ASV DRAFT Statement of Work - Pre-Solicitation Conference 12.17.24.pdf

DRAFT

SBU

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SECTION C - STATEMENT OF WORK (SOW) FOR ANALYTICAL SERVICES V (ASV)

C.1 Purpose

The United States Agency for Interna�onal Development (USAID), Bureau for Democracy, Human Rights, and Governance (DRG Bureau), seeks technical assistance and analy�cal services through the Analy�cal Services V (ASV) contract(s), also referred to as the “Ac�vity” or “ASV.”

The purpose of ASV is to acquire services for the DRG Bureau, USAID Missions, and other USAID opera�ng units that will inform and advance DRG approaches and programming across the globe.

The predominant NAICS code will be 541611- Administra�ve Management and General Management Consul�ng Services. The ceiling of the procurement is $70 million over five years.

USAID intends to award two contracts under ASV to small business offerors in the General Service Administra�on (GSA) Mul�ple Award Schedule (MAS). The contracts will be roughly the same size and scope.

C.2 Background

The DRG Bureau was established on September 11, 2023, and is the Agency lead in suppor�ng overall efforts to advance DRG. The DRG Bureau’s annual budget is over $257 million, with a staff of over 180. The Bureau’s mission is to shape policy and development agendas, generate knowledge and evidence that drives innova�on, catalyze partnerships and coali�ons, and mobilize cu�ng-edge programs and technical assistance to enable USAID’s Missions and partners to accelerate democra�c development globally. The DRG Bureau achieves this through high quality support to USAID Missions, genera�ng and dissemina�ng knowledge on best prac�ces, and providing leadership on DRG to the wider USG and the interna�onal development community.

In addi�on to the Office of the Assistant to the Administrator, the DRG Bureau has eight technical and support offices: Global Trends and Technology (GTT); Elec�ons and Poli�cal Processes (EPP); Jus�ce, Rights, and Security (JRS); Governance (GOV); Civil Society, Labor, and Media (CLM); Policy, Learning, and Integra�on (PLI); Management and Cadre Support (MCS); and Program (PRO). The An�-Corrup�on Center (ACC) is also located in the DRG Bureau. ASV will be managed by the PLI office on behalf of the DRG Bureau. 1

In July 2024, the Agency released a new DRG Policy to inform how we implement programs and improve programming in response to feedback and data. The goal of the policy is to op�mize USAID’s s upport to partners to invigorate democracy, enhance human rights and jus�ce, and bolster governance that advances the public interest and delivers inclusive, sustainable

1 Please see the DRG Bureau Fact Sheet for more informa�on:

h�ps://www.usaid.gov/sites/default/files/2024-02/DRG-Bureau-Fact-Sheet.pdf .

https://www.usaid.gov/policy/democracy-human-rights-and-governance/policy-guide https://www.usaid.gov/sites/default/files/2024-02/DRG-Bureau-Fact-Sheet.pdf

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development. As a cornerstone of the DRG Policy, USAID remains commi�ed to genera�ng and using evidence and learning to improve DRG assistance. This includes be�er understanding both common and context-specific challenges to DRG, tes�ng and refining our approaches, and strategically targe�ng our efforts. The ASV mechanism will further the Bureau’s commitment to learning by assessing new and emerging DRG topics and opportuni�es, and designing and implemen�ng responsive and well-informed DRG approaches and programs.

The ASV Ac�vity will be a follow-on to the Analy�cal Service IV (ASIV) Indefinite Quan�ty Contract (IDIQ). ASIV has five IDIQ holders and a $70 million ceiling. The ASIV IDIQ ordering period ended on May 14, 2024. Several task orders were issued under ASIV, including:

● Analy�c Task on Authoritarian Resurgence and Influence (ATARI)

● Collec�ve Ac�on to Reduce Gender-Based Violence (CARE-GBV)

● DRG Assessments I

● DRG Assessments II

● La�n America and Caribbean Learning and Rapid Response (LACLEARN)

● Swi� Exper�se and Grounded Analy�cs (SEGA)

For ASV, the DRG Bureau is planning to issue up to two awards under the GSA MAS IDIQ, as opposed to designing and issuing a new standalone IDIQ. ASV will be managed by and receive funding from the DRG Bureau, but will also allow for Mission and other USAID opera�ng unit buy-ins. The Ac�vity will be overseen by a DRG Bureau Contrac�ng Officer’s Representa�ve (COR) but may also have Ac�vity Managers from Missions and other opera�ng units who assist the COR in shaping and contribu�ng to various taskings under ASV.

Over the course of implemen�ng ASIV and other analy�cal mechanisms, the DRG Bureau has learned several lessons. The demand for analy�cal services can be uneven and unpredictable. Experience has shown that USAID’s analy�cal work o�en comes in waves. For instance, a�er the pandemic, the Country Development Coopera�on Strategy (CDCS) cycle in a number of missions synced, necessita�ng simultaneous analy�cal work across a wide variety of missions. Iden�fying and onboarding consultants in a �mely manner can be a challenge.

Some Contractors experience major delays around iden�fica�on of key personnel for analy�cal products. In general, USAID requires key personnel who can be recruited in a �mely fashion (iden�fied within two weeks of each assessment work plan finaliza�on, and deployable within six weeks of each assessment work plan finaliza�on and that are ve�ed for technical, leadership, communica�on, language, and wri�ng skills). Delays can be mi�gated by having a large bullpen of consultants to draw from, coupled with rapid onboarding procedures and tasking-aligned Standard Opera�ng Procedures. Balanced Level of Effort (LOE) for home office personnel is vital. In past analy�cal contracts, challenges emerged around appropriately balancing the LOE expecta�ons for home office personnel, including given the aforemen�oned poten�al for inconsistent tasking demand. Where func�ons were concentrated in a small number of personnel or a single individual, unreasonable burdens of process management and administra�ve oversight, with strategic and substan�ve oversight seeming to suffer as a result.

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The lack of u�liza�on of research findings has been a persistent challenge with various analy�cal products. Some of the reasons cited include:

○ Not receiving findings in �me for decision-making,

○ Lack of bandwidth,

○ Budget constraints,

○ Turnover of personnel and loss of knowledge,

○ The study didn’t tell reveal anything that wasn’t already known,

○ Lack of confidence in the findings (including study weaknesses and biases), and

○ Non-ac�onable findings.

The Contractors will employ measures to mi�gate these and other challenges while implemen�ng ASV.

C.3 Objec�ves

The ASV contract has the following three objec�ves, which are outlined in more detail in sec�on C.4 below:

I. Conduct DRG-related analyses, assessments, and research to fit the needs of USAID’s global cadre . Under this objec�ve, ASV will conduct on-demand sector-specific analyses that will ensure due regard for cross-cu�ng and cross-sectoral issues such as gender equality and women’s empowerment, climate change, corrup�on, etc. It is an�cipated that the majority of ASV work will fall under this objec�ve. A few examples of deliverables under this objec�ve include DRG Assessments, poli�cal economy analyses, sub-sectoral assessments, literature reviews, and quan�ta�ve analyses. To best serve the DRG cadre’s needs, these analyses will use the most appropriate methodology based on an approved Concept Note and Budget.

II. Strengthen local capacity to conduct analy�cal work (for the taskings under this Ac�vity) . Under this objec�ve and in accordance with USAID’s Local Capacity Strengthening Policy , ASV will strengthen the capaci�es of local think tanks, consul�ng firms, universi�es, host country government bodies, or other en��es to contribute to analyses under this Ac�vity and for other analy�cal endeavors. To do this, the Contractor(s) will use cost-effec�ve ways to integrate local personnel and exper�se throughout the various ASV taskings. This objec�ve includes a Grants Under Contract (GUC) component. In conjunc�on with technical assistance, coaching/mentoring, or other proposed approaches, the Contractor(s) will u�lize GUCs to strengthen local or regional think tanks or other organiza�ons’ ability to: to understand and apply USAID policy requirements (see sec�on C.6), serve as thought partners for USAID Missions;

design and conduct Poli�cal Economy Analyses (PEAs) and/or approaches to thinking and working poli�cally (TWP); and engage in collec�ve knowledge genera�on and learning through na�onal and/or interna�onal networks on PEA/TWP.

https://www.usaid.gov/policy/local-capacity-strengthening

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III. Provide rapid response technical assistance and on-demand technical resources and exper�se . Under this objec�ve, ASV will provide technical assistance and/or on-demand technical resources and exper�se to USAID Missions or other opera�ng units. This technical assistance may include, but is not limited to, support for strategic planning; training, networking, and communi�es of prac�ce; and short-term (less than 12 months), and rapid response DRG programma�c support in transi�onal environments, which could include responses to democra�c openings or backsliding.

C.4 Statement of Work (SOW)

This SOW does not state how the work is to be accomplished, but rather provides poten�al offerors with the flexibility to develop cost-effec�ve solu�ons and the opportunity to propose innova�ve approaches to meet the stated objec�ves and USAID policy requirements.

C.4.1 Conduct DRG-related analyses, assessments, and research to fit the needs of USAID’s global cadre . Under this objec�ve, ASV will conduct on-demand analyses that will include, in addi�on to sector-specific issues, an emphasis on cross-cu�ng or cross-sectoral issues such as gender equality and women’s empowerment, climate change, corrup�on, etc., as they relate to DRG. It is an�cipated that the majority of ASV work will fall under this objec�ve. In order to best serve the DRG cadre’s needs, these analyses will use the most appropriate methodology based on an approved Concept Note and Budget. Types of analyses that may be requested as a part of the tasking request include, but are not limited to:

● Analysis of cross-cu�ng and cross-sectoral issues for DRG such as gender equality and women’s empowerment, climate change, corrup�on, etc.

● DRG Assessments, using the Strategic Assessment Framework (SAF) or Focused SAF methodologies

● PEAs, using USAID or other established frameworks

● Sub-Sectoral Assessments, using USAID or other established methodologies

● Literature Reviews, possibly augmented with limited in-country data collec�on

● Surveys, data analysis, and various types of quan�ta�ve studies

In all instances, delivery of analysis should be combined with provision of a dissemina�on plan appropriate to the analysis conducted and scope to the Mission or other OU’s u�liza�on priori�es.

C.4.2 Strengthen local capacity to conduct analy�cal work (for the taskings under this Ac�vity) .

Under this objec�ve and in accordance with USAID’s Local Capacity Strengthening Policy , ASV will strengthen the capaci�es of local think tanks, consul�ng firms, universi�es, host country government bodies, or other en��es or individuals to contribute to analyses under this Ac�vity and for other analy�cal endeavors. To do this, the contractor(s) will use cost-effec�ve ways to integrate local personnel and exper�se throughout the various ASV taskings. There are several

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ways in which this could be accomplished, including but not limited to, strengthening local think tanks or other organiza�ons’ abili�es to:

➢ Serve as a thought partner for USAID Missions : While many teams in Missions work with different thought leaders, this is o�en done in a piecemeal and temporary, contractual way. Offerors should propose ways in which they would develop or strengthen the organiza�ons or networks behind these thought leaders, so that they might serve this role on a con�nuous basis with Missions. This approach could be complemented with collabora�on on assessment work, whereby the local organiza�on takes the lead on conduc�ng assessments, but an interna�onal organiza�on or subject ma�er expert provides support throughout the process. Offerors should propose the most effec�ve ways for this work to both support Mission learning and sustain local networks of thought leaders to guide development efforts as appropriate. Offerors should also ensure that local thought leaders have the opportunity to meaningfully understand the aims and requirements of applicable USAID policies, including the 2023 Gender Equality and Women’s Empowerment Policy, and how these policies should be implemented throughout their work (ADS 205).

➢ Design and conduct PEAs and/or approaches to TWP : PEA/TWP could be a valuable approach for a variety of organiza�ons in the countries in which USAID works. USAID may support training on PEA and/or TWP for local advocacy organiza�ons, as part of conduc�ng related analy�cal tasks, so that they can use it to advance their work. Such support may be offered as an accompaniment to Missions conduc�ng analy�cal work through ASV. Offerors should describe the most effec�ve ways to nurture TWP across local thought leaders as part of envisioned ac�vi�es.

C.4.3 Provide rapid response technical assistance and on-demand technical resources and exper�se . In addi�on to the formal analyses to be conducted under objec�ve four, detailed in sec�on C.4.1, there may be instances when Missions or other USAID opera�ng units will request technical assistance and/or on-demand technical resources and exper�se. In response, the Contractor(s) may be called on to provide planning, facilita�on, and other types of support and exper�se. Accordingly, under this objec�ve, ASV will provide technical assistance and/or on-demand technical resources and exper�se to USAID Missions or other opera�ng units. The types of technical assistance, resources, and exper�se are subject to all applicable USAID policy requirements including gender integra�on (see sec�on C.6), and may include but are not limited to, the following:

➢ Strategic planning : Strategic planning is cri�cal to ensure that DRG resources are being u�lized to achieve specific objec�ves and priori�es, and to enable efficient use of financial, technical, and human resources within the Agency. USAID opera�ng units may require short-term, specialized technical assistance and/or on-demand technical resources and exper�se to develop transi�onal or long-term strategic plans. Transi�onal

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planning may be required following an unexpected event and/or a change in USG posture within a given country. Long-term strategic planning may include suppor�ng a Mission to develop the DRG sec�on of a CDCS or a Regional Development Coopera�on Strategy (RDCS). Consistent with the new DRG Policy, this could also include developing recommenda�ons for incorpora�ng DRG principles and approaches into a CDCS, RDCS, or overall Mission program por�olio. The Contractor may support strategic planning through a variety of methods, including: conduc�ng rapid analyses (perhaps u�lizing or building on an analysis conducted under C.4.1); facilita�ng strategic planning exercises and discussions, including staff retreats that contribute to DRG strategic planning, and;

providing fora for planning exercises.

➢ Training, networking, and communi�es of prac�ces : As a means of broadening outreach to coopera�ng partners, genera�ng and dissemina�ng informa�on and lessons learned, and increasing the skill and knowledge level of USAID staff and its partners, USAID o�en provides training and networking opportuni�es (e.g., through workshops, seminars, and conferences) on a country, regional, sub-regional or global basis. The DRG Bureau has a separate contract that is the primary mechanism for providing training and other types of facilita�on support to the Bureau and DRG global cadre. However, in some cases, ASV may be called upon to provide assistance in developing training programs (including instructor-led and online training), accessing best prac�ces to develop and deliver training, sourcing facilita�on services, suppor�ng workshops and conferences, and providing fora. Addi�onally, DRG Bureau staff engage in different communi�es of prac�ce; ASV may be asked to contribute by providing facilita�on or analy�c support.

➢ Strategic communica�ons: Strategic Communica�on is essen�al for good governance, par�cularly for countries experiencing a democra�c opening and facing threats. Ci�zens and governments need to be able to honestly and construc�vely communicate with each other. New governments o�en struggle to quickly put in place strategic communica�ons architecture, effec�ve messaging campaigns, infrastructure to counter mis/dis/mal-informa�on, and sufficient capacity across branches of government and at central and local levels for two-way communica�on with their ci�zenry. ASV may be asked to work with Missions to support host governments to build or strengthen their strategic communica�ons capabili�es.

➢ Rapid response in transi�onal environments : USAID manages and/or supports DRG ac�vi�es in conflict, post-conflict and rapidly-changing poli�cal environments (this includes when there is a posi�ve opening to advance democra�c development). In these transi�onal environments, there is frequently an urgent need for analy�cal services that support fast-paced decision-making and for targeted technical assistance as a short-term response as other assistance is being developed. The DRG Bureau or USAID opera�ng units may use ASV to provide urgent support for their work in those contexts.

This may include:

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a. Transi�onal Environment Analy�cal Services : Post-conflict and transi�onal environments require quick analysis, planning and decision making. The Contractor is expected to provide any of the services described above (sec�ons C.4.1- C.4.2) that may be relevant in transi�onal environments on short no�ce.

The Contractor should be prepared to work closely with the reques�ng unit and/or the DRG Bureau to select (and if necessary adapt) tools and approaches appropriate to their needs in complex, transi�onal environments.

b. Transi�onal Environment Technical Assistance : USAID may require limited DRG technical assistance tailored to transi�onal environments to support local partners, USG actors on the ground, and host na�onal governments to address discrete DRG needs while strategic planning and project design are under way for longer term programs, and un�l appropriate long term assistance is procured through other mechanisms. Such technical assistance must o�en but not always reflect the recommenda�ons of an assessment, and must be gender sensi�ve. It must be limited in scope, focused on immediate and near-term needs of men and women in all of their diversity, and should help inform or facilitate the startup of longer term DRG planning and project designs. This technical exper�se and advice must enable USAID to engage on relevant DRG issues in rapidly changing poli�cal environments. Examples include: training or advising local partners on transi�on planning; assis�ng host countries with coordina�ng DRG donor assistance; advisory services to ministries; networking; providing or transla�ng technical resources for a new government; conduc�ng public opinion surveys for local partners; facilita�ng, planning or organizing workshops or forums on transi�on topics (e.g., na�onal dialogues, cons�tu�onal reform); and facilita�ng handoffs to longer-term DRG programs.

c. Rapid Mobiliza�on : The Contractor must rapidly mobilize and ini�ate ac�vi�es.

Exact �melines will vary according to specific circumstances and needs, but for illustra�ve purposes, USAID would expect ac�vi�es to ini�ate within 1-3 weeks following COR approval of a Concept Note and Template.

d. Dura�on : The dura�on of transi�onal environment support taskings will vary and depend on the interven�ons envisioned and the purpose of the tasking.

Taskings may range from several weeks (e.g., rapid response analy�c ac�vi�es such as assessments) to several months (e.g., provision of DRG technical assistance). The selected Contractor may be asked to provide these services in USAID presence, non-presence, and limited-presence countries and may need to provide security protec�on services for its field personnel.

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In all instances, delivery of analysis should be combined with provision of a dissemina�on plan appropriate to the analysis conducted and scope to the Mission or other OU’s u�liza�on priori�es.

C.5 Grants Management

Funds may be made available under this task order for Grants under Contract (GUCs) to local organiza�ons to conduct ac�vi�es in support of the tasks described in C.4. For example, a Mission or other opera�ng unit may desire to support ongoing research at a local university or other research organiza�on, research networks that share studies of interest to the mission, or local organiza�ons that develop the capacity of researchers that would benefit long term development. A grant could be used to engage those partners. In such cases, the Contractor must be responsible for the administra�on of said grants. Grant recipients may be expected to provide a por�on of their costs from their own resources.

Under ASV, grants management tasks may include Contractor(s) par�cipa�on in or responsibility for the dra�ing and publica�on of Requests for Applica�ons (RFAs). Overall, grants will remain rela�vely small in comparison with the other technical assistance ac�vi�es of the Contractor, and primarily focused on pursuing the work outlined in Sec�on C.4.2. However, the program direc�on, focus, type of grantees and final grant approval must remain with the tasking USAID opera�ng unit. The Contractor must be responsible for working with local groups to develop grant proposals, evalua�on of proposals, establishment of grant agreements, delivery of financial and in-kind assistance, monitoring implementa�on and grant close-out. The Contractor(s)’s responsibili�es must also include: screening of poten�al grantee partners, issuing a solicita�on with requirements/ objec�ves, database entry, and/or monitoring and evalua�ng the grantee deliverables. The Contractor(s) must review all grant proposals before final approval to assure they are consistent with USAID policies and procedures, grant format, and disposi�on of property.

The Contractor must coordinate with the Task Order Contrac�ng Officer Representa�ve on the following grants management tasks throughout each phase of the award process, including:

(a) Pre-Solicita�on Phase: Develop the solicita�on

(b) Solicita�on Phase: Issue/adver�se opportunity, hold solicita�on conferences.

(c) Evalua�on Phase: Screen poten�al grantee partners, evaluate proposals consistent with USAID policies in ADS 303 and procedures, and document the proposed awardee selec�on. The Task Order Contract Officer must first approve grants unless otherwise stated in the task order. The process for approving grants will be specified in individual task orders.

(d) Award Phase: Establish grants in accordance with USAID policies.

(e) Post-Award Phase: Monitor implementa�on and deliverables and grant close-out as directed in the task order.

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C.6 Alignment with Applicable Policies

As a Bureau of technical and intellectual leadership, DRG aims to ensure that all USAID organiza�onal en��es, including USAID Missions and other opera�ng units, have ready access to a broad array of DRG-related analy�cal services. These services are essen�al to the overall success of USAID’s DRG por�olio and will enable USAID to maintain and define the state-of-the-art in democra�c development. These services will also enable USAID to access analy�cal services and support to be responsive to queries and requests from other USG agencies or host country ins�tu�ons, and to address complex democracy, human rights, and governance challenges.

The Contractor is expected to be able to respond to requests for the full range of support and services described above in a �mely and efficient manner, with approaches that are gender sensi�ve and compliant with ADS Chapter 205 and consistent with the USAID Local Capacity Strengthening Policy . The Contractor should be familiar with and follow Agency policies regarding evalua�on , research, and learning, including the USAID Evalua�on Policy , USAID’s Scien�fic Research Policy , and ADS 201 Program Cycle Opera�onal Policy . In addi�on, the Contractor should be familiar with USAID learning on best prac�ces to support evidence uptake.

The Contractor should also be familiar with exis�ng informa�on on DRG evidence, metrics, and approaches available on the DRG LINKS website.

C.7 Tasking Procedures and Principles

The Contractors, in close collabora�on with the ASV COR, will develop tools, templates, and procedures to provide a clear and standardized framework for comple�ng tasks under both awards, ensuring consistency across taskings, se�ng clear expecta�ons, minimizing delays or miscommunica�ons, improving efficiency, and ul�mately leading to high quality and cost effec�ve analy�cal products and technical assistance. The following products will be developed and approved by the COR prior to the issuance of taskings.

a. ASV Menu of Op�ons : Within the first 90 business days of award, an ASV Contractor, to be selected/determined by USAID, will develop and receive COR approval of an accessible and easily navigable document that lays out the possible analy�cal services that ASV can provide. The Menu of Op�ons may include a decision tree or flowchart that maps out and allows users (i.e. USAID staff) to analyze different analy�cal support op�ons to determine the best course of ac�on based on their needs, resource envelope, and �meline.

b. Tasking Templates : Within the first 45 business days of award, an ASV contractor, to be selected/determined by USAID, will develop and receive COR approval for the following templates:

https://www.usaid.gov/about-us/agency-policy/series-200/205 https://www.usaid.gov/policy/local-capacity-strengthening https://www.usaid.gov/policy/local-capacity-strengthening https://lnks.gd/l/eyJhbGciOiJIUzI1NiJ9.eyJidWxsZXRpbl9saW5rX2lkIjoxMTMsInVyaSI6ImJwMjpjbGljayIsImJ1bGxldGluX2lkIjoiMjAyMjA4MjQuNjI2ODQ4MDEiLCJ1cmwiOiJodHRwczovL3d3dy51c2FpZC5nb3YvZXZhbHVhdGlvbi9wb2xpY3k_dXRtX21lZGl1bT1lbWFpbCZ1dG1fc291cmNlPWdvdmRlbGl2ZXJ5In0.g_BuBDn78zKlSzkwcqf-VMbD842DHwR2rSqK-IafxUQ/s/2145354465/br/142981875435-l https://www.usaid.gov/policy/scientific-research https://www.usaid.gov/sites/default/agency-policy/201.pdf https://www.drglinks.org/

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i. Tasking Request Form : This template will be used by the ASV COR(s) to work with the reques�ng Mission or opera�ng unit to gather broad parameters for the request, e.g. date of the request, POC, type of task, available budget, desired �meline, etc.

ii. Two dis�nct Concept Note and Budget Templates : 1) for the analyses described under C.4.1 and 2) for the technical assistance and on-demand technical resources and exper�se described under C.4.3. Efforts to strengthen local capacity to conduct analy�cal work, as described under C.4.2, should be incorporated into the two Templates. These Templates will be used by both ASV contractors to nego�ate and agree on the parameters of each tasking under ASV.

For example, the Concept Notes may include relevant background informa�on, assump�ons, research methods and design considera�ons, �meline, deliverables, staffing plan, and resumes/CVs of proposed tasking personnel, etc.

The Concept Note should also be framed to ensure that u�liza�on sits at the forefront of each tasking, including to support Scopes of Work which are right-sized to client OU analy�cal and other needs.

c. Standard Opera�ng Procedures : Also within 45 business days, the Contractor will develop and receive COR approval of Standard Opera�ng Procedures for the most commonly an�cipated taskings, such as PEAs and DRG Assessments. USAID will determine which Contractor develops which Standard Opera�ng Procedures. The Standard Opera�ng Procedures for taskings will describe �ming for each step of the tasking; details of methodologies (such as how notes should be kept, confiden�ality, etc.); Assessment team roles/expecta�ons; security/risk mi�ga�on protocols, where appropriate; and consulta�on/review requirements, among other common elements.

The ASV Menu of Op�ons, Tasking Templates, and Standard Opera�ng Procedures, may be reviewed quarterly and the COR may request revisions and/or new Standard Opera�ng Procedures, as needed.

d. Specific Tasking Procedures :

i. Requests will come in from Missions or other USAID Opera�ng Units to the ASV

COR(s). The ASV COR(s) will share the ASV Menu of Op�ons with the requester and then work with them to fill out a Tasking Request Form. Once completed, the Tasking Request Form will be sent to one of the Contractors for ac�on, detailed in point iii. below.

ii. Since there will be two ASV contracts, the CORs will decide which Contractor will implement each specific tasking. This decision could be based on implemen�ng partners’ compara�ve strengths (including regional exper�se, experience with certain types of analysis, etc.), current workloads, or other considera�ons. CORs may also have conversa�ons with the two award recipients to gauge their respec�ve abili�es to carry out the specific tasking. Addi�onally, Contractors can

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recommend work be directed to the other Contractor if they feel this would be beneficial to ASV implementa�on. Once the COR or CORs have made a decision, they will convey the request, via a tasking request, to the appropriate implemen�ng partner, providing as much detail as possible.

iii. Following receipt of the Tasking Request Form, the Contractor will provide a specific proposal in the form of a Concept Note and Budget detailing the Contractor’s proposed approach and personnel within 15 business days of receipt of the tasking request. During this period, the ASV implemen�ng partners may request to meet with the relevant requestor or provide wri�en ques�ons to be�er understand their needs. To the extent possible, the ASV COR will a�empt to accommodate the request.

iv. The COR and relevant USAID staff will then have seven days to review the Concept Note and Budget and may seek clarifica�on and/or provide comments on the content. While the ASV COR(s) will strive to send feedback to the Contractor(s) within seven days, some delays are an�cipated.

v. The Contractor will finalize the Concept Note and Budget following USAID review.

Once the COR approves the tasking Concept Note and Budget, the relevant work may begin.

vi. It will then be the responsibility of the Contractor, with oversight from the COR and Ac�vity Manager (if relevant), to ensure adherence to the Concept Note and Budget; if amendments are needed, the Contractor will raise this with the COR and ensure the changes are clearly documented and communicated with the relevant stakeholders. The Contractor must manage costs incurred and track progress made on each approved sub-ac�vity independent of other approved sub-ac�vi�es.

Tasking design and implementa�on should adhere to the following principles:

● Flexibility/collabora�on : Fast and flexible programming, including the ability to respond to emerging needs and moments of opportunity, as well as short-term, rela�vely quick research, dissemina�on, and u�liza�on support. Tasking designs in many cases may be co-designed with USAID, implemen�ng partners, and local stakeholders. This will require a collabora�ve approach with Missions and other stakeholders, with con�nued stakeholder buy-in throughout the evalua�on/learning, par�cularly as it relates to country context and a balance of academic rigor and prac�cal applica�on, effec�vely communica�ng findings to a prac��oner audience, and fostering u�liza�on by the USAID DRG cadre and other partners.

● Diversity, equity, inclusion, and access (DEIA) : Tasking recruitment, implementa�on, and analysis should priori�ze DEIA and include mi�ga�on plans for biases and inequi�es that may influence the data collec�on, analysis, and repor�ng processes.

● Local ownership : Taskings should aim to be inclusive of local researchers, prac��oners, and partners and foster appropriate par�cipa�on throughout the full research and

PROCUREMENT SENSITIVE

evalua�on cycle from tasking design, data collec�on, data analysis, interpreta�on, and u�liza�on. Tasking methods should aim to be inclusive of local voices, and findings, conclusions, and recommenda�ons should be informed by local knowledge.

● U�liza�on-focused : Taskings should remain focused on the purpose and use goals of the tasking from the outset, and on throughout implementa�on, with ac�onable recommenda�ons and efforts to foster tasking u�liza�on.

● Right-fit approaches : Tasking designs should employ appropriate methodologies, including diverse and innova�ve methodologies, to answer proposed ques�ons and best fulfill the purpose and intended use of the tasking.

● Methodological rigor : While tasking designs are expected to vary, when possible, the Contractor should employ a systema�c, documented, and replicable approach to data collec�on and analysis. Where appropriate this involves clearly documen�ng the methods, processes, and decisions made by evalua�on and research teams.

● Gender-sensi�ve approaches : Tasking design and implementa�on should be carried out by gender-sensi�ve teams and use gender analysis tools to inform data collec�on, analysis, and repor�ng processes.

● Clear, accessible repor�ng : Tasking deliverables should be wri�en for a prac��oner audience with clear findings, supported by evidence, and conveyed in a well structured and easy to understand format. Deliverables should be organized to serve the reader’s needs, have useful headings, use ac�ve voice, use short sec�ons and short sentences, use base verbs not hidden verbs, omit excess words, use concrete and familiar words, use lists and tables to simplify complex material, and use no more than two or three subordinate levels. Findings, conclusions, and recommenda�ons should be clear, and clearly supported by relevant evidence. Recommenda�ons require special a�en�on in their formula�on and ar�cula�on given that they need to be ac�onable, feasible, and appropriate.

● Robust dissemina�on : Taskings should include dissemina�on plans entailing audience-tailored tasking deliverables and efforts to ensure that tasking par�cipants, stakeholders, and decision-makers benefit from the tasking investment. Where appropriate or when required, deliverables should be shared on the Development Experience Clearinghouse and DRGLinks website. In addi�on, data should be made available on the Development Data Library when appropriate.