PLR ISSC RFI - 7200AA24RFI00006.pdf

From: U.S. Agency for International Development (USAID) Bureau for Planning, Learning and Resource Management (PLR)

To: GSA OASIS Pool 1 Unrestricted and Small Business

Subject: Request for Information - 7200AA24RFI00006 the Planning, Learning and Resource

Management Institutional Support Contract (PLR-ISSC)

Issuance Date: November 16, 2023

Closing Date: December 4, 2023

Closing Time: 3:00 PM EDT

USAID is issuing this RFI with the intent to:

1. Obtain information on the level of capacity of potential contractors relative to the objectives and tasks described in the draft statement of work (SOW).

2. Solicit and obtain input, knowledge, and current best practices from potential contractors that can provide institutional support services to the USAID Bureau for Policy, Learning and Resource Management (PLR).

3. Determine the most suitable acquisition strategy that provides institutional support services to the USAID Bureau for Policy, Learning and Resource Management (PLR).

USAID requests that any interested organization review the tasks and objectives in the draft SOW and provide responses to the questions contained herein. USAID is particularly interested in providing full time institutional support staff to the USAID Bureau for Planning, Learning and Resource Management (PLR).

This is not a solicitation or a request for proposal. This notice is for market information and capabilities for planning purposes only and does NOT constitute any commitment from USAID. In accordance with FAR 15.201(e), submissions to this notice are NOT considered offers and CANNOT be accepted by the Government to form a binding contract. Therefore, USAID is not seeking technical or cost proposals in response to this request. Please do not submit a full proposal, resumes, promotional materials, and/or statements of qualifications as these will not be reviewed and will be discarded. USAID will not reimburse for any cost associated with responding to this request.

All responses following the below guidelines will be acknowledged and will be held in close confidence amongst a small team of reviewers. USAID requests that respondents refrain from including any and all proprietary information during this process.

Submission Instructions and Response Format:

Interested parties are invited to submit an electronic copy of your response in Microsoft Word as a single email attachment to: kmazur@usaid.gov with a copy to dewalker@usaid.gov. The email subject line must contain the posting number, 7200AA24RFI00006, in order to ensure consideration. Please submit your response via email by December 4, 2023, at 3:00 PM EDT.

Responses must be in English, no more than five (5) pages in length (not including cover page, references, and tables/charts) total typed, 11-point Times New Roman font, single-spaced with one-inch margins on the electronic equivalent of 8.5 x 11-inch paper

Thank you for your interest in USAID’s activities.

Sincerely, /s/

Nayo Tolbert, Contracting Officer

Attachment 1: Summary of Draft Statement of Work Attachment 2: Questions for Respondents mailto:kmazur@usaid.gov mailto:dewalker@usaid.gov mailto:BHAProcure@usaid.gov

ATTACHMENT 1: SUMMARY OF DRAFT STATEMENT OF WORK

BACKGROUND

The Bureau for Planning, Learning and Resource Management (PLR) is responsible for directing the Agency’s program and resource planning to shape overall strategic investments and performance. The Bureau promotes a culture of effective and coherent policy implementation, program planning, design and evaluation, innovation, learning and knowledge management, program budget formulation and execution, strategic donor engagement, and support for the Agency to adopt best practices in these areas.

The Bureau has the following objectives:

1. Plan strategically for informed policy formulation and implementation and programmatic decisions, including through innovative, evidence-based design, adaptive management, and sharing of best practices across the Agency;

2. Share analysis, evaluation, and research for better policy decisions and continuous organizational learning;

3. Create stronger linkages between the Agency’s program budget, policy priorities, country-level strategies, and the Agency’s results management and learning functions;

4. Engage key stakeholders including bilateral, multilateral, and foundation donors to enhance innovation and collaboration, leverage resources and amplify results, and position USAID to lead globally in development diplomacy and thought leadership;

5. Create and strengthen the enabling conditions and systems for USAID to be an effective learning organization that uses evidence to better achieve development outcomes;

6. Provide technical and operational support to the Agency’s cadre of Foreign Service Program Officers, who lead strategy, programming, budgeting and communications in USAID Missions;

and ensure effective communication and coordination with the U.S. State Department’s Office of Foreign Assistance (State/F) across all relevant areas.

PLR consists of the following offices:

1. Office of the Assistant to the Administrator (AtA)

2. Program Office (PO)

3. Office of Budget and Resource Management (BRM)

4. Office of Policy Implementation and Analytics (PIA)

5. Office of Development Cooperation (DC)

6. Office of Strategic and Program Planning (SPP)

7. Office of Learning, Evaluation and Research (LER)

1. Office of the Assistant to the Administrator (AtA/PLR):

AtA/PLR serves as the principal advisor to the Agency and the Administrator on developing and implementing Agency strategy, planning, resource management, donor coordination, and learning and evaluation essential to the Agency’s mission. The Office is responsible for aligning policy and strategic planning with resource allocations. AtA/PLR advises the Administrator and Agency senior leadership on matters relating to development issues and approaches, policy implementation, program planning and design, evaluation and performance monitoring, program budget formulation and execution, development effectiveness, and engagement with donor partner organizations and other key stakeholders. The Office represents the Agency in high-level inter-agency and external settings and establishes the Agency as a learning organization.

AtA/PLR houses an Assistant to the Administrator (AtA) and four Deputy Assistant Administrators whose primary responsibilities include maintaining strong linkages among the PLR offices, the Independent Office of Policy (POL), the Office of the Chief Economist (OCE) and between PLR and other USAID operating units and external partners. Guided by USAID’s Equity Action Plan (EAP), AtA/PLR is responsible for implementing a consistent approach to incorporate racial and ethnic equity and diversity into policy formulation and implementation, planning, budgeting and learning. AtA/PLR also promotes diversity, equity, inclusion, and accessibility (DEIA) principles into the Bureau’s policies and practices.

PLR’s Communications Team also sits in this office. The Communications Team is responsible for external and internal strategic communications, public engagement, and coordination with the Bureau for Legislative and Public Affairs and others, in support of the Bureau’s priorities and work.

2. Program Office (PO):

PO provides critical, cross-cutting support and guidance for the planning and implementation of PLR programs and initiatives, and oversees Bureau management and administrative operations, ensuring compliance with all relevant Agency policies and procedures. On behalf of PLR, PO serves as the technical and operational home for the Program Officer Foreign Service (02) backstop to enhance career and professional development opportunities for the cadre, and engages with the broader Program Officer community, inclusive of all hiring mechanisms, to advance USAID policy priorities and promote best development practice across the Agency. In support of AtA/PLR, the PO facilitates internal Bureau strategic and program planning, performance management, and learning to ensure programmatic effectiveness.

The PO also manages the Bureau’s financial, human, and operational resources in alignment with PLR priorities. This includes planning and executing Operating Expense and Program budgets, and developing workforce requirements, for PLR headquarters and overseas components. The PO houses the Bureau’s Administrative Management Services (AMS) Team, which provides the full range of AMS functions, including staffing, workforce development, logistics, and management services to PLR offices.

In close coordination with HCTM and USAID’s regional and pillar bureaus, the PO provides technical expertise and support for recruitment, assignments, professional development, and career management of the 02 backstop. This includes maintaining mandatory training guidelines, supporting the development of new training, and organizing periodic workshops, conferences and events to provide continuous learning opportunities for the cadre. This support ensures Program Officers have the tools necessary to serve as inclusive leaders and advance Agency priorities. PLR also convenes Program Officer communities of practice, with representatives from Washington bureaus and missions, to share Program Cycle-related information, engage with issue owners, support peer-to-peer learning and identify opportunities to more efficiently and effectively implement Agency priorities and reforms.

3. The Office of Budget and Resource Management (BRM):

BRM is responsible for leading USAID’s program resource planning processes and budget capabilities that prioritize investments and are informed by policy priorities and anticipated impacts. BRM will support USAID leadership to recommend program budgets and resource allocations and manage USAID’s budget formulation and execution processes and advocate for USAID in these processes with the State Department. Specifically, BRM objectives are to:

a. Establish resource planning parameters, frameworks, and guidance to inform long-term and annual planning at the country, regional, and functional initiative level;

b. Recommend an annual development budget based on reviews of plans and bureau recommendations;

c. Recommend an allocation of program resources, and help ensure that program funds are allotted and reprogrammed quickly for implementation; and

d. Ensure linkage between program and operating expenses.

4. Office of Policy Implementation and Analytics (PIA):

PIA coordinates processes, conducts analyses, supports the establishment of Agency development and humanitarian policies in close coordination with the Independent Office of Policy (POL), and connects related issues across the Agency to promote coherence. The priorities of PIA necessarily shift according to changes in leadership priorities, new research, fluctuating trends in global development and sudden challenges or crises. Despite shifting substantive priorities, the work of PIA can be grouped into three broad categories: Agency development and humanitarian policy planning and coordination; policy implementation; and research and data analysis to inform those functions and country or sub-national planning. The office maintains a highly capable team that is responsible for managing the expertise, relationships and systems to plan, coordinate and implement policy, as well as maintain and design corresponding analytical functions. This office is also the co-lead of the Secretariat of the Policy Advisory Committee and works closely with POL in that role. This includes but is not limited to Agency definitions and protocols around those activities as identified in ADS 200, as well as other key internal-facing bodies and processes, such as ADS 205 “Integrating Gender Equality and Female Empowerment in USAID’s Program Cycle.” All of these functions enable PIA to support the P and provide services to technical and regional policy leaders across the Agency in order to contribute to cohesive and coherent policy.

5. Office of Development Cooperation (DC):

DC serves as the focal point and lead within USAID in forging and driving relationships with key bilateral donors, most multilateral organizations, and philanthropic partners to pursue policy alignment and mobilize collective action to galvanize resource commitments, address crises, and deepen the Agency’s development and humanitarian impact – and in doing so advance Agency, U.S. government (USG), and American national interests. DC likewise represents the Agency (and at times the USG) in multilateral and international fora to advance and protect USG and USAID priorities, build coalitions, push for policy reforms, deploy USG leadership, and work to frame the agenda for the international development community. These include coordinating the Agency’s active engagement at both the Group of Seven (G7) and Group of Twenty (G20), specifically on the development tracks.

DC provides technical and policy expertise across the interagency on Official Development Assistance (ODA), other forms of concessional and non-concessional development finance, U.S. foreign assistance reporting, as well as aid transparency and effective development cooperation. DC likewise projects this thought leadership internationally, including through leading U.S. Government representation at the Organization for Economic Cooperation and Development’s (OECD) Development Assistance Committee.

DC coordinates across USAID to strengthen the Agency’s risk management framework and institutional oversight of multilateral organizations and the multilateral system in order to improve accountability and effectiveness. The Office likewise coordinates across the USG to collect, analyze, report, and utilize data on all USG development assistance.

6. Office of Strategic and Program Planning (PLR/SPP):

SPP leads the Agency’s strategic planning and program design processes for Missions and Operating Units.

SPP also supports USAID operating units in designing, implementing, assessing progress and adjusting strategies and projects/activities based on evidence to achieve and sustain development results. SPP co-manages two chapters of the Agency’s Automated Directives System (ADS): Chapter 201, Program Cycle Operational Policy (with LER) and Chapter 220, Strengthening the Capacity of Partner Governments through Government-to-Government (G2G) Assistance (with the Office of the Chief Financial Officer). SPP applies technical knowledge of the Program Cycle and provides targeted technical assistance to enhance strategy formulation, promote impactful project and activity design and implementation, address development challenges and pivot to respond to shifts in policies, and help Missions design programs that advance Agency priorities. SPP promotes continuous learning and adapting by working with Missions to integrate “pause and reflect” moments to examine evidence from implementation and make strategic shifts, as part of strategy Mid-course Stocktakings and Portfolio Reviews. SPP provides guidance to and supports the Agency’s Contracting/Agreement Officer’s Representatives (COR/AORs) and Government Agreement Technical Representatives (GATRs), who are the front-line staff that manage Agency programming executed through acquisition, assistance, and government-to-government activity-based awards/agreements. SPP efforts are focused on three lines of work:

a. Establish and maintain program planning and design policy and procedures, help Missions integrate key Agency reforms and policy priorities into strategies, activities and projects;

support their implementation; and assess their effectiveness (in collaboration with LER). In addition, continually promote innovative design and amplify best practices across the Agency.

b. Build Agency capacity to develop, implement, and adaptively manage Country/Regional

Development Cooperation Strategies (CDCSs/RDCSs), Strategic Frameworks, projects and activities in alignment with the Program Management Improvement Accountability Act (PMIAA) of 2016 through targeted training, tools, technical assistance and peer-to-peer learning, in partnership with key Agency stakeholders.

c. Support Missions as they reconcile country context with Agency policies and priorities (in collaboration with PIA) and streamline the Program Cycle business processes in support of that decision-making. Guide Missions to identify innovative design approaches, in particular those that prioritize local stakeholders and communities.

In addition, SPP collaborates within PLR and with Regional and Pillar Bureaus to improve planning and enhance strategy-budget alignment; coordinates with State/F on G2G legislative requirements and processes, and on issues related to inter-agency planning and reporting processes (including the Operational Plan and Integrated Country Strategies); and leads efforts to streamline Agency program data collection and reporting processes. SPP also manages ProgramNet, an online Agency resource supporting all aspects of USAID’s Program Cycle.

7. Office of Learning, Evaluation and Research (LER):

LER supports the Agency's work to be a learning organization that generates key information and evidence through monitoring, research and evaluation for what does and does not work in development, sets policy and promotes best practices in knowledge management to maintain Agency leadership in the development arena, and develops and uses evidence to guide program and policy decisions. LER establishes policy guidance on evaluations and evidence use, coordinates the Agency’s evidence generation and use related to the Agency Learning Agenda and Agency performance reporting systems, provides technical assistance to support program cycle implementation and evaluation, and strengthens the capacity of USAID staff, partners and local actors in monitoring, evaluation, and learning. LER manages

Learning Lab, the Agency’s public facing online monitoring, evaluation and Collaborating, Learning and Adapting (CLA) resource for development practitioners and partners, and is the home of the Agency Evaluation Officer and the Agency Knowledge Management and Organizational Learning Officer. Working with Bureaus and Independent Offices, and in coordination with the Office of the Chief Economist, Chief Data Officer, Agency Statistical Official, Chief Scientist, and Performance Improvement Officer, among others, LER has three main objectives:

a. Integrate evaluation, monitoring, and learning throughout the USAID Program Cycle and in accordance with the Foreign Aid Transparency and Accountability Act;

b. Strengthen Agency learning and the generation and use of evidence for more effective policies and programs. Support Agency efforts to create, organize, share, and use evidence within technical practice areas to improve the effectiveness of development programs.

Implement Title I of the Foundations for Evidence-based Policymaking Act and supports USAID compliance with the Government Performance and Results Modernization Act;

c. Partner with other donors and organizations to strengthen local monitoring, evaluation and learning capacity; synthesize learning relevant to development programs; and identify gaps and develop new approaches for monitoring, evaluation and learning.

PLR Staffing

PLR is staffed through a variety of direct and non-direct hire mechanisms, including U.S. Government Civil Service (CS), Foreign Service (FS), Foreign Service Limited (FSL), Political Appointee, U.S. Personal Services Contractor (PSC), and Institutional Support Contractors (ISC). Together there are nearly 200 personnel.

PLR maintains an active Diversity, Equity, Inclusion and Accessibility (DEIA) Committee, which is responsible for promoting a dynamic work environment that enables all staff to successfully contribute to the Bureau’s objectives, in support of USAID’s DEIA Strategic Plan. The Committee seeks to raise awareness of the value of diversity, equity, inclusion and accessibility in driving creativity and productivity, and to foster a Bureau culture of belonging based on trust, respect and equity. The DEIA Committee is composed of volunteer staff from across the Bureau, representing each of PLR’s offices, direct hire and non-direct hire staff, as well as supervisory and non-supervisory employees.

OBJECTIVE

The purpose of 7200AA24RFI00006 is to provide full time institutional support contractor staff to the USAID Bureau for Policy, Learning and Resource Management (PLR).

TASK # 1:

To achieve this objective, the contractor will provide long-term full time staff to PLR. Positions may require Facility Access, Secret, or Top Secret clearances, depending on the required duties and responsibilities, and may allow for telework or remote work. Institutional support contractor staff will support PLR across all areas of the bureau’s responsibilities to include but not limited to:

1. Executive and advisory expertise;

2. Communications;

3. Administrative and management services;

4. Budget and resource management;

5. Professional and organizational development;

6. Policy analysis;

7. Data analysis;

8. Economic, behavioral, and social science analysis;

9. Foreign policy engagement;

10. Multilateral and bilateral engagement;

11. Project design and implementation;

12. Capacity building;

13. Strategic planning;

14. Innovation and design;

15. Monitoring and evaluation;

16. Knowledge management and organizational learning; and

17. Collaborating, learning and adapting.

The position titles listed in this section are functional titles only and may be tailored to the specific needs of the USAID/PLR offices or Missions, as necessary. The USAID COR will stipulate the clearance requirements and any applicable workplace flexibilities when the final position description (PD) is submitted to the contractor for recruitment and hiring.

The Contractor must provide onsite and remote institutional support and workforce development services to PLR in Washington, D.C. offices. Services will be on an as-needed basis in large part through full-time employment, part-time employment, and temporary duty (TDY) services and to a lesser extent through short term technical assistance (STTA), long-term technical assistance (LTTA), and surge or intermittent technical assistance.

The Contractor must deliver on diversity outreach activities in recruitment and hiring practices and must work to diversify the PPL workforce by recruiting highly qualified professionals from a diverse pool of candidates, deliberately conducting outreach to promote the recruitment of underrepresented populations, groups, and communities. The Contractor must create and foster an environment of equity in employment opportunities, merit recognition, and advancement of employees.

Recruitment and Onboarding

● Recruit, hire, and maintain contractor staff that will be placed in specific, non-direct hire positions embedded within the PLR and, on a short-term basis, in Program Offices in USAID Missions overseas. Position Descriptions (PDs) will be developed by the contractor in consultation with USAID. Contracting Officer’s Representative (COR) approval will be required on final drafts of the PD before recruitment may begin.

● Ensure a comprehensive onboarding process for all contractor staff, including an employee orientation that outlines the specific goals and work environment where the position is located;

overview of benefits; corporate values; and professional growth and advancement opportunities within the contractor organization, as applicable.

● Provide appropriate facility access or clearance level as designated by the contract for each position, and accurately provide necessary documentation to create physical and logical access for the contractor.

Contract Management

● Maintain a time and attendance system in which the hours of duty, leave, and training of the contractor’s employees are properly requested, coordinated, approved, and recorded based on verification with the appropriate USAID lead and a notification to the COR upon approval. Work schedules and requests for contractor employees to telework or work remotely must align with USAID’s operating posture and must be approved in advance by their USAID lead before approval by the contractor supervisor.

● Manage travel logistics and passport/visa requirements (airline reservations, hotels, etc.) and all details pertaining to an employee overseas deployment (TDY), including swiftly processing all staff reimbursements. Staff containing travel requirements in their PD must be prepared to travel within two to four weeks’ notice, as required by USAID.

Performance Management and Professional Development

1. Ensure that contractor employees have a detailed PD, relevant performance standards for their position, standards they must meet to advance to the next level within the contractor’s organization, and that yearly evaluations against those standards are performed in a manner reflecting integration with the USAID office to which they are assigned. The contractor must solicit input for annual evaluations from the USAID lead for the employee.

2. Make professional growth and advancement opportunities available for each position, particularly those at lower grade levels. Professional growth opportunities include training opportunities in addition to any USAID-required training necessary for the position. Each long-term staff member co-located at USAID is expected to have an Individual Learning and Training Plan (ILTP) and approved by their USAID Lead. Training and courses with costs that may be applicable to the contract must be approved in advance by the COR. If USAID requires additional specific training for contractor staff, the COR will inform the contractor.

3. Ensure policies and procedures are in place to recognize high performing staff using performance reward methods such as annual salary increases, awards (i.e., cash, time off, achievement/honor), and/or bonuses, as applicable.

4. Ensure policies and procedures are in place to manage employees with conduct or performance problems. Resolution of poor performance must be coordinated with the COR.

Contractor Identity

1. Maintain a clear employer-employee relationship with contractor staff, including direct supervision.

2. Ensure contractor employees placed in positions at USAID fully understand their prohibition on performing inherently governmental functions (in accordance with FAR 7.503), and ensure that no violations occur.

3. Ensure contractor employees understand that an organizational conflict of interest (OCI) situation may arise during the course of their work at USAID and ensure that no violations occur.

4. Require contractor employees and consultants to sign a Non-Disclosure Agreement (NDA) prior to beginning work under this contract.

In the day-to-day performance of their work, the contractor’s employees will work closely with other members of USAID teams. In order for this working relationship to succeed, contractors must understand their roles, which includes understanding the limitations of their roles, responsibilities and duties. The contractor's employees will provide support and assistance to USAID, and in most instances be fully integrated with the USAID office/team, but must always understand that they report to the contractor’s management organization.

TASK # 2:

Provide short-term technical assistance and surge support to PLR and Program Offices in USAID Missions overseas as needed and approved by the COR.

To fulfill this objective, the contractor will provide short-term (less than 12 months) surge support staff to PLR and Program Offices in USAID Missions overseas. Surge support staff may support PLR in any of the bureau’s areas of responsibility, or USAID Mission Program Offices abroad.

Depending on the need, surge support positions may be full or part-time, and may allow for telework or remote work.

During the course of this contract the contractor must:

● Have the ability to on-board short-term staff and consultants with the appropriate security clearances for critical or surge positions within two to four weeks, as directed by USAID.

● Manage travel logistics and passport/visa requirements (airline reservations, hotels, etc.) and all details pertaining to consultant's overseas deployment (STTA or TDY), including swiftly processing all staff reimbursements. STTA and consultants containing travel requirements in their SOW must be prepared to travel within two to four weeks’ notice, as required by USAID.

TASK # 3:

Support a smooth transition of existing institutional support contractor staff from multiple Agency contracts to the new contract.

To fulfill this objective, the contractor will smoothly and successfully transition 60+ institutional support contractors within the bureau while maintaining continuity of services. This consists of 6 different ISCs and will require coordination with USAID and each contract.

The contractor will be responsible for providing a transition plan to the COR before implementation. At the time of award USAID will give the contractor an updated list, complete with levels, location, names, and contact information.

This must be a top priority for the incoming contractor with the Transition Period being completed in time and at a manageable rate to avoid any lapse in employment or benefits, but allowing enough time for USAID Administrative Management Services, Enrollment and Security to process documents appropriately.

STTA

Facilitation/Training

Coaching & Mentoring

USAID Mission Support I (Including BS-02)

USAID Mission Support II (Including BS-02)

PLR Bureau Surge Support I

PLR Bureau Surge Support II

TASK # 4:

Integrate learning and adaptive management throughout contract implementation.

To fulfill this objective, the contractor will develop and implement an organizational learning approach that identifies what is working well in contract implementation, where there are challenges in fulfilling contract objectives, and what processes can be improved to strengthen fulfillment of contract objectives. This organizational learning approach will enable the contract to adapt in response to changes in USAID needs and to changes or shocks that may occur during contract implementation.

FAR 52.215-3 - REQUEST FOR INFORMATION OR SOLICITATION FOR PLANNING PURPOSES - (OCT 1997)

a) The Government does not intend to award a contract on the basis of this solicitation or to otherwise pay for the information solicited except as an allowable cost under other contracts as provided in subsection 31.205–18, Bid and proposal costs, of the Federal Acquisition Regulation.

(b) Although ‘‘proposal’’ and ‘‘offeror’’ are used in this Request for Information, your response will be treated as information only. It shall not be used as a proposal.

(c) This solicitation is issued for the purpose of understanding access and capacity of organizations to provide support to USAID/PLR.

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ATTACHMENT 2: QUESTIONS FOR RESPONDENTS

1) Please demonstrate your organization's experience and capabilities related to the tasks and objectives outlined in Attachment 1. If no prior experience, please outline experience in similar environments and anticipated start up time.

2) Please briefly outline your recommended staffing structure based on the objectives and tasks of the summary draft SOW.

3) Based on your organization’s knowledge/experience, please provide an estimated cost figure for implementing tasks as outlined in the draft SOW across five years in a non-permissive environment.

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