MCN_Statement_of_Work_-_Attachment__1.pdf

United States Department of State

Bureau of International Narcotics and

Law Enforcement Affairs

STATEMENT OF WORK

Afghan Ministry of Counter Narcotics (MCN) Remediation Plan Contract

Section 1 -- Introduction and Background

Section 2 – Scope of Work and Requirements

Section 3 – Deliverables

Section 4 – Requirements

Section 5 -- Instructions, Conditions, and Notice to Offerors

Attachment 1 – Weekly Progress Report Template Attachment 2 – Public Financial Management Risk Assessment Attachment 3 – MCN Remediation Plan

Section 1 -- Introduction and Background

1.1 Introduction

The Bureau of International Narcotics and Law Enforcement Affairs (INL) seeks a project to improve the financial management, including budgeting and accounting; internal controls;

procurement; personnel and payroll; and human resources systems of the Afghan Ministry of Counter Narcotics (MCN), based on the remediation plan developed by INL to address the weaknesses and vulnerabilities identified by a Public Financial Management Risk Assessment (PFMRA) of the ministry.

1.2 Background

It is a priority of the U.S. government (USG) to provide on-budget assistance to the Afghan government. The USG committed to channel at least 50% of its assistance funds through the Afghan government’s budget while the government enacts the reforms necessary to strengthen its public financial management systems, reduce corruption, improve budget execution, and increase revenue collection to finance key National Priority Programs, in accordance with the London Conference and Kabul Conference communiqués. INL has provided approximately 83 million dollars of funding to the Ministry of Counter Narcotics on-budget to-date.

Congressional requirements mandate INL complete a PFMRA of MCN to continue to provide on-budget funding to the ministry. In October 2014, INL contracted GMG Management Consulting, Inc. to conduct this assessment. As a result of the PFMRA, GMG identified twenty-four (24) significant internal control deficiencies that increased the potential for errors in financial reporting, inefficiency and ineffectiveness of operations and non-compliance with laws and regulations (see Attachment 2 for the assessment). Overall, MCN is rated as having “Medium” Risk for receiving on-budget funds.

INL seeks a contractor to implement the remediation plan INL developed based on the deficiencies identified by the PFMRA (see Attachment 3 for the remediation plan). This remediation project shall coordinate its activities with other INL-funded counternarcotics programs, including the MCN Capacity Building program, which provides skills-based training to improve the MCN’s ability to develop and coordinate counternarcotics policy and to manage and monitor counternarcotics programs.

1.2.1 Relationship to Afghan Government and U.S. Priorities

The MCN Remediation Plan Contract is fully aligned with the Afghan Government National Drug Action Plan. It also supports the 2012 U.S. Government counternarcotics strategy for Afghanistan by contributing to objective 5, “Build a more capable, accountable, effective, sustainable, and self-reliant Afghan Ministry of Counter Narcotics.”

Section 2 – Scope of Work

2.1 Ministry of Counter Narcotics Remediation Plan Contract Goal

The goal of the MCN Remediation Plan Contract is to improve MCN’s capacity to manage foreign assistance.

2.2 MCN Remediation Plan Contract Objective

The objective of the MCN Remediation Plan Contract is to help MCN strengthen its financial management, internal controls, procurement and other support systems by addressing the 24 internal control deficiencies identified by the PFMRA.

Section 3 – Tasks and Deliverables

The contractor shall be responsible for ensuring satisfactory achievement of all products and reports under this Statement of Work.

The process for submission and review of deliverables, unless noted otherwise, is as follows:

The contractor shall submit the deliverable in English to the CO and COR for review and comment, before or on the date that it is due. The CO and COR will review and provide comments to the contractor within 10 business days. Informal deliverables do not require that the contractor resubmit them for approval after the contractor has made any changes to them directed by INL. Formal deliverables require the contractor resubmit the deliverables for approval by the CO and COR after the contractor has made the changes directed by INL, within 10 business days. The contractor shall arrange for the translation of all formal deliverables upon final approval into Dari, if requested by the COR.

The contractor will undertake the following tasks and produce and submit the following written deliverables:

Task 1: Hold Kickoff Meetings with INL and MCN The contractor’s project director and up to two additional project staff shall meet or teleconference with the COR, GTM and other appropriate INL/AP and INL/K staff within 10 business days after receipt of order (ARO) to discuss details regarding the tasks outlined in the proposal, scheduling activities, and other issues related to the contract.

The contractor’s project director and up to two additional project staff shall also hold a separate kickoff meeting with MCN within 10 business days after the INL kickoff meeting to discuss details regarding the tasks outlined in the proposal, the work plan/timeline for the contract, and the support and cooperation they will need from MCN.

The contractor will provide an agenda to the CO and COR at least two business days in advance of each meeting. The contractor shall come prepared to identify any areas of concern and to suggest ways of responding to these concerns. Within five business days following these kickoff meetings, the contractor shall prepare a memo summarizing the key issues and concerns raised at each meeting, and how each shall be addressed.

1a. Informal Deliverable: Agendas for Kickoff Meetings

1b. Informal Deliverable: Meeting Memos from Kickoff Meetings

Task 2: Communicate with INL and MCN The contractor shall have bi-monthly or weekly, as needed, phone meetings with the COR to provide updates on the progress of the project, and to obtain technical direction from the COR.

The contractor shall be prepared to identify any areas of concern and to suggest ways of responding to these concerns. The contractor shall submit weekly progress reports to the COR no later than noon EST the day before the weekly call. The template for the weekly progress report is provided as Attachment 1.

The contractor shall also have monthly meetings with MCN and INL to report on the progress of the project. The contractor shall be prepared to identify any implementation issues that may arise and to suggest ways of responding to these concerns. The contractor shall submit monthly progress reports in English to the CO, COR, and other designated INL staff no later than one business day before the monthly meeting. These reports shall provide an update on the status of each task in the remediation plan; explain any deviations from the work plan, problems or risks encountered, and propose remedial strategies and actions; and discuss projected activities for the next reporting period. These reports shall also provide the supporting documentation needed to close each condition in the remediation plan developed by INL (see Appendix 3).

2a. Informal Deliverable: Weekly Progress Reports

2b. Informal Deliverable: Monthly Progress Reports

Task 3: Draft the Comprehensive Work Plan In their response to this RFP, the contractor shall submit a preliminary work plan that shows how they will address the recommendations of the PFMRA, provided in attachment 2, and the requirements of this SOW, within 5 business days ARO. The work plan shall identify all critical milestones, start and completion dates with dependencies established. The contractor shall submit a revised work plan based on feedback from INL after contract award, and update the work plan, as needed, throughout the duration of the contract.

3a. Formal Deliverable: Comprehensive Work Plan

Task 4: Purchase MS Access and Develop Databases Based on the PFMRA recommendations, the contractor shall purchase Microsoft Access for the personnel in each directorate at MCN that requires it, including the Finance and Administration, HR, Procurement, M&E directorates, and for the compliance officer. In the Good Performers Initiative Directorate (GPI), only the finance section needs MS Access. The contractor shall also develop secured desktop applications (Microsoft Access databases) for the following purposes:

1. Budget formulation and Execution: To support the budget formulation and execution process, including tracking, monitoring, analyzing and reporting the status of budgetary resources at the Finance and Administration and GPI Directorates.

2. Accounting: To record, track, monitor, analyze, and report transactions that serve as a subsidiary ledger of accounting records (a detailed level of transactions) for the Finance and Administration Directorate at MCN.

3. Compliance: To track, monitor and report on MCN compliance with relevant laws, regulations and internal procedures. The database will be used by the internal auditor at MCN (who is also acting as compliance officer).

4. Payroll: To track, monitor, validate and transmit time and attendance data to Human Resources Management Information System (HRMIS) and AFMIS. The database will be used by GPI and possibly the Human Resources Directorate at MCN.

5. Cost Accounting: To enable management to collect, analyze, summarize and evaluate alternative courses of action for project management. This database will enable MCN to relate its service efforts (the inputs used to provide services) to the outputs and outcomes of those services, through measures such as the cost per unit of outputs.

6. Fixed Assets: To standardize, and effectively and efficiently record, track, monitor, analyze and report fixed assets. The database should track the location, quantity, condition, maintenance, and depreciation status of fixed assets. The contractor shall also develop a system using serial numbered asset tags, (which are labels often with bar codes for easy and accurate reading) that will enable MCN to regularly take inventory with a mobile bar code reader.

The databases shall include appropriate safeguards to prevent data, reports, and other outputs from being accessed without authorization, or from being improperly modified or destroyed.

The contractor shall also ensure that the databases enable the ready availability of information to authorized MCN personnel, and that the databases interface with the financial management system of the Afghan Ministry of Finance, the Afghanistan Financial Management Information System (AFMIS). Integration with AFMIS will give MCN the ability to access data in real time from AFMIS, which will simplify the business process by standardizing it, ensure the integrity of information, and enable easy development and maintenance.

The contractor shall also provide on-demand technical support to MCN on the use of Microsoft Access and the databases developed under this contract, including troubleshooting, diagnosing, and solving software and database management problems. The contractor shall provide support as expeditiously as possible during normal business hours.

4a. Informal Deliverable: Databases

Task 5: Develop SOPs and quality control documents The contractor shall also work with MCN to develop standard operating procedures (SOPs) and other quality control documents to improve the financial management of MCN, which include

SOPs on the use of the Access databases created under this contract. Other quality control documents to be developed include:

1. Quality assurance or checklist for budget reports, SOPs for MCN’s Budget Implementation Team (BIT) activities, and budget formulation and planning;

2. SOPs for budget formulation and planning;

3. Quality assurance process or checklist for accounting deliverables;

4. SOPs for short-term fiscal imbalances (for GPI Directorate);

5. SOPs for entity-level internal control structure;

6. Compliance officer tracking, monitoring and reporting tool;

7. Supplementation of current HR SOP, including fraud management, compliance, safety, harassment, security and other HR issues;

8. SOPs and desktop manual for payroll procedures and transactions;

9. Procurement process application procedures and internal control development;

10. SOPs for program management and monitoring processes;

11. Policy, methodology and tools to conduct periodic internal control evaluation or self-assessments of program and/or project control activities;

12. A risk-based approach to audits and the development of questionnaires;

13. A tool for tracking, monitoring, and reporting anti-corruption laws;

14. Fixed asset management policy and procedures; and

15. SOPs for petty cash transactions.

5a. Formal Deliverable: SOPs and quality control documents

Task 6: Provide training on databases The contractor shall develop and conduct the following trainings, among others identified in the course of the project, to address the PFMRA recommendations:

1. Training on budgetary control activities; budget formulation and planning SOPs and Access modules; and accounting control activities and Access modules for the Finance and Administration and GPI Directorates;

2. Training for BIT members on their roles and responsibilities and MoF requirements;

3. Yearly HR training program for ALL employees on fraud management, compliance, safety, harassment;

4. Training on SOPs and desktop manual for payroll procedures and transactions, and timekeeping mechanism for HR and GPI Directorates;

5. Training on program management and monitoring process SOPs (for MCN’s M&E

Directorate) and on the internal control evaluation tool and cost accounting tool (for MCN’s M&E and GPI Directorates);

6. Training on anti-corruption law reporting and the risk-based approach to audits for the Internal Audit Directorate;

7. Training on procurement process SOPs, fixed asset management policy and procedures for the Procurement Directorate and GPI; and

8. Training on petty cash transactions and internal controls for the Fiduciary and Custodian Officers at MCN.

The contractor shall develop teacher and student manuals for all of the trainings, and power point materials, if necessary. The contractor shall also develop and conduct pre- and post-tests for each training, and report the results to INL.

INL’s third party monitoring contract, the Flexible Implementation and Assessment Team, may conduct site visits to observe the contractor’s work and/or trainings. To facilitate monitoring, the contractor shall provide INL with the date, time, location, and point of contact for trainings no later than 5 business days before they occur, and shall notify INL within 12 hours of a cancellation of training.

6a. Formal Deliverable: Teacher manuals

6a. Formal Deliverable: Student manuals

6a. Formal Deliverable: Pre-/post- tests

Summary List of Deliverables

Base Contract

ITEM Description Due date 3.1a Agendas for Kickoff Meetings At least two business days in advance of each meeting Kickoff Meeting

3.1b Meeting Memos for Kickoff Meetings

Within 5 work days following the meeting.

3.2a Weekly Progress Report No later than noon EST the day before the weekly progress call.

3.2b Monthly Progress Report No later than one business day before the monthly meeting.

3.3a

Comprehensive Work Plan

Within 5 business days ARO.

3.4 Access databases Within 4 months ARO.

3.4 SOPs and quality control

documents

Within 6 months ARO.

3.6a Training Teacher Manuals Within 9 months ARO.

3.6b Training Student Manuals Within 9 months ARO.

3.6c Pre-/Post-Tests Within 9 months ARO.

Section 4 – Requirements

4.1 Proposal Requirements

In their response to this RFP, the contractor shall submit the following:

1. Technical Proposal: A detailed technical proposal that shows how the contractor will implement the remediation plan developed by INL, provided in attachment 3, and the requirements of this SOW.

2. Preliminary Work Plan: A preliminary work plan that identifies all critical milestones, start and completion dates with dependencies established.

3. Rapid Mobilization Plan: This will be a highly visible program with expectations that program startup and implementation will begin quickly. In their response to this RFP, the contractor must demonstrate capacity to mobilize resources immediately and implement activities in accordance with a strict timeline and focused objectives.

4. Staffing Plan: The contractor will present an Afghan national team to implement this program, including key personnel who meet the requirements in section 4.2.

5. Cost Proposal

4.2 Key Personnel

The Offeror is responsible for assembling a qualified and competent team to accomplish the work required under this SOW. Consultants should indicate the proposed composition of their team and provide CVs. INL anticipates a team that includes the following key personnel:

Project Manager: The Project Manager shall be responsible for the overall management and implementation of the task order and report directly to the Department of State Contractor Officer’s Representative. S/he shall supervise project implementation and ensure that the project meets stated goals and reporting requirements. The Project Manager is also responsible for overall cost and budget management, oversight of technical work and compliance with the conditions of the contract, including sub-awards, if applicable. The Project Manager will confer regularly with Department of State management on strategy in order to maximize the effectiveness and sustainability of the project. The individual must have:

o A Master’s degree in the social sciences, business administration, computer science or related fields.

o Minimum of six (6) years of recent project management experience with a US Government foreign affairs agency, international assistance organization, or non-governmental organization.

o At least five (5) years of supervisory experience.

o English language skills at or equivalent to the Foreign Service Institute (FSI) proficiency level of 3 or higher is required. Certification of language proficiency will be required. For more information and definition of the language proficiency level, please refer to:

http://www.sil.org/lingualinks/LANGUAGELEARNING/MangngYrLnggLrnngP rgrm/TheILRFSIProficiencyScale.htm o Dari or Pashto speaking and reading skills at or equivalent to the Foreign Service Institute (FSI) proficiency level of 4 or higher is required. Certification of language proficiency will be required.

o Organizational/technical skills to manage the resources for this project and support the team with field logistics.

o Experience working in Afghanistan on financial management systems.

MS Access / VBA Database Developer and Trainer: The MS Access Database Developer and Trainer will assist the Project Manager in all activities, including developing the work plan, reporting on project activities, and providing quality control of database development. This position will also lead the development and implementation of trainings. The individual must have:

o At least 7 years of experience in the analysis, design, development, reporting, testing, and debugging of business applications using MS Access 2007/2003 and Excel 2007, including requirements gathering, interacting with clients, creating forms, queries, reports, writing VBA code, documenting the process and deploying the applications to clients was a daily routine.

o A Master’s degree in business administration, computer science or related fields.

o At least two (2) years of experience conducting trainings on IT-related subjects and/or business.

o At least two (2) years of supervisory experience.

o English language skills at or equivalent to the Foreign Service Institute (FSI) proficiency level of 3 or higher is required. Certification of language proficiency will be required.

o Dari or Pashto speaking and reading skills at or equivalent to the Foreign Service Institute (FSI) proficiency level of 4 or higher is required. Certification of language proficiency will be required.

o Excellent research, writing, analytical, and presentation skills. Proven ability to deliver a quality written product in English.

o Experience creating documentation on the operation of databases for laypeople.

o Proven ability to deliver a quality written product.

o Experience working in Afghanistan.

In addition to resumes, the contractor shall provide writing samples in English for the proposed key personnel. INL reserves the right to recommend changes or request additional detail on key personnel or other team members. Only local nationals shall be hired under this contract.

Section 5 - Instructions, Conditions, and Notice to Offerors

5.1 Type of Contract

This will be a firm fixed price contract.

5.2 Period of Performance

5.2.1 Phase-In Period

The Contractor shall provide all necessary services to manage and support a 30-day phase-in/transition period to assume full program responsibility in accordance with the SOW. The proposed price for the Phase-In/Transition will not be included in the total evaluated price.

However, the proposed price will be assessed for reasonableness based on, but not limited to, proposed start-up equipment, tools, and phase-in personnel outlay.

5.2.2 Base Period

The Contractor shall provide services in accordance with the SOW. The period of performance is one year.