RFQ N. 72052720Q00002 - USAID-Peru Mission Coaching.pdf

SOLICITATION/CONTRACT/ORDER FOR COMMERCIAL ITEMS

OFFEROR TO COMPLETE BLOCKS 17, 23, 24, & 30

1. REQUISITION NUMBER

REQ-527-20-000079

PAGE 1 OF

2. CONTRACT NO. 3. AWARD/EFFECTIVE

DATE

4. ORDER NUMBER 5. SOLICITATION NUMBER

72052718Q00001

6. SOLICITATION ISSUE

DATE

8/19/2020

7. FOR SOLICITATION

INFORMATION CALL:

a. NAME

Jose A. Zarzar - Acquisition Specialist

b. TELEPHONE NUMBER (No collect calls)

51-1-618-1253

8. OFFER DUE DATE/

LOCAL TIME

9/9/2020 14:00pm

9. ISSUED BY CODE 10. THIS ACQUISITION IS UNRESTRICTED OR SET ASIDE: % FOR:

SMALL BUSINESS

WOMEN-OWNED SMALL BUSINESS

(WOSB) ELIGIBLE UNDER THE WOMEN-OWNED

HUBZONE SMALL SMALL BUSINESS PROGRAM NAICS:

BUSINESS

EDWOSB

SERVICE-DISABLED

VETERAN-OWNED SIZE STANDARD:

SMALL BUSINESS 8 (A)

USAID/Peru Avenida La Encalada, Block 17 Monterrico, Surco Lima 33, Peru

11. DELIVERY FOR FOB DESTINA-

TION UNLESS BLOCK IS

MARKED

SEE SCHEDULE

12. DISCOUNT TERMS

13a. THIS CONTRACT IS A

RATED ORDER UNDER

DPAS (15 CFR 700)

13b. RATING

14. METHOD OF SOLICITATION

RFQ IFB RFP

15. DELIVER TO CODE 16. ADMINISTERED BY CODE

17a. CONTRACTOR/ CODE

OFFEROR

FACILITY

CODE

18a. PAYMENT WILL BE MADE BY CODE

TELEPHONE NO.

USAID/Peru Regional Financial Management Office (RFMO)

17b. CHECK IF REMITTANCE IS DIFFERENT AND PUT SUCH ADDRESS IN

OFFER

18b. SUBMIT INVOICES TO ADDRESS SHOWN IN BLOCK 18a UNLESS BLOCK

BELOW IS CHECKED SEE ADDENDUM

19.

ITEM NO.

20.

SCHEDULE OF SUPPLIES/SERVICES

21.

QUANTITY

22.

UNIT

23.

UNIT PRICE

24.

AMOUNT

Procurement of a consultant firm services to improve USAID/Peru’s supervisory skills and offering a wide range of individual, team, and Mission-wide performance management approaches to enhance staff morale and effectiveness through a strong culture of leadership, learning and accountability as described in the attached Statement of Objectives.

25. ACCOUNTING AND APPROPRIATION DATA

TBD

26. TOTAL AWARD AMOUNT (For Govt. Use Only)

27a. SOLICITATION INCORPORATES BY REFERENCE FAR 52.212-1, 52.212-4. FAR 52.212-3 AND 52.212-5 ARE ATTACHED. ADDENDA

27b. CONTRACT/PURCHASE ORDER INCORPORATES BY REFERENCE FAR 52.212-4. FAR 52.212-5 IS ATTACHED. ADDENDA

ARE ARE NOT ATTACHED

ARE ARE NOT ATTACHED

28. CONTRACTOR IS REQUIRED TO SIGN THIS DOCUMENT AND RETURN 01

COPIES TO ISSUING OFFICE. CONTRACTOR AGREES TO FURNISH AND

DELIVER ALL ITEMS SET FORTH OR OTHERWISE IDENTIFIED ABOVE AND ON ANY

ADDITIONAL SHEETS SUBJECT TO THE TERMS AND CONDITIONS SPECIFIED

29. AWARD OF CONTRACT: REF. OFFER

DATED . . YOUR OFFER ON SOLICITATION

(BLOCK 5), INCLUDING ANY ADDITIONS OR CHANGES WHICH ARE

SET FORTH HEREIN, IS ACCEPTED AS TO ITEMS:

30a. SIGNATURE OF OFFEROR/CONTRACTOR 31a. UNITED STATES OF AMERICA (SIGNATURE OF CONTRACTING OFFICER)

30b. NAME AND TITLE OF SIGNER (Type or print) 30c. DATE SIGNED 31b. NAME OF CONTRACTING OFFICER (Type or print)

G. Michael Junge, Regional Contracting Officer

31c. DATE SIGNED

AUTHORIZED FOR LOCAL REPRODUCTION

PREVIOUS EDITION IS NOT USABLE

STANDARD FORM 1449 (REV. 2/2012)

Prescribed by GSA - FAR (48 CFR) 53.212

19.

ITEM NO.

20.

SCHEDULE OF SUPPLIES/SERVICES

21.

QUANTITY

22.

UNIT

23.

UNIT PRICE

24.

AMOUNT

32a. QUANTITY IN COLUMN 21 HAS BEEN

RECEIVED INSPECTED ACCEPTED, AND CONFORMS TO THE CONTRACT, EXCEPT AS NOTED:

32b. SIGNATURE OF AUTHORIZED GOVERNMENT

REPRESENTATIVE

32c. DATE 32d. PRINTED NAME AND TITLE OF AUTHORIZED GOVERNMENT

REPRESENTATIVE

32e. MAILING ADDRESS OF AUTHORIZED GOVERNMENT REPRESENTATIVE 32f. TELPHONE NUMBER OF AUTHORZED GOVERNMENT REPRESENTATIVE

32g. E-MAIL OF AUTHORIZED GOVERNMENT REPRESENTATIVE

33. SHIP NUMBER 34. VOUCHER NUMBER 35. AMOUNT VERIFIED

CORRECT FOR

36. PAYMENT

COMPLETE PARTIAL FINAL

37. CHECK NUMBER

PARTIAL FINAL

38. S/R ACCOUNT NO. 39. S/R VOUCHER NUMBER 40. PAID BY

41a. I CERTIFY THIS ACCOUNT IS CORRECT AND PROPER FOR PAYMENT 42a. RECEIVED BY (Print)

41b. SIGNATURE AND TITLE OF CERTIFYING OFFICER 41c. DATE

42b. RECEIVED AT (Location)

42c. DATE REC'D (YY/MM/DD) 42d. TOTAL CONTAINERS

STANDARD FORM 1449 (REV. 2/2012) BACK

Issuance Date: 08-19-2020 Closing Date: 09-09-2020

Closing Time: 2:00 pm, Lima Local Time

VIA ELECTRONIC MAIL

Reference: RFQ No. 72052720Q00002 - Mission Coaching Leadership

Dear Sir/Madam:

The U.S. Agency for International Development/Peru (USAID/Peru) would like to request a quotation to provide the services described in Attachment 1 – Statement of Objectives.

The solicitation is prepared in accordance with Federal Regulation Acquisition (FAR) 13, Subpart 13.5, and as supplemented with additional information included in this notice.

The solicitation is issued as a request for quotation (RFQ). The expected award range is $151,000 to $499,999 but the actual award is expected to be somewhere in the middle of those two amounts.

When preparing your quotation, please consider the following:

1. A Firm Fixed Price (FFP) Purchase Order is anticipated as a result of this RFQ. The submission of your quotation does not constitute automatic selection.

2. The Award will be made on a best value basis. “Best value” means the expected outcome of an acquisition that, in the Government’s estimation, provides the greatest overall benefit in response to the requirement, price included.

3. Evaluation of quotes received will be conducted in accordance with the Evaluation Criteria contained under Attachment 3.

4. The USAID procurement system requires vendors to have a DUNS number, which can be requested from Duns & Bradstreet at the following webpage http://www.dnbperu.com.pe/. Additionally as per U.S. Regulation, FAR 4.1102, prospective contractor shall be registered in the System for Award Management (SAM) database (https://www.sam.gov/) prior to award of a contract (this service is always provided free of charge - be careful as some websites will ask for a fee).

Please consider that this registration could take more than two weeks before receiving the corresponding Purchase Order. Consideration of award will be given on registration.

5. USAID/Peru anticipates that the effective date of the resulting Purchase Order will be no later than October 01, 2020. Please confirm your availability to start performing activities around this date.

RFQ No. 72052720Q00002

Questions in regards to this RFQ must be submitted by COB August 31, 2020 (Lima local time).

Quotations in response to this RFQ must be submitted to limasolicitations@usaid.gov and copy Mr. Jose Antonio Zarzar, Senior Acquisition and Assistance (A&A) Specialist, at jzarzar@usaid.gov, no later than Friday, September 11, 2020, 2:00 pm.

The United States Government (USG) reserves the right to reject any or all offers received. This letter does not constitute an award commitment on the part of the U. S.

Government nor does it commit the U.S. Government to pay for the costs incurred relative to the preparation and submission of a quotation.

Thank you for your consideration of this USAID initiative.

Sincerely, G. Michael Junge Regional Contracting Officer USAID/Peru

Enclosures: Attachment 1. Statement of Objectives Attachment 2. Instructions to Offerors Attachment 3. Evaluation Criteria Attachment 4. Solicitation Provisions Annex 1 – USAID/Peru Competencies

ATTACHMENT 1

STATEMENT OF OBJECTIVES

I. STATEMENT OF OBJECTIVES

A. Problem Statement

USAID/Peru’s staff have not met expectations (Level 4) as measured by the Workforce Assessment 2018 survey.

B. Theory of Change

If USAID/Peru’s staff achieves Level 4 as measured by the Workforce Assessment 2018 survey, then USAID/Peru’s staff members will be happier and more effective in their roles.

C. Magnitude of Change:

Upon completion of this contract, (?) number/percentage (to be completed by the offeror) of Mission staff will achieve (Level 4) as measured by the Workforce Assessment 2018 survey.

D. Deliverables:

(This section will be completed once a contractor has been selected to implement the work described above based on their offer.)

E. Background

While USAID leadership and learning frameworks at the Agency level exist, USAID/Peru has not yet adapted them habitually to their work ethic in a way that engenders leadership, learning and accountability visibly, practically or consistently, while caring for the well-being and diversity of all staff. In that regard, the Mission has not been able to meet expectations (Level 4) as measured by the Workforce Assessment 2018 survey.

The USAID agency-wide transformation, along with the changes that have occurred in the Peruvian context over the last decades, requires the USAID/Peru Mission to evolve to adequately support Peru in lockstep with the construction of its self-reliance. We have already shifted our development approach from Traditional Development to Transformational Development. The Mission needs to transform, applying the concept of strategic transition in the way our people are prepared and work in collaboration with our Peruvian counterparts.

USAID/Peru staff (consisting of 103 employees) rapidly progressed from a stage marked by concern in the face of an uncertain future to a proactive phase oriented towards a timely evolution to better play its future roles. Recently, uncertainty has gripped Staff again under the COVID-19 Pandemic, requiring remote work and remote management -a situation that is predicted to become a component of our new normal for the near future. The USAID/Peru Front Office’s openness about the Agency’s Transformation facilitated this progression by keeping Mission staff informed of ongoing changes in the Agency, visits by the T3 team, among others.

The Front Office has additionally supported efforts to assist Staff in not only coping with the Pandemic but adapting management in the new normal.

With the Mission’s support, two groups undertook the initiative to construct a plan for relevant change and improvement: the Foreign Service Nationals Committee (FSNco) and the Mission Advisory Group (MAG, composed by volunteers of all hiring categories from across the Mission to support the promotion of voice, inclusion and diversity).

Over the last two years, the FSNco promoted an assessment of USAID/Peru’s workforce, considering the most probable future scenarios and roles for the mission, leading the outsourcing and conduct of this assessment in 2018. In parallel and in response to the FEVS issues and Staffcare visit results, the MAG used meetings, surveys, and focus groups as input to formulate an action plan that would address key issues. Based on the results of this assessment, a joint group of the MAG and FSNCo produced a USAID/Peru Mission Improvement Plan (MIP).

The 2018 workforce assessment resulted in some initial recommendations in the five initial areas, listed below. These initial five areas were validated through the MAG data collection activities and resulted in a sixth area, Work/Life:

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

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

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

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

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

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

This scope of objectives aims to focus on at 3, 4, and 5, with complementary or supplementary linkages to the other areas as needed.

Based on the results of efforts described, the FSNco and the MAG formulated a Mission Improvement Plan (MIP) that includes both the five categories of the Workforce Assessment and the added Work-Life category. Its objective is to, in two years’ time, have a mission well prepared to perform its role in the collaboration with Peru, as part of a transformed agency and in an evolved context.

The underlying assumptions are that by 2024:

● Efforts to support and strengthen personnel transformation will align with the strategic and programmatic transformation as outlined in the Mission CDCS, and

● USAID/Peru will rely primarily on the expertise and strengths of its local staff to directly provide technical advice and exercise leadership in collaboration with Peru (countries) in its J2SR.

1. Activity Purpose and Objectives

Purpose: A High-Performance Culture The main purpose of this activity is to solidify and, when necessary, reimagine USAID/Peru’s high-performance culture by improving supervisory skills and offering a wide range of individual, team, and Mission-wide performance management approaches to enhance staff morale and effectiveness through a strong culture of leadership, learning and accountability. This work will support the mission transition to, and increase staff levels of performance towards, a high performing Mission team, commensurate with Agency and Mission programmatic transformational shifts and in a context that requires extensive adaptability and consideration under the anticipated “new normal” for post- COVID workplaces, including a prolonged and/or partial telework modality. The Mission proposes best achieving this purpose by pursuing the following sub-objectives during a two-year timeframe.

Objective 1: Institute a Culture of Leadership.

USAID/Peru wishes to increase the supervisory consistency and performance of its personnel. Efforts under this objective will particularly focus on personnel located throughout various levels of the Mission hierarchy in formal leadership and supervisory roles, focused on the individual, but also on the structure of various offices and as a mission as a whole. This objective aims to inculcate a local adaptation of the USAID Leadership Philosophy throughout the organizational hierarchy, a strong understanding of what a high-performance culture is for this mission, and prepare the Mission’s leaders for the adaptability required in the face of unpredictable pandemic containment measures.

Illustrative results include but are not be limited to:

● USAID/Peru staff knowledge of high-performance elements and characteristics increased.

● High-performance elements and identified characteristics, including core features of USAID/Peru’s organizational leadership style for internal and external relationships adapted to Mission.

● Inconsistencies among supervisors, Office Chiefs and staff’s organizational leadership style identified; and

● Priority actions to address gaps among supervisors, Office Chiefs and staff regarding core features of USAID/Peru’s organizational leadership style for internal and external relationships identified and implemented (or undergoing implementation).

● Offeror to propose.

Objective 2: Develop a Culture of Learning.

USAID/Peru envisions a high-performance culture that focuses on and values the learning process. This objective aims to apply and adapt the existing Collaborating, Learning and Adapting framework to internal mission culture and processes related to both its programs and interactions among mission staff.

Expected results include but are not be limited to:

● Characteristics identified to enable USAID/Peru to be an organization with a learning and improvement culture.

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

● Roadmap for USAID/Peru staff focused on evolving into an organization with individuals with a learning and improvement culture.

● Opportunities for offeror’s assistance along that roadmap identified and implemented.

Objective 3: Instill a Culture of Accountability.

Both group and individual accountability are necessary functions of a high-performing culture. This objective aims to leverage existing mechanisms of accountability, such as performance evaluation systems, to establish accountability as a core working principle of the performance culture for USAID/Peru whether that performance is taking place in the office or remotely.

Illustrative results include but are not be limited to:

● Specific factors causing low motivation in personnel, at the individual and office levels identified.

● Factors associated with high motivation in personnel, at the individual and office levels identified.

● Recommendations and priority actions developed at individual, office and mission-wide levels to address factors causing or contributing to low motivation and promote factors associated with high motivation.

● USAID/Peru staff applying the needed recommendations for greater performance and motivation competently and in a supportive manner.

Crosscutting Objective: Promote Workforce Wellness and Well-being.

Performance of quality work, meaningful supervision, commitment to learning, and strong accountability are all predicated on the well-being, intrinsic motivation, and resilience of staff. This objective aims to ensure that the well-being of staff is considered in any interventions related to the above objectives, knowing that any achievements towards high performance are only temporary if they are not reinforced in a strong, healthy, and happy workforce. This objective is especially important in light of pressures placed on the entire Mission workforce as a result of the COVID-19 Pandemic.

II. REPORTING AND SUPERVISION

The Contractor will report to the designated USAID/Peru Contracting Officer’s Representative for this Purchase Order, or any other USAID personnel, as designated by the Contracting Officer.

III. PAYMENT MANAGEMENT

The contractor is expected to meet or exceed all the performance standards outlined in the Statement of Objectives above. Payment shall be made as follows:

This section will be completed once a contractor has been selected to implement the work described above.

[END OF ATTACHMENT 1]

ATTACHMENT 2

Instructions for Quote Preparation

A. Instructions for the Preparation of the Technical Quote:

The technical quote will be evaluated in accordance with Attachment 3 (Selection Criteria). The technical application should explain the extent to which the Offeror proposes an appropriate, creative, and efficient plan to achieve the objectives set forth under Attachment 1 – Statement of Objectives. The technical quote must not exceed five

(5) pages (excluding cover letter and index if any). Quotes must be submitted in English and using Arial Font, 11-point size, single space. Paper size cannot exceed 8 ½” x 11” with margins no less than one inch on each border.

Offerors must complete sections 17, 23, 24 and 30 of the SF 1449 (cover page of this document) and submit such form with their quotation.

Also, Offerors must provide a rational staffing mix that creatively optimizes the use of resources to successfully undertake the proposed approach and achieve the objectives of the SOO.

Past Performance: The Offeror must provide evidence of their expertise in accomplishing the Statement of objectives. For this purpose, offerors are required to submit information of three projects of similar size, scope and complexity on which they have worked in the last five (5) years. Such information must contain the following:

● Project Name

● Funding Source (Organization)

● Award/Contract No.

● Period of Performance

● Dollar Value of the work performed

● Point of Contact (name, email address, telephone numbers) who can attest to the offeror’s performance on projects.

B. Instructions for the Preparation of the Price Quote:

This will be a Firm Fixed Priced FFP purchase order. Therefore, the offerors are instructed to provide a single price quote for all the services outlined in the Statement of Objectives.

[END OF ATTACHMENT 2]

ATTACHMENT 3

Selection Criteria

The following selection criteria will be applied to all offerors. They are listed in descending order of importance with “Strategic and Technical Approach'' being equal to “Management Approach” and “Past Performance” combined with the later two being of equal importance. The subcriteria under each of these is of equal importance.

a) Strategic and Technical Approach:

a. The extent to which the Offeror proposes a sound technical approach.

b. The extent to which the Offeror proposes metrics which will achieve desired results.

b) Management Approach

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

b. The extent to which the proposed institutional arrangement to engage with USAID and the staff proposed demonstrates strong experience and high-level expertise.

c) Past Performance

Past performance will be based to the extent that past awards are relevant to the work that will be performed and their degree of success.

Price will be evaluated on Best Value and will include the extent to which quotes are realistic and are based on a competitive price.

[END OF ATTACHMENT 3]

ATTACHMENT 4 - SOLICITATION PROVISIONS

The following provisions pertinent to this section are hereby incorporated by reference in accordance with the clause at FAR 52.252-2 “Clauses Incorporated by Reference.” See FAR 52.252-2 and the provisions listed below at: http://farsite.hill.af.mil/vffara.htm.

● 52.212-1 Instructions to Offerors -- Commercial Items (Oct 2015)

● 52.212-2 -- Evaluation -- Commercial Items.

● 52.212-3 -- Offeror Representations and Certifications -- Commercial Items.

● 52.212-4 -- Contract Terms and Conditions -- Commercial Items.

● 52.212-5 -- Contract Terms and Conditions Required to Implement Statutes or Executive Orders – Commercial Items.

Additionally, the following clauses are hereby incorporated in full text:

52.204-24 - REPRESENTATION REGARDING CERTAIN TELECOMMUNICATIONS AND VIDEO

SURVEILLANCE SERVICES OR EQUIPMENT (AUG 2020)

The Offeror shall not complete the representation at paragraph (d)(1) of this provision if the Offeror has represented that it “does not provide covered telecommunications equipment or services as a part of its offered products or services to the Government in the performance of any contract, subcontract, or other contractual instrument” in the provision at 52.204-26, Covered Telecommunications Equipment or Services— Representation, or in paragraph (v) of the provision at 52.212-3, Offeror Representations and Certifications-Commercial Items.

(a) Definitions. As used in this provision— Backhaul, covered telecommunications equipment or services, critical technology, interconnection arrangements, reasonable inquiry, roaming, and substantial or essential component have the meanings provided in the clause 52.204-25, Prohibition on Contracting for Certain Telecommunications and Video Surveillance Services or Equipment.

(b) Prohibition.

(1) Section 889(a)(1)(A) of the John S. McCain National Defense Authorization Act for

Fiscal Year 2019 (Pub. L. 115-232) prohibits the head of an executive agency on or after August 13, 2019, from procuring or obtaining, or extending or renewing a contract to procure or obtain, any equipment, system, or service that uses covered telecommunications equipment or services as a substantial or essential component of any system, or as critical technology as part of any system. Nothing in the prohibition shall be construed to—

(i)Prohibit the head of an executive agency from procuring with an entity to provide a service that connects to the facilities of a third-party, such as backhaul, roaming, or interconnection arrangements; or

(ii)Cover telecommunications equipment that cannot route or redirect user data traffic or cannot permit visibility into any user data or packets that such equipment transmits or otherwise handles.

(2) Section 889(a)(1)(B) of the John S. McCain National Defense Authorization Act for Fiscal Year 2019 (Pub. L. 115-232) prohibits the head of an executive agency on or after August 13, 2020, from entering into a contract or extending or renewing a contract with an entity that uses any equipment, system, or service that uses covered telecommunications equipment or services as a substantial or essential component of any system, or as critical technology as part of any system. This prohibition applies to the use of covered telecommunications equipment or services, regardless of whether that use is in performance of work under a Federal contract. Nothing in the prohibition shall be construed to—

(i)Prohibit the head of an executive agency from procuring with an entity to provide a service that connects to the facilities of a third-party, such as backhaul, roaming, or interconnection arrangements; or

(ii)Cover telecommunications equipment that cannot route or redirect user data traffic or cannot permit visibility into any user data or packets that such equipment transmits or otherwise handles.

(c) Procedures. The Offeror shall review the list of excluded parties in the System for Award Management (SAM) (https://www.sam.gov) for entities excluded from receiving federal awards for “covered telecommunications equipment or services”.

(d) Representation. The Offeror represents that—

(1)It □ will, □ will not provide covered telecommunications equipment or services to the Government in the performance of any contract, subcontract or other contractual instrument resulting from this solicitation. The Offeror shall provide the additional disclosure information required at paragraph (e)(1) of this section if the Offeror responds “will” in paragraph (d)(1) of this section; and (2)After conducting a reasonable inquiry, for purposes of this representation, the Offeror represents that— It □ does, □ does not use covered telecommunications equipment or services, or use any equipment, system, or service that uses covered telecommunications equipment or services. The Offeror shall provide the additional disclosure information required at paragraph (e)(2) of this section if the Offeror responds “does” in paragraph (d)(2) of this section.

(e) Disclosures.

(1) Disclosure for the representation in paragraph (d)(1) of this provision. If the Offeror has responded “will” in the representation in paragraph (d)(1) of this provision, the Offeror shall provide the following information as part of the offer:

(i)For covered equipment— (A)The entity that produced the covered telecommunications equipment (include entity name, unique entity identifier, CAGE code, and whether the entity was the original equipment manufacturer (OEM) or a distributor, if known);

(B)A description of all covered telecommunications equipment offered (include brand; model number, such as OEM number, manufacturer part number, or wholesaler number; and item description, as applicable); and (C)Explanation of the proposed use of covered telecommunications equipment and any factors relevant to determining if such use would be permissible under the prohibition in paragraph (b)(1) of this provision.

(ii)For covered services— (A)If the service is related to item maintenance: A description of all covered telecommunications services offered (include on the item being maintained:

Brand; model number, such as OEM number, manufacturer part number, or wholesaler number; and item description, as applicable); or (B)If not associated with maintenance, the Product Service Code (PSC) of the service being provided; and explanation of the proposed use of covered telecommunications services and any factors relevant to determining if such use would be permissible under the prohibition in paragraph (b)(1) of this provision.

(2) Disclosure for the representation in paragraph (d)(2) of this provision. If the Offeror has responded “does” in the representation in paragraph (d)(2) of this provision, the Offeror shall provide the following information as part of the offer:

(i)For covered equipment—

(A)The entity that produced the covered telecommunications equipment (include entity name, unique entity identifier, CAGE code, and whether the entity was the OEM or a distributor, if known);

(B)A description of all covered telecommunications equipment offered (include brand; model number, such as OEM number, manufacturer part number, or wholesaler number; and item description, as applicable); and (C)Explanation of the proposed use of covered telecommunications equipment and any factors relevant to determining if such use would be permissible under the prohibition in paragraph (b)(2) of this provision.

(ii)For covered services—

(A)If the service is related to item maintenance: A description of all covered telecommunications services offered (include on the item being maintained:

Brand; model number, such as OEM number, manufacturer part number, or wholesaler number; and item description, as applicable); or (B)If not associated with maintenance, the PSC of the service being provided; and explanation of the proposed use of covered telecommunications services and any factors relevant to determining if such use would be permissible under the prohibition in paragraph (b)(2) of this provision.

[End of Attachment No. 04]

Skill Description Levels Related Questions

Personal Agility

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

Adapts to changes in priorities, assigned responsibilities and projects.

• Tell me about yourself.

• Tell about a situation in which you had to face ambiguity or last-minute changes. How did you and your team handle it?

• Do your responsibilities change often? How do you handle it?

• Tell me about a moment in which you had to promote a project or idea despite resistance.

• Tell me about a recent change on the organization.

• What new challenges in your job do you enjoy the most?

• If you could change one thing about you, what would it be?

Responds quickly to new opportunities and learns new behaviors.

Willingly considers new ideas, procedures or processes to address a situation.

Works with a diversity of situations, people and groups and adapts to a change in direction, objectives and strategy.

Coaches others and provides feedback on their change journey.

Learning Agility

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

Seeks and uses feedback and other sources of information to identify appropriate areas for learning.

(Strengths and weaknesses)

• What do you think are your strengths and weaknesses?

• If I asked your boss about you, what would he tell me?

• What would your peers tell me about you?Actively participates in learning activities in a way that makes the most of the learning experience.

Annex 1 – USAID/Peru Competencies

Puts new knowledge, understanding, or skill to practical use on the job;

furthers learning through trial and error.

• Tell me about a skill or knowledge you recently acquired.

• How would you like your career to develop?

• Tell me about any new assignments you recently volunteered for.

• How do you usually find information that you don’t know? Tell me an example.

Puts self in unfamiliar or uncomfortable situation to learn; asks questions; takes on challenging or unfamiliar assignments.

Builds learning environments, promoting continuous improvement for him/herself and the team.

Managing Relationships

Responds and relates well to people in all positions; is seen as a team player and is cooperative;

looks for common ground and solves problems for the good of all.

Seeks opportunities and proactively tries to build effective working relationships with other people.

• How do you usually handle relationships in the Mission?

• Tell me about any recent misunderstanding you faced.

How did you handle it?

• What are the mission’s goals?

How do you and your supporting areas convey to reach them?

• How do you usually approach people in an initial meeting?

• What kind of people do you find harder to work with?

• How do you handle conflict?

• Have you ever had or work with a difficult team?

Clarifies the current situation by probing for and providing information to clarify situations.

Subordinates personal goals placing higher priority on team or organization goals than on own goals.

Facilitates agreement; gains agreement from partners to support ideas or take partnership-oriented action; uses sound rationale to explain value of actions.

Uses effective interpersonal skills;

establishes good interpersonal relationships by helping people feel valued, appreciated, and included in discussions (enhances self-esteem, empathizes, involves, discloses, supports).

Problem Solving – Decision Making – innovation

Identifies and understands opportunities and/or problems.

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

Identifies issues, problems, and opportunities. Prioritizes and determines tasks and resources considering the appropriate timeframe.

• Tell me about your job, what kind of situations do you usually handle?

• How do you usually organize yourself?

• Of the choices given, ask what you did in XX situation.

• Tell me about a situation in which you had to make fast decisions in high pressure environment.

• How do you usually solve problems?

• Tell me of a recent difficulty you faced at work and how you solved it.

• Tell me about a process you recently improved. How did you do it?

• What would you improve in the Mission and how?

Integrates information from a variety of sources; detects trends, associations, and cause-effect relationships.

Generates alternative and creates relevant options for addressing problems/opportunities and achieving desired outcomes.

Chooses appropriate action formulating clear decision criteria;

evaluates options by considering implications and consequences;

chooses an effective option.

Thinks expansively combining ideas in unique ways or making connections between disparate ideas; explores different lines of thought; views situations from multiple perspectives;

brainstorms multiple approaches/solutions.

Developing Others

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

Communicates assertively with others to identify their learning needs.

• Who has been a key person that has helped you improve your performance?

• How did he/she do it?

• If you had to help someone develop, how would you do it?

• Tell me about a situation in which you had to mentor someone.

Identifies competency gaps and develops personal development plans for others.

Provides planned learning and skill development opportunities for others.

Paces the level and quality of instruction or coaching to allow assimilation of the learning matter.

Mentors by investing adequate time and effort in counseling, coaching, and teaching others.

[END OF RFQ No. 72052720Q00002]