Performance Work Statement

PERFORMANCE WORK STATEMENT (PWS)

MONITORING, EVALUATION, AND TRAINING

SUPPORT SERVICES FOR INTERNATIONAL LABOR AFFAIRS

BUREAU

U.S. Department of Labor Bureau of International Labor Affairs (ILAB)

200 Constitution Avenue, N.W., Room S-5303 Washington, D.C. 20210

July 24, 2012

TABLE OF CONTENTS

1.0 DESCRIPTION OF SERVICES

1.1 Background Information

1.1.1 Mission

1.1.2 ILAB’s Technical assistance programs

1.1.3 Objective

1.2 Scope of Work

1.2.1 General

1.3 Travel Requirements

1.4 Reporting/Deliverables Requirements

1.5 Quality Control

2.0 PERFORMANCE REPORTING

2.1 Quality Assurance Surveillance Plan (QASP)

2.2 Performance Summary

3.0 GOVERNMENT FURNISHED PROPERTY AND SERVICES

3.1 Government Furnished Property

3.2 Government Furnished Information/Documents

3.3 Documentation and Records

3.4 Documentation and Records

4.0 GENERAL INFORMATION

4.1 Recognized Holidays

4.2 Place of Performance

4.3 Government Personnel

4.3.1 Contracting Officer (CO)

4.3.2 Contracting Officer’s Representative (COR)

4.4 Contractor Personnel

4.4.1 Supervision

4.4.2 Contract Liaison

4.4.3 Key Personnel

4.5 Reassignment, Removal, or Resignation of Contractor Personnel

4.5.1 Authorization Required to Replace Key Personnel

4.5.2 Notification of Intent to Change Key Personnel

4.5.3 Qualification of Key Personnel Replacement

4.6 Substitution of Contractor Personnel

4.7 Lapse in Service

4.8 Employee Conduct

4.9 Removing Employees for Misconduct, Security Reasons, or Performance

4.10 Conflict of Interest (COI)

4.11 Proprietary Data, Privacy, and Sensitive Information

4.11.1 Proprietary Information

4.11.2 Privacy Act Information

4.11.3 Sensitive Information

4.12 Performance of Services During Crisis Declared by National Command Authority

4.13 Government Performance of Service During Labor Strike

4.14 Selection of Short-Term Consultants and Sub-Contractors

5.0 ATTACHMENTS

Appendix A - Workload Estimate Appendix B - Definitions & Acronyms Appendix C - Applicable Publications/Websites Appendix D - Country Breakdown by Region

1.0. DESCRIPTION OF SERVICES

Non-personal Services: On a task order basis, the Contractor shall provide all labor, tools, and material necessary to provide Monitoring, Evaluation, and Training support services as prescribed under this Performance Work Statement (PWS).

1.1. Background Information

1.1.1. Mission: The Bureau of International Labor Affairs (ILAB) leads the Department of Labor’s (DOL) efforts to ensure that workers around the world are treated fairly and are able to share in the benefits of the global economy. ILAB’s mission is to use all available international channels to improve working conditions, raise living standards, protect workers’ ability to exercise their rights, and address the workplace exploitation of children and other vulnerable populations.

1.1.2. Background on ILAB’s Technical Cooperation Programs: ILAB funds and oversees a variety of projects that promote ILAB’s mission in over 60 countries around the world. These projects fall under two program areas: 1) the international child labor program and 2) the workers’ rights program. The international child labor program supports projects around the world to combat child labor through the provision of education and livelihood services, policy work, capacity-building, awareness-raising, and research. The workers’ rights program provides technical assistance to countries on a variety of worker rights issues other than child labor. Project goals include adopting or reforming labor laws or standards, improving labor inspectorates’ enforcement capacity, increasing awareness of fundamental labor rights, improving occupational safety and health conditions, and using the workplace to address HIV/AIDS. The international child labor program is administered by the Office of Child Labor, Forced Labor, and Human Trafficking (OCFT) while the worker rights program is administered by the Office of Trade and Labor Affairs (OTLA).

1.1.3. Objective: To acquire contract support services to assist ILAB in monitoring, measuring, evaluating and reporting on agency performance and the effectiveness of its technical assistance programs; develop project-level monitoring and evaluation systems; conduct external implementation evaluations of ILAB-funded technical cooperation projects; and provide training to ILAB staff on monitoring and evaluation topics, including newly developed performance monitoring approaches.

1.2. SCOPE OF WORK

1.2.1. General: The Contractor shall be responsible for all tasks as outlined in this PWS and attending meetings inclusive of, but not limited to, the following:

Post award meetings with DOL staff Periodic progress review meetings with DOL staff Events or trainings organized by the Contractor or otherwise necessary to meet task order objectives

1.2.2. Performance Objectives: The Contractor shall provide highly-specialized monitoring and evaluation and performance measurement experts with subject matter expertise in international development, preferably in international labor issues, to provide monitoring, evaluation, and training services and submit appropriate deliverables as required by this PWS. In meeting this objective, the Contractor shall be responsible for performing the following tasks:

1.2.3. Task 1: Provide expert consultations on measuring ILAB’s achievement of its strategic plan. The GPRA Modernization Act of 2010 was signed by President Obama on January 4, 2011. It amends the Government Performance and Results Act of 1993, revising performance planning and reporting requirements to produce more frequent, relevant data. To meet the new requirements, newly revised mission statements for DOL’s agencies were developed. Based on these mission statements, ILAB developed a series of outcome goals, output goals, and performance measures to assess the achievement of those outcomes and outputs. While output measures gauge activities or the goods and services produced or conducted, outcome measures gauge success in achieving the intended result of carrying out a program or activity. Since the third quarter of FY 2010, ILAB has collected and reported output data. At the end of FY 2011, ILAB reported outcome data for the first time. In performing the service of measuring ILAB’s achievement of its strategic plan, the Contractor shall be responsible for the following:

Review ILAB’s strategic plan, definition of its performance goal, definition of expected outcomes, and definition of corresponding indicators.

Make recommendations on improving ILAB’s strategic plan.

Make recommendations on how to define indicators and how to select the types of data that can reasonably be collected in order to measure achievement of those indicators.

Make recommendations on setting up a data collection and monitoring system to assess achievement of ILAB’s strategic plan.

1.2.4. Task 2: Review/develop a project performance monitoring approach for OTLA’s workers’ rights program. ILAB has been implementing technical assistance projects since the 1940s.

Throughout the decades various systems were used to measure project performance. In 2001, OTLA procured a contractor to develop a standard performance monitoring approach and provide training to OTLA staff on the approach. The approach has been used by OTLA program managers and Grantees to manage project implementation and strategy. The approach includes the development of: a project framework/project matrix, performance monitoring plan, data tracking table, and regular progress reports.

OTLA recognizes that over the last 11 years new approaches and techniques for monitoring performance of international development projects may have been developed and/or standardized. In performing this service, the Contractor shall be responsible for the following:

Review and assess the usefulness (to OTLA project managers, project implementers and stakeholders) and quality of the current performance monitoring approach.

Make recommendations on how the approach can be improved and/or enhanced, if necessary.

Based on recommendations and in consultation with OTLA (and subject to OTLA approval), develop a new performance monitoring approach.

Based on the new approach and in consultation with OTLA (and subject to OTLA approval), develop a training plan and training materials for educating staff, implementers, and stakeholders on the improved/enhanced approach.

1.2.5. Task 3: Develop project-level Comprehensive Monitoring and Evaluation Plans

Since 2010, OCFT has required grantees to work with an external organization and OCFT staff to develop Comprehensive Monitoring and Evaluation Plans (CMEPs). Under this task, the Contractor shall develop CMEPs for newly-funded DOL child labor elimination projects in countries to be announced and awarded to OCFT technical cooperation grantees (Grantees) through separate solicitations. These projects will be in countries located in any of the following regions: Asia, Middle East and North Africa, Europe and Eurasia, North America, Central America and the Caribbean, South America, and Sub- Saharan Africa (see Appendix D for a breakdown of countries within each region). ILAB anticipates that five (5) projects will require CMEPs during Year 1 of this contract (see Appendix A, Workload Estimate, for anticipated requirements in future years). This work shall be done in close consultation and collaboration with OCFT and its Grantees implementing the projects. The Contractor shall have sufficient staff resources available to implement this task, if necessary, in multiple countries for multiple projects during overlapping timeframes.

1.2.5.1. Purpose of Comprehensive Monitoring and Evaluation Plans. The CMEP is a tool to design and guide the process of monitoring, evaluating, and reporting on project progress towards achieving intended results and outcomes. The CMEP helps projects clearly identify the linkages between problems a project aims to address and project activities through a theory of change. Among other things, the CMEP is intended to improve project implementation and outcomes by generating greater holistic understanding of a project’s activities and goals by a greater focus on measuring outcomes. It also promotes a strong link between project monitoring and evaluation activities and a logical integration of these two elements.

1.2.5.2. Content of Comprehensive Monitoring and Evaluation Plans. Each CMEP shall be designed and tailored to fit the parameters of the individual child labor elimination projects. The CMEPs shall include the following elements and be based on the DOL-approved design of the projects:

Purpose of the CMEP;

Project description;

Project theory of change;

Results framework of performance indicators at the output, outcome, and impact levels;

Indicator reference sheets (including but not limited to targets and data sources);

A project data collection plan;

Key assumptions, risks, and mitigation strategies;

Overall plans for project evaluation;

Guidelines to outline methods and rules of data collection, storage, processing, analysis, and reporting, including responsible parties and the frequency of reporting.

1.2.5.3. The choice of performance indicators for measuring achievements shall be based on the types of data that can reasonably be collected by the projects within their overall design and approved budget, with a focus on ensuring that critical outcomes are being measured. The indicators must include the OCFT Common Indicators (as applicable to the individual project and to be provided to the Contractor) and a feasible number of project-specific indicators. Indicators must be developed according to generally accepted criteria, such as SMART (Specific, Measurable, Attainable, Realistic and Timely). Data should be disaggregated to clarify any differences between sexes and, as relevant, different age groups.

1.2.5.4. In order to ensure the CMEPs’ relevance and their effective use by OCFT projects, the Contractor shall provide capacity building and technical assistance to each of the five OCFT Grantees to facilitate the development, implementation, and updating of their CMEPs. The Contractor shall provide this capacity building and technical assistance through two in-country consultative workshops for each project for which it must develop a CMEP. These workshops will be a crucial part of the collaborative process of developing the CMEPs and will promote Grantee ownership and validation of the CMEPs.

1.2.5.5. The Contractor will have the opportunity to make an initial assessment of Grantee monitoring and evaluation capacity during meetings to take place either before or after grantee orientation sessions to be organized by OCFT in Washington, D.C. Based on this initial assessment and the Grantee’s project documentation, the Contractor shall further develop and customize its materials and tools for the in-country CMEP development workshops.

1.2.5.6. The Contractor shall develop a detailed workplan for this task with sub-sections for each individual CMEP to be developed. The workplan shall show how the Contractor will allocate staff time to the development of the five CMEPs during potentially overlapping periods of time so as to ensure continuity of progress for each plan and avoid bottlenecks. This workplan shall be updated as needed to enable proper monitoring of Contractor progress.

1.2.5.7. The Contractor shall organize and facilitate initial in-country workshops with each project no later than two months after project start-up. This initial workshop shall include a presentation by the Contractor on key concepts relating to the CMEP, elaboration of the projects’ theory of change, and development of a results measurement framework. Within 10 working days of returning from the workshop, the Contractor shall submit a trip report summarizing progress made and follow-up actions to be taken.

1.2.5.8. Within five (5) working days after return from each initial in-country consultative workshop, the Contractor shall submit to OCFT and the Grantee drafts of deliverables developed in the workshop, including, at a minimum, the project-validated draft theory of change (in diagram form), a draft results framework with indicators, and a timeline as agreed with the Grantee and OCFT for the creation, revision, and completion of the CMEP components within the allotted timeframe. For projects implemented in Spanish, French, or Portuguese-speaking countries, the Contractor will be required to translate these key documents into the local language so that stakeholders can effectively participate in their development and refinement (to be specified in individual task orders). As the CMEP is by nature a collaborative product, each component will be reviewed and revised by the Grantee and OCFT before finalization, and the Contractor will work with both parties to establish a timeline for completion of the CMEP and update the workplan accordingly.

1.2.5.9. Following the initial workshops, the Contractor shall develop the other required components of each CMEP (see paragraph 1.2.5.2. above), in consultation with the Grantee and DOL. The date for finalizing these materials will be included in the established CMEP timeline.

1.2.5.10. The Contractor shall conduct a second in-country workshop with each Grantee to provide further technical assistance in support of CMEP finalization and implementation, including refinement of data collection mechanisms. The timing of the second workshops will be determined in consultation with the Grantee and OCFT. Within 10 working days of returning from the workshop, the Contractor shall submit a trip report.

1.2.5.11. Finally, the Contractor will provide technical assistance to the projects as needed after the workshops to create and finalize high quality deliverables. This may include phone calls, video conferencing, emails, and any other forms of communication.

1.2.5.12. The Contractor shall provide an initial draft of each project CMEP no later than 6 months after project start-up.

1.2.5.13. The Contractor shall provide a final draft of each project CMEP no later than 8 months after project start-up.

1.2.6. Provide monitoring and evaluation-related training to ILAB staff. The Contractor shall provide training to OCFT staff to further develop in-house monitoring and evaluation expertise for managing and coordinating future CMEP development. The Contractor shall also provide training for OTLA Project Managers on the new performance monitoring system. The Contractor shall provide training professionals with expert knowledge of monitoring and evaluation to conduct the training and develop all necessary training materials (e.g., presentations, agendas, exercises, etc.).

1.2.6.1. Training of OCFT staff. The purpose of the training is to build OCFT monitoring and evaluation expertise and capacity to manage and potentially coordinate or lead future CMEP development. General topics to be covered include: key monitoring and evaluation and performance measurement theories and concepts; program logic and theory of change; indicator development; frameworks for assessing results (e.g., logic models and results frameworks); development of CMEPs. The training shall include both presentations on conceptual areas and practical exercises that enable students to apply the concepts and theories learned. A professional with considerable experience in the areas to be covered during the training will be needed to develop and conduct the training using practical, real-life examples.

1.2.6.2. The Contractor shall assess in-house monitoring and evaluation knowledge of ILAB staff and identify gaps where additional training is required so that OCFT staff has increased capacity to lead the development of future project CMEPs. Based on the Contractor’s assessment of staff training needs, the Contractor shall develop a training plan and training materials.

1.2.6.3. In the first year of the contract, the Contractor shall provide 5 days of training tailored to the needs of OCFT staff. The agenda of the training shall be finalized in consultation with DOL, but shall consist of two main components. The first component shall be for general program staff to familiarize them with key concepts and processes associated with developing and utilizing a CMEP. This part of the training will be conducted for a group of approximately 30 individuals. At the conclusion of this training, participants should have a good understanding of the key concepts relating to CMEP development, including program theory, results frameworks, outcome measurement, and project performance monitoring.

1.2.6.4. The second component of the training shall consist of a more intensive, rigorous training for M&E team staff and a small group of project managers with an interest in this area. This part of the workshop shall walk participants through the step-by-step process of developing a CMEP using the CMEP development toolkit (described in Section 1.2.6.5) and concrete examples from project documents and UDSOL child labor elimination projects. It should be an interactive training, requiring hands-on work and staff development and include drafting of portions of a CMEP using a DOL child labor elimination project for the exercise. Issues covered shall include but are not limited to: key considerations and pitfalls of such development processes, indicator development, and practical training on logistical, interpersonal and time management of creating CMEPs, administrative and resource considerations. This second component of the training will be for a group of approximately 10 individuals.

At the conclusion of this second component of training, participants shall:

Have the capacity to translate project proposals and plans into program theory;

Have the capacity to represent that program theory into logic models or other forms of representation such as results frameworks;

Understand how to develop project indicators based on project proposals and plans, program theory and logic models/results frameworks;

Have increased capacity to work with grantees and their partners to coordinate the development of CMEPs using the resources in the CMEP toolkit and the knowledge gained from the training.

1.2.6.5. CMEP Toolkit. In support of its training and capacity-building of ILAB staff, the Contractor shall develop a CMEP Toolkit. This toolkit will serve as a resource for OCFT staff in potentially coordinating or leading future CMEP development in coordination with OCFT Grantees. The toolkit shall include training and reference materials and step-by-step guidance for development project CMEPs. The first draft shall be submitted 8 weeks prior to scheduled training and final draft submitted two (2) weeks prior to training.

1.2.6.6. Provision of Training Materials. The Contractor will submit the initial training materials to DOL at least 8 weeks prior to the scheduled training so DOL may ensure that materials cover all DOL needs. The Contractor shall submit the training materials (including but not limited to presentations, agenda, and exercises) 4 weeks ahead of the training session. These materials are subject to requested revisions by

DOL.

1.2.6.7. Training of OTLA staff. Provide training for OTLA Project Managers on the new performance monitoring system. At the conclusion of the training project managers shall:

o Understand the new approach;

o Be able to use the data generated by the approach for project management;

o Be able to train implementers and stakeholders on the new approach; and o Use the new approach in the development of performance monitoring plans for new projects.

1.2.6.8. Conduct an evaluation (survey or other instrument) of trained staff to measure knowledge gained, satisfaction with training, and ability to conduct training.

1.2.6.9. Report to OTLA on training knowledge, ability, and satisfaction results.

1.2.6.10. Re-draft of training materials based on feedback received during and after training.

1.2.6.11. Provide final version of training materials to OTLA.

1.2.7. Task 5: Evaluate technical assistance projects. In performing this service, the Contractor shall be responsible for providing qualified professional evaluators to conduct interim and final implementation evaluations of ILAB-funded technical cooperation projects, as well as thematic or synthesis evaluations, as needs arise. Evaluators shall have extensive experience evaluating international development projects and have subject-matter expertise related to the project’s activities or thematic area. The contractor shall also provide logistical and administrative support for the evaluations.

Implementation evaluations will take place in countries where ILAB-funded projects are being implemented and when those projects are due for an interim or final evaluation. These countries may be located in any of the following regions: Asia, Middle East and North Africa, Europe and Eurasia, North America, Central America and the Caribbean, South America, and Sub-Saharan Africa (see Appendix D for a breakdown of countries within each region). Evaluations will usually cover one country, but occasionally multi-country evaluations will be required when projects are regional in scope.

At the current time, we expect the following evaluations to be carried out in Year 1:

Evaluation Region Number of Countries

Type of Evaluation

Approximate Timeframe

Central America 5 Final March 2013 Asia 1 Final March 2013 Asia 1 Mid-Term September 2012 Eastern Europe 1 Mid-Term May 2013 Asia 1 Mid-term January - March 2013 Central America

1 Mid-term June 2013

Asia 1 Mid-term January - March 2013

Other evaluations may be added in 2013 and in subsequent years at the discretion of the Government and in agreement of the Contractor, subject to funds available or additional funds provided to cover increased contract costs.

1.2.7.1. Purpose and Content of Implementation Evaluations. The implementation evaluations, which will require submissions of draft and final reports, will assess the extent to which the projects are achieving stated goals and objectives, implementation and management of the project, and make recommendations to improve project performance and relevance. In addition, the implementation evaluations shall assess whether the project has been implemented as planned and identify promising practices and lessons learned.

The purpose of interim implementation evaluations covered under this contract is the following:

Assess the relevance of the project in the cultural, economic, and political context in the country, as well as the extent to which it is suited to the priorities and policies of the host government;

Determine whether the project is on track toward meeting its objectives and identify the challenges and opportunities encountered in doing so;

Provide conclusions, lessons learned, and recommendations;

Assess the effectiveness of the project’s strategies and the project’s strengths and weaknesses in project implementation and identify areas in need of improvements; and

Assess project sustainability at local and national levels and among implementing organizations, and identify steps to enhance the sustainability.

1.2.7.2. The purpose of final implementation evaluations covered under this contract is the following:

Assess if the project has achieved its objectives and indentify the challenges encountered in doing so;

Assess the intended and unintended effects of the project;

Assess lessons learned and good practices from the project design (i.e. strategies and models of intervention) and experiences in implementation that can be applied in current or future projects in the focus country(ies) and in projects designed under similar conditions or target sectors; and

Assess whether project activities can be deemed sustainable at the local and national level and among implementing organizations.

1.2.7.3. All project evaluations should address issues of project design, implementation, management, and coordination. The evaluations will serve as an important accountability function as well as learning tool for DOL and its grantees.

1.2.7.4. A Terms of Reference (TOR), based on an ILAB-approved template, will be initiated by the Contractor in consultation with the evaluation team leader, COR, and project manager. The TOR will be tailored to the context and circumstance of each individual evaluation and will be finalized before the evaluation team travels to project locations. The TOR will include questions relating to the following areas:

Relevance Effectiveness Efficiency Sustainability Impact (to the extent possible) Other special areas of interest (as appropriate)

1.2.7.5. For each evaluation, the Contractor is expected to:

Initiate evaluation procedures, including an evaluation launch call with ILAB staff for each individual evaluation approximately four months prior to the proposed field dates (or at earliest possible date should award date not permit this);

Secure the services, at least three and one-half (3.5) months prior to evaluation fieldwork, of highly skilled, independent evaluators who have experience in international labor issues and are pre-approved by ILAB, to conduct the evaluations (or at earliest possible date should award date not permit this);

Solicit input from the grantee on evaluation objectives and questions for incorporation into the evaluation TOR;

Initiate a draft TOR and submit to ILAB for review and approval two months prior to start of fieldwork;

Arrange for a logistics call with the grantee and ILAB to ensure that all roles and responsibilities with respect to the evaluation are clear;

Provide, for ILAB approval, 10 working days prior to evaluator’s departure, an evaluation itinerary and list of stakeholders to be invited to the evaluation stakeholders meeting;

Maintain responsibility for managing the workload of the evaluators/evaluation teams and ensuring a high-quality evaluation report meeting all requirements spelled out in the TOR;

Making international and local travel arrangements for the evaluator/evaluation team in the conduct of the evaluations;

Arrange for a post-evaluation debriefing between the evaluator and appropriate ILAB staff;

Provide an initial draft to ILAB and the grantee for 48-hour review for factual inaccuracies or highly sensitive issues;

Provide a draft for full review by ILAB, grantee, and other key stakeholders;

Consider stakeholder comments, revise the report as appropriate, and re-submit the draft report along with a comments matrix explaining how each comment was addressed by the evaluator;

Provide a final, copy-edited evaluation reports to ILAB. The report shall be provided in an electronic, Section 508-compliant format as well as in hard copy (4 copies). The electronic submission shall include two (2) versions: one version complete with all appendices and a second version without appendices that include personally identifiable information (PII) such as names and/or titles of individuals interviewed.

1.2.7.6. All evaluation reports will be written in English.

1.3. Travel Requirements (Not-to-Exceed/Other Direct Costs): The Contractor shall provide all logistical and administrative support for their work, including international and local travel arrangements.

Travel and per diem expenses (both international and domestic) will be reimbursed consistent with the substantive provisions of the Federal Travel Regulations, and the not to exceed amounts specified in this contract. The Contractor will provide the COR supporting documentation with invoices. Contractor employees are authorized to travel to Government agencies as determined necessary by the COR.

U.S.-based and third-country evaluators and other personnel are not permitted to travel until ILAB has received country clearance from the State Department and ILAB has notified the Contractor, in writing, of this clearance. To ensure this occurs prior to the planned departure date, travel details including estimated costs for each traveler must be finalized and submitted to ILAB no later than three weeks prior to the desired departure date. If any major holidays occur during those three weeks, travelers should submit finalized details earlier.

While travelers may cancel trips at any time, ILAB will not permit any amendments to a clearance cable (e.g., for changes in dates of travel, or changes in the indentified traveler) less than three (3) weeks prior to the desired date of departure, except under extenuating circumstances, as determined by the COR.1.3.1. Other Direct Costs (NTE) CLIN: The Contractor shall notify the COR when the amount cited in the contract is 80% expended. In no case shall the Contractor continue performance that will result in expenses that exceed the not-to-exceed (NTE) amount.

1.4. Reporting/Deliverables Requirements. The Contractor shall prepare and submit reports, data, and other documents as required by this PWS and as specified in the table below. Contractor format is acceptable, unless otherwise specified herein. Submissions, however, must be compatible with current Microsoft Office Products (Word, Excel, Power Point, etc) and/or Adobe versions as specified by the

COR.

Deliverable Task Ref

Frequency/ date due*

# of Copie s

Medium/ Format Submit To

Task 1: Measure ILAB’s achievements of its strategic plan

Draft written recommendati ons on improving

ILAB’s strategic plan

1.2.3

Once/due 45 calendar day following award of contract

PDF

and/or Word File

COR

Finalized written recommendati ons on ILAB strategic plan indicators and data collection system

1.2.3

Once/30 calendar days after

COR

approval of draft written recommend ations on improving

ILAB’s strategic plan

PDF

and/or Word File

COR

Task 2: Review/develop a project performance monitoring approach for OTLA

Draft written analysis of

OTLA project performance monitoring system and recommendati ons for changes

1.2.4

Once/due 90 calendar days following award of contract

PDF

and/or Word File

COR

Final written draft of new performance monitoring approach

1.2.4

Once/30 calendar day after

COR

approval of performanc e monitoring recommend ations

PDF

and/or Word File

COR

Task 3: Develop Comprehensive Monitoring and Evaluation Plans (CMEPS) for child labor projects

Overall Workplan for

CMEP

Development

1.2.5.

Once/Due with proposal 1 PDF or

Word File COR

Detailed work plans for each project

1.2.5.

Once for each project and as needed thereafter to account for necessary adjustments

TBD,

depending on software used

COR

Draft presentation materials for initial CMEP workshops:

introduction to key conceps of M&E and

CMEPS

1.2.5.

Once/four weeks prior to first grantee

CMEP

workshop

Word File or

Powerpoi nt

COR

Final presentation materials for initial CMEP worshops, taking into account ILAB comments

1.2.5.

Once/no later than 4 weeks prior to first grantee

CMEP

workshop

Word File or

Powerpoi nt

COR

Draft visual theory of change for each project

1.2.5.

Once for each project/2 weeks prior to each

CMEP

workshop

1 Word File COR

Trip Report from initial

CMEP

Workshop

1.2.5.

Once for each project/10 working days after return from trip

1 Word File COR

Trip Report from Second

CMEP

Workshop

1.2.5.

Once for each project/10 working days after return from trip

1 Word File COR

Draft results or outcome framework and project-validated visual theory of change

1.2.5.

Once for each project/5 working days after return from each grantee workshop

Word File or other software if agreed upon with

COR

COR

Draft of other

CMEP

components

1.2.5.

Once for each project/dea dline to be included in project-specific

CMEP

timelines

1 Word File COR

Draft CMEP 1.2.5.

Once for each project/ deadline to be included in project-specific

CMEP

timelines but no later than 6 months

1 Word File COR after project startup

Finalized CMEP, taking into account all comments

1.2.5.

Once for each project/ deadline to be included in project-specific

CMEP

timelines but no later than 6 months after project startup

1 PDF or Word File COR

Task 4: Provide CMEP-related training to OCFT staff

Initial draft

CMEP

development toolkit

1.2.5.

and 1.2.5.

Once/8 weeks prior to training date

1 Word file COR

Final CMEP development toolkit

1.2.5.

and 1.2.5.

Once/1 week prior to training

PDF or World Filel

COR

Initial draft materials for trainings

1.2.5.

Once/4 weeks prior to training

Powerpoin t, Word File

COR

Final materials for training

1.2.5.

Once/1 week prior to training

Powerpoin t, Word File

COR

Complete 5 days of training

1.2.5.

Once 1 N/A N/A

Written training plan for new

OTLA

performance monitoring approach

1.2.4

Once/30 calendar days after

COR

approval of final written draft of new performanc e monitoring

PDF

and/or Word File approach

Training materials for new OTLA performance monitoring approach

1.2.4

Once/ 3 month after

COR

approval of the written training plan

1/15

One master

Word and PDF File and 15 hard copy

COR

Complete 5 days of training for new

OTLA

performance monitoring approach

1.2.5.

Once 1 N/A N/A

Trainings and reports on training knowledge, ability, and satisfaction for new

OTLA

performance monitoring approach

1.2.4

15 working days following each training module as stipulated in the training plan

PDF

and/or Word File

COR

Re-draft of training materials for new OTLA performance monitoring approach

1.2.4

Once/30 calendar days following

COR

approval of the report on training knowledge, ability and satisfaction

PDF

and/or Word File

COR

Final version of all training materials 1.2.4

Once/10 working days following the COR approval of the re-draft of the training materials

1/15

One master

Word and PDF File and 15 hard copy

COR

Task 5: Evaluate technical assistance projects (child labor and worker rights)

Resume(s) of proposed evaluator candidate

1.2.6.

Once per evaluation/

3.5 months prior to start of evaluation fieldwork

1 PDF or Word File COR

Detailed field itinerary and draft list of stakeholders to be invited to stakeholders meeting

1.2.6.

Once per evaluation

/10 working days prior to evaluator’s departure

1 PDF or Word File COR

Draft Terms of Reference

1.2.6.

Once for each evaluation/ 2 months prior to field work

1 Word File COR

Final Terms of Reference

1.2.6.

Once for each evaluation/ 10 working days prior to start of field work

PDF

and/or Word File

COR

Initial Draft Evaluation Report (for

48-hour review)

1.2.6.

Once for each evaluation/ 13 working days following end of field work

1 Word File COR

Draft Evaluation

Report for full review

1.2.6.

Once for each evaluation/ 1 working day following resolution of issues (if any) raised in 48-hour review

1 Word File COR

Revised draft evaluation report and comments

1.2.6.

Once for each evaluation/ No later

1 Word File COR matrix than 10 working days after all comments received

Final copy-edited report

1.2.6.

Once/No later than

21 working days of report approval electr onic and 4 hard copy

Section 508-compliant PDFs (one without PII) and bound hard copies

* These dates may be modified based on a written request and approval of such request by the COR.

1.5. QUALITY CONTROL

The Contractor shall provide a quality control plan, to be submitted with the proposal, which will outline the steps the Contractor will take to ensure services are performed in accordance with this PWS and that contractor performance is in compliance with the requirements of the contract. The Contractor shall develop and implement procedures to identify, prevent, and ensure non-recurrence of services below the acceptable level. As a minimum, the Contractor’s quality control plan shall address its methodology/procedures to be utilized by the Contractor in achieving the Government’s objective within acceptable levels of quality outlined in the Performance Requirements Summary.

2.0. PERFORMANCE MONITORING

2.1. Quality Assurance Surveillance Plan (QASP). The Government will monitor and measure the Contractor’s service outputs utilizing a Quality Assurance Surveillance Plan (QASP) to determine if services provided are satisfactorily performed and meet requirements of the PWS. A variety of surveillance methods that may be used by the COR in performing this function include the following:

Regular conference calls with ILAB staff;

Sharing of proposed CV’s, draft curriculum, draft evaluations, and other deliverables with ILAB before their finalizations;

ILAB Staff Feedback Project (Grantee) Feedback Post-training surveys

2.2. Performance Summary. The following table summarizes the objectives to be met by the Contractor, the performance standards to be applied, the method of surveillance, and the minimum acceptable levels of services provided.

PERFORMANCE

OBJECTIVE

REFERENCE PERFORMANCE STANDARD METHOD OF SURVEILLANCE

Task 1: Measure ILAB’s achievements of its strategic plan

Improved strategic plan, especially

1.2.3 ILAB strategic plan is coherent with a strong and

logical link between definitions of goals, ILAB review of Contractor recommendations definition of outcomes and outcome and output indicators outcomes, outputs, inputs, and indicators.

Elements of strategic plan should be necessary and sufficient to achieving ILAB’s performance goal and reasonably attributable to ILAB efforts.

Feasible data collection system for measuring achievement of ILAB’s outcome and output goals

1.2.3 Definition of indicators measuring ILAB’s

progress in achieving its strategic plan, types of data to be collected, and data collection system measures both the achievement of outputs and the outcomes ILAB hopes to achieve in improving worker rights and livelihoods. Data collection system is also practicable and feasible to complete on a quarterly and/or annual (depending on type of indicator) basis.

ILAB review of Contractor recommendations, ILAB use of Contractor-recommended data collection system, feedback from ILAB contractors, grantees, and partners participating in data collection

Task 2: Review/develop a project performance monitoring approach (OTLA)

Improved performance monitoring approach for workers’ rights program

1.2.4 OTLA’s performance monitoring approach, types

of data to be collected, and data collection system measures the impact and changes OTLA hopes to achieve in funding projects aimed at improving worker rights and livelihoods. Data collection system is also practicable and feasible and collects data on changes that can reasonably be attributed to ILAB efforts

ILAB review of Contractor recommendations, ILAB use of Contractor-recommended data collection system, feedback from ILAB contractors, grantees, and partners participating in data collection

Task 3: Develop CMEPs

Comprehensive Monitoring and

Evaluation Plans developed

1.2.5.5 CMEPs respond to the above PWS requirements

and are tailored to project needs. Contractor efficiently manages the draft and review process of each deliverable to ensure close collaboration with ILAB and grantees. Contractor staffing plan avoids bottlenecks and delays as CMEPs are developed in multiple countries. Drafts are submitted in a timely fashion, and Contractor responds to and appropriately addresses comments received by ILAB and grantees. Final product is copy-edited and free of errors.

ILAB review of all submitted materials; feedback from ILAB grantees, OCFT project managers and evaluation team staff.

Task 4: Provide training to OCFT staff on CMEP and to OTLA staff on new monitoring approaches

Build knowledge and capacity of ILAB staff on CMEP-related issues

1.2.6-1.2.6.6 Training materials fit the needs outlined in the PWS, and Contractor is responsive to any DOL requests for changes to the topics covered by materials. Trainer is highly experienced and can draw upon experiences to explain concepts and respond to questions. The majority of participants indicate via post-training survey that training provided increased competency in the area of M&E and CMEPs. CMEP development toolkit is well-designed and user friendly.

ILAB review of all submitted materials and presentations;

feedback from post-training survey

Comprehensive and effective training program on OTLA Improved performance monitoring approach for workers’ rights program

1.2.6.7-11 Training program for performance monitoring system covers all aspects of monitoring and evaluating international development projects, from project design to long-term impact.

Training program for performance monitoring system shall increase ILAB staff knowledge of best practices, state-of-the-art techniques, and recent developments in monitoring and evaluating international development projects.

ILAB review of training curriculum Post-training survey or assessment of participants, observation during training sessions

Task 5: Evaluate technical assistance projects

Qualified project 1.2.7 Proposed evaluators have the relevant education Review of résumés and CVs of evaluators and/or experience to complete high-quality evaluations of project implementation.

proposed consultants

Efficient execution of project evaluations

1.2.7.5 The development and implementation of project

evaluations shall be efficient, cost-effective, and completed within the timeframes given. All requested deliverables shall be complete and on-time.

Progress reports, customer feedback, inspection of deliverables, observation

Comprehensive, accurate, well-written evaluation reports

1.2.7.5 All evaluation reports shall comprehensively

address all elements included in agreed-upon evaluation TORs, accurately reflect the situation on the ground, and be well-written, needing few grammatical or typographical corrections. Final deliverable should be copy-edited and submitted in a Section 508-compliant format.

Review of evaluation reports;

project manager and evaluation team feedback.

3.0. GOVERNMENT FURNISHED PROPERTY AND SERVICES

3.1. Government Furnished Property: Reasonable utilities such as rooms, phone access, projection screens for the purpose of facilitating trainings. All Government property and equipment will remain the property of the Government and will be returned to the COR at the end of the trainings.

3.2. Government Furnished Information/Documents. Information and documentation pertinent to the performance of the specified tasks will be made available to the Contractor. This information includes, but is not limit to, Grantee project proposals and other project documentation.

3.3. Government Furnished Services. None.

3.4. Documentation and Records. All products and deliverables developed under this PWS shall become the property of the U.S. Government.

4.0. GENERAL INFORMATION

4.1. Recognized Holidays: The Contractor is not required to perform services on the holidays listed below.

New Year’s Day Labor Day Martin Luther King, Jr. Day Columbus Day President’s Day Veteran’s Day Memorial Day Thanksgiving Day Independence Day Christmas Day

4.2. Place of Performance: The primary location of the work will be the contractor’s site(s) or the sites of its subcontractors. The contractor will be required to travel internationally to conduct evaluations. The contractor will be required to travel to Washington, D.C. for key meetings (such as a kick-off planning meeting and Grantee orientation sessions) and to conduct training and give presentations as necessary.

The contractor is responsible for all travel costs. These meetings and trainings will take place at the U.S.

Department of Labor, Francis Perkins Building, 200 Constitution Avenue, N.W., Washington, D.C. 20210.

4.3. Government Personnel

4.3.1. Contracting Officer (CO): The CO is the only person authorized to approve changes in any of the requirements under the PWS and any provisions contained elsewhere in the contract. In the event the contractor implements any such changes at the direction of any person other than the CO, the change is considered to have been made without authority.

4.3.2. Contracting Officer Representative (COR): The COR is a representative from the requiring activity and is appointed in writing by the Contracting Officer to monitor contract performance. The COR represents the Contracting Officer regarding all matters of a technical nature only and has no direct or implied authority to change the terms of the contract. The COR is the direct interface with Contractor personnel during the performance of this requirement.

4.4. Contractor Personnel

4.4.1. Supervision: The contractor will provide supervision for all contractor personnel. Contractor personnel shall not be supervised by Government employees. The Contractor shall be responsible for ensuring employees assigned under this contract comply with all PWS requirements, installation requirements, and legal requirements as applicable to this PWS.

4.4.2. Contract Liaison: The Contract Liaison (CL) and his/her alternate shall be identified and submitted in writing to the Contracting Officer. This individual or designated alternate shall serve as the direct interface between the Contractor and the Government regarding contractual matters and personnel performance of the work. The CL and alternate shall have full authority to act on behalf of the Contractor.

The CL and alternate(s) must be able to read, write, and communicate fluently in English. The CL shall immediately notify the Contracting Officer’s Representative (COR) of any situations impacting contract performance.

4.4.3. Key Personnel. The following personnel are considered key personnel by the government:

Project Manager. The Project Manager will have primary responsibility over insuring that all tasks under this contract are of the highest quality and are completed on time. He/she will manage workflow among various sub-contractors and others contributing to the work performed under this

PWS.

Lead Monitoring and Evaluation Expert and Trainer(s). The lead Monitoring and Evaluation Expert(s) will be responsible for executing all work related to the development of comprehensive monitoring and evaluation plans and other monitoring and evaluation and performance measurement-related tasks. The trainer(s) will have primary responsibility over the development of a training plans, training curriculum, training materials and delivery of the training. The same individuals, if appropriate, may perform these two related tasks so as to capitalize on his/her expertise in monitoring and evaluation in performing the training. Offerors need to take into account the necessity of having sufficient personnel assigned to the monitoring and evaluation tasks as CMEPs will sometimes need to be developing simultaneously in multiple countries.

4.5. Reassignment, Removal, or Resignation of Contractor Personnel.

4.5.1. Authorization Required toReplace Key Personnel. No replacement of key personnel shall be made by the Contractor without the written consent of the Contracting Officer.

4.5.2. Notification of Intent to Change Key Personnel. Prior to any key personnel reassignment, removal, or resignation, the Contractor shall provide written notification at least 14 calendar days in advance to the COR and shall submit justification (including proposed substitutions and their resumes) in sufficient detail to permit evaluation of the impact of the proposed change on the program and its schedule.

4.5.3. Qualifications of Key Personnel Replacement. Any replacement candidate must have the same or better qualifications as the person released. Resumes of replacement Key Personnel must be provided to the Contracting Officer’s Technical Representative for review and concurrence prior to performance of work by the individual under consideration.

4.6. Substitution of Contractor Personnel: In the event an employee assigned to this contract is terminated or quits, the Contractor shall immediately notify the Contracting Officer or authorized COR of the personnel change. The Contractor shall coordinate any changes in personnel with the CO or representative prior to assigning a new individual to the PWS project.

4.7. Lapse in Services

The Contractor shall ensure there is no lapse in day-to-day services required under the PWS. The Contractor shall maintain a staffing level that provides for employee substitution. Substitute employees must be qualified, experienced and equipped to readily taken on responsibilities required in performing day-to-day services required under the PWS.

4.8. Employee Conduct: All Contractor employees (Key personnel and non-key personnel) shall present a professional appearance at all times, must comply with the rules and regulations of individual work sites where work is performed and their…