Amendment One to RFQ 72052720Q00002.pdf

AMENDMENT OF SOLICITATION/MODIFICATION OF CONTRACT

1. CONTRACT ID CODE PAGE OF PAGES

1 30

2. AMENDMENT/MODIFICATION

3. EFFECTIVE DATE

See block 16c

4. REQUISITION/PURCHASE REQ. NO 5. PROJECT NO. (If applicable)

6. ISSUED BY CODE 7. ADMINISTERED BY (IF OTHER THAN ITEM 6) CODE

Regional Contracting Office USAID/Peru Encalada Avenue, Block 17 Lima 33

Regional Contracting Office USAID/Peru Encalada Avenue, Block 17 Lima 33

8. NAME AND ADDRESS OF CONTRACTOR (No., Street, County, State, and Zip Code)

To All Offerors

9A. AMENDMENT OF SOLICITATION NO.

RFQ # 72052720Q00002

9B. DATED (SEE ITEM 11)

September 4, 2020

10A. MODIFICATION OF CONTRACT/ORDER .

CODE: FACILITY CODE: 10B. DATED (SEE ITEM 11)

11. THIS ITEM ONLY APPLIES TO AMENDMENTS OF SOLICITATIONS

The above numbered, solicitation is amended as set forth in item 14. The hour and date specified for receipt of Offers is extended is not extended.

Offers must acknowledge receipt of this amendment prior to the hour and date specified in the solicitation or as amended by one of the following methods:

(a) By completing Items 8 and 15, and returning copies of the amendment; (b) By acknowledging receipt of this amendment on each copy of the offer submitted; or (c) By separate letter or telegram which includes a reference to the solicitation and amendment numbers, FAILURE OF YOUR ACKNOWLEDGMENT TO BE RECEIVED AT THE PLACE DESIGNATED FOR THE RECEIPT OF OFFERS PRIOR TO THE HOUR AND DATE SPECIFIED MAY RESULT IN REJECTION OF YOUR OFFER. If by virtue of this amendment you desire to change an offer already submitted, such change may be made by telegram or letter, provided each telegram or letter makes reference to the solicitation and this amendment, and is received prior to the opening hour and date specified.

12. ACCOUNTING AND APPROPRIATION DATA (If Required) N/A

13. THIS ITEM APPLIES ONLY TO MODIFICATIONS OF CONTRACTS/ORDERS,

IT MODIFIES THE CONTRACT/ORDER NO., AS DESCRIBED IN ITEM 14

A. THIS CHANGE ORDER IS ISSUED PURSUANT TO: (Specify Authority) THE CHANGES SET FORTH IN ITEM 14 ARE MADE IN THE CONTRACT

ORDER NO. IN ITEM 10A.

B. THE ABOVE NUMBERED CONTRACT/ORDER IS MODIFIED TO REFLECT THE ADMINISTRATIVE CHANGES (such as changes in paying office, appropriation date, etc.) SET FORTH IN ITEM 14, PURSUANT TO THE AUTHORITY OF FAR 43,103 (b).

C. THIS SUPPLEMENTAL AGREEMENT IS ENTERED INTO PURSUANT TO AUTHORITY OF:

D. OTHER (Specify type of modification and authority)

E. IMPORTANT: Contractor is NOT is required to sign this document and return 0 copy to the issuing office.

14. DESCRIPTION OF AMENDMENT/MODIFICATION (Organized by UCF section headings, including solicitation/contract subject matter where feasible.

The purposes of Amendment 1 are to: (1) correct the RFQ number in the SF 1449; (2) extend the “closing date” for submission of quotations through September 14, 2020; (3) incorporate Annex 2 – Questions and Responses; (4) incorporate Annex 3 - Workforce Assessment Report; and (5) incorporate Annex 4 – Mission Improvement Plan. The RFQ is therefore modified as follows:

See continuation pages.

Except as provided herein, all terms and conditions of the document referenced in Item 9A or 10A, as heretofore changed, remains unchanged and in full force and effect.

15A. NAME AND TITLE OF SIGNER 16A. NAME AND TITLE OF CONTRACTING OFFICER

G. Michael Junge, Regional Contracting Officer

15B. CONTRACTOR/OFFEROR 15C. DATE

SIGNED

16B. UNITED STATES OF AMERICA 16C. DATE

SIGNED

(Signature of person authorized to sign) (Signature of Contracting Officer)

NSN 7540-01-152-8070 STANDARD FORM 30 (REV. 10-83)

Previous Edition Unusable Prescribed by GSA FAR (48 CFR) 53.243 aiduser Typewritten Text 09/04/2020

RFQ No. 72052720Q00002 Amendment No. 01

I. SF-1449

1. Block 5 – Solicitation Number: Delete “72052718Q00001” and replace it with “72052720Q00002.”

2. Block 8 – Offer Due Date: Delete “9/9/2020” and replace it with “9/14/2020.”

II. COVER PAGE

1. Closing Date: Delete “09-09-2020” and replace it with “09-14-2020.”

2. Page 4, second paragraph: Delete “Friday, September 11, 2020, 2:00 pm” and replace it with “Monday, September 14, 2020, 2:00 pm.”

III. ATTACHMENT 1 STATEMENT OF OBJECTIVES

1. Page 7: Delete: “Illustrative results include but are not be limited to” and replace it with “expected results include but are not be limited to.”

IV. ANNEX 2 – QUESTIONS & ANSWERS

1. At the end of the RFQ include the following:

“ANNEX 2 - QUESTIONS AND ANSWERS

Question 1: Are there particular activities that you are looking for to achieve the objectives (e.g., are you looking more for training activities or coaching activities, etc.)?

Answer 1. No. We are open to the best options the potential awardees may offer. We expect a mix of coaching and training and other pertinent types of activities per the RFQ.

Question 2. Do you anticipate that the work will be consistent over 2 years or is it possible that it will take place in different modules over that timeframe?

Answer 2. The activity is a two-year activity. The Offeror’s approach will need to define what it takes into consideration and rationale, particularly given the selection criteria:

b) Management Approach

a. The extent to which the Offeror’s proposed management approach is realistic considering limited USAID staff time and the effects of the COVID-19 pandemic.

The approach, for example, could be activities on a linear/continuous or a modular basis, or combining both approaches. Having too many activities at once can lead to low participation and engagement from staff.

Question 3. Do you require staff to be certified coaches?

Answer 3. It is not a stated requirement. However, coaches are expected to be certified.

Question 4. Are there any particular initiatives/activities that are ongoing that are supporting the objectives listed in the RFQ – that you would want the consultant to build on?

Answer 4. Yes, all initiatives, activities and resources listed or referenced in the RFQ. These include but are not limited to:

● USAID Leadership Philosophy

● USAID Staff Care support

● USAID University training in related themes or skills

● USAID/Peru Workforce Assessment 2018 survey results

● Workforce Assessment 2018 Report

● MAG and FSNCo Mission Improvement Plan

● Federal Employee Viewpoint Survey (FEVS)

● Best practices pertinent to this activity identified by the Offeror

Question 5. Is there a budget envelope that you have in mind for this RFQ?

Answer 5. It is stated in the cover letter.

Question 6. Is there a language requirement other than English?

Answer 6. Yes, Spanish is required.

Question 7. Is there an expectation/predetermination about the size of the consulting team that you select?

Answer 7. No. The size and composition of the team must correspond to the activities proposed, as long as the cost does not exceed the proposed budget as stated in the RFQ.

Question 8. It is stated the desired start timeframe is 1 October 2020. Is there a plan for an end date?

Answer 8. The estimated completion date should be two years after initiating the contract.

Question 9. I am interested to know your expectation on the following:

a) Will the consulting firm be expected to reside in Lima for the duration of the project?

Answer. 9a) No, it is not expected for the entire consulting firm to reside in Lima. As conditions allow, it is anticipated that there will be in-person efforts. Offerors must respond to the selection criteria: Management Approach: The extent to which the Offeror’s proposed management approach is realistic considering limited USAID staff time and the effects of the COVID-19 pandemic.

b) Alternatively, would it be acceptable to deliver the project on a rotation basis, meaning be at the Mission for two weeks or three weeks at a time, with a two week break in between until completion?

Answer 9b) As conditions allow, it is anticipated that there will be in-person efforts. The proposal may involve the alternating presence/absence of the implementing team in Lima, as well as the combination of in-presence and distance and of individual and group activities. Offerors must respond to selection criteria: b) Management Approach: The extent to which the Offeror’s proposed management approach is realistic considering limited USAID staff time and the effects of the COVID-19 pandemic.

Question 10. RFQ makes reference to a 2018 Workforce Assessment. What individuals or organizations conducted the assessment? Can a copy of the survey instrument and assessment report be provided? Is the organization that conducted the assessment eligible to submit a response to this

RFQ?

Answer 10. The organization that conducted the 2018 USAID Peru Workforce Assessment was Right Management (Manpower Group). A copy of the 2018 USAID Peru Workforce Assessment report is attached. Yes, the organization that conducted the assessment is eligible to submit a response to this

RFQ.

Question 11. RFQ makes reference to the staff achieving Level 4 without information on what system or grading level this goal is in reference to. Please provide a complete description of the grading system levels and the methodology used to assess individuals and/or groups.

(Magnitude of Change: The contractor is asked to provide what percentage of staff after completion of the contract will achieve level 4 as measured by the Workforce Assessment 2018 survey.)

Answer 11. A copy of the 2018 USAID Peru Workforce Assessment report is attached. Level 4 means: exceeds expectations.

Question 12. Is it envisaged to do the same Workforce Assessment survey again at the end of the contract to evaluate results? If yes, is the instrument publicly available or who is supposed to do the survey?

Answer 12. There is no preference on the methodology to be used when assessing staff.

Question 13. The Theory of Change provided does not include context, assumptions, and leverage points. Can this information be provided to enrich bidder understanding of the larger institutional setting?

Answer 13. Since this is a SOO, Offerors are highly encouraged to provide this and/or any other pertinent information and analysis. USAID did not intend to narrow the Theory of Change narrative, providing an opportunity for Offerors to submit their best approach.

Question 14. Please provide bidders with the Mission Improvement Plan prepared by the FSNco and MAG as well as the latest organigram (to include number and sizes of teams) so that bidders can fairly estimate LOE.

Answer 14. Mission Improvement Plan is attached. The USAID/ workforce is composed by approximately 103 professionals: 27 Foreign Service Officers – FSOs (who usually rotate every four years and are in leadership positions) and 76 Foreign Service Nationals - FSNs (mostly Peruvian citizens, who have been working in the organization an average of 17 years), currently organized to perform work in the following areas: management, finance, procurement, reporting planning and budgeting, and technical areas (governance, environment and sustainable growth, alternative development).

Question 15. Does the Mission have a Learning Agenda that has linkages to the goals of this procurement? If so, can you please provide a copy?

Answer 15. No. Each employee has different training needs and requirements, coordinated with their supervisors as part of their Annual Work Plans. There is no Mission training plan.

Question 16. Given the deadline for questions of August 31, and the time it will take for USAID to respond to those questions along with the Labor Day holiday, we request an extension of the quotation submission deadline to at least two weeks from when the answers to questions are provided.

Answer 16. We will provide an extension to submit quotations by September 14, 2020.

Question 17. Is there an incumbent? Is this a new requirement?

Answer 17. This is a new requirement. There is no incumbent.

Question 18. Was an RFI issued for this? If so, did it result in responses from the small business community?

Answer 18. An RFI was not issued. Also, see answer to question 19 below.

Question 19. Did market research consider the capabilities of the small business community?

Answer 19. Market research did consider the capabilities of the small business community. While USAID recognizes that this could have been a Small Business Set aside, the USAID/Peru Mission would like to receive quotations from all potential offerors as we know there is capacity and interest also in the local market.

Question 20. Was a contract awarded to perform the 2018 Workforce Assessment and if so, will the Government please provide the name of the contract awardee?

Answer 20. Yes, a contract was awarded to Right Management Manpower to perform the 2018 Workforce Assessment.

Question 21 Will the Workforce Assessment 2018 survey results be provided to the Offeror prior to proposal submission? Request they be provided so Offeror understands the questions asked and % of personnel not at level 4 to have a better understanding so we can propose a total solution to the Government’s needs

Answer 21. Yes, WFA report is attached. Also, please see answer to Question 14.

Question 22. Where will the services be performed (i.e. CONUS, OCONUS)? Will services be performed in-person or virtual? If OCONUS, will Offeror be required to obtain a business license to work in Peru? If in-person, what are the COVID-19 restrictions Offeror must abide by?

Answer 22. Services will be performed for the Mission Staff in Lima, Peru. Please refer to the responses to Question 9 regarding in-person or virtual modalities.

SF 1449/RFQ Letter

Question 23. The solicitation number provided in box 5 of the Standard Form 1449 on page 2 provides a solicitation number 72052718Q00001; however, the RFQ number provided on page 3 is 72052720Q00002. Will the Government please confirm if these two numbers should be different?

Answer 23: This was an error and was corrected in Modification 1. The correct number is RFQ 72052720Q00002.

Question 24. The closing date listed on page 3 is 09-09-2020; however, on page 4 the quotations response date provided is Friday, September 11, 2020. Will the Government please confirm which date is correct?

Answer 24. This was an error and was corrected in Modification 1. USAID confirms that the closing submission date is September 14, 2020.

ATTACHMENT I - STATEMENT OF OBJECTIVES (SOO)

Question 25. Page 5, Paragraph C, Magnitude of Change, states, “Upon completion of this contract, (?) number/percentage (to be completed by the offeror) of Mission staff will achieve (Level 4) as measured by the Workforce Assessment 2018 survey.” The effort is issued under a SOO. In SOOs, the Offeror proposes against and performance is measured by the objectives stated. Offeror cannot propose a percentage of personnel that will meet level 4. Request the Government provide a percentage in this paragraph

Answer 25. The nature of the Statement of Objectives (unlike a regular Statement of Work) allows offerors to propose their ideas and approach to achieve the objectives.

Question 26. Page 5, Paragraph D, Deliverables, states that this section will be completed once a contractor has been selected to implement the work described in the SOO. As this effort is FFP, Offeror needs to understand what types of deliverables will be required in order to effectively price this effort. Request the Government provide the deliverables required in this paragraph.

Answer 26. Specific Deliverables will be discussed with the selected offeror based on its proposed approach. The nature of the Statement of Objectives (unlike a regular Statement of Work) allows offerors to propose their ideas and approach to achieve the objectives.

Question 27. Page 5, paragraph E, The solicitation states: “While USAID leadership and learning frameworks at the Agency level exist, USAID/Peru has not yet adapted them habitually...” Must our solution comport to those existing frameworks? If yes, then will USAID provide the frameworks

Answer 27. Paragraph E under page 5 is part of the background information for offerors to understand part of the context for USAID workforce. Offerors must base their approach in achieving the objectives outlined in the SOO.

Question 28. Page 5, In Section E, "Background", should we assume that all 103 USAID/Peru staff will be trained?

Answer 28. Please refer to the response to Question 22.

Question 29. Page 5, What is the organizational hierarchy and what is the breakdown of Senior management, management, and general staff?

Answer 29. Please refer to the response to Question 14. Also, US Direct hires encumber roles of Mission Director, Deputy mission Director, Office Directors and Office Deputy Directors. FSNs can be Specialists with supervisory roles, Program Managers, Assistants and Clerks.

Question 30. Page 6, The outcomes of the 2018 Workforce Assessment produce 5-6 action items. Is the respondent required to address all of them, specifically #1, even though the solicitation states that the focus is on 3, 4, and 5? Is there a bonus in addressing all six?

Answer 30. As stated in the RFQ: the objectives aim to focus in 4, 5, and 6 with complimentary linkages to the other areas as needed.

Question 31. Page 7, Under Objective 1: Institute a Culture of Leadership, Illustrative results, one of the illustrative results is “Offeror to propose”. Since effort is being issued under a Statement of Objectives (SOO), Offerors are precluded from proposing results as we are required to propose against and meet the objectives stated. Request removal of this statement.

Answer 31. As stated correctly, this bullet point (Offeror to propose) is under “illustrative results.” The objective to achieve is in the paragraph before, under “Objective 1.” The nature of the Statement of Objectives (unlike a regular Statement of Work) allows offerors to propose their ideas and approach to achieve the objectives.

Question 32. Page 8, Paragraph III Payment Management. Will successful Offeror’s payment be reduced if they fail to meet the performance standards in the SOO? If yes, what is the reduction %?

Answer 32. This will result in a Purchase Order and therefore, payment will be tied to deliverables.

Deliverables will be discussed with the selected offeror based on its proposed approach.

Question 33. Pag 8, Will the successful Offeror be allowed to invoice monthly in support of this effort or is the Government expecting invoicing to occur once the effort is complete?

Answer 33: payments will be made to the selected contractor against verification of achievement of the deliverables stated in the final Contract.

ATTACHMENT II – INSTRUCTIONS TO OFFERORS

Question 34. Page 9, Are offerors permitted to include a cover page as well as a cover letter and table of contents outside of the 5-page technical quote limitation?

Answer 34. Yes. Cover page, cover letter and table of contents are excluded from the 5-page limitation.

Question 35. Page 9, Will the Government please provide clarification that the past performance requirement is not included within the 5-page limit for the technical quote?

Answer 35. Past performance information is excluded from the 5-page limitation.

Question 36. Page 9, Will the Government permit a reduced font size for tables and graphics?

Answer 36. Yes. Font size for tables and graphics may be reduced at the discretion of the offeror.

Question 37. Page 9 requires that Offerors must provide a rational staffing mix and doesn’t mention a requirement for a management approach. However, Attachment 3, page 10, states that Offerors will be evaluated against a management approach. Request clarification of what is to be provided and what will be evaluated.

Answer 37. One does not exclude the other. The staffing mix must be part of the management approach proposed.

Question 38. Page 9, Please confirm that there is no page limit on the Price Quote

Answer 38. USAID confirms that there is no page limitation for the price quote. However, offerors are required to be concise in their price quotes.

Question 39. Page 9, Are exhibits and charts excluded from the page count?

Answer 39. Exhibits and charts are included in the page limitation.

Question 40. Page 9, Is the staffing mix included in the 5-page limit for the technical approach?

Answer 40. Yes, staffing mix is included in the 5-page limit.

ANNEX 1 – USAID/PERU COMPETENCIES

Question 41. Please provide context and background on the purpose of Annex 1 for purposes of responding to this RFQ. Are the competencies listed, the desired end state and competencies the staff should aim to achieve? Are the various "skills" categories of which staff will be evaluated upon following completion of the training

Answer 41. Annex 1 is a guide for offerors to understand the questions utilized to perform the Workforce Assessment. Offerors must base their approach in achieving the objectives outlined in the

SOO.

Question 42. What is the percentage of the staff at level 4 (baseline)?

Answer 42. This information is available in the WFA attached.

Question 43. What is USAID's Agency-level Leadership and Learning Conceptual Framework and what is the USAID Leadership Philosophy?

Answer 43. Information on USAID’s Leadership Philosophy and workforce transformation is publicly available at the www.usaid.gov website.

Question 44. How was the shift in focus to transformational development made and what implications did it have for USAID - Peru staff?

Answer 44. USAID’s Goal in Peru for the strategy period 2020-2025 is that Peru more effectively leads and finances shared strategic priorities through increased capacity to combat illicit activities, corruption and over-exploitation of natural resources.

Given Peru’s comparative progress and sizable domestic resources, USAID’s role has shifted from financing direct support for targeted populations to providing focused technical assistance for the GOP and other local actors to better execute their own resources. To advance the CDCS goal, the Mission will pursue a “Vision for a Strategic Partnership” that emphasizes new roles for USAID/Peru to engage, connect and support Peruvian leaders in government, private sector and civil society to mobilize resources, transform systems and institutionalize reforms that address mutual challenges. Peru’s government, private sector and civil society have responded positively to consultations and initiatives setting forth USAID’s evolving role. The GOP already funds the majority of the resources dedicated to shared goals and desires to continue the transition from being an assistance recipient to a full-fledged partner that provides clear leadership and ultimately assists other countries on their self-reliance paths.

As USAID seeks new modalities to engage, connect and support Peruvian leaders in government, private sector and civil society, USAID/Peru’s experienced FSN workforce should increasingly assume roles beyond project management, potentially demanding more intensive staff time. To prepare for this shift, the Mission is committed to a culture of learning, leadership, and accountability, which entails reinforcing and developing local workforce leadership and leveraging the talent of USAID/Peru staff for assuming expanded roles in its interaction with different development counterparts.

Question 45. What is the T3 Team? What does FEVS and J2SR mean?

Answer 45. T3 means “Transformation Task Team”; FEVS means “Federal Employee Viewpoint Survey”; and J2SR- means “Journey to Self-Reliance.”

Question 46. What are the efforts made by the main office to help staff adjust to the new normal and how is the new normal described at the USAID - Peru level?

Answer 46. Agency resources such as Staff Care services and related outreach and support are available to all staff. USAID/Peru Mission Management is supporting the use of these services and outreach, support and resilience efforts of the Mission Advisory Group and FSN Committee to navigate the new normal. A new Embassy Diversity Committee has been established to promote inclusion, equity and diversity. The definition of the new normal is in progress.

Question 47. What have the programmatic transformational changes meant for the staff of the USAID

- Peru office?

Answer 47. Please see response to question 44.

Question 48. What is the difference between the “illustrative results” (ex: in objectives 1 and 3) and the “expected results” (ex: in objective 2)?

Answer 48. This is an error and has been corrected through modification No. 1. They should both read “expected results.”

Question 49. What virtual communication tools are considered within the prohibitions? Can you use zoom, meet or teams?

Answer 49. Zoom is not allowed. Google Meet is the official communication tool within USAID.

Question 50. Is there an order of prioritization of the objectives to be achieved?

Answer 50. No prioritization of objectives has been developed.

Question 51. What is the meaning of “a wide range of individual, team and Mission performance management approaches…” (in the purpose of the activity)? What is the performance management system that you currently use?

Answer 51. The performance management systems we use are those established by the Department of State. For Locally Employed Staff we use the Merit Based Compensation system. For American staff we follow the Employee Evaluation Program.

Question 52. Regarding the evidence of expertise, is it possible to present certifications issued by clients, contracts, purchase orders or invoices that account for the projects carried out?

Answer 52. Information must be presented according to the instructions and will be evaluated as per the evaluation criteria of the RFQ.

Question 53. Regarding the evidence from experience: what is meant by “projects of similar size, scope and complexity”? Is it feasible to present similar or other projects such as optimization of organizational processes, improvement of human talent management, design of management systems and tools?

Answer 53. The TEC will evaluate the proposals based on the terms included in the RFQ.

Question 54. Will USAID accept a quote presented by a consortium made up of a Peruvian and a Chilean company? Is the application of a non-Peruvian company feasible?

Answer 54. Competition is open to all offerors based on the terms included in the RFQ.

Question 5. Is there any restriction for the number of legal persons in the formation of a consortium?

Answer 55. No restrictions in the number of legal persons have been identified.

Question 56. Is there a tax exemption for contracts signed by USAID?

Answer 56. No tax exemption should be expected by the Contractor.

Question 57. Will the consultancy be carried out in Spanish, English or in both languages?

Answer 57 Both Spanish and English.

Question 58. Will we have a specific team / area of USAID responsible for coordination?

Answer 58. USAID will assign a technical point of contact to coordinate the implementation with the selected contractor.

Question 59. What are the items that the budget should consider? Is there a percentage per item?

Answer 59. Not itemized budget items neither percentages included in the Solicitation. A single price quote for all services is requested.

Question 60. Is there a maximum or minimum number of the team consultants?

Answer 60. No. This is for the offerors to propose.”

V. ANNEX 3 – USAID/PERU WORKFORCE ASSESSMENT REPORT

1. After the end of Annex 2 – Questions & Answers, insert the following:

1 Right Management

Workforce Assessment 2018: Front Office Summary

WORKFORCE ASSESSMENT 2018:

FRONT OFFICE SUMMARY

October 30, 2018

ANNEX 3

2 Right Management

30/10/2018

Program Objective

I. Perform a profile of the current professional profile of

69 FSN of US AID.

II. Workforce assessments for employees distributed in 5 categories.

III. Develop a plan to adjust the Workforce in order to meet the new needs of the organization.

3 Right Management

Executive Summary

Taking the input of the Front Office and the Office Chiefs, and based on an online survey and the paper “The Future

Role of the FSN”, we defined 5 competencies to be measured:

• Personal Agility

• Learning Agility

• Problem solving - Decision making – Innovation

• Manage relationships

• Developing others

We also agreed on observing 6 specific performance factors to ensure the capability of the workforce. (Process effectiveness, work structure, leadership style, learning and development, technology and motivation.)

4 Right Management

30/10/2018

Final Set of Skills:

Personal Agility

Responds and relates well to people in all positions; is seen as a team player and is cooperative; looks for common ground and solves problems for the good of all.

Manage Relationships

Must be able to develop and coach others and constructively review the work of others in order to improve and advance the skills, knowledge and performance levels of those who report to them.

Developing others

Identifiies and understands opportunities and/or problems.

Compares information from different sources to draw conclusions.

Applies effective approaches to choose a course of action or develop the appropriate solution. Develops new insights into situations and applies different and novel solutions to make improvements.

Problem Solving – Decision

Making - Innovation

Learning Agility

Sub Title Goes Here

Demonstrates positive attitude, resilience and openness to changes. Works effectively within a variety of situations and with various individuals or groups of diverse backgrounds and experiences.

Possesses the ability to learn from experience, and subsequently, apply that learning to perform successfully under new or first-time conditions

5 Right Management

Methodology – Data Sheet

Personal Interviews, Assessment Centers, Focus Groups, Online

Surveys, Structured Observation.

Tools

From August 24th to September 3rd 2018.

BlendedDelivery System

• 69 FSN – 7 Heads of department – Front Office

• 59 personal interviews, 9 assessment centers, 3 Focus Groups and

2 days of structured observation.

Scope

1. Office

2. Position

3. Age

4. Length of service

Segmentation

Levels

1. Needs improvement

2. Developing

3. Meets expectations

Date

4. Exceeds expectations

5. Outstanding

6 Right Management

Objective

Application

Completed processes

67*

91%

73%

Methodology – Data Sheet

*One person transferred to a different Mission, one is on maternity leave.

Advancement. Leadership. Energy. Performance.

Demography and General results

October 30, 2018

8 Right Management

Future Expectations

October 30, 2018

43%

43%

5%6% 3%

I would like to grow in my current position.

I would like to grow into a position with more responsabilities.

I would like to grow to a different Mission.

I would like to migrate if possible.

I would like to start my own business or retire.

9 Right Management

October 30, 2018

Population by Position

12%

18%

20%

41%

9%

Unit Chief Project Manager Specialist Assistant Clerk

10 Right Management

October 30, 2018

Population by Age

6%

22% 43%

29%

Between 30 and 40 Between 40 and 50 Between 50 and 60 Over 60

11 Right Management

October 30, 2018

Population by Length of Service

28%

21%

27%

24%

0 -10 years 11 - 19 years 20 -29 years 30 - 37 years

12 Right Management

Outstanding 5

Exceeds Expectations 4

Meets Expectations 3

Developing 2

Needs Improvement 1

2.89 2.93 2.95 2.92

2.61

0.00

1.00

2.00

3.00

4.00

5.00

Personal Agility Learning Agility Managing Relationships

Problem Solving - Decision making -

Innovation

Developing Others

General Results

Avg. Age 54

Avg Length Stay 20

Scope 67p

% Partial attendance 91%

% Complete attendance 73%

Workforce Assessment 2018: Front Office SummaryResults by Age

3.38 3.25

2.75 2.88

2.38

0.00

1.00

2.00

3.00

4.00

5.00

Personal Agility

Learning Agility

Managing Relationships

Problem Solving - Decision making -

Innovation

Developing Others

30 - 40 years

3.54 3.54

3.23 3.42

2.69

0.00

1.00

2.00

3.00

4.00

5.00

Personal Agility

Learning Agility

Managing Relationships

Problem Solving - Decision making -

Innovation

Developing Others

40 - 50 years

2.78 2.85 3.02 2.90 2.67

0.00

1.00

2.00

3.00

4.00

5.00

Personal Agility

Learning Agility

Managing Relationships

Problem Solving - Decision making -

Innovation

Developing Others

50 - 60 years

2.44 2.53 2.68 3.00

2.50

0.00

1.00

2.00

3.00

4.00

5.00

Personal Agility

Learning Agility

Managing Relationships

Problem Solving - Decision making -

Innovation

Developing Others

Over 60 years

3.47 3.41

3.06 3.26

2.71

0.00

1.00

2.00

3.00

4.00

5.00

Personal Agility

Learning Agility

Managing Relationships

Problem Solving - Decision making -

Innovation

Developing Others

0 - 10 years

3.12 3.12 3.04

2.82 2.73

0.00

1.00

2.00

3.00

4.00

5.00

Personal Agility

Learning Agility

Managing Relationships

Problem Solving - Decision making -

Innovation

Developing Others

10 - 20 years

2.41

2.74 2.79 2.90

2.53

0.00

1.00

2.00

3.00

4.00

5.00

Personal Agility

Learning Agility

Managing Relationships

Problem Solving - Decision making -

Innovation

Developing Others

20 - 30 years

2.54 2.43

2.93 2.80

2.46

0.00

1.00

2.00

3.00

4.00

5.00

Personal Agility

Learning Agility

Managing Relationships

Problem Solving - Decision making -

Innovation

Developing Others

Over 30 years

Results by Years of Service

VI. ANNEX 4 – USAID/PERU MISSION IMPROVEMENT PLAN

1. After the end of Annex 3 – Workforce Assessment Report, insert the following:

USAID/Peru Mission Improvement Plan (2019-2024)

Purpose Our USAID/Peru Mission Improvement Plan will bolster and transform USAID’s leadership capacity to effectively implement USAID’s strategic directions over the next five (5) years. It will serve as a tool to strengthen our Mission’s performance, skills and ability to effectively support Peru’s Journey to Self-Reliance.

Objective The objective of the work under the plan is to increase our staff’s personal and learning agility, improve relationship management, improve problem solving and professional development skills (defined below) in support of USAID’s CDCS Vision and Goal and Development Objectives. These skills will emphasize and advance Peru further on its Journey to Self-Reliance and will highlight USAID’s role as a catalyst in implementing transformational development. The Mission seeks to improve its scores in the following areas: Personal Agility (2.89/5); Learning Agility (2.93/5); Problem Solving/Decision-Making/Innovation (2.92/5);

Manage Relationships (2.95/5); and Develop Others (2.61/5).

Areas of Work Our Mission Improvement Plan consolidates the data/feedback/views obtained through the Agency (FEVS, StaffCare), FSNCo (Rightpower Group Workforce Assessment) and MAG-led surveys and focus groups. The plan prioritizes work in the following areas:

1. Work Structure: Explain and develop a clear understanding of the workforce’s contribution, differences, capability and reach.

2. Process Effectiveness: Analyze and apply an effective flow of processes and information.

3. Leadership Style: Reach an agreement on leadership styles and the consistent application of rules according to the area. Involve FSNs in the onboarding process of their leaders.

4. Training and Development: Develop a clear improvement and learning culture.

5. Motivation: Through the development of this action plan we will develop accountability, acknowledgment, and empowerment.

6. Work/Life: Increase Mission wellness knowledge and practice

Skill Definitions

The skills were defined by Rightpower Group as:

● Personal Agility: Demonstrating positive attitude, resilience and openness to changes. Working effectively within a variety of situations and with various individuals or groups of diverse backgrounds and experiences.

● Learning Agility: Possessing the ability to learn from experience, and subsequently, apply that learning to perform successfully under new or first-time conditions.

● Problem Solving/Decision-Making/Innovation: Identifying and understanding opportunities and/or problems. Compares information from different sources to draw conclusions. Applies effective approaches to choose a course of action or develop the appropriate solution. Develops new insights into situations and applies different and novel solutions to make improvements.

● Manage Relationships: Responds and relates well to people in all positions; is seen as a team player and is cooperative; looks for common ground and solves problems for the good of all.

● Develop others: Must be able to develop and coach others and constructively review the work of others to improve and advance the skills, knowledge and performance levels of those who report to them

USAID/Peru Mission Improvement Plan

Work Structure

Strengthen the Mission personnel/performance management framework

Recommendation Suggested Action / Output

Explain and develop a clear and appropriate knowledge of the workforce’s contribution, differences, capability and reach.

Action(s):

Verify whether there is consistency between PD and MBC for each team member, and that PDs of members of a given team correspond to roles/objectives of the team. Make necessary adjustments to PD/MBC.

Outputs:

PDs are up to date with reference to current team objectives/needs;

MBC Annual Work Plan for each staff member has been subject to Mid-year review (and amended as required).

A list of training opportunities in general subjects is available to staff.

Recommended short–term action(s):

Team effectiveness training within areas to foster collaboration and recognize each other’s input.

Planning, organizing, time management and effective meetings training.

Discuss and help employees clearly understand their job profiles in context of the Mission ́s organization.

Process Effectiveness

Improve the effective flow of processes and information Recommendation Suggested Action / Output

Analyze and apply an effective flow of processes and information. A special task force from within the FSNs can contribute to its improvements

Action(s):

Understand roles and responsibilities per office, identifying routine tasks in order to promote a better understanding of processes by the FSN community (improve understanding and performance of routine processes, to improve efficiency and effectiveness)

Outputs:

Roles and responsibilities for all members of each office identified.

List of routine processes/tasks for each staff member, organized by function and/or office, with routine processes/tasks clearly defined.

List of processes/tasks requiring clarification or revision

Recommended short–term action(s):

Prepare job aids or graphics of critical processes.

Leadership Style

Define and consistently apply Mission leadership and management norms and practices Recommendation Suggested Action / Output

Reach an agreement on core features of

USAID/Peru’s organizational leadership style. Involve FSNs in the onboarding process of the newly arrived leaders.

Action(s):

Formulate Mission guidance on practice of core features of organizational leadership style for internal and external relationships.

Propose training needs for Supervisors - in order to improve their skills (if applicable)

Outputs :

Mission order defining core characteristics of USAID/Peru’s leadership style .

All mission staff practices leadership style incorporating core characteristics of USAID/Peru’s leadership style (accordingly to position).

Initial list of leadership training/reinforcement activities for 2019-2020

Recommended short–term action(s):

Define USAID/Mission Values Conduct Leadership Style Inventory/Assessment Identify an expert to provide leadership/coaching training to strengthen capacities for exercising leadership in internal and external relationships

Training and Development

Develop a clear learning and improvement culture Recommendation Suggested Action / Output

Develop a clear improvement and learning culture.

Action(s):

Define the characteristics USAID/Peru must have to be an organization with a learning and improvement culture.

Define the characteristics (attitudes and practices) USAID/Peru’s staff must have to be part of an organization with a learning and improvement culture.

Advertise training opportunities (Internal and external) available to staff, and anticipate mandatory and non-mandatory training needs based on FSN profile (position, expected roles).

Advertise sources of information (USAID specific and technical) available to USAID staff.

Promote and facilitate training and/or knowledge acquisition in technical areas.

Promote and facilitate knowledge management.

Outputs:

Chart of USAID/Peru as an organization with a learning and improvement culture.

Core curriculum for USAID/Peru staff published.

Training opportunities list published and updated.

List of sources of information (USAID specific and technical) available to USAID staff published and communicated

Recommended short–term action(s):

Discuss and help employees clearly understand their job profiles in the context of the Mission ́s organization.

Motivation

Improve individual and group accountability, acknowledgement and empowerment Recommendation Suggested Action / Output

Develop accountability, acknowledgment and empowerment.

Action(s):

Implement actions based on motivators for high performance and professional and personal satisfaction identified through surveys, focus groups, etc. (e.g. FSN exchange program, TDYS, field trips, social activities).

Address issues causing some employees to be low motivated

Improve working environment morale and camaraderie.

Outputs:

Calendar for actions based on known motivators of high performance and professional and personal satisfaction.

Specific issues causing low motivation identified at team and individual levels identified and addressed.

Recommended short–term action(s):

Increase team building activities for the whole Mission.

Establish rotating social events hosted/organized by office

Work/Life

Increase Mission wellness knowledge and practice Recommendation Suggested Action / Output

Increase employee awareness of wellness dimensions

Increase mission wellness opportunities, practice and cohesion

Action(s):

Promote wellness and life/work strategies for supervisors and employees

Organize Wellness Tips and Talks sessions on ideas for developing more balance

Promote use of preventative services provided through health insurance.

Promote use of chronic disease services provided through health insurance.

Liaise with Post Wellness Committee for mission awareness raising activities and co-participation, and participate in FUSE it: FIT US Embassy Program

Outputs :

Work plan or calendar of wellness events or activities

Others TBD

Recommended short–term action(s):

Generate awareness of all the local and worldwide initiatives to improve wellbeing, liaising with Staff Care on wellness sessions - general or tailored to Mission Continue and/or expand celebratory or special day events to promote diversity and inclusion

[END OF AMENDMENT N.1]