DRAFT POSTING SOW - DFC PSC IDIQ.docx

RECRUIT, HIRE, AND ADMINISTER PERSONAL SERVICES CONTRACTORS

DRAFT STATEMENT OF WORK

I. PURPOSE

The U.S. International Development Finance Corporation (DFC) seeks to reduce the internal management burden of administering its Personal Services Contractor (PSC) workforce, improve the hiring and retention of the PSC workforce, and -- to improve hiring and retention -- provide the PSC workforce with competitive benefits packages reflective of the marketplace.

To meet this purpose DFC intends to award an indefinite delivery, indefinite quantity Personal Services Contract to a single business entity to provide Co-Employed Personnel (CEPs), which are essentially the same -- and have the same inherently governmental functions and responsibilities -- as current DFC PSC staff, but are recruited, hired, and administered by the contractor. The contract will use a hybrid fixed-price and cost reimbursement construct.

II. SCOPE

The award will be a Personal Services Contract. A Personal Services Contract is “a contract that, by its express terms or as administered, makes the contractor personnel appear to be, in effect, Government employees” (FAR Subpart 2.101). Because a Personal Services Contract is characterized by the employer-employee relationship it creates between the Government and the contractor’s personnel, the contractor’s personnel, those designated as Co-Employed Personnel (CEPs), will be supervised and directed in their daily work assignments by the Government but shall be administratively supported by the contractor in a “turnkey” human resource management solution. The contractor shall provide support services to its CEP personnel to include payroll, benefits and allowances, performance, travel, onboarding and offboarding, etc., and shall coordinate with DFC for support for any functions or services outside of the contractor’s responsibilities. This approach utilizes the commercial concept of “co-employment”, where both DFC and the contractor are, in substance, employers of the contractor’s designated personnel, each employer having specific rights and responsibilities as delineated by the contract. The contractor, through its designated personnel, shall, as a result, be able to perform inherently governmental functions, in accordance with any limitations established under the contract and DFC policy.

The contractor shall recruit, hire, retain, and administer personnel to fill operational, technical, legal, and support positions across DFC. This effort shall include the hiring of new personnel as well as the transfer of some existing PSCs currently under separate individual contracts to this contract vehicle. The Government may order up to XXCEPs for a total of XX CEPs recruited, hired, supported, and administered under the contract. In addition, the Government may order up to XX existing PSCs to be transferred to the contract as CEPs for support and administration only. Therefore, the anticipated requirement total is XX CEPs recruited, hired, and administered and an additional XX existing PSCs transferred to the contract as CEPs for administration only. The minimum order of this contract is XX CEPs recruited, hired, and administered. It is possible that DFC requirements may increase substantially over the life of the contract and that DFC may not be able to fill those requirements through other hiring mechanisms. It is also possible that this IDIQ proves so successful that DFC deems it advantageous to move additional DFC PSCs to this instrument. Consequently, the maximum total ceiling of this contract will allow approximately XX CEPs to be recruited, hired and administered, or transferred and administered, through additional task orders.

III. CONTRACT LENGTH AND PLACE OF PERFORMANCE

The Government contemplates a 1 (one) year contract period with 4 (four) 1-year optional periods of performance, with contractor performance in the Washington, DC, area. CEPs will be world-wide deployable and may perform their work overseas, remotely, or in teleworking situations. Additional orders in the contract to expand the quantity of CEPs are not time-based (i.e., are not tied to any particular contract year of performance) and do not affect the total performance period. At the completion of the performance period, active CEP contracts may be awarded new individual PSC contracts with the US Government or may be terminated at the Government's sole discretion and in keeping with applicable laws and regulations.

IV. BACKGROUND

This contract is intended to resolve issues faced by DFC in managing its workforce.

Core Problem. DFC PSCs supports the complete spectrum of operational, technical, and administrative duties/roles within the agency. This includes, but is not limited to, programmatic and technical experts; administrative and operations personnel; technical experts in a variety of sectors related to development finance; legal support, including legal support of DFC financial transactions; communications; budget and finance; acquisition and assistance; human resources management; information technology, etc. These PSC services are critical to DFC’s mission to finance solutions to critical challenges worldwide in support of the agenda of the United States.

Typical job descriptions for PSCs are at Appendix 2. However, the present system of acquiring PSCs through individual contracts managed by DFC presents several challenges:

1. Lengthy and Complicated Time-to-Hire: It currently takes DFC up to 180 days to hire a PSC, from identification of a requirement through recruitment and hiring to security clearance and then an eventual start date. The excessive length of time to issue individual contracts lessens its attractiveness to qualified candidates and inhibits flexible and agile responses to evolving agency requirements.

2. Lack of Competitive Benefits Package: PSCs are not U.S. Federal direct-hire employees and do not receive the same benefits package. For example, PSCs are not eligible for benefits governed by the Office of Personnel Management (OPM), including the Federal Employees Health Benefits (FEHB) and the Federal Employees’ Group Life Insurance (FEGLI) and they do not receive 401(k) matching. This disadvantages DFC in both recruitment and retention in competition with the private sector, non-governmental organizations (NGOs), and other U.S. Government (USG) agencies.

3. Individual Contract Management: DFC spends a significant amount of time recruiting, hiring, and managing individual PSC contracts, including but not limited to, advertising, interviewing, conducting performance evaluations, processing funding and option year actions, and modifying contracts when regulations change. It is costly in terms of staff time needed to maintain this requirement.

V. PERFORMANCE OBJECTIVES AND RESULTS

The five technical requirements to be completed through the contract are:

Recruitment, Hiring, and Onboarding: Provide a streamlined process, from identification of a requirement through recruitment and hiring, security/medical clearance, and then to an eventual start date that will allow DFC to meet its PSC hiring goals and fill staffing gaps with high-quality candidates.

1. Recruit, hire, and onboard 90% of CEP positions ordered within four months of receiving a task order.

2. Recruitment will include advertising to broad audiences while also maintaining a target recruiting strategy. Recruitment will also include the accurate comparison of a candidate’s capabilities and competencies in conjunction with the position description.

3. Interviews and background checks

4. Provide CEPs that are qualified for the job positions ordered.

5. Achieve an overall annual fill rate of 90%.

6. Provide continuous improvements to the hiring/onboarding process that benefit the Government and the CEP candidates.

7. Discussions should be had between the candidate and contractor regarding salary and benefits negotiations.

8. Facilitate existing DFC PSC contracts to be moved over to the ordering vehicle.

9. Complete all onboarding steps in tandem with DFC onboarding procedures.

10. Lead a kick-off meeting between the CEP and the DFC team as a form of introduction to the position.

11. Create and implement an initial performance plan that the CEP must adhere to. DFC will provide feedback on the initial performance plan in concurrence with the contractor.

Salary and Benefits: Provide a salary and benefits package for CEPs that is competitive with the marketplace and that attracts and retains high-quality candidates.

1. Maintain CEP benefits and allowances packages similar to the benefits and allowances of US direct hire personnel.

2. Establish a salary for each position based on locality of the duty station, Washington DC.

3. Salary shall be dependent on contractor’s payment scale.

4. Overtime and living adjustments.

5. Taxes

6. Provide a competitive benefits program that can be comparable to other programs offered by federal agencies. Some of these benefits must include annual leave and sick leave, health insurance, and retirement plans, while other benefits may vary. The benefits package should allow for attraction of high-quality candidates at all experience levels and allow for retainment of such candidates.

7. Insurance plans must also be competitive to extent of attracting highly qualified candidates. Preferred benefits would be that of transit subsidies such as parking or metro reimbursement, furthering education payments, and performance bonuses. Performance bonuses will align with performance plans that are initially crafted by the contractor.

8. Effectively document and maintain CEP performance, their benefits plans, and provide administrative support. Reporting of such matters will be conducted between the contractor and the DFC 60 days prior to renewing the option year of the contract.

9. Provide continuous improvements to salary and benefits management to lower costs, maintain equity with Federal employees’ benefits packages, and improve CEP satisfaction.

10. Maintain accurate market research in terms of salary adjustments and programs that make the contract vehicle either the same or more efficient while cutting costs. Continue to provide support and assistance to the CEPs throughout the duration of their work with DFC.

Management and Administration: Provide management for each individual CEP that minimizes the administrative burden for the Government while also providing CEPs with high-quality human resource services.

1. Establish and maintain uniform CEP employment contracts. All CEP contracts shall be based on a single CEP Contract Template that clearly distinguishes between standard language that must be incorporated in all CEP contracts and position-specific language that is modifiable for individual CEP contracts. All individual CEP contracts must conform to the approved CEP Contract Template uniformly, and any subsequent changes or modifications to the CEP Contract Template must be applied to all existing as well as new individual CEP contracts, unless specifically accepted in writing by the Contracting Officer.

2. Maintain a database of CEPs that is accessible to appropriate Government personnel, feeds any relevant Government system, and that includes all current and completed CEP contracts and data elements sufficient to support indicators and continuous improvement initiatives.

3. Establish and maintain a library of standard job descriptions for CEP positions, based on standard job categories, that is accessible to appropriate Government personnel.

4. Establish and maintain a performance management system for CEPs that includes Government input but does not unduly burden Government supervisors. Provide all CEPs with quarterly feedback and annual performance reviews. Provide CEP supervisors with access to documents.

5. Organize and implement any performance awards and bonuses that may be given to the CEP each year dependent on their annual performance.

6. Achieve an annual retention rate of at least 90%, excepting any CEPs that were involuntarily separated or resigned after receiving less than “fully successful” on their annual evaluation or for egregious violations of conduct.

7. For CEPs that do not perform at the “fully successful” or above level, restore them to “fully successful” performance or separate them within two months of the Government identifying the substandard performance.

8. For egregious violations of conduct, separate CEPs within one week of the Government’s determination that the CEP committed an egregious violation of conduct.

9. Coordinate offboarding of the CEP such as returning of equipment, returning of government IDs, closing out any accounts between the individual and DFC.

10. Fill positions vacated by resigning or separated CEPs within four months of vacancy.

11. Provide all CEPs with over one year of performance with an annual written performance review.

12. Maintain systems to survey and assess CEP satisfaction with administrative management.

13. At the end of the contract, or at the Government's discretion, transfer active CEP contracts to a successor contractor, unless the Government determines to hire the person as an individual PSC or directs the termination of their contract.

14. At the end of the contract, transition CEP support, data, and processes smoothly to new individual PSC contracts with the US Government.

15. Establish and maintain reporting systems to ensure that DFC has current, accurate, and complete information to plan and track CEP status, update organizational charts, and manage workforce planning.

Travel: Provide 24/7 Travel Support for all CEPs under the contract. Coordinate travel and manage payments for official and authorized travel of CEPs in accordance with the Federal Travel Regulation (FTR) and the applicable benefits and allowances packages, within timeframes allotted (coordinated, not necessarily executed).

1. Provide routine travel coordination, including Temporary Duty and Rest and Recuperation travel, and to include visas and country clearances, within two weeks of travel request.

2. Coordinate and execute all Temporary Duty (TDY) Travel through the appropriate travel systems that will be used. Travel accommodations should include the means of transportation, lodging, and all meals and incidental costs.

3. Provide emergency travel coordination within 24 hours of travel request.

4. Make travel reimbursements within 2 weeks of claim submission.

Program Management, Quality, and Assurance: Maintain overall quality and cost control of the contract and CEP costs to provide good value to the Government.

1. Achieve at or below target cost performance on cost reimbursable CLINs.

2. Achieve fixed performance incentives.

3. Maintain an accurate database of indicators that reflects the performance of the program and is sufficient to support quality assurance and continuous improvement initiatives.

4. Resolve all Contract Discrepancy Reports (CDR) within time allotted on respective CDR.

Illustrative Indicators:

1. Percent of ordered CEP positions filled.

a. Number of CEPs on contract on the last day of the month divided by number of CEP positions ordered.

b. Trend over total period of performance (time-series run chart plotting trend)

2. Number of CEP positions filled after 120 days of order.

a. Number of CEPs on contract on the last day of the month divided by number of CEP positions ordered (beginning the last day of the first month after 120 days of order)

b. Trend over total period of performance (time-series run chart plotting trend)

3. Average time to fill CEP positions.

a. For each CEP position, number of days from order (either date of task order or date of vacancy) until CEP is fully onboarded and reports for work to their supervisor. The sum of these days for all CEPs onboard divided by the number of CEPs on board.

b. Trend over total period of performance (run chart of number of days from order (either date of task order or date of vacancy) for each individual CEP position listed in 3.a. plotted against the date they reported to their supervisor.

4. Acceptance Rate of CEP candidates by DFC

a. Number of candidates approved by DFC divided by total number of candidates submitted to DFC for approval.

5. DFC’s review of the established benefit plan and associated contractor procedures identifies substantive evidence that the CEP benefits package is similar to that of Federal Employees.

6. Monthly retention rate of CEPs (Number of Fully Successful or better CEPs on first day of the month divided by the number of Fully Successful employees or better on final day of the month)

7. Quality of Performance of CEPs

a. Number of CEPs with over one year of performance with a completed performance review rated as “Satisfactory” or better divided by the number of CEPs with over one year of performance.

b. Number of CEPs separated for performance or discipline divided by the total number of CEP contracts.

8. Travel Request Response

a. Number of Routine travel requests completed within allowed time during the month divided by the total number of completed Routine requests during the month. Allocate data elements to the appropriate month of performance to ensure the same travel actions are being measured.

b. Monthly trend for Routine travel requests plotted over total period of performance using three month rolling average (time-series run chart plotting trend, do not take average of monthly averages).

c. Number of Emergency travel requests not completed within allowed time reported monthly.

d. Number of PCS travel requests not completed within allowed time reported monthly.

e. Number of travel reimbursements (Routine and Emergency) completed during the month within the allowable time frame divided by the total number of travel reimbursements completed during the month. Allocate data elements to the appropriate month of performance to ensure the same travel reimbursement actions are being measured.

f. Monthly trend for timely travel reimbursements plotted over total period of performance using three month rolling average (time-series run chart plotting trend, don’t take average of monthly averages).

9. Quality and Cost Control

a. Non-Fee Bearing Cost Reimbursement CLINs remain within 10% of cost estimate parameters.

b. Number of CDRs per month, time-series run chart.

c. Number of CDRs closed on time during the month divided by number of CDRs during the month. Allocate data elements to the appropriate month of performance to ensure the same CDR actions are being measured.

d. Monthly trend for timely CDRs closed plotted over total period of performance using three month rolling average (time-series run chart plotting trend, don’t take average of monthly averages).

e. Number of cost overruns identified per month; time-series run chart.

f. Number of cost overruns implemented that demonstrate positive results; time-series run chart.

VI. OPERATING CONSTRAINTS AND CONTRACT PARAMETERS

The following constraints and contract parameters apply:

1. Contractor personnel designated as CEPs will appear to be, in effect, Government employees per FAR Subpart 2.101, Personal Services. The contractor, through its designated CEP personnel, will, as a result, be able to perform inherently governmental functions in accordance with any limitations established under the contract and DFC policy. CEPs are essentially the same as PSCs individually contracted by DFC, except that they are administered by the contractor.

2. The contract will be a Personal Services Contract in accordance with FAR 37.104 Personal Services Contracts. However, there will be an employer-employee relationship created between the Government and the contractor’s personnel only for those personnel that are hired by the contractor specifically to fill CEP positions, as specified in the Task Orders issued by the Government under this contract. No other contractor personnel will have this employer-employee relationship with the Government.

3. The extent of the employer-employee relationship between the Government and the CEP shall be defined in the contractor’s employment contract with the CEP, including the extent and limits of inherently governmental functions performed by the CEP. The CEP contract template and each individual CEP contract must be approved by the Government.

4. DFC is specifically authorized to contract PSCs under the BUILD Act, DFC’s enabling statute, 22 USC § 9632(a)(6), which states that “in general, the Corporation... [] …may contract with individuals for personal services, who shall not be considered Federal employees for any provision of law administered by the Office of Personnel Management.”

5. CEPs must be recruited competitively; a specific exception is provided by the Contracting Officer in writing.

6. CEPs are supervised and directed in their daily work activities by the Government in accordance with Federal Acquisition Regulation (FAR) Subpart 2.101 (“a contract that, by its express terms or as administered, makes the contractor personnel appear to be, in effect, Government employees”).

7. CEP duties and job descriptions shall include a functional employer-employee relationship between the Government and the CEP and may include some inherently governmental functions as described in FAR 37.104(d). CEPs are excepted from the restrictions on inherently governmental function of FAR 7.5 at FAR 7.502. However, inherently governmental functions and the functional employer-employee relationship shall only be to the extent necessary for providing the services required under the specific CEP job description in the CEP contract.

8. The Government makes the final decision on the hiring of all CEPs. The contractor shall accommodate situations where the Government may either sit on employment panels as voting members, observers, final interviewers of recommended candidates, or may simply approve final candidates recommended by the contractor based on the contractor’s submitted documentation.

9. CEPs under this contract are United States employees under the common law standard and do not qualify for foreign income exclusion under the Internal Revenue Code Section 911(a) in accordance with IRC Section 911(b)(1)(B)(ii). See Matthews v. Commissioner, 907 F.2d 1173, 1176-78 (DC Cir. 1990)

10. The contractor is to employ the principles of the International Standards Organization (ISO) 9001 standard, Quality Management, to ensure quality assurance and continuous improvement. ISO 9001 certification is highly encouraged. In addition, the contractor shall employ the principles of ISO 56002, Innovation Management, to secure opportunities, manage risks, and resolve complex challenges through agility, adaptability, and resilience.

11. Contract performance must be within the United States.

12. The contractor shall operate from its own facilities. The CEP will report in person to the DFC office located at 1100 New York Ave, NW, Washington DC 20527, with Government provided information technology support, equipment, supplies and workspace. In some cases, the Government may approve some CEP positions for full-time teleworking and the CEP may provide their own workspace. In any case, the contractor will not be responsible for providing CEPs with information technology support, equipment, supplies, or workspace.

13. Contract Line-Item Number (CLIN) structure: The contract will have two CLIN structures. The first CLIN structure will be the Fixed Price elements, payable to the contractor at invoice, including the contractor’s overheads and fees, as well as performance incentives. The second CLIN structure will be a non-fee bearing set of pass-through cost reimbursement CLINs. All CEP direct costs and overheads directly attributable to CEP pay, benefits and travel will be allocated to these CLINs, without any of the contractor’s overheads applied.

Appendices

Appendix 1: About the DFC and its Various Offices Appendix 2: Typical PSC Job Descriptions Appendix 1: About the DFC and its Various Offices

DFC, or the Development Finance Corporation, is the United States government's development bank that aims to provide financing solutions to support economic development projects worldwide. Established in 2019, DFC was created to consolidate and expand upon the functions of the Overseas Private Investment Corporation (OPIC) and the Development Credit Authority (DCA) of USAID. Its mission is to mobilize private capital to address critical development challenges, fostering economic growth, stability, and prosperity in developing countries. By supporting projects that adhere to high standards of environmental and social sustainability, DFC plays a pivotal role in advancing U.S. foreign policy objectives and promoting global development.

The corporation offers a range of financial products, including loans, equity investments, political risk insurance, and technical assistance, to facilitate private sector investment in development projects. These projects often focus on key sectors such as infrastructure, energy, healthcare, and technology, which are vital for sustainable development. DFC’s approach is designed to reduce barriers to investment, mitigate risks, and encourage private sector participation in regions where traditional financing may be limited or unavailable. By leveraging its financial tools, DFC aims to catalyze investment that can lead to job creation, improved living standards, and enhanced economic resilience in developing nations.

DFC operates with a commitment to transparency and accountability, ensuring that its investments align with ethical standards and contribute positively to local communities. Additionally, DFC collaborates with other international development organizations and stakeholders to maximize the impact of its investments. Through strategic partnerships and innovative financing solutions, DFC strives to achieve sustainable development outcomes that benefit both the host countries and the broader global community.

Within DFC, several departments work collaboratively to fulfill the corporation's mission. The Office of Investment (IO), previously known as the Office of the Chief Operating Officer (OCOO), works closely with DFC's business lines and the Office of Development Policy to drive investments that help create sustainable and inclusive global prosperity and stability. The Office of Catalytic Investments (OCI) will underwrite transactions to develop underserved markets and sub-sectors that need catalytic capital or have the potential for outsized development impact, support DFC sector strategies to catalyze private investment into underserved geographies/markets and nascent sectors, leverage innovative structures and products to pilot and scale across DFC and increase private capital mobilized to underserved markets and subsectors, and utilize partnerships to build pipeline, blend finance and de-risk transactions to strengthen DFC's expertise in deploying catalytic capital.

The Office of Financial and Portfolio Management (OFPM) oversees the financial management and performance of DFC’s portfolio. The Office of Foreign Policy (OFP) leads DFC's interagency and government-to-government policymaking and implementation in the regions and sectors in which we work. OFP also collaborates with other teams to engage the interagency, including by participating in formal interagency policy processes to develop priorities, guidelines, and strategies and prepare for State Visits, Summits, and other major international events; engage foreign governments, including in partnership with deal teams in situations in which impediments to investment, approval, and disbursement could potentially be overcome through government-driven solutions; and inform, advise, and staff Front Office principals, including by providing efficient decision-making conduits to them. The Office of Health and Agribusiness (OHA) is dedicated to advancing global health and agricultural prosperity through innovative solutions and sustainable practices.

The Office of Small Business and Financial Services (OSBFS) provides and mobilizes new capital and financing in the form of direct debt funding and unfunded guaranties. OSBFS originates transactions that increase access to financial services for small- and medium-sized enterprises, improve financial resilience via investments in solutions and technologies to promote financial inclusion, especially for women and vulnerable populations, strengthen financial institutions and systems, and support the development of new digital financial solutions. The Office of the Inspector General (OIG) was created by the same legislation that created DFC, the Better Utilization of Investments Leading to Development (BUILD) Act of 2018. OIG’s mission is to prevent, detect, and deter fraud, waste, and abuse in DFC’s programs and operations around the world.

The Office of Information Technology (OIT) manages IT infrastructure and systems to support DFC’s operations. The Office of General Counsel (OGC) is DFC's in-house legal counsel, ensuring compliance with applicable laws and regulations, board resolutions, and the policies of the Corporation. OGC also represents and acts on behalf of the Corporation in all legal actions, legal proceedings, and matters requiring legal representation. OGC operates across all departments, working on both the transactional and administrative sides of DFC. The Office of Human Resources Management (OHRM) at DFC is responsible for managing employee recruitment, development, and overall workforce management to ensure the organization has the talent and resources needed to achieve its mission.

The Office of Infrastructure (OI) facilitates U.S. infrastructure investments by providing funding through direct loans and loan guarantees in often highly structured, complex transactions. OI provides political risk insurance, which is available to U.S. investors, contractors, exporters, and financial institutions involved in international transactions. Political risk insurance can cover currency inconvertibility, expropriation, and political violence, and is available for investments in new ventures, expansions of existing enterprises, privatizations, and acquisitions, where such investments result in positive developmental benefits. The Office of Administration (OA) offers a wide variety of programs to manage the agency's facilities and assets and provides a wide range of support services. OA also includes services such as procurement and contracting, physical security, emergency management, property management, records and administration, space renovation, supplies and office equipment management, transportation, mail distribution, and desktop publishing.

The Office of External Affairs (OEA) is DFC's lead communicator to all external audiences, including media, Congress, stakeholders, and the American public. OEA is tasked with raising the profile of the Corporation to the various audiences and to meet DFC's obligations to its committees of jurisdiction in the United States Congress. The Office of Development Policy (ODP) develops policies and strategies to guide DFC’s development finance initiatives. The Office of Energy (OE) facilitates U.S. energy investments providing funding through direct loans and loan guarantees in often highly structured, complex transactions. OE also, like OI, provides political risk insurance, which is available to U.S. investors, contractors, exporters, and financial institutions involved in international transactions.

Appendix 2: Typical PSC Job Descriptions

This appendix provides typical job descriptions for PSCs. The purpose of this appendix is to provide an example of the widespread unique PSC positions that the agency may need. This is not an exhaustive list and other position descriptions are to be determined based on the business need of the DFC.

Typical job descriptions:

I. Acquisition Business Specialist II. PI² (Portfolio for Impact and Innovation) Program Associate III. Press Officer IV. Loan Monitoring Officer V. Construction and Facilities Project Manager

Typical PSC Full Announcement, including Job Description:

I. Senior Environmental and Social Analyst

I. Acquisition Business Specialist

a. Description of Position: The contractor shall provide personal services as an Acquisition Business Specialist supporting a range of acquisition actions from pre-solicitation to post-award for contracts issued in accordance with the Federal Acquisition Regulation in support of DFC’s mission. Work involves coordinating new Acquisition actions, including managing the entire purchasing process from receipt of purchase request to completion of the order/contract and to close out. Provide advice, guidance and assistance to PM Management concerning the contractual/ procurement aspects of highly complex, high monetary value, long term acquisitions.

b. Major Duties and Responsibilities:

i. Develops new or innovative contracting approaches to arrive at an equitable contract arrangement. Helps establish, plan for and in support of acquisition process. Serve on Source Selection Evaluation Board (SSEB) to analyze proposals to ensure conformance with PM’s initial acquisition requirements. Respond to a wide variety of inquiries, including formal protests and congressional inquiries. Serve as an advisor to project officials in planning meetings in the development of long-range acquisition plans and strategies. Develops and captures significant elements into charts and graphs to track performance. Generates standard or ad hoc reports, analyzes the data and translates the reports into graphs, slides or charts as appropriate.

ii. Performs procurement planning. Advises program officials in the development of procurement objectives for the program in terms of competition and price range. Constructs the contractual vehicle, including use of pricing arrangements, subcontracting policy, set aside policies, and similar considerations. Facilitates creation and maintenance of acquisition plans, appropriate milestone charts and related schedules.

iii. Advises on the performance objectives to be used and assists in the preparation of requirements documents, such as performance work statements, statement of objectives, and statements of work. Prepares necessary determinations and findings and solicitation documents. Performs cost or price analysis as necessary and makes competitive range determinations. Conducts pre-proposal conferences with prospective contractors to arrive at a clear understanding of what is required under the proposed contract. Obtains appropriate data from technical officials. Issues necessary solicitation amendments to clarify questions concerning such topics as specification changes, language ambiguities, or clarification of contract clauses.

iv. Directs necessary modifications to clarify questions concerning such topics as specification changes, language ambiguities or clarification of contract clauses. Assist with contract administration. Responsibilities typically include incremental funding, preparation of rate and price adjustments, redirection of effort, coordination of time extension, incorporation of change orders, issuance of stop work orders, issuance of cure notices or show cause letters, final payment, and contract closeout.

v. Provides expert advice and guidance to program managers and Contracting Officer’s Representatives on contracting procedures, including providing assistance in the development of acquisition packages.

vi. The PSC has the responsibility to demonstrate customer service principles that deliver effective, efficient and results driven solutions for customer satisfaction. These core principles (metrics) include – Speed, Quality and Customer satisfaction. The incumbent will deliver customer related report metrics on a routine basis, analyze areas of concern or dissatisfaction, and determine strategic approach to enhance the customer experience. The PSC will make available and share relevant information within their area of expertise within the Office of Acquisitions to ensure no lapse occurs with customer support during absence or emergency situations. Staff member will strive to treat customers with courtesy, respect and professionalism.

vii. Works with the various electronic business systems reporting processes such as Oracle Enterprise Business Systems, Oracle Contract Life Cycle and/or other related acquisition and financial systems. Ensures that records are complete and well maintained to support audit reviews.

c. Qualifications:

i. Must be a U.S. Citizen and capable of obtaining a public trust.

ii. EDUCATION: The PSC shall have a minimum of an associate degree or at least 24 semester hours in any combination of the following fields: accounting, business, finance, law, contracts, purchasing, economics, industrial management, marketing, quantitative methods, or organization and management. Also possess an active certification in Federal Acquisition Certification for Contracting Officer’s Representatives (FAC-COR) level 1 within 24 months of hiring. It is the PSC’s responsibility to maintain the required certifications throughout the life of the contract at no cost to the Government.

iii. EXPERIENCE. The PSC shall have a minimum of a one-year combination of education and experience relevant to do the duties in this PWS within the last 5 years. General work experience is defined as: 1) Proficient in providing administrative or operational support on various projects and activities. 2) Ability to multi-task and work well both independently and on a team required. Must be able to work with all levels of a multifaceted workforce 3) Developing and presenting reports, briefings, analyses, and presentations. 4) Must be able to communicate effectively, both orally and in writing, as well as the ability to establish effective working relationships with senior staff and other high-ranking officials. Resume shall demonstrate the ability to perform duties and responsibilities listed.

iv. PREFERRED EXPERIENCE: Knowledge of Knowledge of Oracle Enterprise Business Systems, Oracle Contract Life Cycle and/or other related acquisition and financial systems is preferred.

II. PI² (Portfolio for Impact and Innovation) Program Associate

a. Description of Position: The Program Associate, Portfolio for Impact and Innovation will report to the Managing Director in the Office of Catalytic Investments (OCI). Incumbent of this position serves as a junior officer supporting the ongoing development, administration and reporting of PI2, which is a financing program supporting early-stage companies. The incumbent will also support other officers on the most complex, sensitive, or precedent-setting finance projects. The incumbent is responsible for supporting the full range of activities related to process transactions from business development, initial screening through due diligence, negotiating and structuring, approval, documentation, closing and funding. The incumbent is responsible for independently working on key aspects of PI2 portfolio administration, which will require leading quarterly and annual reporting efforts, providing analysis on the portfolio, coordinating with internal and external stakeholders and leading special initiatives as required. At this level, the incumbent provides critical support that involves business development, analysis of issues, representing the agency when no need for agreements outside of already established parameters is expected, and negotiating with other U.S. agencies, private consultants, or foreign governments on language in documents to which the United States Government is or will be a signatory. Work may be conducted in any country and any sector (including housing, service industries, manufacturing, agribusiness, and on-lending to micro finance and banking institutions).

b. Major Duties and Responsibilities:

i. Incumbent(s) will perform multiple duties to manage and administer the PI2 program, including work to build and maintain a pipeline of potential transactions; conduct pre-screening evaluations of PI2 projects; prepare quarterly, annual and as need reporting for the PI2 Working Group; prepare presentations for internal and external meetings; coordinate with PMD to set up a reporting systems for PI2 transactions; supporting PI2 marketing efforts to co-investors and clients; work with other DFC departments such as ODP, Legal, OEA and PMD, to develop fact sheets, questionnaires, templates and other documentation to improve program efficiency; and build a system to track and implement lessons learned.

ii. Supports in-depth analyses of new loan proposals to determine their financial, technical, economic, legal, marketing, and political feasibility. Performs in depth analyses of: the nature of the proposed business ventures; the financial statements provided by the sponsors; country related macroeconomic and microeconomic risks; risks related to project contractual obligations; the eligibility, financial standing and business background of the sponsor; and other related factors. Works with and modifies sponsor provided financial projections to assess logical model construction and adequacy of business case assumptions for the proposed DFC financing. As necessary, as part of the due diligence process, creates financial models and conducts sensitivity analyses to test project assumptions and key economic drivers.

iii. Supports analysis to negotiate with key interested parties on DFC financing terms, including collateral security and completion support, and policy requirements.

iv. Consults, as required, with recognized industry experts on the PI2 program and proposed projects. Obtains information through field visits, correspondence with officials of the host country, private firm representatives, U.S. AID and Embassy personnel and other sources needed to analyze applications for DFC financing assistance.

v. Prepares recommendations and required papers and correspondence. Supports the presentation of loan proposals to the various approval committees. Reviews and comments on contracts, obtains appropriate agency clearances and obtains investor's signature and fee.

vi. Works with OCOO, OCI and other origination departments to develop new PI2 business opportunities. As required, advises representatives of private U.S. firms on the DFC' s financing programs and initiatives.

vii. Attends conferences as required, and participates in interdepartmental activities such as Task Forces when directed.

c. Qualifications:

i. Must be a U.S. Citizen and capable of obtaining a public trust.

ii. EDUCATION: The PSC shall have a minimum of an undergraduate degree in international business/studies, international relations, finance, business, economics, or political science, or a related field. A master’s degree is preferred.

iii. EXPERIENCE. The PSC shall have a minimum of 3 years of experience within the last 10 years in the following:

1. Some knowledge in all aspects of international emerging markets corporate finance and demonstrated skills in related areas such as accounting, credit analysis, management and operations, country political and economic issues, international investments, impact investing, and commercial or investment banking.

2. Interest or experience in early stage and venture investing in international emerging markets.

3. Skill and demonstrated aptitude in program management and project planning, including strategic program planning and evaluation.

4. Education or experience applying business knowledge to project structuring and development of loan terms.

5. Understanding of key factors in analyzing and structuring complex international finance projects.

6. Some knowledge of the unique procedures and processes of various supporting government agencies, foreign countries and industry.

7. Familiarity with various financial software applications to develop or modify spreadsheets for financial analyses.

8. Applied knowledge of project management principles and methodologies, including coordinating the work with other professional employees, lawyers and technical consultants.

9. Ability to work independently to develop completed work with minimal technical review.

10. Demonstrated ability to communicate orally including explaining technical information to a variety of audiences, negotiating to resolution with affected parties such as agency customers or consultants and presenting information to all levels of employees.

11. Skill in preparing for a variety of audiences business memos and correspondence which are explanatory, persuasive or exploratory in nature.

12. Demonstrated ability to evaluate or respond to requests for financial support from entrepreneurs or businesses.

13. Working, often independently or with minimal supervision, on simultaneous projects, in a complex environment, and under deadlines.

14. Excellent English speaking, reading, and writing skills.

iv. PREFERRED EXPERIENCE: Evaluation preference will be given to applicants who have the following special skills or knowledge of a technique, process, operating system, etc.:

1. Some academic knowledge of and/or experience evaluating and responding to requests for financial support from entrepreneurs or businesses undertaking business activities in emerging market countries.

2. Awareness of key factors to evaluate and respond to requests to a development finance institution for financial support.

3. Broad and comprehensive understanding of development finance and the work of development finance institutions.

III. Press Officer

a. Description of Position: The Press Officer will advance OEA’s work on multiple fronts to amplify DFC’s impact story for target audiences across the United States and internationally. This will include services directly applied to the integral effort to further DFC’s assigned mission, including directly representing DFC with the media and other stakeholders; building relationships and pitching media on timely opportunities for DFC coverage aligned with strategic priorities; ensuring timely, compelling, and accurate responses to media inquiries; and coordinating with clients and partners on their media engagement efforts. This individual will support DFC’s Director of Media Relations, Managing Director of Communications, and Vice President of External Affairs.

b. Major Duties and Responsibilities:

i. Pitch media on DFC coverage opportunities, including interviews and briefings with DFC senior leadership.

ii. Develop press guidance for senior leadership and for use agencywide. This will require adequately protecting the government’s interest on what information that is appropriate to share publicly and when including on foreign policy.

iii. Identify pitching opportunities by researching trending stories and building/maintaining media lists. Lists should capture reporters that reach key DFC stakeholders, including the business, development, and foreign policy communities.

iv. Write and clear DFC press releases and develop/maintain media lists for targeted distribution of those releases.

v. Support the planning and execution of regular relationship building/background briefing activities with targeted media.

vi. Develop and maintain press guidance for use in media interviews, responses to media inquiries, and open-press events. Examples include talking points on DFC’s work, tailored for each major stakeholder group, priority region, and priority sector; “if-asked” Q&A on timely issues and events; and reactive statements in anticipation of crisis situations.

vii. Organize and coordinate media interviews, thoroughly vetting opportunities and setting ground rules in advance.

viii. Respond to daily media inquiries after liaising with relevant stakeholders, including other departments within DFC, U.S. Government counterparts, and clients, to fully understand the issues at hand. Manage necessary approvals, both internal and external, of draft responses.

ix. Develop briefing materials to prepare CEO and other senior leadership ahead of media interviews, including identifying key messaging objectives, developing strategic talking points, providing background information on the reporter and outlet, and outlining the run-of-show.

x. Proactively identify and evaluate emerging issues and current events and provide recommendations for DFC to provide a response, when necessary. Lead in crafting responses.

xi. Provide staff support for senior leadership during press interviews and engagements and advise on topic issues.

xii. Manage coordination with clients and U.S. Government counterparts, including U.S. embassies, seeking to amplify DFC's investments through media engagement, such as through press releases and media interviews, to ensure accuracy and appropriateness of messaging.

xiii. Support other public affairs activities as needed. Responsibilities could include drafting factsheets, brochures, and other marketing materials; writing remarks and op-eds; developing social media content; updating web content; and supporting the execution of high-profile events.

c. Qualifications:

i. Must be a U.S. Citizen and capable of obtaining a public trust.

ii. EDUCATION: The PSC shall have a minimum of a bachelor’s degree in journalism, English, communications, or related field.

iii. EXPERIENCE. The PSC shall have a minimum of ten (10) years of experience in media relations, preferably in a communications or journalism role. Specialized experience required shall include the following and have a resume demonstrating the ability to perform duties and responsibilities listed.

1. Excellent grammar, spelling, and punctuation skills.

2. Ability to work effectively in a fast-paced environment and meet tight deadlines.

3. Strong attention to detail and ability to multitask.

4. Excellent communication and interpersonal skills.

iv. PREFERRED EXPERIENCE: Direct experience working with the U.S. national and top tier media is preferred.

IV. Loan Monitoring Officer

a. Description of Position: Reporting to the Managing Director of Financial Institutions, FICMD (MD/FI), the contractor performs project advocacy, loan management,…