Attachment_J.10_NEPDG_Pre-Bid_conference_PPT_slides.pptx

National Education Development Partners Group (NEDPG) Secretariat & Mapping Activity

Pre-Proposal Conference USAID/Pakistan

August 06, 2014 Islamabad

Explain USAID’s vision for the mapping activity under the project Provide an understanding of how to work with USAID Familiarize Offerors with the proposal requirements and explain the evaluation process Answer questions Objectives

10:00 Welcome remarks and Introduction

10:15 Introduction of Scope of Work

10:45 Working with USAID

11:15 Application Preparation

12:00 Questions and Answers

12:30 Lunch

Agenda

Vision: NEDPG to act as nerve center for all mapping activities and assist in decision making in the Education sector for all Donor Partners.

The Role of the NEDPG

▪ Creation and Staffing of NEPDG Secretariat

▪ Develop and manage Management Information System Prepare reports as required Hold meetings of donor partners Where we are now

Project Snapshot

Project Goals Goal – The goal of this this activity is to improve coordination between stakeholders working on education in Pakistan, support local government and international organizations in their decision-making on how to allocate resources between geographic areas.

Objectives

TWO KEY OBJECTIVES:

• to establish a secretariat staffed with the required team members to support National Education Development Partners Group (NEDPG);

• to develop a Management Information System using geospatial data to map out educational activities funded by NEPDG members across Pakistan

Some Key Elements of Project Activities

Establishing and Administering the NGO Secretariat:

Meet with the Chair and Deputy Chair of the NEDPG and members of the Government of Pakistan, including federal and provincial Secretaries of Education, the National Education Management Information System (NEMIS) and the Academy of Education Planning and Management (AEPAM) and other education leaders to brief them on the purpose and utility of the Secretariat. (Due Date: Within 30 days of award) Meet with the Chair and Deputy Chair of the NEDPG and members of the Government of Pakistan, including federal and provincial Secretaries of Education, the National Education Management Information System (NEMIS) and the Academy of Education Planning and Management (AEPAM) and other education leaders to brief them on the purpose and utility of the Secretariat. (Due Date: Within 30 days of award) Prepare minutes of the monthly meetings of NEPDG members which will entail sending out draft meeting minutes to NEDPG members (and the COR) for comment within one working day of each meeting and incorporating comments received and distributing the final copy of the minutes of the meeting to NEDPG members (and the COR) within four working days of each meeting.

Maintain a full-time office presence provide administrative support to the NEPDG (e.g. answering phones, conducting research, coordinating with the GOP and other NEPDG members on various projects as assigned by the COR

Project Components

Some Key Elements of Project Activities

Development of Management Information System (MIS)

The development of an Management Information System (MIS) using GIS data will help map out development partners’ projects, in Pakistan for the NEDPG to better coordinate programming and prioritize areas of project delivery such as; teacher training, reading promotion, school construction, etc. Mapping will be done at the school, district, provincial, and national levels. The information will be updated in the online system and this will be shared with the Government of Pakistan and other relevant stakeholders as well as among the development partners in the NEDPG.

The MIS will provide the Secretariat and NEDPG with an efficient mechanism to quickly track school statistics and projects. This system will provide a central location to all the development partners to view one another’s interventions in Pakistan’s education sector as well as approaches and results. The system will provide them with an opportunity to collect information, produce reports and identify possible new areas of interventions. The information extracted from this system will enable them to decide how to contribute to each other’s efforts and avoid duplication. The system will also provide an enhanced mechanism for information sharing, standardized reporting formats, community focused mapping tools and donor accountability tools.

Project Components (cont’d)

The Offeror should demonstrate how its approach will integrate cross-cutting themes and shall include a gender analysis in its proposal. The Offeror should address the challenges included in the Statement of Work and show how they will be dealt with in the overall program approach, specifically:

Offerors are to clarify to what extent their approach will achieve the objectives of the project.

Offerors are to explain to what extent their approach will be effective.

Cross Cutting Themes

Working with USAID

Award Document Contract legally binding only when signed by both contractor and the Contracting Officer.

Scope of Work section stays mostly constant from RFP to award document “Contract Administration” language of RFP incorporated into “Schedule” of award “Offeror” pre-award becomes “Contractor” when Contract is signed Summary Budget (not detailed budget) from final Cost proposal incorporated into schedule

Roles and Responsibilities

USAID

Contracting Officer (CO) (Office of Acquisition and Assistance) Contracting Officer’s Representative (COR) (Office of Education, i.e. Technical Office) Other USAID staff

Contractor Project Manager Secretariat Coordinator Database Administrator

Key Points Any contract modification or deviation from contract requirements must be executed by the Contracting Officer Any modification to or deviation from the Work Plan may be executed by the COR Technical Direction may only be exercised by the CO or COR in writing Prior to award, all Communication must be routed through the CO or A&A Specialist

Contract The Federal Acquisition Regulation (FAR) is the principal set of rules in the Federal Acquisition Regulation System. The FAR System governs the "acquisition process" by which the government purchases (acquires) goods and services. The FAR System is codified at Title 48, Chapter 1 of the United States Code of Federal Regulations.

Relationship is mutually binding and legal USAID actively directs awardee’s performance and exercises considerable amount of operational control.

Governed by FAR, AIDAR, USAID’s Automated Directives System (ADS) Chapter 302, AAPDs, cost principals and PEBs.

Reporting and Deliverables Program Reporting Monthly Progress Report Financial Reporting (COR) Ad Hoc Reports (COR) Security plan / Reporting (p. 24) Life of Project Work Plan (COR) MIS Manual (COR) Key Personnel approval (CO) Subcontract approval (CO) Closeout Plan approval (CO) Final Report

Other CO Approval Requirements Extension of reporting deadlines Geographic Code exceptions (H.7 p. 37) International Travel Deviation from any FAR Clauses

Work Plan Flesh out the activities and timelines in a greater level of detail than the SOW Plan approved and managed by COR Illustrative draft Life of Project Work Plan submitted with offer.

Budgetary information should not be included Contract document prevails if there is any contradiction

Financial Management

Billing and payment Accruals Audit requirements Financial Reviews Indirect costs

NICRA

Subcontracts Subcontracting is allowed, but legal relationship with USAID is only with “prime” contractor CO approval required for subcontracts not included in budget Contract clauses must “flow down” The following are NOT considered subcontracts:

Individual consultancy agreements General support service contracts

PROPOSAL PREPARATION

Technical Proposal Requirements General Notes Page limits must be strictly adhered to Content may be creative but pictures and fancy graphics are discouraged Information not requested in RFP will not be reviewed Proposed activities may not be outside scope of work Pay close attention to technical evaluation criteria

Technical Application Format Should be in a binder with tabs Cover Page Clearly state Offeror’s name Signed by authorized representative Abbreviation List Executive Summary

Technical Proposal: Continued Technical Approach Should address all requirements of both components Plans for quick mobilization Additional Considerations (Gender, Security, Sustainability) Should clearly relate to Work Plan (included as annex) Sustainable Planning and Learning

Technical Proposal (cont) Key Personnel (resumes, references, letters of commitment) Organizational Capacity and Management Plan Relevant Experience Institutional Strength Management Plan of Contract (including roles and responsibilities of prime vs. subcontractors) Past Performance

Cost Proposal General Notes Cost analysis conducted for each line item Err on the side of too much detail Summary budget (not detailed budget) incorporated into contract

Cost Proposal Components Certifications and Representations (included in RFP) Summary Budget and Detailed Budget (Excel) Budget Narrative Explanation of each sub-item and why it is necessary Relationship to technical proposal Basis for estimation (vendor quotes, past experience, market research)

Budget Items Salaries Base Salary for each staff member proposed (estimate for TBD position) Provide Level of Effort (LOE) for each staff member ( # of days per year, # of years)

- Biodata Sheets or salary history narrative for Key Personnel / long term staff Careful about indirect salary costs Explain how time will be recorded (ie timesheets)

Fringe Benefits Should be based on Contractor policy If established as NICRA, include under indirect costs – not as a direct cost item Explain what it entails (insurance, pension etc.)

Consultants Include “Level of Effort” (LOE) and rate Probably this will mean daily rate + number of workdays

Equipment Include all equipment to be used Source / Nationality Requirements (code 937)

Supplies Probably will not be major cost item since Supplies will be procured in Pakistan by contractors May be sub-item under ODCs

Subcontracts Total value of subcontracts that contract out a portion of contract May be in the form of contracts to other contractors Not required if Offeror can complete all required elements using own resources

ODCs “Catch-all” term for items not covered elsewhere Typically the most detailed item, with many sub-items on Excel sheet Careful about overlap with indirect costs & fringe benefits

Indirect Costs

Probably not applicable to most Pakistani firms

Should be based on NICRA negotiated with Cognizant Agency Supplementary information required if NICRA not established Careful about overlap with direct labor, ODCs

Fee Should be shown as a percentage of total costs BUT actual fee incorporated into award will be a fixed dollar amount

Branding Implementation Plan Outlines the Contractor’s plan for branding communication materials with USAID’s logo BIP not subject to evaluation but must be approved prior to implementation BIP should follow template in Attachment J.54 Extensive branding is not anticipated as there will be minimal public communication with NEPDG

Evaluation Process Technical Factors more important than cost, but cost still a consideration Process may require multiple rounds, take multiple months All communication should be directed through Contracting Officer or A&A Specialist USAID may institute pre-qualification process which would be explained through RFP amendment

Technical Evaluation Committee Likely composition USAID Education USAID IT Specialists Points allocation system strictly followed Adjectival ratings assigned to each criterion TEC chair will provide official memorandum and clarification questions to Contracting Officer

Cost Evaluation Conducted by A&A Specialist Costs must be Allowable Allocable Reasonable Cost Proposal not provided to TEC (though TEC chair will provide input on Cost Realism) Negotiation memorandum to Contracting Officer must cover every item and sub-item

Responsibility determination is specific requirement Additional documents may be required Must substantiate

▪ Have adequate financial, management and staff resources and systems

▪ Has ability to comply with award conditions

▪ Has satisfactory record of performance, integrity Pre-award survey/financial review may be conducted

Responsibility Determination

Award Decision Apparently Successful Applicant notified in writing, indicating award will be made if Cost and/or technical issues can be resolved Branding Implementation Plan accepted by USAID Final decision made by Contracting Officer, taking into account technical and cost issues Debriefing may be requested image1.png image2.png