J-1_-_PWS_-_Copy.pdf

JUSTICE ADMINISTRATION AND MANAGEMENT SUPPORT

SINLEC16R0014

1/31/2016

United States Department of State Bureau of International Narcotics and Law Enforcement Affairs

PERFORMANCE WORK STATEMENT

Justice Administration and Management Support Project

Section 1 – Description of Services Section 2 – Service Delivery Summary Section 3 – General Information Section 4 – Special Clauses and Considerations Section 5 – Appendices

Table of Contents

SECTION 1 – DESCRIPTION OF SERVICES

1.1. INTRODUCTION

1.2. BACKGROUND

1.3. SCOPE

1.4. APPLICABLE DIRECTIVES, STANDARDS, PROGRAMS, AND STRATEGIES

SECTION 2 – SERVICE DELIVERY SUMMARY

2.1. SERVICE DELIVERY SUMMARY

2.1.1. Strategic Plan

2.1.2. Implement Institutional Efficiency

2.1.3. Implement Financial Management Policies and Procedures

2.1.4. Program Management

2.1.4.1. Approach

2.1.4.2. Work Plan

2.1.4.3. Key Personnel

2.1.4.4. Contractor Quality Plan

2.1.4.5. Reports, Conference Calls, and Meetings

SECTION 3 – GENERAL INFORMATION

3.1.Performance Location

3.1.1. Hours of Operation

3.1.2. Contractor Point of Contact

3.2. Quality Assurance Plan

3.2.1. Contracting Officer Representative

3.3. Employees

3.3.1. Qualification of Personnel

3.3.2 Employee Training

SECTION 4 – SPECIAL CONSIDERATIONS

4.1.In-Country Resources

4.2. Subcontracting

4.3. Visas and Visa Renewals

4.4. Travel

4.5. Physical Security Requirements

SECTION 5 – APPENDICES

Appendix 1 – Definitions and Acronyms

Appendix 2 – Assessment Report

Appendix 3 – Phase-in and Phase-out Plan

Appendix 4 – Work Plan Template (optional use)

Appendix 5 – Monthly Progress Report Template (optional use)

1.1. INTRODUCTION

Strengthening rule of law in Liberia by increasing capacity at institutions like Liberia’s Ministry of Justice (MOJ) continues to pose significant challenges for the Government of Liberia (GOL) and its development partners. The U.S. Department of State’s Bureau of International Narcotics and Law Enforcement Affairs (INL), Office of Africa and the Middle East (AME) Justice Administration and Management Support (JAMS) project will support building the capacity of the MOJ to improve its performance and the overall function of the justice sector.

1.2. BACKGROUND

The Department of State’s, Bureau of Narcotics and Law Enforcement Affairs, mission is to create a more secure, democratic, and prosperous world for the benefit of the American people and international community. We strive to build and maintain enduring peace by strengthening security, providing assistance, and seizing the opportunity to restore civil trust and strengthening the rule of law.

The U.S. Government, Bureau of International Narcotics and Law Enforcement Affairs (INL), Office of Africa and the Middle East (AME), and other international donors, including the U.N. Mission in Liberia (UNMIL), have provided security sector reform and rule of law assistance to the Government of Liberia (GOL) since the signing of the Comprehensive Peace Agreement (CPA) in 2003. As part of this sustained effort, the INL has provided support to the GOL’s law enforcement, justice, and corrections sectors. Liberia, with the help of the international community, has maintained the peace the CPA established and current levels of overt conflict are relatively low. However, strengthening the capacity of the Liberian justice sector institutions to provide fair, effective, accountable, and timely services continues to be a significant challenge for the GOL.

The 2013 Criminal Justice Sector Conference in Liberia was held, in part, to implement provisions of the 2013 Agenda for Transformation (AFT). The Conference resulted in passing a series of resolutions for MOJ and the entities under its authority. However, to date, these resolutions remain largely unimplemented.

The AFT states the goals for justice and rule of law, for the MOJ, are to build the effectiveness and integrity of legal institutions. The ultimate outcome of JAMS would be an MOJ that is transparent, efficient, and effective, and has the confidence of the Liberian people. It is expected to enact at the working level, in policies and procedures, the goals of these and the many other high-profile policy documents – AFT and 2013 Criminal Justice Sector Conference Resolutions -- that the GOL has introduced during President Ellen Johnson Sirleaf’s second term.

1.3. SCOPE

The Contractor shall provide all personnel, materials, equipment, tools, activities, and report deliverables to implement process improvement advisory services in the fields of: finance, human resources, procurement, internal audit, and maintenance and asset management.

The Contractor shall build capacity through results-oriented approach, and produce measurable concrete deliverables. MOJ administration will be an ability to develop and maintain

SECTION 1

DESCRIPTION OF SERVICES

decentralized and transparent administrative systems that increase accountability and efficiency, and limit corrupt practices. Systems will be established that de-personalize administration processes, so that the incidence of nepotism and cronyism decline. The Contractor shall collaborate significantly, as appropriate and under the direction of INL/Monrovia, with GOL, other USG agencies, and other donor partners.

The Contractor shall:

• Be flexible, timely, and innovative;

• Be mindful of local culture, laws, and operating environment;

• Use (including hire) local expertise and resources to the maximum extent possible;

• Ensure the sustainability of its interventions within the MOJ after the INL-funded project has closed-out;

• Engage other stakeholders active in this sector, if any; and

• Provide technical and intellectual leadership in the field;

The Contractor shall build capacity through results-oriented processes, and produce concrete deliverables that demonstrate project success measured against established benchmarks. The desired capacity for the MOJ administration will be an ability to develop and maintain decentralized and transparent administrative systems that increase accountability and efficiency, and limit corrupt practices. Systems will be established that de-personalize administration processes, so that the incidence of nepotism and cronyism decline. The Contractor will collaborate significantly, as appropriate and under the direction of INL/Monrovia, with GOL, other USG agencies, and other donor partners.

The Contractor will build MOJ capacity through embedding advisors to provide on-the-job mentoring, and separate, formal training and short-term technical assistance when the need arises, and as planned in advance for certain challenging areas. Advisors should not be implementing work on behalf of the GOL, but rather should dynamically mentor and advise their counterparts.

Particular attention will be given to decentralizing the management structure, so that the large number of agencies under the MOJ can execute their day-to-day activities without the need for approval from the central MOJ administration and the Minister of Justice.

1.4.APPLICABLE DIRECTIVES, STANDARDS, PROGRAMS, AND STRATEGIES The following documents are referenced for standard guidance only. Nothing in this document or listed reference documents supersedes applicable laws and regulations unless a specific exemption has been obtained from the Government.

1.1. Governance and Economic Management Support (GEMS)

1.2. Ministry of Justice (MOJ), Agenda for Transformation

1.3. Government of Liberia, Information and Communication Technologies (ICT)

1.4. United Nations Mission in Liberia (UNMIL)

1.5. Sexual and Gender Based Violence (SGBV) Prosecution Unit

1.6. Justice Sector Support-Liberia (JSSP) program

1.7. Liberian Legal Information Institute

1.8. The National Capacity Development Strategy (NCDS)

1.9. National Bureau of Investigations

The Contractor should plan to expand JAMS SDS to the LNP and LDEA (who are under the authority of the MOJ but have their own administrative offices) at the end of the base year, at the direction of the Government. Proposals should include the costs of such expansion.

2.1. SERVICE DELIVERY SUMMARY

Service Delivery Summary

Item No.

Performance Objective

PWS

Para. Performance Measurement Performance

Suspense 1 Pre-Performance Meeting

Contractor provides an agenda and is prepared to discuss program objective, milestones, key issues, manpower, action items, and technical direction

2.2.4.5(h),(i)

Initial work plan meets or exceeds the stakeholder expectations; issues resulting from Contractor changeover are brought forth to the CO or resolved within 48 hours. Contractor is prepared with questions on existing project personnel to successfully take-on the project by effective award date.

24-Mar-16

2 Initial Work Plan

Contractor shall assess the current status and specifically detail the plan forward.

2.2.4.5(a)

Objectives, milestones, and action items are clearly defined and results oriented. NLT 30 days AOR

3 Monthly Status Reports

Communicate to all US stakeholders the status in writing and must be available to telecom

2.2.4.5(b)

Complete, easy to understand, concise, and on-time

Monthly

4 Quarterly Work Plan

Provide a current, relevant, and updated work plan for the subsequent quarter.

The plan shall include actions, expected impacts, and results with the respective personnel and divisions.

2.2.4.5(c)

Work plan outlines goals, process, team members, goals, objectives, and anticipated outcomes. The plan is provided to the CO, PO, and COR by the first day of each quarter. Quarterly

SECTION 2

SERVICE DELIVERY SUMMARY

5 Annual Work Plan

Provide a current, relevant, and updated work plan for the subsequent fiscal year.

The plan shall include actions, expected impacts, and results with the respective personnel and divisions. 2.2.4.5(d)

Work plan outlines goals, process, team members, goals, objectives, and anticipated outcomes. The plan is provided to the CO, PO, and COR by the first day of each quarter.

NLT 23 MAR each year

SURVEILLANCE: The Government QA personnel shall perform periodic inspections as well as receive and investigate customer complaints. Discrepancies and complaints shall be passed to the Contract Administrator or Contracting Officer for resolution.

2.1.1. STRATEGIC PLAN. The MOJ are proactively and independently implementing a long-term Strategic Plan, with a clear and cost-effective organizational structure that accurately reflects and delineates roles and responsibilities, transparent policies, and standard operating procedures. At a minimum, the Contractor shall:

• Facilitate updates to the MOJ Strategic Plan as necessary, when/if there are changes in MOJ leadership.

• Provide MOJ staff with training and mentoring on strategic planning, including development and implementation of subsequent Strategic Plans.

• Support the successful implementation of the MOJ Strategic Plan, including developing a MOJ-wide Implementation Strategy.

• Where necessary, assist the MOJ with the revision of its organizational structure, delineating clear roles and responsibilities.

• Provide training for staff on the development of organizational charts, job descriptions, and roles and responsibilities and ensure staff can create such work products on their own.

• In conjunction with MOJ leadership, develop and document transparent policies and standard operating procedures in order to enable efficient implementation of the priorities identified in the Strategic Plan. Provide training for staff on the development of policies and standard operating procedures.

• Link all of the above with existing ICT and Financial Management systems, and provide regular training and on-the-job mentorship to staff on the use of these systems.

2.1.2. IMPLEMENT INSTITUTIONAL EFFICIENCY. The MOJ are proactively and independently applying documented policies and procedures for merit-based recruitment, selection, staff training, and staff development, thereby significantly reducing reliance on political appointments, and attracting professional, experienced, and qualified personnel who successfully contribute to increased institutional efficiency and effectiveness. At a minimum, the Contractor shall:

• Help MOJ to plan, implement, and sustain tailored administrative training for HR, finance, IT, asset, and procurement staff, in addition to standard training which includes orientation / training on the DAPS as an organization.

• Provide weekly, on-the-job training and mentorship until all staff who have been employed for more than a year fully understand and perform their roles up to minimum standard (minimum standard is to be provided by the contractor and require INL approval).

• Ensure the organizational structure (objective 1) clearly reflects sub-structures and staffing responsibilities that represent key HR areas, such as recruitment and selection, and performance management.

• Help MOJ develop a formal set of policies and procedures to strengthen recruitment and selection. Provide training for staff on implementation of the policies and procedures to strengthen recruitment and selection.

• Help MOJ develop formal HR policy on staff training and development, develop training plans and deliver training to HR staff as required.

• Help MOJ establish a training information system and prepare annual staff training. Provide training for staff on implementation of the training information system and the preparation and implementation of annual staff training plans.

• Support the development and establishment of an employee training and development system to track training needs and training providers. Provide training for staff on implementation of the employee training and development system.

• Link new systems created to the existing ICT and Financial Management systems.

• Facilitate the development the HR Section’s annual operational plan and budget.

2.1.3. IMPLEMENT FINANCIAL MANAGEMENT POLICY AND PROCEDURE. The MOJ are consistently implementing written Financial Management Policies and Procedures that enable transparent, effective, and efficient financial management, including asset management and procurement policies and procedures, compliant with Liberian law, thereby increasing reliability, predictability, and integrity of financial statements and budget planning and execution. At a minimum, the Contractor shall:

• Support the revision and update of the existing financial management policies and procedures manual and assessment management policies and procedures.

• Provide training to relevant MOJ staff on financial management best practices and on implementation of those policies and procedures.

• Support the development, updates, and/or revision of Terms of Reference for Finance Office staff.

• Aid in the development and implementation of a formal set of standard operating procedures for the budget process (including budget preparation, approval, execution), and see these implemented through the Budget Committee and other relevant parties.

Provide training for MOJ staff on budgeting – from development through adoption.

• Support the assessment of the training needs of the Internal Audit staff and enhance the work of the MOJ’s internal auditors by providing training in the internal audit standards and the internal audit process.

• Train Internal Control and Internal Audit staff in generally accepted accounting principles.

• Support asset managers to develop and implement and systematic approach to tracking and registering assets according to defined policies and procedures. Support the application of this approach to recent acquisitions.

• Facilitate the streamlining of the internal auditors review process.

• Work with relevant staff to enhance a system to efficiently track and register its assets according to defined policies and procedures.

• For all staff affected and relevant to the aforementioned activities, provide weekly, on-the-job follow-up training and mentorship until all those staff who have been employed for more than a year fully understand and perform their roles up to minimum standard (minimum standard is to be provided by the contractor and require INL approval), and make adequate use of new and existing systems ICT and Financial Management systems

2.1.4. PROGRAM MANAGEMENT.

The Contractor is required to manage with the objectives of quantifiably improving Liberia’s capacity in the Ministry of Justice. The program manager must initiate, plan, execute, control, close and report a given project start to finish. The program manager will also be called upon to recognize issues in real time and provide more efficient practices and ideas to drive the desired results and objectives.

2.1.4.1. APPROACH.

The Contractor must adopt a Results Framework, which is a structured approach to project design and performance measurement that is based on well-defined results and a coherent, yet streamlined, strategy to achieve those results. The Results Framework is a succinct diagram that depicts what a project intends to achieve and the necessary steps, using a logical sequence of cause-and-effect between specific activities and intended results and a timeline for these events. The Results Framework diagram must include a narrative providing more explanation of intended results and the activities that the project will implement to achieve these results.

2.1.4.2. WORK PLAN

The Contractor is required to submit an initial, quarterly, and annual work plan. Work plan must illustratively detail or specify names, position title, dates, action item description, expected outcome or impact, and tentative travel. The Contractor shall submit a comprehensive work plan that outlines goals, process by which team or person, goals, and offer the Government a better understanding of the scope of the project. The work plan should break down a process into small, achievable tasks, and identify the anticipated outcome to include milestones, specific hard end dates with dependencies established. The Contractor shall revise the work plan and update it as needed throughout the duration of the contract.

2.1.4.3. KEY PERSONNEL.

The Contractor shall assign sufficiently experienced personnel, who are qualified in the conduct of similar operations and who have appropriate background and experience. Key personnel may not be replaced by the service provider without the review and approval of the

Contracting Officer. All personnel, including SMEs, shall be considered key personnel and will be reviewed by the COR, in consultation with the INL section in Monrovia and the INL Liberia Program Officer. Where INL deems necessary, the Contractor shall submit supporting documentation sufficient to allow the COR to conclude that the candidate possesses the qualifications, experience, and training required. These shall include, but may not be limited to:

(a) PROJECT MANAGER/CHIEF OF TEAM (COT) The Contractor shall provide a minimum of two (2) resident, full-time COTs for the duration of the contract. S/he shall have adequate authority to make major implementation decisions and be responsible for the performance of the work and coordination of all INL/JAMS project activities. The COT will be responsible for reporting to INL/Monrovia, is expected to play a lead role in interacting with senior GOL officials, and generally acting as project liaison in the community with other donors and implementers.

The Project Manager/COT is considered Key Personnel. Minimum qualifications for the Project Manager/Chief of Team are the following:

• From an accredited university, either a JD degree or a degree in Public Administration (or related field) and relevant judiciary and legal work experience; or an MBA and relevant judiciary and legal work experience;

• At least five (5) years of international experience implementing complex donor-funded development projects in a combination of any of the following areas: peace building; international rule of law and justice sector reform;

criminal justice reform; justice sector capacity building; and public sector administrative reform;

• Supervisory experience while implementing projects in the sectors listed above;

• Prior work experience managing donor-funded projects in a developing country, preferably in West Africa, is highly preferred;

• Superior negotiation and interpersonal skills;

• Proven ability to build and maintain key relationships in a culturally diverse environment and negotiate the resolution of conflicting views to enable the implementation of policies and programs;

• A working knowledge and demonstrated proficiency in Microsoft Office products, including Word, Excel, and PowerPoint;

• Must be able to communicate in English with sufficient professional-level accuracy and fluency to participate fully and effectively in conversations on a variety of topics in formal and informal settings, from both concrete and abstract perspectives; must be able to write high quality reports, strategic and briefing documents in professional-level;

• Must be able to discuss in English the respective special fields of competence, explain complex matters in detail, and provide lengthy and coherent narrations, all with ease, fluency, and accuracy. If INL requests a verification of English competency, candidates must receive a superior level rating from the American Council on the Teaching of Foreign Languages (ACTFL).

2.2.4.4. CONTRACTOR QUALITY ASSURANCE PLAN

The Contractor shall provide no later than 60 days after receipt of award a quality assurance plan. The plan must explain how performance progress will be periodically monitored, process for receipt of complaints or performance concerns, and approach to minimize repeat failures.

2.2.4.5. PLANS, MEETINGS, REPORTS, AND CONFERENCE CALLS

(a) INITIAL WORK PLAN.

The Contractor shall include a draft work plan that is illustrative of the ability to prepare such a plan. Upon award, the Contractor shall submit a detailed work plan within 30 calendar days to the CO, COR, INL Liberia Program Officer, and INL Section in Monrovia. Once approved by the COR, the work plan shall guide the substantive work of the program. Note that the Contractor’s evaluation shall be determined by its performance in implementing the work plan and achieving the intended results of the project, as identified in the Results Framework.

(b) QUARTERLY WORK PLAN.

On a quarterly basis, the Contractor shall provide no later than the 10th day of the new quarter a written report to the INL section in Monrovia, the INL Program Officer, Contracting Officer and COR. At a minimum, the work plan must include:

o Status and analysis of overall project progress toward achieving the objectives citing evidence such as significant events and measurements of qualitative or quantitative indicators.

o Explain why or why not project meets targets o A map of Liberia that points by location (town, country) significant security threats, programmatic events, and if needed include in excel spreadsheet o Explain significant activities and events anticipated during the next quarter o Identify opportunities or constraints and potential gains or risks.

(c) ANNUAL WORK PLAN.

On an annual basis, the Contractor shall provide no later than the 10th day of the new fiscal year a written report to the INL section in Monrovia, the INL Program Officer, Contracting Officer and COR. At a minimum, the work plan must include:

o Status and analysis of overall project progress toward achieving the objectives citing evidence such as significant events and measurements of qualitative or quantitative indicators.

o Explain why or why not project meets targets o A map of Liberia that points by location (town, country) significant security threats, programmatic events, and if needed include in excel spreadsheet o Explain significant activities and events anticipated during the next quarter o Identify opportunities or constraints and potential gains or risks.

(d) PROGRESS MEETINGS.

The Contracting Officer and other Government personnel, as appropriate, will meet periodically with the Contractor to review the contract performance. At these meetings, the CO will apprise the Contractor of how the Government views the Contractor’s performance and the Contractor will appraise the Government of problems, if any being experienced. Appropriate action shall be taken to resolve outstanding issues.

(e) MINUTE MEETINGS.

Minutes of these meetings, including copies of all presentation materials or briefings, will be prepared and documented in writing by the Contractor, and agreed upon by the CO and Contractor. Should there by any disagreement, the parties shall set out in writing any area of non-concurrence. Appropriate action will be taken to resolve any area of non-concurrence.

Accepted meeting minutes will be signed by the CO and the Contractor.

(f) MONTHLY REPORTS.

On a monthly basis, the Contractor shall provide no later than the 10th day of the following month a written report to the INL Director in Monrovia, the INL Liberia Program Officer, and the COR. The monthly report should be no more than 4 pages in length and must identify, at a minimum, the following Project activities conducted during the reporting period, with an indication of whether activities were conducted in accordance with the work plan and specifying measurable results. Status and analysis of overall project progress towards achieving project objectives, citing evidence such as significant events, measurements of qualitative or quantitative indicators, etc. Reporting against indicators in accordance with the PM

(g) CONFERENCE CALLS.

On a bi-weekly basis, the Program Manager will be expected to participate in a conference call with the CO, COR, INL Liberia Program Officer, and INL Section in Monrovia to ensure effective two-way communication and allow any issues to be resolved in a timely manner.

(h) PRE-PERFORMANCE CONFERENCE The Contractor and at minimum one additional personnel shall meet or teleconference with the CO, COR, and within 10 business days after effective award date to discuss details regarding the proposal, schedule, and other related contract activities. The COR or CO will provide an agenda to the contractor at least two business days in advance of the 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 the kickoff meeting the contractor shall draft finalize and provide meeting minutes. The document should summarize the key issues raised at the meeting, action items. And corresponding assigned personnel, and how each shall be addressed.

(i) CONTRACTOR CHANGE OVER The Government reserves the right to conduct site visits to all Contractor-operated facilities in conjunction with the solicitation of offerors for any follow-on contract. In the event the follow-on contract is awarded to other than the incumbent, the incumbent Contractor will cooperate to the extent required to permit an orderly changeover to the successor Contractor.

With regard to the successor Contractor’s access to incumbent employees, a recruitment notice may be placed in each facility accessible to incumbent employees.

GENERAL Service provider shall provide personnel, equipment, tools, materials, supervision, and other items and services necessary to perform services defined in this PWS, except as specified in Section 3, Government-Furnished Property (GFP)

3.1. PERFORMANCE LOCATION

In support of this requirement, the Contractor is required to provide a physical performance presence at the following locations:

a) Ministry of Justice, Liberia

b) Government of Liberia

c) U.S. Embassy in Liberia

d) Washington D.C.

3.1.1. HOURS OF OPERATION.

Service provider shall perform the services required under this contract during the following schedule: routine hours for publishing and forms functions are 7:30 a.m. through 4:30 p.m. local, Monday through Friday, excluding Liberian holidays honored by the US Embassy Liberia. Saturday and Sunday are not considered normal workdays.

3.1.2. CONTRACTOR POINT OF CONTACT

The Contractor shall provide an individual who must have full authority to act in all matters related to this PWS. This individual must be responsible and accountable to the CO in representing the service provider for meeting the performance requirements of the PWS.

This individual must be designated in writing to the CO no later than the pre-performance conference.

3.2 QUALITY ASSURANCE PLAN.

The government will periodically evaluate the contractor’s performance by appointing a representative(s) to monitor performance to ensure services are received. The government representative will evaluate the contractor’s performance through intermittent on-site inspections of the contractor's quality control program and receipt of complaints from base personnel. The government may inspect each task as completed or increase the number of quality control inspections if deemed appropriate because of repeated failures discovered during quality control inspections or because of repeated customer complaints.

Likewise, the government may decrease the number of quality control inspections if merited by performance. The government will also investigate complaints received from various customers located on the installation. The contractor shall be responsible for initially validating customer complaints. However, the government representative shall make final determination of the validity of customer complaint(s) in cases of disagreement with customer(s).

SECTION 3

GENERAL INFORMATION

The Contracting Officer (CO), and other Government personnel, as appropriate, will meet periodically with the contractor to review the contract performance. At these meetings, the CO will apprise the contractor of how the Government views the contractor's performance and the contractor will apprise the Government of problems, if any, being experienced.

Appropriate action shall be taken to resolve outstanding issues.

Minutes of these meetings, including copies of all presentation materials or briefings, will be prepared and documented in writing by the contractor, and agreed upon by the CO and contractor. Should there be any disagreement; the parties shall set out in writing any area of non-concurrence. Appropriate action will be taken to resolve any area of non-concurrence.

Accepted meeting minutes will be signed by the CO and the contractor.

3.2.1. CONTRACTING OFFICER REPRESENTATIVE

Contracting Officer Representative (COR) is the authorized government representative(s) who will perform assessments of the contractor’s performance. Subsequent to contract award, the identity of the COR(s), with a letter defining their duties and authority will be promptly furnished to the successful bidder/offeror.

The COR(s) or alternate(s) will inform the contract manager in person when discrepancies occur and will request corrective action. The COR(s) or alternate(s) will make a notation of the discrepancy on their assessment checklist with the date and time the discrepancy was noted

3.3. EMPLOYEES

The Contractor shall not employ any persons for work on this contract who are identified to the Contractor by the CO as a potential threat to the safety, security, or operational mission of the installation and its population. The Contractor shall submit letters with qualifications from prospective employees to the Contracting Officer prior to the start of contract performance. Should personnel be replaced during the course of contract performance, the Service Provider shall ensure replacement personnel meet the same standards.

3.3.1 QUALIFICATION OF PERSONNEL.

The Contractor shall ensure personnel are qualified and eligible to work for the United States and can respectfully interact with Liberia government officials or American Diplomats. The Contractor is responsible for ensuring the number of personnel, hours, level of effort, and mix of skillset are appropriate for meeting all aspects of this PWS. To ensure clear and concise communication in the field, the service provider should provide a copy of an individual, either placed or replaced, resume and their writing samples in English.

Contractor personnel shall present a neat appearance and be easily identified as service provider employees. In addition to resumes, the contractor shall provide writing samples in English for the proposed key personnel.

The Contractor shall not employ any person who is an employee of the U.S. Government if employing that person would create a conflict of interest. The Contractor shall not employ any person who is an employee of the Department of State.

If the Contracting Officer finds it to be in the best interest of the Government they may at any time during the performance of this contract order the Contractor to remove any of his personnel from further performance under this contract for reasons of their moral character, unethical conduct, security reasons, or violation of installation regulations. In the event that it becomes necessary to replace any Contractor personnel for any of the above reasons, the Contractor shall bear all costs associated with such removal, including the costs for the replacement of any personnel so removed. These costs shall not be chargeable to the Government.

3.3.2 EMPLOYEE TRAINING.

The Contractor shall ensure all service provider employees are trained to support the requirements of this PWS. Contractor shall ensure that all training is completed and documented prior to allowing the employee to perform work.

4.1 IN-COUNTRY RESOURCES

The Contractor shall acquire all off-site material, technical and or logistical services necessary to support the program and officers. In the event equipment, materials, or tools is needed to support the implementation, the Contractor shall identify, itemize, include estimated cost, and submit the request for approval to the Contracting Officer Representative.

4.2. SUBCONTRACTING

Contractors are encouraged to subcontract with Liberian entities. The subcontractor(s) should have significant involvement and may assist the contractor in one or more of the following areas: 1) provides technical advice, 2) installs equipment, 3) performs quality surveillance, 4) collects, monitors, and interprets program effectiveness. The local partner(s) must possess the ethnic and linguistic diversity required to work throughout Liberia, in addition to a documented expertise in evaluation.

4.3 VISAS AND VISA RENEWALS.

The Contractor shall ensure that all personnel have valid passports with appropriate visas prior to deployment, and shall ensure timely renewals of visas and passports. The USG will not provide support or facilitation for obtaining passports or Liberia visas.

4.4 TRAVEL.

All travel shall be in accordance with Federal Travel Regulations (FTR) and Department of State Standard Regulations (DSSR). The Contractor shall make all its own travel arrangements, including obtaining necessary visas and travel documents, appropriate per diem and/or travel allowances and accommodation as needed. The Contractor shall provide travel/transport to Liberia for their personnel, as well as return travel. The Contractor is responsible for all employees being deployed and shall make effort to minimize time enroute or unnecessary delays or overnight accommodations

The Contractor shall arrange for travel services, pay travel expenses, and claim reimbursement for all employees under this PWS. To be reimbursed for travel cost, the service provider must provide the CO and/or COR a travel claim which shall account for expenditures up to the completion of travel, cancellations, or delays. The Contractor shall furnish receipts for all expenses exceeding $75.00, see code of federal regulations §301-52.4

4..5. PHYSICAL SECURITY REQUIREMENTS.

The Contractor shall be responsible for safeguarding all government property and classified information under their control. All government facilities, equipment, and materials utilized by the service provider shall be secured to the U.S. standards.

SECTION 4

SPECIAL CONSIDERATIONS

Contract performance on this project does not require an individual or facility level security clearance; however, Contractors are encouraged to conduct background searches on all personnel performing in Liberia.

TABLE OF APPENDICES

APPENDIX 1 Definitions and Acronyms APPENDIX 2 Assessment Report APPENDIX 3 Phase-in/Phase-out Plan APPENDIX 4 Work Plan Template APPENDIX 5 Monthly Progress Report Template

SECTION 5

APPENDICES