Draft Performance Work Statement (PWS) - LAC ISC 2.pdf

DRAFT PERFORMANCE WORK STATEMENT

C.1 Title C.2 Purpose

C.3 BACKGROUND

C.4 REQUIRED SERVICES

C.4.1 Administrative Support C.4.2 Communications and Outreach C.4.3 Programmatic Support C.4.4 Technical Advisory Support C.4.4.a Agriculture and Food Security C.4.4.b Climate Change, Environment, and Energy C.4.4.c Democracy, Human Rights, and Governance C.4.4.d Economic Growth, and Trade, and Informal Sector Productivity C.4.4.e Education and Youth Development C.4.4.f Gender Equality and Women’s Empowerment C.4.4.g Health C.4.4.h Localization C.4.4.i Migration and Integration C.4.4.j Water and Sanitation C.4.4.k Digital Development C.4.5 Facilitation, Coaching, and Mentoring

C.5 CONTRACTOR PERSONNEL

C.6 KEY PERSONNEL

C.6.1 Program Director C.6.2 Finance Specialist

C.1 Title

The title of this contract will be the LAC Bureau Institutional Support Contract (ISC) 2.

C.2 Purpose

The purpose of this contract will be to provide non-direct hire staffing support services to the USAID Bureau for Latin America and the Caribbean (USAID/LAC) and its Missions overseas. The contractor will recruit, hire, and maintain technical, advisory, professional, operational, and administrative support staff that will supply services to support LAC Washington offices and LAC Missions in accomplishing Agency priorities.

C.3 BACKGROUND

USAID's LAC Bureau responds to critical development challenges in the region, promoting the U.S. Government's (USG) priorities of stable and prosperous democracies, thriving economies, secure borders and cooperative neighbors in the Western Hemisphere. This is aligned with the principal goal of the Department of State/Bureau for Western Hemisphere Affairs (WHA) and USAID/LAC Bureau Joint Regional Strategy to “advance the interests of the American people, including their safety and economic prosperity, by fostering strong democracies in the Western Hemisphere that deliver for people, honor the dignity and rights of all persons, and promote inclusive, safe, prosperous, and climate-resilient societies.”

The LAC Bureau is composed of 20 operating units, which includes 14 bilateral Missions; three sub-regional programs; two non-presence programs (Cuba and Venezuela); as well as a Washington-based technical services and regional portfolio covering the Western Hemisphere.

With almost 1,000 Washington and field-based staff, LAC manages an annual portfolio of more than $1 billion, featuring high-profile USG programs in sectors such as citizen security, democracy and governance, economic growth, health, infrastructure, environment, and energy.

The stability, security, and prosperity of LAC countries are tied to those of the United States. As such, the Administration and Congress have taken a keen interest in the LAC region on issues including addressing historic levels of migration in the region; supporting longer-term security and prosperity in Haiti; countering malign People’s Republic of China (PRC) influence in the region; supporting democratic openings while addressing democratic backsliding; and protecting the environment and building resilience to natural disasters. In order to effectively respond to these priorities and build on existing successful programs, USAID/LAC and Missions throughout the region need technical and institutional support to quickly act and address priorities for the United States and host governments of the countries in the region. This includes pushing for greater effectiveness, efficiency, and focus in USAID’s programming and enhancing the results already achieved in critical places such as Central America, Colombia, Peru, and other countries in the Hemisphere. To achieve this goal, LAC Washington and its Missions require highly capable, agile, and strategically-focused expertise that will ensure its core programs and the Agency’s high priority initiatives can be implemented in a timely and efficient manner.

For several years, USAID/LAC has used various non-direct hire staffing mechanisms to assist its direct hire staff in meeting USAID/LAC and Agency priorities by filling critical skills gaps to meet staffing needs resulting from the advent of new priorities, the need for highly specialized skill set requirements, and attrition of staff at various levels. This contract will continue to provide non-direct hire support services to the LAC Bureau and its Missions.

C.4 REQUIRED SERVICES

USAID/LAC requires staffing support services for LAC Washington and LAC Missions overseas.

This contract will provide support staff in the areas of:

1. Administrative Support

2. Communications and Outreach

3. Programmatic Support

4. Technical Advisory Support

a. Agriculture and Food Security

b. Climate Change, Environment, and Energy

c. Democracy, Human Rights, and Governance

d. Economic Growth, Trade, and Informal Sector Productivity

e. Education and Youth Development

f. Gender Equality and Women’s Empowerment

g. Health

h. Localization

i. Migration and Integration

j. Water and Sanitation

k. Digital Development

5. Facilitation, Coaching and Mentoring

The support services provided under this contract will assist LAC in achieving its program priorities by providing staff on both long and short-term basis, to include U.S. citizens, permanent residents, local and foreign staff. Long-term technical assistance (LTTA) is defined as positions that are required for one year or more. Short-term technical assistance (STTA) is defined as positions that are required for less than one year.

During the course of this contract the contractor must:

● Recruit, hire, and maintain contractor staff that will be placed in specific, non-direct hire positions co-located in USAID/Washington offices or Missions. Position Descriptions (PDs) will be developed by the contractor in consultation with USAID. Contracting Officer’s Representative (COR) approval will be required on final drafts of the PD before recruitment may begin.

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

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

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

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

● Maintain a time and attendance system in which the hours of duty, telework hours, leave, and training of the contractor’s employees are properly requested, coordinated, approved, and recorded based on verification with the appropriate USAID/LAC manager.

Requests for contractor employees to telework must be approved in advance by their USAID manager before approval by the contractor supervisor.

● Manage travel logistics and passport/visa requirements (airline reservations, hotels, etc.)

and all applicable details pertaining to an employee or consultant’s overseas deployment (STTA or TDY) outside of group travel with Mission staff, including swiftly processing all staff reimbursements. Staff containing travel requirements in their PD must be prepared to travel within two to four weeks’ notice, as required by USAID.

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

● Ensure a comprehensive onboarding process for all contractor staff, including an employee orientation that outlines the specific goals and work environment where the position is located; overview of benefits; corporate values; and professional growth and advancement opportunities within the contractor organization, as applicable.

● Make professional growth and advancement opportunities available for each position, particularly those at lower grade levels. Professional growth opportunities include training opportunities in addition to any USAID-required training required for the position. Training and courses with costs that may be applicable to the contract must be approved in advance by the COR. If USAID requires a specific training for contractor staff, the COR will inform the contractor and the contractor must comply.

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

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

COR.

Given the requirement for contractor employees to co-locate with USAID staff and interact on a daily basis, it is important to LAC Bureau that the most appropriate individual be chosen for each position. Therefore, once a PD has been approved by the COR and recruitment has begun, the contractor will share the CVs of a “short list” of qualified candidates for the position with USAID.

USAID will return to the contractor a list of preferred candidates for the contractor’s consideration. Once the contractor has selected their top candidate for a position, USAID may, at USAID’s discretion, hold one conversation (via phone or in person) prior to the final selection of the candidate. Following the conversation, USAID will inform the contractor if there are any objections to the hiring of that individual. Communication by USAID to the contractor of an “objection” or “no objection” does not constitute USAID approval/disapproval of a candidate, as these are contractor employees, not USAID direct hires. The contractor will make the final hiring decision and is ultimately responsible for providing qualified individuals to perform the specific PDs.

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

The illustrative primary tasks to be carried out by contractor employees are summarized in the descriptions below. It is important to note that it is impossible to state with precision what tasks the contractor will be called upon to complete, as this is a demand-driven process. The staffing needs illustrated may range from junior to senior level staff. Position descriptions may be created which combine the services described below. Certain positions that are assigned to LAC Washington may occasionally travel to USAID Missions on temporary duty assignments (TDYs) to provide assistance.

C.4.1 Administrative Support

The contractor must provide administrative support for USAID/LAC, which includes provision of all aspects of administrative management, correspondence, and records management as requested by USAID/LAC.

Administrative support activities may include, but are not limited to:

● Providing scheduling, organizational, and logistical support for meetings, workshops, conferences, and retreats.

● Preparing talking points, briefing papers, and official correspondence; distributing correspondence cables and program documents.

● Monitoring, restocking, and requesting the order of office supplies.

● Maintaining contact lists, visitor lists, and calendars.

● Preparing LAC staff for key meetings, events, conferences, travel, etc. by coordinating with office directors and other appropriate parties on briefers and pre-briefs.

● Reviewing documents and correspondence for format, grammar, content, and messaging prior to obtaining Bureau or Office leadership signature.

● Maintaining electronic and hard copy files in compliance with Agency policy.

● Appropriately maintaining classified information (up to the SECRET level), including the classified safe and duty log, and ensuring that classified files are organized in accordance with federal and Agency regulations.

● Managing schedules for assigned staff.

● Logging, processing, tracking, and filing all incoming and outgoing correspondence.

● Receiving and responding to incoming calls and visitors.

● Ensuring that briefing and nightly folders for LAC leadership contain all relevant information for the following day’s events and activities.

● Drafting emails for LAC leadership in response to correspondence. If requested, represent the LAC Front Office in the Administrator’s scheduling meetings.

● Arranging travel, including itineraries, transportation, and lodging; assisting in the preparation of travel authorizations and vouchers. As needed, accompany Bureau staff on overseas travel to provide administrative and logistics support.

● Serving as lead or alternate Point of Contact (POC) on scheduling and coordinating with the Administrator's Office.

● Communicating regularly with all LAC Front Office staff to ensure they are aware of major meetings, scheduling changes, and deadlines.

● Providing assistance for events and high-level visitors.

C.4.2 Communications and Outreach

The contractor must provide broad internal and external communications and outreach support for USAID/LAC. Duties include supporting external outreach efforts, developing and implementing a comprehensive outreach and communications strategy, preparing and disseminating regular situation reports on USAID programs in Latin America and the Caribbean, and developing content for the Bureau or Mission webpages to include program information and results.

Illustrative examples of Communications and Outreach activities include the following:

● Defining goals and strategies for improving the quality, consistency, and effectiveness of communications and outreach.

● Coordinating public information functions.

● Ensuring consistency of message in USAID products, including USAID branding and marking.

● Identifying target audiences for information dissemination and outreach.

● Identifying strategic opportunities for new publications and products, and creating them.

● In collaboration with the USAID Bureau of Legislative and Public Affairs (LPA) and

Department of State public affairs officers, conducting media outreach, drafting press releases, and preparing responses to media queries.

● Maintaining effective coordination with other relevant USG public information officials.

● Providing editorial advice, content support, and contacts to develop and improve communication skills of senior staff and others communicating with Congress, the media, and the general public.

● Creating and reviewing fact sheets, situation reports, talking points, speeches, public presentations, and briefing materials for external audiences including the public, the media, Congress, foreign governments, NGOs, civil society organizations, and international organizations.

● Providing graphic design services for public-facing products.

● Assembling information for, and drafting responses to, Congressional and public inquiries.

● Interviewing beneficiaries and partners for outreach purposes.

● Photographing events, USAID activities, and program beneficiaries for outreach purposes.

● Supporting USAID/LAC staff in developing publications such as electronic newsletters, annual reports, project reports, or special publications and briefs.

● Providing assistance in developing and maintaining the LAC websites and other social media outlet activity using innovative new ideas for delivery.

● Developing a sustainability plan for the maintenance of the LAC websites that considers ongoing Agency efforts and best cost and efficiency options.

● Drafting and assembling reports, briefing books and other materials for all levels of government including USAID/LAC; other USAID offices, Bureaus, and Missions; the Department of State; and other USG agencies.

C.4.3 Programmatic Support

The contractor must provide broad program analysis and operational support for USAID/LAC.

Staff hired by the contractor will be responsible for assisting in program planning, acquisition and assistance, budget, monitoring and evaluation, and reporting. Duties include tracking and assisting with responses to Congressional, public, and inter-agency inquiries in coordination with USAID staff, the interagency, and other partners. Support may be required in specific technical areas to provide assistance with project planning and implementation.

Illustrative examples of Programmatic activities include the following:

● Assistance in designing, planning, implementing, monitoring, evaluating, coordinating, and reporting on activities to ensure they are efficiently and effectively implemented in a manner that achieves the objectives of USAID, to include serving as an Activity Manager for USAID activities.

● Preparation of budget planning tables and justification documents for internal, inter-agency, and Congressional audiences.

● Preparation of activity, project, program, and country strategy reports.

● Providing technical advice on the feasibility, appropriateness, and value of proposed activities or changes in activities.

● Supporting liaison and coordination with other donors, NGOs, civil society groups, other

USG agencies, Congress, members of the press, and host government officials.

● Preparing responses to inquiries from USAID leadership, Congress, other USG agencies, the media, diaspora communities, and the general public.

● Preparing memoranda, talking points, briefing papers, and official correspondence for senior leadership.

● Coordinating and reviewing USAID responses to unsolicited proposals.

● Developing documents for the design of acquisition and assistance awards.

● Assisting with strategic planning at the sectoral, institutional, and national levels.

● Conducting sectoral analyses and assessments that inform strategic approaches and

Country Development and Cooperation Strategies (CDCS).

● Disseminating best practices and sharing of lessons learned.

● Supporting a monitoring and evaluation community of practice in the LAC Bureau.

● Assisting in the development and maintenance of digital systems for consolidating and managing LAC’s publications, reports, briefers, and data.

● Maintaining a filing system, including records retirement for LAC offices, both paper and electronically.

● Assisting in the development of program documents, such as waivers, authorization documents, action memos, and congressional notifications.

● Scheduling and organizing program, portfolio, and strategic objective reviews.

● Assisting USAID/LAC staff with pulling reports, uploading information, and making requisitions in program management and financial systems.

C.4.4 Technical Advisory Support

The contractor must provide broad technical and management support for USAID/LAC in the thematic or geographic sectors that the Bureau prioritizes. This may include areas such as health, environment, democracy and governance, education, economic growth, and citizen security, among others. A brief description of each sector is provided below. Technical advisory support includes assistance with sector assessments, program design, performance evaluations, and other components of the USAID program cycle.

Illustrative examples of Technical advisory support activities include the following:

● Providing guidance and assistance to USAID Missions, implementing partners, and stakeholders. This may include assisting Missions or Washington with activity design, monitoring, or sustainability planning.

● Serve as an Activity Manager for USAID activities.

● Ensuring adherence to Agency and USAID/LAC guidance, policies, processes, and procedures.

● Planning and coordinating of project/activity design in LAC and contributing to overall portfolio design.

● Coordinating with relevant USAID staff and programs and participating in selected

Agency technical working groups related to the LAC Bureau.

● Contributing to updates on program budgets and semi-annual portfolio reviews.

● Developing briefers and other communications materials related to sector issues.

● Responding to Congressional or public inquiries.

C.4.4.a Agriculture and Food Security

USAID is advancing global food security by helping families and individuals meet their need for a reliable source of quality food and sufficient resources to produce or purchase it. This, in turn, supports global stability and prosperity. By addressing the root causes of hunger, USAID is increasing economic opportunity and growth among vulnerable communities.

C.4.4.b Climate Change, Environment, and Energy

All countries depend heavily on their environment and effective, sustainable use of plentiful natural resources is critical to economic development and prosperity in the region. Increased clean and renewable energy is also critical for averting the worst potential impacts of climate change. USAID helps communities better manage and benefit from their natural resources and transition away from fossil fuels to clean energy and improve their energy efficiency and climate resilience by:

● Supporting programs that advance the use of and financing for clean energy technology and energy efficiency including the mobilization of private and public investment in adaptation, clean energy, and sustainable landscapes funding.

● Supporting land tenure policies and resource rights, giving people the right to own and manage natural resources responsibly.

● Fighting deforestation and planting trees, so that forests continue to provide clean water and air, improve agricultural productivity, slow the rate of climate change, counter desertification, and support economic growth.

● Promoting high integrity carbon markets that drive real decarbonization to include generating revenue and advancing laws or policies to strengthen standards, transparency, and market integrity.

● Protecting biodiversity, so that people don’t lose essential goods and services generated by in-tact and functional ecosystems, and species aren’t lost to extinction.

● Mitigating and adapting to the effects of climate change, so countries can grow without harming the environment and strengthen their resilience to warmer temperatures and weather shocks.

C.4.4.c Democracy, Human Rights, and Governance

Through its democracy, human rights, and governance programs, the United States remains committed to protecting and advancing our most cherished values. USAID is focused on:

● Democratic Governance - Building open, responsive, and accountable institutions and processes that serve the needs and preferences of the public.

● Participation - Ensuring that all have the opportunity to participate and have a voice in how they will be governed.

● Fair Competition - Promoting free, transparent, and fair political competition so that citizens’ preferences are represented.

● Civil Society and Independent Media - Defending citizens’ rights of association and expression, so that they can play a role in their country’s future.

● Justice - Holding institutions and people responsible to the rule of law.

● Citizen Security - Supporting community-based efforts to prevent crime and gang activity, supporting high risk youth, strengthening community-police relationships and providing school-based violence prevention programs, life-skills training, and vocational education to at-risk youth.

C.4.4.d Economic Growth, and Trade, and Informal Sector Productivity

Broad-based economic growth is essential to sustainable, long-term development. To advance rapid, sustained, and broad-based growth, USAID works to:

● Increasing informal sector productivity by identifying market needs and the skills required and adapting existing education and vocational training programming to include informal workers.

● Mobilize new investors and private capital to underserved sectors and geographies, to create productive jobs, new economic opportunities, and enhance access to and quality of services – from financial and energy to health and education.

● Give people access to markets where they can sell their goods and services and play a productive role in their economies.

● Make governments more efficient in how they spend their money, limit waste, strengthen investment, and provide better services for citizens.

● Improve infrastructure such as roads, bridges, water supply, and electrical grids critical to lifting the limits on a country’s growth.

● Cooperate with private sector companies to spur economic development, so that citizens can participate in a vibrant economy that allocates resources wisely.

● Encourage local channels of financing, empowering entrepreneurs in developing countries to improve their lives and shape their own futures.

C.4.4.e Education and Youth Development

The primary purpose of USAID education programming is to achieve sustained, measurable improvements in learning outcomes and skills development. USAID’s priorities include:

● Children and youth, particularly the most marginalized and vulnerable, have increased access to quality education that is safe, relevant, and promotes social well-being.

● Children and youth gain literacy, numeracy, and social-emotional skills that are foundational to future learning and success.

● Youth gain the skills they need to lead productive lives, gain employment, and positively contribute to society.

● Higher education institutions have the capacity to be central actors in development by conducting and applying research, delivering quality education, and engaging with communities.

C.4.4.f Gender Equality and Women’s Empowerment

USAID believes that gender equality and women’s empowerment is at the core of development.

For societies to thrive, women and girls must have access to education, healthcare, and technology. They must have control of resources, land, and markets. And they must have equal rights and equal opportunities as breadwinners, peace-builders, and leaders. USAID currently has gender programs in more than 80 countries. All USAID strategies and programs are shaped by gender analysis and metrics that measure the gender impact of our programs.

C.4.4.g Health

USAID’s global health efforts in LAC are focused around the Agency’s three strategic priorities:

● Preventing Child and Maternal Deaths: Through efforts in family planning, maternal and child health, malaria and nutrition, USAID works to prevent child and maternal deaths.

USAID works to ensure that all women and children have the same chance of a healthy life, regardless of where they are born; to enable couples and individuals to determine whether, when, and how often to have children; to prevent all forms of malnutrition, with emphasis on those that target the "1,000 day window of opportunity" from pregnancy through a child's second birthday; and to support malaria control and elimination in Latin America and the Caribbean region.

● Controlling the HIV/AIDS epidemic: As a key implementer of the U.S. President's

Emergency Plan for AIDS Relief (PEPFAR), USAID provides global leadership; supports country-led efforts; and applies science, technology, and innovation to support the implementation of cost-effective, sustainable, and appropriately integrated HIV/AIDS interventions at scale to achieve HIV/AIDS epidemic control.

● Combating infectious diseases: For decades, USAID has been a leader in the control and prevention of infectious diseases. Today, USAID funded programs have achieved tremendous success in the fight against malaria, HIV/AIDS, tuberculosis, neglected tropical diseases, pandemic influenza, and other emerging threats. Working with ministries of health, partners, and communities, USAID programs reach poor, marginalized, and vulnerable people to prevent and treat infectious diseases. In our increasingly interconnected society, a health threat anywhere is a threat everywhere.

USAID leverages partnerships to prevent the spread of infectious diseases and mitigate their consequences.

https://www.usaid.gov/global-health/health-areas/malaria https://www.usaid.gov/global-health/health-areas/hiv-and-aids https://www.usaid.gov/global-health/health-areas/tuberculosis https://www.usaid.gov/global-health/health-areas/neglected-tropical-diseases https://www.usaid.gov/global-health/health-areas/neglected-tropical-diseases https://www.usaid.gov/global-health/health-areas/emerging-pandemic-threats

C.4.4.h Localization

USAID defines localization as the set of internal reforms, actions, and behavior changes that we are undertaking to ensure our work puts local actors in the lead, strengthens local systems, and is responsive to local communities. Informed by over a decade of experience, we are undertaking four lines of effort:

● Adapting our policies and programs to foster locally led development that is tied to each country’s unique political, social, cultural, economic, and environmental conditions, including through local systems practice and local capacity strengthening.

● Shifting power to local actors, including, with an inclusive development lens, those from marginalized and underrepresented groups, and promoting space for them to influence and exercise leadership over priority setting, activity design and implementation, and measuring and evaluating results.

● Channeling a larger portion of funding directly to local partners while ensuring accountability for the appropriate use of funds and achievement of development and humanitarian results.

● Serving as a global advocate and thought leader, using our convening power, partnerships, voice, and other tools of development diplomacy to catalyze a broader shift toward locally led development.

The LAC Bureau has created localization targets for each country in the region and is working to identify and unlock barriers to increase local implementation of programs based on country context. The Bureau will focus on reaching the agency localization goal of 25 percent and will track G2G assistance (both the number of countries receiving and the total amount).

C.4.4.i Migration and Integration

The LAC region faces an increasingly complex and multidimensional displacement crisis with migrants and refugees seeking refuge and opportunity across the hemisphere. Migration flows come from a growing number of countries, and an increasing share of these migrants have already been displaced. The LAC Bureau aims to use a mix of policy and financial support to help turn this human tragedy into an economic boon for the region.

● Promote regularization and integration policies across the region by maximizing the number of migrants and refugees that countries in LAC region (and the U.S.) are willing to absorb and provide legal status to on a temporary or permanent basis (along with the public services it entails).

● Increase domestic and international funding toward migration by maximizing international funds that can be deployed to support governments to absorb migrants.

● Increase Uptake of Effective Integration Practices throughout the LAC region and Institutionalization of Migration at USAID by gathering, disseminating, and helping countries implement best practices so that integration can generate economic returns to both migrants and host communities (eg. degree validation, immediate immigrant access to social services, mobility/relocation programs that match labor skills to demand, and combating xenophobia).

C.4.4.j Water and Sanitation

To advance the U.S. Global Water Strategy, USAID works with partner countries and key stakeholders toward a water-secure world through:

● Promoting sustainable access to safe drinking water and sanitation services, and the adoption of key hygiene behaviors.

● Encouraging the sound management and protection of freshwater resources.

● Strengthening water sector governance, financing, and institutions.

C.4.4.k Digital Development

To advance the USAID Digital Policy, which provides the vision for the Agency to work towards a future where digital technology promotes inclusive growth, fosters resilient and democratic societies, advances human rights, and empowers all, including the most vulnerable through:

● Promoting inclusive digital development by improving digital ecosystems in ways that meet the needs of all segments of a society.

● Collaborating with the private sector to build long-lasting, equitable infrastructure while lowering the risk for investors.

● Strengthening cybersecurity to promote an open, interoperable, reliable, and secure Internet that aligns with U.S. values.

C.4.5 Facilitation, Coaching, and Mentoring

The contractor may be called upon to provide coaching and mentoring services for USAID/LAC, especially for staff in leadership roles. These services may be requested on a recurrent or intermittent basis. The specific tasks to be carried out, and any deliverables, will depend upon the needs of the requesting Operating Unit (OU). In addition, the contractor will support professional development through staff retreats and workshops.

C.5 CONTRACTOR PERSONNEL

In order to meet the services requirements described in this section, the contractor will provide staff in the following services categories. The position titles listed in this section are functional titles only and may be tailored to the specific needs of the USAID/LAC office or Mission, as necessary. The USAID COR will determine which positions require security clearance when the final PD is submitted to the contractor for recruitment and hiring. Positions can be hired with facility access, secret clearance, top-secret, and top-secret with sensitive compartmented information (SCI) access clearance. Position titles within Services Categories will be determined by education level and experience. The tables below are illustrative and could be modified in the final Request for Quotation (RFQ). There is a requirement that the Bureau can hire positions at the TS and TS/SCI clearance level to provide high level guidance and advice on overall strategy in the region. These positions require access to intel reporting on the activities of malign actors in Latin America and the Caribbean.

Services Category Position Title Security Clearance Level Required

Programmatic Support Program Analyst A Facility Access Only

Programmatic Support Program Analyst B Secret

Programmatic Support Program Analyst C Top Secret

Programmatic Support Program Analyst D Top Secret with SCI access

Programmatic and Administrative Support

Junior Program Analyst/ Administrative Assistant A

Facility Access Only

Programmatic and Administrative Support

Junior Program Analyst/ Administrative Assistant B

Secret

Programmatic and Administrative Support

Junior Program Analyst/ Administrative Assistant C

Top Secret

Communications and Outreach Communications and Outreach Specialist A

Facility Access Only

Communications and Outreach Communications and Outreach Specialist B

Secret

Communications and Outreach Communications and Outreach Specialist C

Top Secret

Administrative Support Administrative Assistant A Facility Access Only

Administrative Support Administrative Assistant B Secret

Administrative Support Executive Assistant A Facility Access Only

Administrative Support Executive Assistant B Secret

Technical Advisory Support Technical Advisor A Facility Access Only

Technical Advisory Support Technical Advisor B Secret

Technical Advisory Support Technical Advisor C Top Secret

Technical Advisory Support Technical Advisor D Top Secret with SCI access

Facilitation, Coaching and Mentoring

Facilitator/Coach/Mentor A Facility Access Only

Facilitation, Coaching and Mentoring

Facilitator/Coach/Mentor B Secret

Services Category Position Title Education and/or Experience

Programmatic Support Program Analyst 1 Bachelor's degree & 5-7 years experience, High school diploma & 10+ years experience

Programmatic Support Program Analyst 2 Master's degree & 5-7 years experience, Bachelor's degree & 10+ years experience

Programmatic Support Program Analyst 3 Master's degree & 7+ years experience

Programmatic and Administrative Support

Junior Program Analyst/ Administrative Assistant 1

Bachelor's degree & 2-3 years experience, High school diploma & 7+ years experience

Programmatic and Administrative Support

Junior Program Analyst/ Administrative Assistant 2

Master's degree & 1-2 years experience, Barchelor's degree & 5+ years experience

Communications and Outreach Communications and Outreach Specialist 1

Bachelor's degree & 5-7 years experience, High school diploma & 10+ years experience

Communications and Outreach Communications and Outreach Specialist 2

Master's degree and 5-7 years experience, Bachelor's degree & 7+ years experience

Communications and Outreach Communications and Outreach Specialist 3

Master's degree & 7+ years experience

Administrative Support Administrative Assistant 1 Bachelor's degree & 2-3 years experience, High School diploma & 5+ years experience

Administrative Support Administrative Assistant 2 Master's degree & 1+ years experience, Bachelor's degree & 3-4 experience

Technical Advisory Support Technical Advisor 1 Master's degree & 7+ years experience

Facilitation, Coaching and Mentoring

Facilitator/Coach/Mentor 1 Master's degree or Certificate & 7+ years experience

C.6 KEY PERSONNEL

In addition to the personnel the contractor will provide to perform the services described in this section, the contractor will also provide the Key Personnel described below to ensure effective and efficient management of the contract and related contractor staff.

C.6.1 Program Director

The Program Director must be an upper-level management official with at least five years of management experience in one or more of the following fields: personnel/performance management; demonstrated management and supervision of staff; and/or experience in setting up management, administrative, and financial systems. The Program Director will be the primary POC for the USAID COR for all matters pertaining to the contract. It will be the responsibility of the Program Director to obtain any contractor organization internal approvals required for decisions taken by the Program Director if the Program Director does not have independent authority. USAID will assume that all decisions rendered by the Program Director are taken with the full authority of the contractor. While the Program Director must be readily accessible to the COR by telephone or email, it is at the discretion of the contractor where the Program Director will be physically located. The Program Director must plan to meet with USAID and the COR on a regular basis, as defined by the COR. It is not anticipated that this responsibility will require the full-time attention of the individual.

C.6.2 Finance Specialist

The Finance Specialist must have five years of directly applicable work experience in the field of financial management and budget analysis. The Finance Specialist will be the contractor’s financial manager responsible for financial oversight of this contract. Duties include, but are not limited to: fiscal and administrative management of this contract regarding budgeting, financial reporting (including disaggregated by either a job-costing basis or multiple funding sources, as requested by the COR), analysis/forecasting for multiple individual funding sources and their various budget components, monitoring and tracking labor costs, and pipeline tracking and reporting. It is not anticipated that this responsibility will require the full-time attention of the individual.

END OF DRAFT PERFORMANCE WORK STATEMENT