Scope_of_Work_PERFORM_April_14.docx

SECTION C—STATEMENT OF WORK

C.1 Introduction and Objective

PERFORM will serve as a centralized management support mechanism that will support USAID/Pakistan’s mission to increase stability, democracy, and prosperity for the men and women of Pakistan through the implementation of the Mission Strategic Framework (“MSF”). See Section J.1. PERFORM will contribute to the U.S. Government’s goal of “Developing an economically vibrant, secure, and stable Pakistan which, in turn, promotes peace and security in South Asia,” by providing oversight capability, documentation of project and implementer performance, information to help project managers improve project results through better implementation, and services that support the Mission’s learning and adapting process, enabling it to better target its programming and achieve its goal and objectives.

The Contractor will provide high-quality, reliable, and objective performance management support services that will allow the Mission to effectively collect (particularly in environments that pose challenges to accessibility) and use relevant performance and development-related data to ensure the achievement of the Mission’s development objectives as identified in the MSF.

As a result, USAID/Pakistan’s MSF and the accompanying Performance Management Plan (“PMP”) will guide the implementation of this contract as the Contractor responds to demands driven by the performance of each project and activity. See Section J.2.

C.2 Statement of Work

The Contractor’s performance of the below contract components must comply with USAID quality standards outlined in the Automated Directives System (“ADS”) Chapter 202, ADS Chapter 203, and the USAID Evaluation Policy. See Section J.3 for the USAID Evaluation Policy. In addition, the Contractor will comply with USAID/Pakistan’s performance management policies and directives upon their completion, which the Mission should complete during the first year of the contract’s period of performance.

C.2.1 Component 1: Monitoring Support

USAID/Pakistan remains responsible for monitoring projects and activities through Contracting Officer’s Representatives (“COR”) and Agreement Officer’s Representatives (“AOR”). PERFORM will provide the requisite services to support CORs, AORs, and other USAID/Pakistan staff members in meeting these responsibilities—especially in high-threat and security restricted areas.

The satisfaction of these responsibilities requires the use of performance monitoring data to (1) identify projects with implementation challenges, improve and adapt projects and activities during implementation and (2) to inform new project designs.

Therefore, the Contractor will provide high-quality, timely and useful performance monitoring support services for USAID/Pakistan’s development projects and activities, which will allow the effective management of these projects and activities. The Contractor will perform tasks under this contract component in accordance with the USAID/Pakistan MSF, PMP, and the individual project and activity level Monitoring and Evaluation (“M&E”) plans, which USAID/Pakistan will provide upon contract award to develop its Annual Work Plan.

As one tool of USAID’s monitoring approach, the Contractor may use subcontractors or other partners to conduct site visits to verify activities completed by an implementing partner, which shall be reported to the relevant USAID COR/AOR. The Contractor will utilize local partners that possess experience working in the project or activity’s place of performance for some portion of the monitoring support activities.

The Contractor will need to identify creative, innovative approaches to resolve the difficulties of monitoring in remote or difficult-to-reach areas. As a result, the Contractor is expected to include a variety of approaching such as: Global Positioning System (“GPS”) location-stamped photos, data from GPS tracking devices, and/or remote sensing, surveys (e.g., rapidly deployed crowd sourced/community mobilization or longer-term door-to-door household surveys), remote data collection using mobile devices (e.g., SMS, text message, or Interactive Voice Response), and/or crowdsourcing.

The Contractor will also provide monitoring support services for direct government-to-government (“G2G”) agreements which USAID/Pakistan executed with the Government of Pakistan (“GOP”). The Contractor will focus its support on strengthening and supporting the relationship between USAID and the GOP. This means that monitoring support services for G2G activities must include the appropriate GOP officials—both at the national and provincial/local levels—contributing to building and strengthening these relationships. Where government capacity and/or systems are limited, restricting the Contractor’s ability to conduct monitoring support tasks, then the Contractor will utilize alternative methods that mitigate these weaknesses. In the end, the Contractor must adapt and conform its approaches and process to the specifications within the varied host country agreements (i.e., some agreements have very specific M&E and performance management requirements and other agreements cursorily mention such.)

Specific performance monitoring support tasks will include, but are not limited to:

C.2.1.1 Site Visits and Activity Verification

The Contractor will provide regularly scheduled site visits and activity verification aligned with project and activity M&E Plans and work plans. In addition, the Contractor will provide monitoring support services for projects and activities located in environments that pose challenges to accessibility, especially in the Federally Administered Tribal Areas (“FATA”), Khyber Pakhtunkhwa (“KP,” and, together, “FATA/KP”), and some areas of Karachi. The Contractor will verify USAID contractor, recipient, and GOP partner compliance during all types of site visits. Further, the Contractor will routinely provide the COR/AOR with the necessary data to verify partner compliance with award requirements, including but not limited to, activities conducted under the work plan, results achieved, participant training requirements, environmental requirements or environmental plans, and marking and branding compliance. For example, the Contractor will verify activities such as commodities and equipment delivery and usage, community outreach and mobilization, capacity building, and stipend programs.

For infrastructure projects, USAID/Pakistan has executed agreements with engineering firms to conduct oversight of construction tasks. Nevertheless, the ultimate effect of those construction activities (e.g., roads, dams, power plants, schools or clinics constructed) on beneficiaries remains of interest to USAID/Pakistan for which the Contractor will support the monitoring of higher order effects of construction projects and activities.

The Contractor will document its findings through site visit reports and quarterly reports, which it will make available in electronic form through PakInfo. See Section J.1 for additional information in the MSF narrative.

C.2.1.2 Data Quality Assessments

The Contractor will support the completion of Data Quality Assessments (“DQA”), which include recommendations to ensure the soundness of data collection methods and common definitions and facilitate aggregation of data from multiple partners/sources.

USAID/Pakistan anticipates the need for annual DQAs that will contain new or updated indicators. USAID/Pakistan also anticipates that in Years 2, 3 & 4 a batch DQA is expected to update a total of over 200 MSF indicators per Agency guidance.

C.2.2 Component 2: Evaluation Services

The Contractor will provide high-quality performance and impact evaluations of USAID/Pakistan’s development projects and activities, which will allow the Mission to effectively implement these projects and activities—and plan future projects and activities—based on the results of these evaluations. High-quality performance and impact evaluations of USAID/Pakistan projects and activities will support the achievement of the results defined in the MSF.

The Contractor will use rigorous methods meeting international and USAID standards for evaluations as provided in the evaluation policy and relevant international standards. See Section J.6. This requires that the Contractor provide a full range of professional performance evaluation services that necessarily include the following:

· Design and implement independent rigorous performance evaluations for USAID/Pakistan projects and activities;

· Conduct data analysis and produce reports on evaluation findings that are clear and accessible to multiple audiences; and

· Contribute to the knowledge of USAID/Pakistan staff and stakeholders about the effectiveness of USAID investments through the dissemination of information and lessons from performance evaluations.

The Contractor’s evaluation services will assess outcomes, inform future programming, and enable the broader dissemination of knowledge in relation to the learning agenda for the MSF.

According to ADS 203 evaluation is a “the systematic collection and analysis of information about the characteristics and outcomes of programs and projects as a basis for judgments, to improve effectiveness, and/or inform decisions about current and future programming.” USAID evaluations are grouped into two categories (performance and impact evaluations). Given the nature of USAID project designs and implementation strategies, performance evaluations are the most common type of evaluation conducted; however, USAID is now placing greater emphasis on conducting impact and program level evaluations.

When conducting performance and impact evaluations, the Contractor will use the best available methods to answer the evaluation questions, which will include using a range of quantitative and qualitative methods for data collection and analysis. The COR will work with the Contractor to determine the appropriate methodology for the evaluation and the COR will review and approve the final proposed methodology.

Per USAID’s evaluation policy, USAID/Pakistan will identify opportunities to evaluate its overall programs, rather than solely focusing at the project level. Generally, the evaluations will assess the combined performance and impacts of multiple assistance projects and will adhere to the greatest extent possible to the criteria outlined for impact and performance evaluations. USAID/Pakistan expects that the Contractor’s evaluations will support the assessment of the efficacy of the entire assistance package in a particular sector.

Consistent with international evaluation best practices, the Contractor will adopt a participatory approach when conducting evaluations. Thus, the Contractor will involve USAID implementing partners and stakeholders in the design stage of relevant evaluations and in other stages, as appropriate. For all evaluations, the Contractor will provide sufficient human and technical resources for team planning meetings at the beginning of the evaluation as well as for sufficient team preparation prior to fieldwork. In particular, the Contractor will provide sufficient human and technical resources to assist USAID/Pakistan in determining the specific decisions that each evaluation will influence in its final use. The Contractor will employ methodologies that ensure systematic stakeholder input at appropriate stages of evaluation planning and implementation. This includes a review of the qualifications of the proposed field teams and the provision of methodological tools and input from requesting Mission technical staff. The Contractor will budget sufficient time for both data collection and analysis. Insufficient time and attention to data analysis and development of conclusions and recommendations will lead to poor utilization of evaluation findings. The Contractor will provide sufficient human and technical resources for drafting quality reports and presentations of conclusions and recommendations. The Contractor must have the capacity to maintain professional ethics and business code of conduct for the performance of fieldwork by consultants and standards for reports.

The Contractor’s evaluations of G2G awards may utilize specialized approaches. G2G activities require a close working partnership with government officials; therefore, evaluations of these activities must support rather than hinder this relationship. Further, the Contractor must consider the use of host government systems for data collection, but remain prepared to supplement this data if systems can yield high-quality information.

The Contractor will manage the logistics associated with executing the evaluations, including but not limited to, arranging plane, train, rental cars, visas, etc.—including field visits to remote or insecure areas.

Specific evaluation services-related tasks will include, but are not limited to:

C.2.2.1 Performance Evaluations

ADS Chapter 203 generally requires that performance evaluations focus on descriptive and normative questions: what a particular project has achieved (either at an intermediate point in execution or at the conclusion of an implementation period), how it is being implemented, how it is perceived and valued, whether expected results are occurring, and other questions that are pertinent to program design, management and operational decision making. Performance evaluations often incorporate before-after comparisons, but generally lack a rigorously defined counterfactual. The Contractor will conduct a majority of the evaluations as mid-term or final performance evaluations.

C.2.2.2 Impact Evaluations

Impact evaluations measure the change in a development outcome attributable to a defined intervention and inputs; thus, impact evaluations are based on models of cause and effect and require a credible and rigorously defined counterfactual to control for factors other than the intervention that might account for the observed change. Impact evaluations in which comparisons are made between beneficiaries that are randomly assigned to either a treatment or control groups provide the strongest evidence of a relationship between the intervention under study and the outcome measured. The Contractor will advise on the appropriateness of when or whether to conduct impact evaluations and compare the advantages of impact evaluations for different interventions.

The Contractor will design and implement impact evaluations using experimental or quasi-experimental designs. Experimental design will generate treatment and control groups by randomly allocating intervention among eligible participants. Quasi-experimental designs will generate a comparison that emulates the randomization of treatment. Examples of expected approaches include propensity score matching, difference-in-difference, and regression discontinuity. Contractor will coordinate impact evaluation planning, design, and implementation with development assistance implementers—especially incorporating planning and the collection of baseline data from the very beginning of the project design stage.

Where feasible and necessary, USAID/Pakistan will work with the Contractor to design and conduct impact evaluations across the development portfolio, utilizing the results from baseline, mid-line, and end-line data to evaluate the outcomes of USAID/Pakistan programs, projects, and activities—including the effects on beneficiaries, communities and local organizations.

C.2.3 Component 3: Assessment Services

The Contractor will provide high-quality, timely, and useful performance management assessments of USAID/Pakistan’s development program. These assessments will support the implementation of the MSF. Some assessments will directly relate to data collection on indicators (e.g., baseline, mid-line or end-line data collection) as contained in the MSF. Assessments will also include support for Mission analyses, especially for analytical frameworks that underpin cross-cutting objectives and key MSF topics, or the assumptions in project logical frameworks.

In addition, the Contractor will conduct assessments on specific sectors or selected themes. These assessments will provide information to guide new USAID/Pakistan programming or refine existing USAID/Pakistan approaches. As part of special topic assessments, the Contractor will conduct the Stability Index and Early Grade Reading Assessment (“EGRA”).

These assessments will advance USAID/Pakistan’s learning agenda concerning effective development approaches and interventions with relevant, useful, timely, and cost effective monitoring, evaluation and analytical products. The COR will share the learning agenda with the Contractor upon its completion. In the meantime, the MSF narrative document includes a summarized version.

C.2.3.1 Assessments

Assessment tasks will include, but are not limited to:

· Interviews or group discussions at the household or community level, especially for MSF indicators;

· Collecting and collating context or benchmark indicator data to support Mission analyses of priority MSF results or topics;

· Perform recurring assessments (e.g., Stability Index and EGRA); Knowledge, Attitudes and Perceptions (“KAP”) assessments; gender assessments; and sectoral assessments, among others as requested by the PERFORM COR.

C.2.4 Component 4: Learning Support Services

The Contractor will provide high-quality learning support services to enhance USAID/Pakistan’s learning and adapting process in the implementation of the MSF. The Contractor will support USAID/Pakistan’s learning and adapting process in the management of the MSF by focusing on the learning agenda, the analysis and use of geospatial and other data, and strengthening performance management skills through integrated capacity building. The learning support services and the provision of high-quality development-related information will support USAID/Pakistan’s evidence-based decision-making concerning its management of development programs, projects, and activities.

C.2.4.1 Learning Agenda

USAID/Pakistan’s Learning Agenda consists of a plan for applying the principles of collaborating, learning, and adapting throughout the USAID Program Cycle during MSF implementation. USAID/Pakistan’s Learning Agenda includes three components: (1) Identification of Knowledge Sources; (2) Assessing and Addressing Knowledge Gaps; and (3) Utilizing Knowledge to Adapt programming and implementation.

The Contractor will support USAID/Pakistan with the implementation and updating of the Learning Agenda. The Contractor will also support the implementation of cross-cutting and other tasks required to manage the MSF and its PMP. The Contractor will also support a USAID/Pakistan-led process to fine tune and operationalize the Learning Agenda, particularly with regard to stakeholder engagement, filling of knowledge gaps, and adapting programming.

USAID/Pakistan may institute an iterative process for identifying learning based on evidence and integrating and adapting to this learning with support from the Contractor. This will require an on-going collaborative process between key USAID staff and stakeholders through a process designed between the PERFORM COR and the Contractor.

Collaboratively identifying and utilizing local knowledge will fill knowledge gaps to better utilize USAID resources. The Contractor will assist USAID/Pakistan as it systematically examines indicator data, evaluation findings, and other evidence to analyze and determine how best to apply lessons learned to the design and implementation of projects and activities.

C.2.4.1.1 Learning Agenda Tasks

Learning Agenda tasks will include, but are not limited to:

· Support collaboration with implementing partners and other stakeholders to discuss findings from monitoring data, evaluations, and/or assessments; and, identify how USAID/Pakistan must accordingly adapt program implementation;

· Organize learning events and platforms as requested in support of USAID/Pakistan’s analytical processes;

· Support the determination of the best approaches to capture learning and knowledge and ways to integrate this learning into programming, monitoring, and evaluating plans, as needed;

· Support an iterative process (by Development Objective, Cross Cutting Objective, geographic focus, or key topic) by analyzing findings, identifying the best approach for applying learning, reassessing learning agenda questions, and developing a plan of action based on evidence;

· Facilitate the process for articulating lessons learned and identifying next steps;

· Identify relevant local knowledge sources and making this knowledge available in a useful form; and,

· Document and make available in a useful form monitoring data, other analyses, evaluation reports, meeting notes and follow-up from learning engagements.

USAID/Pakistan anticipates the need for the following Learning Agenda-related tasks:

· On-going learning agenda technical assistance for two (2) Development Objective/Cross Cutting Objective teams/year – frequency and timeline for this assistance will be dictated by the needs of the learning agenda;

· Learning Agenda technical assistance for four (4) Development Objective/Cross Cutting Objective teams, one (1) time per quarter;

· Semi-annual meetings with each of the five (5) Development Objective Teams and up to three (3) other teams to address Cross Cutting Objectives, key topics, or geographical areas. Semi-annual meetings are anticipated to be in concert with the mission’s semi-annual reviews/portfolio review of the Mission Strategic Framework (anticipated to be in October and April);

· Four (4) learning events per year.

C.2.4.2 Development and Management of Data and Information Systems

The Contractor will provide and use geospatial methods and information technologies as they are particularly powerful tools for assessing programs and making evidence-based management decisions. For example, reviewing a map that illustrates where expected irrigation channels will be constructed along with the topography and productivity classification of agricultural lands can better target development interventions. Similarly, mapping all the related interventions in a target geographic area can help identify where programming synergies may occur and help plan for an evaluation sampling plan to investigate if synergies exist.

The Contractor will work with USAID/Pakistan and implementing partners to identify opportunities for use of geospatial data and analysis. The Contractor will ensure that any technology products procured are of sufficiently high quality to complete all tasks within a reliable and timely manner as defined by a process agreed upon with the PERFORM COR. The Contractor must collaborate with USAID/Pakistan to ensure compatibility with USAID systems (e.g., PakInfo) to allow for migration to a USAID system either during the period of performance, if warranted, or as part of close out of this contract.

The Contractor will provide all maps in PDF, JPEG, or Google form as determined by the PERFORM COR in consultation with the Contractor to allow minimal effort in using them in reports or other deliverables. In addition, the Contractor will provide the maps in their original production format (e.g., ArcGIS, AutoCad, etc.). Yet, the Contractor can provide other formats on a case-by-case basis. The PERFORM COR will provide further specifications, as appropriate, but will likely include additional requirements, such as inclusion of metadata and sources.

C.2.4.2.1 Geographic Information System/ Management Information System Tasks

The types of Geographic Information System (“GIS”)/ Management Information System (“MIS”) tasks provided under PERFORM will include, but are not limited to:

· GIS/Cartographic Services: The Contractor will develop and, as requested by the PERFORM COR, analyze maps that contain the following types of data: project performance data; activity locations; and contextual information, including topography, activity budgets/costs, sample participant locations, infrastructure, borders, and political boundaries. USAID/Pakistan may use the maps for a variety of purposes, including identifying suitability of potential new activity sites; determining overlap and possible synergies or duplication; planning for monitoring, evaluation, or assessments; supporting learning agenda efforts; or reporting results or investments, among others. The Contractor will coordinate with existing USAID/Pakistan GIS/MIS efforts and require the use of geophysical characteristics of natural resources (e.g., chemical, biological, physical) and socio-economic characteristics related to governance and markets (e.g., sociological, cultural, political, institutional, and economic).

· MIS: The Contractor will provide supplemental MIS services that support the usage of the Mission’s data management system. USAID/Pakistan’s “PakInfo” management information system houses performance data on all MSF indicators. It is expected to also house project and activity level indicators as well as be able to track activity-level progress on work plans.

USAID/Pakistan will not store certain data in PakInfo; thus, USAID/Pakistan occasionally has the need for additional MIS support. The PERFORM COR may require the Contractor to develop a set of tools and procedures in collaboration with USAID/Pakistan to capture this data. For example, USAID developed a dashboard to share data collected from the Stability Index in an interactive manner with key USG stakeholders, which houses all the information and allows for manipulation of data to see specific pieces/disaggregation of data (e.g., number of security incidents occurring in a particular district during a particular time period). The Contractor will need to update and manage this dashboard as additional rounds of data collection occur for the Stability Index. Similarly, the PERFORM COR may require other creative displays of information. As a result, the Contractor will establish standard templates and data transfer procedures whereby USAID/Pakistan contractors and recipients will define methods of storing and verifying data not stored in PakInfo. Prior to development of any such new system, the Contractor will develop a sustainability plan that the PERFORM COR will approve. Similarly, the Contractor will develop a sustainability plan for the future of the Stability Index dashboard.

Illustrative GIS/MIS tasks include, but are not limited to:

· Display in a variety of formats as dictated by USAID and analyze meteorological, hydrological, physical, political, and socioeconomic information pertinent to the Mission Strategic Framework and USAID/Pakistan portfolio;

· Create custom map products for a variety of audiences that are both visually appealing and in compliance with industry standards;

· Work with development partners and USAID/Pakistan staff to acquire a collection of thematic layers and imagery to be used in conjunction with project location data;

· Develop a system that houses and displays geospatial base data for viewing by all staff, the system may be temporarily housed on the Contractor’s system until migrated to USAID;

· Develop a protocol to de-conflict data collection across the Mission; and

· Maintain and update the Stability Index dashboard.

USAID/Pakistan anticipates the need for the following:

· 130 maps developed per year, dependent upon the complexity of the final products (this includes maps requested by the Mission as well as those needed for task implementation and reporting);

· 1 GIS base-data system and ongoing maintenance with updates every 6 months, as needed;

· Stability Index dashboard maintenance and updates – in conjunction with data collection, monthly for some data and two times per year for survey data;

· Up to 2 database systems per year, to be built around specific tasks, and only if the data does not fit into pre-existing systems, namely PakInfo.

C.2.4.3 Integrated Capacity Building for Performance Management

USAID has introduced a number of new policy initiatives and reforms in recent years which have increased a focus on improved monitoring, evaluation, and learning practices. These policy changes have resulted in an increased need for performance management skills among staff and partners, and the capacity of USAID/Pakistan staff and its partners have not kept pace. .

The Contractor will formulate an integrated approach to capacity building to achieve PERFORM’s overall goal and successfully accomplish the tasks. While other USAID/Pakistan contracts and agreements provide general and M&E capacity building to local partners, the training and capacity building under this contract will add value and support other efforts by focusing on the MSF and the PMP.

The Contractor’s integrated capacity building effort will ensure the provision of quality, comparable data as well as increased analysis and use of related performance management data and information. Throughout the performance of PERFORM, the Contractor will have potential opportunities to increase the technical skills of relevant USAID/Pakistan staff, implementing partners and their sub-partners, with emphasis on Pakistani nationals. The Contractor will include its partners and sub-partners in this capacity building component.

The Contractor will consider capacity building in this context as an intentional process used to increase an individual’s motivation, knowledge, and skills necessary to enhance an organization’s ability to conduct performance management and/or use performance management tools. The Contractor will work with the PERFORM COR to define a clear approach to integrated capacity building, requiring an intentional and individually-tailored methodology.

This approach must expand skills and experience to conduct high-quality performance management work increasingly independent, and be adaptable to tailor services to meet the unique needs of each group trained. Moreover, the approach will have a particular emphasis on M&E planning and data analysis because these two areas are the weakest for USAID/Pakistan’s partners (while their strengths tend to be in data collection and other fieldwork). Delivery methods may include, but are not limited to, face-to-face training or technical assistance sessions, targeted workshops, distance learning, CD or web-based instruction, and print and web materials.

C.2.4.3.1 Integrated Capacity Building for Performance Management Tasks

Monitoring and evaluation of development assistance requires critical skill sets both within USAID to manage programs and implementing partners to ensure delivery. The Contractor will assist USAID’s Performance Management Unit (“PMU”) to bolster USAID’s internal capacity, and designated implementing partners’ capacity by delivering capacity building services where critical weaknesses are identified. Topics/areas for capacity building are expected to include the following:

· Preparing for and managing evaluations;

· Select appropriate evaluation approaches and methods;

· Track evaluation recommendations;

· Develop and select indicators, assuring data quality, tracking and aggregating data across multiple sources, data analysis and dissemination of findings;

· Define and collect output and outcome indicators for higher or intermediate level results of the MSF;

· Link budgets and results data;

· Provide performance management in new project or activity design;

· Develop scopes of work for performance management tasks and evaluations and assessments;

· Develop PMPs and project or activity level M&E plans (formerly called PMPs);

· Analyze and understand monitoring and other performance data;

· Perform site visits;

· Plan for, perform, and analyze data quality assessments;

· Plan for, conduct, and use monitoring and evaluation data and information (including baseline data);

· Standardize the data transfer between specific contracts/activities and the Mission-level performance management system;

· Develop performance management database systems to systematically collect, analyze and report on performance data; and

· Use of information technologies utilized by the mission for geospatial data.

As part of the capacity building work, the Contract is expected to (1) provide tailored technical assistance to USAID staff as well as USAID implementing partners or sub-partners that collect data for USAID programs; (2) produce relevant performance management technical guides, tools, and reference materials; and (3) produce technical guides, tools, and reference materials to support implementing partners to maintain sound M&E systems at the activity level.

C.3 Contractor Coordination with PERFORM COR

The COR will coordinate with USAID technical staff and the Contractor on individual activities required by the contract. The Contractor will work closely with the COR and the PMU on all relevant coordination issues related to implementation of activities, including capacity building. The Contractor will define a work flow process, which will be finalized with the COR upon start up and incorporated in the Annual Work Plan.

The Contractor will coordinate with current Mission staff regarding activities that develop the capacity of relevant local Pakistani organizations, including the Mission’s Assessment and Strengthening Program (“ASP”) and the Training for Pakistan activity. The PERFORM COR and USAID/Pakistan staff responsible for capacity building activities will ensure that performance management capacity building efforts under PERFORM contribute to or enhance other Mission activities.

The Contractor must establish an internal system that allows them to track time and expenditures on the required components and specific activities ordered of the contract. The Contractor will define the exact requirements for this system in consultation with the PERFORM COR, which both parties will incorporate in the Annual Work Plan.

C.3.1 Mobilization of Support Services

The COR will provide prioritized activities, activity-specific requirements, and related documentation (e.g., activity work statements) based on Mission need and demand, which the Annual Work Plan will document. Each discrete activity will align with one or more of the above components, depending on the final product required. The Contractor’s services will not directly address every project and activity in USAID/Pakistan’s portfolio; however, those services will remain available for the entire portfolio if USAID/Pakistan requires supplementary assistance.

USAID/Pakistan will determine the needed evaluations and assessments through an internal Mission process based on the development and revision of the MSF PMP, which includes monitoring, evaluation, and assessment plans by Development Objective Team and technical office. The results data summarized in the PMP, along with M&E plans for individual projects and activities, will help the COR determine the specific yearly activities (i.e., activity-specific monitoring, evaluations, assessments, and trainings).

In order to expedite startup, the Contractor will work with the PERFORM COR to develop templates for routine activities, such as performance management technical assistance, site visits, and maps. The COR will bundle similar activities into one request or summary document, when possible. USAID/Pakistan will document each activity’s alignment with the Annual Work Plan.

The PERFORM COR will base their determination on the activities to be included in the detailed PERFORM work plan based on the following criteria:[footnoteRef:1] [1: Criteria will be updated and finalized prior to implementation of this contract.]

· Supports the Learning Agenda;

· Well-defined, clearly stated purpose (e.g., to inform new projects, test a development hypothesis, meet current administration priorities, global lessons, etc.) and supports learning on Mission identified cross-cutting themes and special issues;

· Achievable within the expected timeframe, geographic location, and budget, with sufficient quality and comprehensiveness that will provide useful, quality results;

· Supports clarity for programs/projects/activities that have more complex monitoring needs or are in difficult to reach geographic locations;

· Aligns its timing with the appropriate MSF program/project/activity phase;

· Achieves a sufficient degree of cost benefit (including factors such as location, level of effort, potential replication, etc.) given the size and importance of the program/project/activity;

· Balances support to all interested technical and regional offices and Development Objectives; and

· Responds to or follows up from audit findings.

The Contractor will need to interact with many of USAID/Pakistan’s implementing partners. Consequently, the Contractor must work with the PERFORM COR and the implementing partners to establish a coordinated system of communication and information sharing, as well as a protocol to de-conflict data collection. The Contractor will develop an approach for engaging multiple key stakeholders in task development that makes the most efficient use of limited time, such as multi-stakeholder engagement processes. The Contractor should ensure coordination and non-duplication of effort with other similar activities conducted through the Mission, particularly GIS and local capacity building. For GIS, services under this contract will support: general mapping needs for performance management, project and activity design, and reporting on and communicating about the Mission’s portfolio.

The regular information gathering that the Contractor will conduct throughout Pakistan will generate a large amount of data on the achievement of the MSF goal and development objectives, as well as the performance of projects and activities in USAID/Pakistan’s portfolio. The Contractor must make this data readily available to USAID personnel in an easily accessible and understandable format so that USAID/Pakistan can make strategic decisions about the direction of projects/activities and inform the Agency of trial and error of changing approaches in response to evolving circumstances.

The Contactor must work closely with the PERFORM COR to ensure that appropriate data transfer methods are in place between implementing partners, USAID/Pakistan, and other stakeholders. The PERFORM COR will facilitate discussions between the Contractor and other USAID program CORs and AORs about modalities of this data exchange. The Contractor will establish standard templates and data transfer procedures and define methods of storing and verifying data that cannot be stored in PakInfo.

On occasion, disagreements over the findings of the Contractor’s monitoring tasks may arise. At USAID/Pakistan’s request, the Contractor will appear for meetings with USAID staff and/or technical project implementing partners to explain any discrepancies between their findings and the findings of the technical project implementing partner’s. At such meetings, PMU and relevant technical office staff will discuss how the discrepancy will be resolved.

C.4 Gender Considerations

USAID requires Contractors to undertake efforts to prevent discrimination and violence against women and girls, provide economic and leadership opportunities, increase participation of women in the political process, improve security for women and girls, promote education, health and well-being, and other efforts designed to directly benefit women and girls.

The Contractor will support USAID/Pakistan’s implementation of the Agency’s gender policy related to monitoring, evaluation, and learning as outlined in ADS 205.3.6. See Section J.9. This support will incorporate specific language or activities, where appropriate, under the contract and address or advise USAID/Pakistan on identified issues, or if requested, suggestions for improvement.

The Contractor will support the Mission in ensuring that Agency and MSF gender requirements are met by verifying participation of women through its monitoring support activities, disaggregating by sex all person-level indicator data it collects, and analyzing data for gender differential effects. The Contractor will familiarize itself with the MSF’s gender analytical model and stand prepared to provide technical assistance, as appropriate.

The Contractor will ensure that both female and male voices are addressed in methodologies, data collection and analysis; specifically, the Contractor will undertake gender and culturally appropriate approaches (e.g., separate focus groups, female data collectors, effective utilization of technology, etc.) for all monitoring, evaluation, and assessment tasks. Furthermore, the Contractor will ensure that the statements of work for all evaluations it conducts identify evaluation questions for which gender specific or gender differential impacts are expected and design the evaluation accordingly pursuant to Agency requirements for gender implicated monitoring, evaluation, and learning.

In addition, the Contractor will specifically support USAID/Pakistan to ensure that its programming appropriately addresses gender by conducting gender assessments and analyses for specific sectors.

In addition to the above responsibilities, the Contractor will perform the below activities:

· Collect, or identify possibilities for collecting, sex-disaggregated data; per the above section, sex-disaggregation is required;

· Develop indicators, or provide guidance on developing indicators, that are specifically designed to track changes in key gender gaps;

· Review and analyze data against planned targets with attention to whether there are any gaps between the extent to which females and males are participating in and benefitting from projects and activities and discuss the findings with implementing partners;

· Analyze unexpected results (positive or negative) affecting females, males or both, and discuss the findings with implementing partners;

· Conduct evaluations or assessments or analyses that incorporate a review of progress toward meeting the three outcomes of the Gender Equality and Female Empowerment Policy[footnoteRef:2]; [2: (1) Reduce gender disparities in access to, control over and benefit from resources, wealth, opportunities, and services – economic, social, political, and cultural. (2) Reduce gender-based violence and mitigate its harmful effects on individuals and communities, so that all people can live healthy and productive lives. (3) Increase capability of women and girls to realize their rights, determine their life outcomes, and influence decision making in households, communities, and societies.]

· Include questions, or encourage the use of questions, in evaluations and assessments about male and female roles to uncover intended and unintended positive and negative changes;

· Identify all evaluation questions for which sex-disaggregated data are needed;

· Consider and advise USAID/Pakistan on whether key evaluation questions examine the extent to which closing gender gaps has improved project outcomes and whether the project has transformed gender norms and reduced gender gaps, and if requested, provide guidance on how to incorporate this aspect into evaluation question(s);

· Ensure that evaluation and assessment designs, methodologies, data collection and analyses adequately capture the situations and experiences of both males and females;

· Field interview teams that are comprised of both males and females appropriate for the cultural context and data being collected;

· Ensure participants in activities under this contract include both men and women as appropriate.

C.5 Electronic Payments

USAID/Pakistan is committed to the innovative use of technology in its programming and is part of a larger agency initiative called Science, Technology, Innovation, and Partnership (STIP). This effort encourages the use of electronic payments, including mobile money, to extend affordable and accessible payments to low-income populations, create cost savings, promote economic development, increase transparency, strengthen security, and broaden financial sector inclusion. The Offeror should utilize these services to the greatest extent feasible within its company policy to strengthen the efficiency and security of financial transactions at all stages of activities (See Section J.[•]).

C.6 Estimated Anticipated Deliverables

(a) The contractor must electronically submit all written deliverables to the COR. Additionally, the COR may request bound or color deliverables. These deliverables may include large maps or other innovative displays of data, as needed.

(b) The below table represents an estimate of the number and types of deliverables anticipated under this contract. The COR will work with the Contractor to update the deliverables required under the terms of the Contract, which the parties will incorporate into the Annual Work Plan.

Estimated Anticipated Deliverables Table

· Monthly site visit forms/verification reports

· Data collection instruments;

· A initial findings debriefing discussion;

· A draft evaluation report;

· A final evaluation report consistent with USAID standards for evaluation reports (outlined below) and no more than 30 pages (excluding annexes);

· A presentation to USAID and the IP on the final report; and

· Raw data available electronically

· Data collection instruments;

· An initial findings debriefing discussion;

· A draft report;

· A final report;

· A presentation to USAID and stakeholders; and

· Raw data available electronically

· Implementation Plan;

· A debriefing discussion;

· A draft report;

· A final report, including region-specific reports if requested;

· Presentations to USAID and stakeholders; and

· Raw data available electronically and hard copy

3: Assessment – Stability Index

· Debriefing;

· Draft report;

· Final report;

· Presentations to USAID and stakeholders; and Monthly and semi-annual updates (in accordance with data collection schedule for each data collection method) to data and information on interactive dashboard

· 8 semi-annual meetings

· 4 learning events/year

· Support plan for 7 DO/cross-cutting Objective Teams;

· Assessment/evaluation methodology and sampling plan for 4 DO/cross-cutting Objective Teams; and

· Agendas and handouts for events and meetings

5: Learning Support –MIS/GIS

· 130 maps per year (in electronic form and/or hardcopy);

· 1 GIS base data system with updates every 6 months;

· 2 databases per year; and

· Stability Index dashboard maintenance

· 6 staff trainings

· Annual

· Annual

· Capacity building plan per project; and

· Training materials and manuals

C.7 Outputs and Outcomes: Contract Performance Indicators and Targets

C.8 Key Personnel

C.8.1 Chief of Party

Education Requirements: Possesses a graduate degree in management, organizational development, international development, social science, or a related field (or career/experience equivalent).

Experience Requirements: Possesses at least fifteen (15) years of experience in public or private sector management, administration, and planning; international development, preferably in developing countries; monitoring and evaluation; and project design. Possesses at least eight (8) years of supervisory experience. Experience working in Pakistan or critical priority countries (“CPC”) is desired as well as experience in conflict affected countries.

Specialized Knowledge/Skill: Possesses a strong background in project management and organizational development, and monitoring and evaluation to ensure adequate liaison with USAID/Pakistan and provide comprehensive monitoring and evaluation support. The COP must possess experience managing similar multi-faceted projects in the past. In addition, the capacity to manage large complex programs (including subcontracts and satellite offices) in a multi-cultural environment and providing consulting services in helping clients analyze problems, devise solutions and adopt solutions thereto is essential.

Anticipated Program Role:

The Chief of Party will serve as the individual bearing primary responsibility for technical aspects of contract performance, including design and advice on methods,…