RFI- Human and Institutional Capacity Development.docx

Request for Information #72011420RFI00001 – HICD Georgia Draft Documents for Informational Purposes Only This is not a solicitation or Request for Proposals

SUBJECT: Request for Information and Sources Sought Notification: USAID Human and Institutional Capacity Development Activity in Georgia

ISSUANCE DATE: December 11, 2019

CLOSING DATE: January 11, 2020

CLOSING TIME: 10 a.m. Tbilisi Time

DOCUMENT NUMBER: 72011420RFI00001 – HICD Georgia

The purpose of this Request for Information (RFI) and Sources Sought Notification (SSN) is to conduct market research and determine the interest of capable organizations to provide USAID/Caucasus with technical and advisory services for human and institutional capacity development in Georgia. The Mission also seeks feedback on its technical approach and draft evaluation criteria to better shape the scope of the activity for a potential future solicitation and estimates for what the requirements might cost.

This is an RFI, not a Solicitation or Request for Proposals. It is not to be construed as a commitment by the U.S. Government to issue any solicitation or ultimately award a contract on the basis of this RFI, not to pay for any information submitted as a result of this request, nor does it commit the Government to pay for costs incurred in the preparation and submission of any comments.

Any funding proposals submitted in response to this request will not be considered. Responses to this notice must be received no later than the due date and time stated above in this notice. All materials submitted will become the property of the U.S. Agency for International Development (USAID) and will not be returned. USAID reserves the right to use information provided by respondents for USAID’S own purposes. While it is not the intention to make public any response to this RFI, proprietary and sensitive information must not be sent.

It should be noted that responding to this RFI will not give any advantage to any organization in any subsequent procurement. Only responses in English will be accepted.

//s//

Robert Claussen

Regional Contracting Officer, USAID/Caucasus

1. Reserved

2. BACKGROUND

Georgia is at the critical juncture in its Western-oriented development trajectory where institutional capacity, commitment, and trustworthiness of its state and non-state entities are key to ensuring a democratic, growth-oriented, and inclusive Journey to Self-Reliance (J2SR). Over the years, Georgia has shown a clear commitment to advancing a wide array of economic and social reforms on this path; however, it has not been matched by a commensurate capacity of local institutions to fully execute. A comparison of Georgia’s J2SR Country Roadmaps for FY 2019 and FY 2020 validates this mismatch, with the aggregated Country Commitment score decreasing slightly (with a statistically insignificant change from 0.66 to 0.65) and the aggregated Country Capacity score falling from 0.73 to 0.66.[footnoteRef:1] The gap between policy and practice has manifested itself in nearly all sectors. Multiple internal and third-party sources point to this disconnect largely attributed to capacity-related challenges in the policymaking continuum. The declining level of Country Capacity will impede the implementation of Georgia’s reforms, and it may decelerate the country’s progress toward its strategic goals of Euro-Atlantic integration and self-reliance. Therefore, it is important that local governmental, nongovernmental, and private sector institutions that play an important role in achieving these goals strengthen their institutional capacity in a systematic and systemic manner [1: https://selfreliance.usaid.gov/country/georgia]

As the Government of Georgia continues to seek an optimum organizational structure to enable the effective delivery of reforms, recurrent structural and personnel changes will continue to require assistance of experts in human and institutional capacity development (HICD) to avoid possible management and administrative inefficiencies. In the wake of Georgia’s 2020 parliamentary elections, the demand for HICD interventions with a quick turnaround time and a holistic approach is also likely to increase. USAID’s Human and Institutional Capacity Development Activity in Georgia contributes to Georgia’s J2SR by assisting the Mission’s strategic partner organizations (that include governmental, nongovernmental, and private sector entities) to address administrative limitations and performance gaps that impede the effective implementation of key reforms, including those related to the European Union Association Agreement, Decentralization, and Civil Service Reform. Civil society organizations (CSOs) and private sector entities (e.g. management consultancies) also face challenges related to institutional performance. Many CSOs, including the stronger ones, are dependent on/led by strong individuals whose departure weakens or threatens the integrity of these institutions. There is a stark contrast between the capacities of a handful of Tbilisi-based CSOs and those outside of the capital city.

While this new activity builds on the experience and success[footnoteRef:2] of the Mission’s current and previous HICD activities, it aims to diversify its services to match the varying levels of need, capacity, and commitment of the partner institutions requiring HICD assistance. It also seeks to develop innovative means of HICD knowledge and resource sharing by establishing a Center of Excellence. The Contractor will be required to develop and implement a credible and measurable plan to develop the capacity of its local subcontractors to compete for and manage large donor awards in the future. Lastly, the activity will continue providing participant training support services to USAID-sponsored exchange visitors planning to travel to the United States. [2: Please follow these links for success stories under the current HICD efforts: https://www.youtube.com/channel/UCYvB4PuRA8zSsnJlj9v1qQA https://www.facebook.com/pg/HICD2020/notes/?ref=page_internal]

3. DRAFT STATEMENT OF WORK (SOW)

OBJECTIVE AND END RESULTS

The objective of the activity is to achieve lasting results in the human and institutional capacity development of key strategic partner institutions in Georgia. These may include governmental, non-governmental, and private sector entities for all types of HICD services. USAID technical assistance under the new mechanism will increase the organizational integrity, operational effectiveness, and long-term viability of these key partner organizations, which, in turn, anchor the country’s J2SR across all development sectors.

While the specific types of required services are described in Section 4, below is a summary of the planned end results and related indicators:

· Recipients of HICD services will have achieved measurable improvements in their institutional performance.

Illustrative Indicator: Key Performance Indicators (KPIs) and/or scorecards for individual institutions.

· Recipients of Long-Term HICD services will have sustained levels of effective performance, enabling them to identify and address performance gaps independently.

Illustrative Indicator: Improved levels of continuous institutional improvement systems and culture.[footnoteRef:3] [3: These can be measured against the six institutional performance factors specified in the HICD Handbook (although offerors are free to propose alternatives): ENVIRONMENTAL: Information, Resources and Tools, and Incentives; and INDIVIDUAL: Knowledge and Skills, Capacity, and Motives ]

· Recipients of Last-Mile HICD services will have developed as the role models of Georgia’s J2SR with the highest levels of customer/stakeholder satisfaction.

Illustrative Indicator: Customer/stakeholder satisfaction rate.

· The activity will have established and operationalized the Center of Excellence as an effective, innovative, and sustainable hub for knowledge and resource management in the field of HICD, advancing Georgia’s J2SR:

Illustrative Indicator: The rate of usage of CoE resources by the partner institutions to meet their HICD needs.

· The subcontractors will have developed systems, policies, and procedures that enable them to compete for and manage large donor awards either independently or as a consortium.

Illustrative Indicator: KPIs developed on the basis of baseline data/level of performance and included in the offeror’s proposal.

· USAID-sponsored exchange visitors will have successfully availed of the contractor’s participant training (J-1 Visa) processing services.

Illustrative Indicator: Customer satisfaction rate.

OFFEROR REQUIREMENTS

The Mission is seeking to obtain contractor support to provide different types of HICD services to eligible institutions whose goals are in direct alignment with the Mission’s strategy and policy priorities, and who require specific capacity development assistance. It invites proposals from U.S.-based entities as prime offerors working in partnership with local subcontractors as the main providers of HICD services. Offerors are required to:

3.1. Offer a credible and rigorous approach to planning, implementing, monitoring, and evaluating Long-Term, Short-Term, and Last-Mile HICD Services described in Section 4. At a minimum, this should include a description of:

3.1.1. Advanced tools and methods in the field of organizational development/institutional capacity development the offeror will draw on in designing specific interventions at different stages of the HICD cycle;

3.1.2. Approaches to ensuring partner commitment (including possible material, in kind, or staff time contributions of the partner institution to the HICD activities); and

3.1.3. Approaches to identifying HICD needs of institutions in a development sector or sub-sector selected by USAID.

3.2. Offer an effective organizational/management structure. At a minimum, this should include a description of:

3.2.1. The capacity of selected local subcontractors to provide the majority of the HICD services;

3.2.2. Clearly defined roles and responsibilities of the prime and subcontractors in relation to all components of the SOW (described in Section 4); and

3.2.3. Approaches to acquiring additional consultancy services (local or international) should the subcontractors not have the needed expertise.

3.3. Offer a sound, credible, and rigorous plan for developing the capacity of its subcontractors, enabling them to compete and manage large donor awards either independently or as a consortium.

3.4. Provide a credible plan of operationalizing the Center of Excellence to meet the objectives described below in an effective, innovative, and sustainable manner.

3.5. Provide a clear, realistic, and rigorous approach to Monitoring, Evaluation, and Learning (MEL) informed by Collaborating, Learning, and Adapting (CLA) strategies. At a minimum, the MEL plan will:

3.5.2. Demonstrate how progress will be monitored to gauge progress in achieving the planned end results of the activity (How will you know the activity is achieving the planned results?)

3.5.3. Identify the critical stages of the Activity implementation at which the Contractor will seek adjustments to the implementation modalities, including a description of related methods.

3.5,4. Describe an approach to evaluating results (How will you know the activity has been successful?), including methods to ascertain correlations between improved performance of the partner institutions and contributions of the activity to Georgia’s J2SR.

4. TYPES OF SERVICES TO BE PROVIDED BY THE USAID HUMAN AND INSTITUTIONAL CAPACITY DEVELOPMENT ACTIVITY (DRAFT) Selection process: Requests for HICD services will be selected on an annual and rolling bases. The Contractor will work closely with the HICD 2020 COR and USAID’s technical teams to identify nominees for appropriate types of HICD assistance on an annual basis. The selected interventions will constitute the Contractor’s annual work plan. The Contractor will retain the capacity to respond to requests on a rolling basis throughout the year too, making corresponding amendments to the work plan in coordination with the Contracting Officer’s Representative (COR). Nominations will be allowed from multiple sources, i.e. the Mission, the Contractor, other implementing partners, potential partner organizations, or sector-specific calls for nominations as/if requested by the Mission and managed by the Contractor. The Mission may request the Contractor to carry out consultations with the nominees to ascertain the level of their capacity and commitment and recommend the appropriate type of HICD service. The Mission will have the final say in selecting partner organizations for HICD assistance. The final selection of partner organizations for HICD 2020 assistance requires written approval by the COR after internal USAID review as deemed appropriate by the Mission.

Selection criteria: The following factors will be taken into consideration in the course of identifying and selecting partner organizations:

Strategic fit: Alignment of potential partner organization’s goals and objectives with the Mission’s Country Development Cooperation Strategy (CDCS), J2SR priorities, and U.S. Government Assistance Objectives for Georgia.

Relevance: Assistance must clearly address institutional performance needs. Request should fall under one of the three types of HICD services.

Synergies with other technical assistance efforts.

Commitment and buy-in of partner organizations, demonstrated by allocating commensurate resources (e.g., personnel, space) to implement the requested activity and sustain its results.

4.1 HICD SERVICES

4.1.1. Long-Term HICD Services to SUPPORT institutions with low commitment and low capacity.

Overall, the Mission expects the activity to support approximately 10 entities with these services.

Under this component, the Contractor will deliver, in accordance with USAID’s HICD Handbook, capacity-building services. The Contractor will be encouraged to draw on a wide range of advanced tools and approaches tailored to the needs of the partner institution at different stages of the HICD cycle. The key features of Long-Term HICD interventions are as follows:

· Long-Term HICD services are designed to offer the full range of HICD services with a quick turnaround time. The services include an institutional performance assessment (PA), identification of performance gaps, development of recommended performance solutions to address the gaps, and establishment of internal monitoring and evaluation systems (that the partner institutions will use to measure progress, report on results, and identify any emerging gaps going forward).

· The Contractor will work with the partner institutions to develop Key Performance Indicators (KPIs) based on baseline data collected during the PAs.

· The Contractor will work with the partner institutions and USAID closely to develop performance solutions.

· The offeror will have the requisite internal capacity to carry out PAs and implement multiple performance solutions through its subcontractors. It will also retain the capacity to subcontract additional services or short-term technical assistance (STTA) experts in case the subcontractors will not have the required expertise.

· As applicable, the Contractor will field joint PA teams of HICD experts and subject-matter experts (i.e. sector-specific experts specialized in the respective area of expertise of the partner institution).

· The Contractor will work with the partner institutions to develop and agree on specific commitments (including the designation of an HICD Champion[footnoteRef:4]) for each HICD intervention under this component. As applicable, these may include the partner’s commitment to cost-share. [4: Partner institutions select and designate HICD Champions who are involved in the implementation of the HICD activities, benefit from on-the-job training received throughout the program cycle, and ensure continuity of results after the end of the HICD project.]

4.1.2. Short-Term HICD Services to PARTNER with institutions with high commitment and low capacity.

Overall, the Mission expects the activity to partner with 30 entities with these services.

Under this component, the Contractor will deliver the following HICD services:

The Contractor will provide targeted, Short-Term HICD services to partner institutions that demonstrate specific needs and are deemed to be of particular importance to the success of the Mission’s CDCS and J2SR priorities. These assistance activities will require a significantly lower level of effort. A key distinguishing factor between a Long-Term and Short-Term HICD Services is that in the latter category, only one component of the full HICD cycle is implemented. This could be a PA only, a performance solution based on a pre-existing PA, or a monitoring system that will equip the partner institution with a long-term capability to monitor performance and identify emerging gaps independently (see the illustrative activities below). The Contractor will work with the partner institution to develop and agree on specific commitments (including the designation of an HICD Champion) for each intervention under this component. As applicable, these may include the partner’s commitment to cost-share. The offeror will have the requisite internal capacity to provide many of the approved Short-Term HICD services through its subcontractors. It will also retain the capacity to subcontract additional services or short-term technical assistance (STTA) experts in case the subcontractors will not have the required expertise.

Illustrative activities under this component include (but are not limited to):

· Conducting Performance Assessments (PA), with the partner institution taking responsibility for the implementation of recommended performance solutions;

· Developing recommendations to newly established entities on an appropriate organizational set-up in line with the applicable legal requirements;

· Supporting the partner institution to manage the organizational restructuring process necessitated by related legal changes;

· Supporting the partner institution to develop or improve the Human Resources (HR) systems and policies;

· Supporting the partner institution to develop or improve the financial management system;

· Supporting the partner institution to develop or improve strategic communications and public relations strategies; or

· Supporting the partner institution to develop or improve its data gathering and monitoring capacity to inform its policymaking and performance.

4.1.3. Last-Mile HICD Services to EMPOWER institutions with high commitment and high capacity.

Overall, the Mission expects the activity to empower approximately 10 entities with these services.

Under this component, the Contractor will deliver the following HICD services:

On its J2SR, Georgia needs advanced, high-performing institutions that have management systems, tools, and procedures that meet international standards. The Contractor will offer assistance opportunities to leading local institutions that require catalytic efforts to establish them as drivers of J2SR and role models suitable for emulation / replication across their given sectors, and, where appropriate, in other contexts. Hence, a key distinguishing factor between the Last-Mile and the other two types of the HICD services is that the former is designed for high-performing entities, i.e. those that have already come a long way in developing HICD systems and are in need of last-mile assistance efforts to establish themselves as the leaders of Georgia’s J2SR that other institutions can learn from. These may include (but are not limited to) the need to obtain international certification in management systems, certification of key/top staff in project or organizational management, leveraging partnership opportunities with local and international peer organizations, etc. The offeror will retain the capacity to subcontract additional services or short-term technical assistance (STTA) experts in case the subcontractors will not have the required expertise to provide these services.

The Contractor will work with the partner institution to develop and agree on specific commitments (including the designation of an HICD Champion) for each HICD intervention under this component. As applicable, these may include the partner’s commitment to cost-share.

4.2. CENTER OF EXCELLENCE

Under this component, the Contractor will establish a Center of Excellence (CoE) for effective knowledge management, knowledge sharing, and innovation in the field of HICD that will be accessible to a broad range of local institutions. The CoE will aim to achieve greater efficiencies and innovation in harnessing the best practices in the field of HICD and developing ones that can benefit a broader range of local institutions. Activities of the CoE will be closely coordinated with the activity MEL plan to ensure cross-fertilization and symbiotic linkages and feedback loops.

While this SOW establishes the objective of the CoE, USAID requires offerors to propose creative and innovative proposals on how these objectives can be met in the most effective, efficient, and collaborative manner. Proposal must include a description of the offeror’s approach to sustaining the CoE activities beyond the end of contract performance in a realistic and cost-effective manner. Illustrative approaches and activities under this component include the following:

· Drawing on USAID’s CLA model to facilitate continuous learning;

· Synthesizing the best practices developed in the course of the activity implementation, including those demonstrating correlations between improved performance and achievement of institutions’ goals and contributions to Georgia’s J2SR;

· Analyzing lessons learned and recommendations to improve current HICD approaches or strategies aimed at longer-term institutional behavior change;

· Building the capacity to carry out small-scale research or surveys to assess the overall institutional capacity in a sector selected by USAID;

· Providing space for innovation that could tackle (but are not limited to) these illustrative questions:

· How can or should the activity use technology (e.g. apps, existing/open-source software or computer-based training (CBT) resources) to improve its services or maximize their impact?

· How can the activity further its efforts to help partner entities develop or use advanced self-assessment tools?

· How can the activity reach institutions in remote areas?

· How can the activity leverage the experience of the private sector entities or educational/research institutions in the field of HICD/organizational development?

4.3 LOCAL SUBCONTRACTOR DEVELOPMENT

The Contractor will submit a credible and measurable plan for the development of the capacity of its local subcontractors who, by the end of contract performance, will have the systems, policies, and procedures enabling them to compete for and implement large donor awards either independently or as a consortium. The Contractor will develop a clear and realistic plan with rigorous baseline data, KPIs, and means of verification.

4.4. PARTICIPANT TRAINING SUPPORT SERVICES

Every year, the Mission funds a number of training activities for Georgian citizens through its implementing partners. These include in-country, third-country, and U.S.-based training events. The training activities include: (a) those funded and managed by the Mission’s implementing partners, and (b) technical forums to advance broad organizational performance improvement and related HICD goals of the partner organizations.

Not all of the Mission’s implementing partners nominating and funding training participants are familiar with or have the capacity to administer participant processing services as required by ADS 252 (Visa Compliance for Exchange Visitors) and ADS 253 (Participant Training for Capacity Development). To ensure that the ADS requirements are adhered to, the Contractor will administer a comprehensive range of participant processing services related to:

· Coordinating of Security Risk and Fraud Inquiry (SRFI) with the Mission;

· Managing Health and Accident Coverage (HAC) enrollment;

· Providing visa processing support, including the preparation of the supporting documents for their J-1 visa applications;

· Designing and facilitating pre-departure orientation for participants on all aspects of USAID sponsorship, in accordance with USAID policy;

· Working with the Mission’s implementing partners to track and report participants and activities that are fully or partially funded by USAID on a quarterly basis. For in-country or third-country Participant Training and technical support, the exclusive use of the agency's TraiNet reporting system is required. For any training or related technical support activities based in the U.S., TraiNet and the USAID Visa Compliance System (VCS) are both required.

· Designating Contractor staff to serve as R1/R2 to enter exchange visitor data and upload support information in TraiNet; and

· Monitoring participants for punctuality and completion of their program and return to home country.

To administer the above services in an efficient and timely manner, the Contractor will coordinate closely with the implementing partners requesting support for nominated training participants. The COR will concur on the participant processing requests submitted by the Mission’s implementing partners. The COR will assist the Contractor in liaising with the Embassy Regional Security Office to carry out the mandatory Security Risk and Fraud Inquiry (SFRI). The COR will assist the Contractor in liaising with the Mission’s R3 to approve the Contractor’s requests for participant processing in the VCS.

5. DRAFT EVALUATION CRITERIA

5.1. TECHNICAL APPROACH

Under this area of evaluation, USAID will assess the degree to which the offeror understands the broad concept of HICD, related tools and approaches, and their relevance to Georgia’s J2SR and USAID’s strategic and policy priorities. The offerors will be required to demonstrate the effectiveness of the approaches and methods described in relation to all types of the HICD and Participant Training support services. The evaluation of the technical approach will also be based on the merits of the feasibility and rigor of the offeror’s plans to establish a Center of Excellence, and to develop the capacity of its local subcontractors to compete for and manage large donor awards.

5.2. ORGANIZATIONAL/MANAGEMENT STRUCTURE AND INSTITUTIONAL CAPACITY

Under this area of evaluation, USAID will assess the degree to which the offeror and its subcontractors have the capacity to manage and deliver the HICD and Participant Training support services effectively. This capacity will also be appraised in the context of the proposed division of roles and responsibilities between the prime and subs and appropriateness of professional capabilities and academic credentials of positions in proposed staffing pattern. The offeror will be required to demonstrate capacity and experience of identifying, contracting and managing qualified local and international consultants, and to develop the capacity of its subs. It will also need to demonstrate ability to promptly and appropriately address management, programmatic, or financial problems that may occur during project implementation.

5.3. KEY PERSONNEL

Under this area of evaluation, USAID will appraise the capability, experience, education and qualifications of the key personnel.

5.4. PAST PERFORMANCE

(1) Performance information will be used for both the responsibility determination and best value decision. USAID may use performance information obtained from other than the sources identified by the Offeror/subcontractor. USAID will utilize existing databases of Contractor performance information and solicit additional information from the references provided and from other sources.

(2) If the performance information contains negative information on which the Offeror has not previously been given an opportunity to comment, USAID will provide the Offeror an opportunity to comment on it prior to its consideration in the evaluation, and any Offeror comment will be considered with the negative performance information.

(3) USAID will initially determine the relevance of similar performance information as a predictor of probable performance under the subject requirement. USAID may give more weight to performance information that is considered more relevant and/or more current.

(4) The Contractor performance information determined to be relevant will be evaluated in accordance with the elements below:

Past Performance for prime Offeror and major subcontractors will be evaluated based on the implementation of projects similar in scope, size and complexity. References may be asked to comment on items such as:

a) Quality of service, including consistency in meeting goals and targets.

b) Cost control, including forecasting costs as well as accuracy in financial reporting.

c) Timeliness of performance, including adherence to contract schedules and other time-sensitive project conditions, and effectiveness of home and field office management to make prompt decisions and ensure efficient completion of tasks.

d) Business relations, addressing the history of professional behavior and overall business-like concern for the interests of the customer, including coordination among subcontractors and developing country partners, cooperative attitude in remedying problems, and timely completion of all administrative requirements,

e) Customer satisfaction with performance, including end user or beneficiary wherever possible.

f) Effectiveness of key personnel, including appropriateness of personnel for the job and prompt and satisfactory changes in personnel when problems with clients where identified.

6. DRAFT KEY PERSONNEL REQUIREMENTS

In its Technical Proposal, the Offeror will propose key personnel to include a Chief of Party, Deputy Chief of Party, and Manager of the CoE. The Contractor will maximize the use of locally available personnel with prior experience in HICD or related work.

Chief of Party (COP): The Contractor will hire a COP on a full-time basis during the five years of the activity. The COP will be based in Tbilisi and will be responsible for overseeing the activity.

Role and Responsibilities:

· Overall management of the award including the implementation of all components of the activity, fiscal integrity, quality and timing of deliverables, and coordination with USAID and all project stakeholders.

· Management and development of sub-contractors.

· Responsibility to guide the overall activities of the CoE.

· Responsibility for the quality, cost, and timeliness of performance of all work performed under the award including the quality of services provided by subcontractors, local and international consultants, and service providers.

· Responsibility to identify and bring to the attention of the Contracting Officer issues impeding the performance of the award and requiring remedial action.

· Responsibility for the delivery of the mandatory reports included in the award.

· In coordination with the COR, engagement with concerned USAID personnel, government representatives, and other stakeholders to solicit feedback on the services provided under the award.

Qualifications:

· Long-term management experience gained in complex, integrated, and innovative development projects focusing on organizational development/capacity building in developing or transition countries. Preference will be given to the breadth and diversity of experience with evidence of achieving measurable results (the experience of using the HICD model or an equivalent in the past is desirable).

· Demonstrated ability to manage multiple components simultaneously, multifunctional teams, international personnel, host country government relations, and client satisfaction.

· Knowledge of USAID’s policy priorities (e.g. J2SR, Private Sector Engagement), program cycle, regulations, and M&E and reporting requirements.

· Demonstrated ability to develop the capacities of local subcontractors.

· Demonstrated ability to work and integrate effectively with other U.S. Government, Georgian gorvernment, or donor-funded projects.

· Advanced communication, writing, and interpersonal skills.

· Master’s degree or Ph.D. in the field of development is desirable.

· Certification in the field of organizational development from a recognized institution is desirable.

· Language capabilities: Fluency in English required. Proficiency in Georgian desirable but not required.

Deputy Chief of Party (DCOP): In addition to the COP, the Contractor will hire a DCOP on a full-time basis during the five years of the activity. The DCOP will be based in Tbilisi.

Role and Responsibilities:

· Responsibility to assist the COP in overseeing all components of the award including the implementation of all components of the activity, fiscal integrity, quality and timing of deliverables, and coordination with USAID and all project stakeholders.

· Management of agreements with subcontractors and assist the COP in tracking their progress toward the agreed performance goals.

· Responsibility for Participant Training support activities.

· Responsibility to assist the COP in all reporting requirements.

· Acting COP during absence of the COP.

Qualifications:

· Long-term management experience gained in complex, integrated, and innovative development projects focusing on organizational development/capacity building in developing or transition countries. Preference will be given to the breadth and diversity of experience with evidence of achieving measurable results (the experience of using the HICD model or an equivalent in the past is desirable).

· Demonstrated ability to manage for success in multi-component projects with multifunctional teams and international consultants.

· Knowledge of USAID program cycle, agency policies, regulations, and M&E and reporting requirements.

· Advanced staff and financial management experience.

· Advanced communication, writing, and interpersonal skills.

· Education: Master’s degree in a relevant field is desirable.

· Certification in the field of organizational development from a recognized institution is desirable.

· Language capabilities: Fluency in English and Georgian required.

Manager of the CoE:

Role and Responsibilities:

· Direct management of the CoE activities.

· Responsibility for analytical and reporting activities of the CoE.

· Responsibility for maintaining, tracking, and updating the activity PMP.

· Coordination between the CoE and other components of the activity.

· Liaison with a broad range of stakeholders to advance the objectives of the CoE.

Qualifications:

· Long-term experience gained in integrated development projects focusing on monitoring, evaluation, and learning (MEL); innovative knowledge processing and sharing practices; and development research/analysis (the experience of using these skills to advance the HICD model or an equivalent in the past is desirable).

· Knowledge of USAID’s Collaborating, Learning, and Adapting (CLA) tools.

· Knowledge of USAID’s Evaluation Policy.

· Advanced interpersonal, communication, and writing skills.

· Education: Master’s degree in a relevant field is desirable.

· Language capabilities: Fluency in English and Georgian required.

7. DELIVERABLES (DRAFT)

The Contractor will implement approximately 10 Long-Term HICD, 30 Short-Term HICD, and 10 Last-Mile HICD interventions. The targets may be revisited after the first two years of contract performance taking into account the actual costs of implemented or committed HICD projects. Based on past experience, the Contractor should expect to receive approximately 40 requests for participant processing per annum.

The Contractor will comply with all applicable U.S. Government policies as per the requirements of ADS 252, ADS 253, and the HICD Handbook.

The Contractor will submit the following reports to the COR:

Annual Work Plans. The Contractor will submit the first-year work plan to the COR no later than 90 (ninety) calendar days after the effective date of the award. The COR will approve the scope and format of the annual work plan developed by the Contractor. The Contractor will submit subsequent annual work plans no later than 60 (sixty) calendar days after the start of the subsequent years of contract performance. The Contractor will request the COR’s approval to amend the work plan in case new HICD interventions are selected by the Mission on a rolling basis.

Closeout Plan. The Contractor will develop and implement a closeout plan (administration, information, grants, finance, procurement, and management). The Contractor will submit the closeout plan to the COR for approval no later than six months prior to the expiration date of the contract. The plan will include a schedule for completing all outstanding activity and administrative actions (with the dates for final delivery of all goods and services), and a draft property disposition plan for the Contractor and subcontractor(s) in accordance with contract requirements. The Contracting Officer will approve the disposition plan.

Performance Monitoring Plan (PMP). The Contractor will submit a Performance Monitoring Plan (PMP) for COR approval together work the annual work plans. The PMP will include a) indicator data related to the HICD Performance Indicators (as specified in the Contract), and b) activity-specific metrics, i.e. baseline data, targets, and M&E tools and methodology for each HICD intervention, CoE activities, and the capacity development of the subs. PMP data must meet reasonable quality criteria of validity, reliability, timeliness, precision and integrity, and be disaggregated by gender as appropriate and feasible. The Contractor will report on progress against the indicators and targets of the PMP in its quarterly, annual, and final reports.

Final Report. The Contractor will submit the final report to the COR no later than 30 business days of the completion of the award. The final report will include an executive summary with activity highlights, key activities and results by component, major challenges faced and addressed, lessons learned, a review of the PMP indicators, funds obligated and disbursed, and a summary of success stories. The final report will take the place of the fifth-year annual report.

Annual Progress Reports. The Contractor will submit annual reports for the first four years of contract performance. The Contractor will submit annual reports to the COR no later than 20 business days following the end of the full year of contract performance. The annual reports will take the place of the fourth-quarter progress reports. The annual reports will include, but not limited to, a summary of:

Quarterly Progress Reports. The Contractor will submit progress reports for the first, second, and third quarters of each year of contract performance. The Contractor will submit quarterly reports to the COR no later than 10 business days following the end of the reporting period/quarter. The quarterly reports will include, but not limited to, a summary of:

Brief Bi-Weekly Updates. The Contractor will submit bi-weekly updates on key programmatic developments in accordance with specifications agreed with the COR. The updates will be due by the closing of business (Tbilisi) every other Friday.

Interim Reporting. The COR may request the Contractor to provide additional programmatic or financial updates needed for briefing senior USAID and State Department Officials or for reporting under the relevant foreign assistance objectives, areas, and elements.

Consultant Reports. Within 20 (twenty) business days after the completion of the services of consultants and/or service-providers, the Contractor will submit to the COR a report summarizing the activities, accomplishments, and recommendations of the consultant and/or service-providers.

Accrual Reports. The Contractor will submit a quarterly accrual report to the COR for the Task Order noting:

(1) Total amount obligated,

(2) Total amount invoiced for,

(3) Total amount expended but not yet invoiced for,

(4) Remaining unexpended funds.

Geographic Information System (GIS) Reporting

1. Activity Location Data: The [contractor/recipient] must provide the [COR/AOR] and Mission GIS Specialist with Activity Location Data semi-annually on April 15 and October

15. For this purpose, the [contractor/recipient] must fill in the appropriate Excel Spreadsheet “Activity Location Data GIS Report Template.” This template will be provided by the USAID/Caucasus Program Office.

2. Performance Indicators: The [contractor/recipient] must submit annually data for several key Performance Indicators that measure the most significant outputs/deliverables of the activity by region, municipality, town or village. This data must be submitted no later than November 15 each year and must reflect the results for the previous fiscal year, i.e. the actual value of the indicator for previous fiscal year disaggregated by geographic location. ME&A must work closely with the Contracting Officer Representative (COR) to review the activity-level PMP to identify jointly key Performance Indicators that reflect and convey the most important results achieved or to be achieved. USAID is interested in Performance Indicators in the PMP that can be meaningfully disaggregated by geographic location. The number of these indicators will depend upon the complexity of the activity and could range in number approximately from 1 to 10. For this purpose, the [contractor/recipient] must fill in the appropriate Excel Spreadsheet “Performance Indicators GIS Report Template.” This template will be provided by the USAID/Caucasus Program Office.

Attachment: Response Requirements

Responses should include the following:

1. Cover page not to exceed one (1) page including:

a. Organization name and address;

b. Point of contact name, telephone number and e-mail address;

c. A brief statement of interest that indicates the role the organization envisions playing in a potential USAID award to support USAID/Georgia’s Human and Institutional Capacity Development activity. If a team, coalition, or consortium envisaged, please provide the names and contact information of the potential partner organization(s) as well;

d. Small Business Status.

2. Comments and questions on the draft Statement of Work not to exceed one (1) page. USAID/Georgia welcomes general comments on the above SOW and its feasibility. Other question and comments are also welcome. This is not a formal question period; therefore, USAID will not be providing responses. The USAID design team will review all comments and question and use them the inform the development of the SOW.

No other documents or information are requested at this time. USAID asks respondents not to send any additional information other than what is requested above and to adhere to the page limits mentioned.

USAID also welcomes recommendations regarding the best mode of implementation to maximize impact. This is not a request for Proposals. Please do not submit proposals or statements of qualifications in response to this request.

3. Detailed feedback on the draft SOW, draft evaluation criteria and draft key personnel not to exceed one (1) page. USAID would be grateful for feedback on the draft SOW on any or all the below questions:

a. Is the SOW clear and understandable? If not, which section need additional clarifications?

b. Do you have any recommendations on the feasibility and/or effectiveness of the components included in Section 4?

c. Are there any challenges related to the components in Section 4 that the Mission needs to consider?

d. Do you have any other comments related to the draft SOW, draft evaluation criteria and draft key personnel?

4. Additional Notes/ Instructions

Submit responses to this RFI to:

ibakradze@usaid.gov or RCOcaucasus@usaid.gov , no later than January 11, 2020.

29, Georgian-American Friendship Avenue Tbilisi 0131, Georgia Tel: (995 32) 254 4000 Fax: (995 32) 254 4145 georgia.usaid.gov image1.jpeg