective FATA Agencies to support coordination between civilian and military/paramilitary organizations. The exact location of these field units and their duties/ responsibilities will need to be determined in consultation with Political Agents, tribal leaders, and other key stakeholders.

Note: The Contractor will not provide any assistance (including training, advice, financial support, equipment, etc.) to any of the following unless the Contracting Officer approves such assistance in advance in writing:

(1) Any military or paramilitary units or personnel;

(2) Any police, prisons, or other law enforcement forces; or

(3) Any other security forces.

F. Media Strategy

Strategic communications will be an integral part of the FDP. The Contractor will assist the GOP to develop a Strategic Communications Unit, dedicated exclusively to the FATA Sustainable Development Plan that will be responsible for developing, producing and disseminating consistent and reliable information and media products and services. This will include regular information programs on developments in the FATA relating to security and development, Agency specific programming, special features and educational programming, as well as programs geared toward national and international audiences through the national and international media. The Contractor will coordinate such programs with the ODRP media representative. The Contractor will also assist the GOP in developing an appropriate communications strategy, assist in building the capacity of the GOP in implementing the strategy as well as in developing specific products and programs for media and community outreach campaigns. Additionally, the Contractor will assist the GOP to identify modern technology that could improve the quality and quantity of broadcasting and dissemination to remote areas of FATA where current capacity is very limited, develop specifications for the equipment and, if requested by USAID, assist in the procurement of equipment. Outputs will include: (1) improved capacity to communicate through the media on the part of FATA officials; (2) better informed communities; (3) publication via radio and/or by other appropriate means of all appropriate programs funded under the FSDP.

G. Identification of Long-Term Capacity Needs for FATA Institutions Providing assistance to the FATA operational structure will provide the Contractor with the opportunity to readily analyze the capacity weaknesses of FATA organizations. Within the first six months of presence in Pakistan, the Contractor will be required to undertake a comprehensive needs analysis identifying long-term capacity building needs for FATA organizations. The Contractor will utilize appropriate diagnostic needs analyses and undertake consultations with the GOP, USAID and other donors in accomplishing this task. The needs analyses will address the basic core competencies needed to strengthen the operations of FATA institutions as discussed below, and will be used by USAID as the basis of a follow-on program in capacity development.

· Strategic Planning/Policy Development - Strategic planning and policy development improvements may include building the capacity to articulate and communicate organizational missions; develop strategic plans and operational business strategies and take those business strategies from plan to action. This effort will include: technical assistance needs to incorporate public consultation into the strategic planning, and policy development process; develop each organization's ability to define its unique strategy and make decisions on allocating its resources, including its capital and people, to pursue the strategic objectives; improve systems for information collection, analysis and management for better decision making.

· Fiscal Management - Fiscal/financial management improvements may include better financial information linked to organizational objectives and devolution of financial management responsibilities. Identify assistance needs to inculcate transparent budgeting, accounting, investments, asset management, internal audit practices, and management of internal audit practices in accordance with GOP standards.

· Procurement Processes (Domestic and International) - Improving procurement processes is important to increase efficiency and transparency in the procurement of goods and services, as well as knowledge of donor guidelines and requirements. Organizations may need to understand the procurement life cycle for modern business which includes: information gathering; supplier contact; background review; negotiations; fulfillment; consumption, maintenance and disposal; and renewal. Regarding international donors, they will need to understand how to work with a donor to identify a particular set of needs, bidding process, and financial and progress report requirements of individual donor agencies. It is also important to understand how to respond to donors’ solicitations, the selection process and the tendering.

· Performance Monitoring and Evaluation - Performance monitoring and evaluation improvements may be made in developing and tailoring methods for analyzing the functional behaviors and the performance of programs across levels, within an organization, and across organizations. Each organization should have the ability to: measure, manage and improve services from the perspective of clients with an increased ability to detect, prioritize and resolve issues early; track and manage performance; measure and improve reliability and performance; and the data for decision making. A key component of this function is to improve the skills to design and implement surveys to develop baseline results which are needed for decision making and project prioritization.

· Information Management Systems - Information management and technology improvements may include a review of core data needs; Local Area Network (LAN) and Wide Area Network (WAN); installation/upgrading of telephones, computers, hardware; and training of IT Department personnel at each of the target organizations.

· Human Resource Development (HRD): Personnel Management and Administration - Human Resource (HR) management improvements will be in accordance with international best practices and Pakistani law. Improvements may include development of leadership and management skills, systems for sound HR practices, including: recruitment processes; drafting job descriptions and personal objectives for every employee; initiating a civil service employment testing system (KSAs – knowledge, skills and abilities) and job performance evaluation system; creating a human resource database linked to payroll; development of the skills to analyze current institutional structure and employment levels and skills and how to rationalize size when necessary; creating a system to track and accurately validate time worked, vacation and sick leave; establishment of a employee incentive and recognition program; and providing in-service training.

· Project Management - Project management improvements are important for addressing accountability and transparency. Modules should reflect international best practices and may include principles of project management used for planning, estimating, and controlling work activities to achieve desired end results within budget and timelines with focus on project management life cycle.

· Internal Communication - Internal communication procedural improvements may include systems for handling documents and correspondence; conducting and documenting meetings; procurement and asset management; system for internal and external approval processes; departmental meetings; facilitating collaboration within the organization and their counterparts within the region; and developing a proactive scheduling plan.

· External Communication - In addition to public consultation that feeds into policy development and implementation, FATA institutions will require technical help to disseminate information on various development initiatives to maximize understanding and buy in.

C.5 GENDER CONSIDERATIONS

Gender inequality and discrimination is a common experience of women in the FATA, as in other areas in Pakistan. Gender-related indicators show that the social, legal and political status of women is lower that the rest of the country. Women in the FATA play a dominant role in the running of the household, rearing children and managing household finances, and providing much of the labor for agriculture and animal husbandry. They, however, do not normally have a public role, especially in broader social interactions. Too overt a focus on women’s programs and women’s issues can generate hostility within the communities and should be avoided, especially at the early stages of the program should be avoided. It would be counter-productive to the overall objectives of this program for tribal elders to perceive proposed gender programs as potentially corrupting threats to the local social and cultural fabric.

All activities under all components will take into consideration the traditions, culture and history of Pakistan that may be reflected in gender dynamics. Design, implementation, monitoring and evaluation should be culturally sensitive, exhibit flexibility, and include gender-disaggregated data. Based on the location and traditions of anticipated participants, activities may need to be gender-segregated to facilitate participation by women; facility selection will need to ensure appropriate access and privacy for women; and some conferences, trips, study tours, etc. will need to accommodate accompaniment of some women by a male family member. The inclusion of men as well as women must be considered in order to maintain both a culturally sensitive and a practical balance in meeting capacity building needs of the population, as well as to not create resentment or a backlash against women.

The Contractor will pay attention to gender-based constraints and issues (e.g. participation in decision-making, access to/quality of employment, education or health) related to interventions. The Contractor will inform USAID of such issues and the measures to be taken to address them. Under the annual and overall program work plans, the Contractor will analyze any specific gender issues and outline appropriate actions that will be taken to address them during implementation. The Contractor will undertake specific assessments of perception, attitudes and values of women in target areas. Specific communication and awareness efforts should focus on women as required to address their needs and any impact on families from women’s participation.

C.6 PROGRAM MANAGEMENT

USAID regards the following guiding principles as important for the success of the program. The submitted proposal should be consistent with these principles.

· Activities should be demand-driven and involve local stakeholders in both design and implementation;

· Activities and assistance should be directed towards mentoring FATA institutions and Pakistani staff to strategically make and implement proper and judicious decisions unilaterally;

· The Contractor’s technical presence should be minimal in the context that it should be directing its efforts toward managing and providing guidance to Pashtu speaking FATA institutional members;

· The Contractor should recruit and optimize the use of Pashtu speaking Pakistani professionals in those field which will contribute to the capacity building needs of the program;

· Assistance should, as much as possible, have a long-term capacity building focus, rather than merely responding to the short-term priorities of the communities assisted;

· Given the changing political and security environment, activities should be configured to flexibly respond to emerging challenges and opportunities;

· The Contractor should ensure program coordination and complementarities by tracking the activities of US-funded organizations and other donors and stakeholders – both Pakistani and other international.

C.7

KEY PERSONNEL

A core team of four in-country experts are to be proposed by the Contactor and will be considered “Key Personnel” subject to USAID approval. These positions include the following:

· Chief of Party (COP) - The COP should have at least ten (10) years of progressively responsible experience in international donor development project management including prior experience as a COP. He/she should possess a solid understanding of and experience in managing and successfully implementing public administration and capacity building programs in politically sensitive and volatile environments, preferably in the FATA region, North West Frontier Province or Eastern Afghanistan. The COP must have an advanced degree in public administration, finance, economics or related field from an accredited university. Preference is for an expatriate/U.S. senior manager, with relevant experience (see preferred experience above) and professional qualifications (see above). Sound understanding of FATA development needs and political environment is also highly desirable. Demonstrated exemplary diplomatic and interpersonal skills are required. Fluency in spoken and written Pashtu is preferred.

· Strategic Communications Specialist - The Strategic Communications Specialist should have at least seven (7) years of progressively responsible experience in the fields of communications and public media outreach in politically sensitive and volatile environments. Prior experience working with USAID contractors or grantees is preferred. The ideal candidate should have experience designing and successfully implementing the communications function of a public institution. A degree from an accredited university in journalism, public administration, international affairs or a closely related field is required. Previous experience in working with international development contractors or grantees in South Asia or Southwest Asia is strongly encouraged. He/she should possess strong communication and interpersonal skills, and enjoy excellent relations with main Pakistani counterparts. Sound understanding of FATA development needs and political environment is also essential. The individual must be fluent in written and spoken Pashtu and English.

· Agency Level Strategy Specialist - The Agency Level Strategy Specialist should have at least six (6) years of progressively responsible experience in developing and implementing strategic plans for service delivery at provincial and/or local levels in politically sensitive and volatile environments preferably in South Asia or Southwest Asia. Such experience should include establishing objectives, proposed results and related indicators to measure actual performance. A university degree from an accredited institution of higher learning in international relations, economics, political science, public administration or closely related field is required. He/she should possess strong interpersonal and communications skills, and enjoy excellent relations with Pakistani counterparts. Fluency in spoken and written Pashtu and English are required.

· Financial Strategies Management Specialist – The Financial Strategies Management Specialist should have six (6) years of progressively responsible experience in developing and implementing financial management strategies at the provincial and/or local level levels in politically sensitive and volatile environments preferably in South Asia or Southwest Asia. Such experience should include the design and use of internationally acceptable financial management systems with payroll, cash, inventory, and other key applications including experience in the design and implementation of related internal control environments to mitigate the risk of fraud and irregularities. A university degree in accounting, finance, or closely related field is required with professional certification as a Certified Public Accountant (US), Chartered Accountant (CA), or Certified Management Accountant (CMA) preferred. He/she should possess strong interpersonal and communication skills, and enjoy excellent relations with Pakistani counterparts. Fluency in written and spoken Pashtu and English are required.

· Reporting and Monitoring Specialist – The Reporting and Monitoring Specialist should have six (6) years of progressively responsible experience in developing and implementing monitoring and reporting systems at the provincial and/or local levels in politically sensitive and volatile areas preferably in South Asia or Southwest Asia. Data collection and reporting experience should be both metric (output) and objective in nature. A university degree in statistics, finance, business administration, economics, engineering or a closely related field is required. He/she should possess strong interpersonal and communications skills, and enjoy excellent relations with Pakistani counterparts. Fluency in spoken and written Pashtu and English is required.

Pakistani presence on the Contractor’s core team is strongly encouraged. The Contractor’s core team is required to reside in-country for the duration of the program for close oversight and management, as well as continuity in program activities.

In addition, the Contractor’s proposed project management plan and staffing pattern must ensure the effective and efficient oversight and implementation of the various components of this program in view of the geographical dispersal of its staff and breadth of program activities.

The positions specified above are considered to be essential to the work being performed hereunder. Prior to replacing any of the specified individuals, the Contractor will immediately notify both the USAID/Pakistan Contracting Officer and Cognizant Technical Officer reasonably in advance and submit written justification (including proposed substitutions) in sufficient detail to permit evaluation of the impact on the Program. No replacement of personnel will be made by the Contractor without the written consent of the Contracting Officer.

C.8 PROGRAM IMPLEMENTATION

In view of USAID’s interest to rapidly proceed with the implementation of the FATA Capacity Building Program, the Contractor will place its personnel in-country in the following descending order of priority.

● Chief of Party – within 30 days after award of Task Order

● Strategic Communications Specialist – to accompany Chief of Party

● Agency Level Strategy Specialist

● Fiscal Management Specialist

● Reporting & Monitoring Specialist

The Contractor will be based and have its principal office in Peshawar; no office will function in Islamabad nor will expatriate staff be able to operate in the FATA or be present at the FATA Secretariat. The Contractor should anticipate in its management plan the presence of its expatriate Key Personnel in its Peshawar office directing and managing the program’s implementation through local staff in the field.

In addition to the Key Personnel positions specified above, the Contractor should include the following position in its core management team:

● Civil/Military Affairs Specialist

● Local NGO Development Specialist

The design, implementation and management of the program may require a mix of long- and short-term consultants, local staff, local service providers and local NGOs. The Contractor should anticipate that the following positions will be staffed for the life of the program:

● Chief of Party

● Strategic Communications Specialist

● Agency Level Strategy Specialist

● Fiscal Management Specialist

● Reporting & Monitoring Specialist

● Civil/Military Affairs Specialist

● Local NGO Development Specialist

● Grants Specialist

● Finance/Administrative Director

USAID/Pakistan strongly encourages applicants to utilize qualified Pakistanis in their staffing patterns to the maximum extent possible. The need for other full-time technical positions is to be determined by the ultimate program design. In addition to the full-time staff, it is expected that some short-term consultancies by relevant experts may be necessary. The Contractor should identify illustrative short-term experts and consultants that could be available for short-term visits.

The possible need for a staff orientation program is to be identified by the Contractor in its proposal submission to USAID, if required. USAID will approve all Key Personnel under this project.

C.9

SECURITY

The Contractor is responsible for establishing a reasonable level of personal security in view of the operating and security conditions in the FATA in-country and performing under the contract. Offerors should consider such costs in the budget submitted in response to this solicitation. The proposed costs should be realistic given the level of threat in the performance location and provide for the level of security which the Offeror reasonably deems appropriate. Historical cost reviews have recorded that one percent (1%) of program costs have been attributed to security costs. This figure is to be considered informational only.

C.10 DELIVERABLES - REPORTING REQUIREMENTS AND RELATIONSHIPS

All Contractor reports must be submitted to the USAID/Pakistan Cognizant Technical Officer (CTO) and the Deputy Mission Director USAID/Pakistan FATA Coordinator. All reports and work plans must be in English with four (4) copies provided. USAID will distribute these reports and plans, as it deems appropriate.

In addition to hard copies, the Contractor will provide the USAID/Pakistan CTO, FATA Coordinator and the Contracting Officer with an electronic message or email containing each report, the preliminary work plan, and annual work plans in MS Word. Financial sections of any reports or plans must be submitted in MS Excel. The Contractor will also provide the USAID CTO with these reports on appropriately labeled diskettes. Acrobat files or other protected software files for any report or plan are not allowed.

The CTO will approve annual implementation/work plans, including the preliminary life of activity implementation/work plan. One copy of all sub awards, scopes of work for short-term assistance, or other requests for USAID funding under other mechanisms must be submitted to the USAID/Pakistan CTO and Contracting Officer in English.

The Contractor will provide the CTO with the following reports during the life of the project for all components:

· Initial Work Plan - A draft “First Year Annual Work Plan” must be submitted within 30 days of award of the contract award. This Work Plan will provide USAID/Pakistan a clear description of all activities for the first year to include a timeline for activities, an outline for regular reporting to the CTO on program implementation, and a final monitoring and evaluation plan which includes a list of indicators. USAID will approve the Work Plan or request revisions within 14 calendar days of receipt. The Contractor will make any requested revisions and submit a revised final work plan within 7 calendar days of receipt of USAID’s comments. USAID will provide formal approval within seven calendar days of receipt of the revised work plan.

The Work Plan should include but need not be limited to the following information:

· Detailed description of all planned activities

· Level of Effort of key partner and/or staff for each activity

· Timeline for each activity

· Budget for each activity

· Justification/explanation of the sequencing of activities

· Explanation of proposed methodologies

· Monitoring and evaluation plan with indicators and targets that clearly

Demonstrate progress towards achieving the objective.

Note: Contractors are to provide a suggested preliminary Life of Activity Work Plan for the project’s primary components as part of its proposal. This preliminary Life of Activity Work Plan will describe in detail how the Contractor will mobilize operations for quick activity start-up (e.g., setting up in country operations, hiring staff, and establishing offices) and will set milestones for the start up, the first year, and the remaining life of the project.

· Annual Work Plans - Subsequent Annual Work Plans must be submitted for review and approval by the USAID/Pakistan CTO at least 30 days prior to the end of the program year. This will be a revised Work Plan specifying the activities to be undertaken during the next year of the Component adjusting the preliminary Life of Activity Work Plan as USAID and the Contractor mutually agree. Work Plans must be linked to the objectives and deliverables of the project components and must describe the type and magnitude of planned activities, the personnel to be involved and the level of effort required. A timetable will be provided detailing the expected activities scheduled for the upcoming year, where and when the tasks will be carried out, the expected levels of effort, and the proposed budget for each activity.

· Performance Monitoring Plan (PMP) – The Contractor will develop all targets and indicators in negotiation with USAID for inclusion in a final PMP based upon the existing conditions in the project area and USAID/Pakistan’s overall PMP.