SOL-617-17-000027_-_Organizational_Development_Activity.pdf

U.S. Agency for International Development

US Mission Compound – South Wing

1577 Ggaba Road, Nsambya

P.O. Box 7856

Kampala, Uganda

Tel: (256 - 414) 306-001

Fax: (256 - 414) 306-661 http://uganda.usaid.gov

International Address:

USAID/Uganda

DOS/USAID, 2190 Kampala Place

Washington DC 20521-2190

Tel: 202-216-6234

Issuance Date: September 14, 2017 Closing Date for submission of questions: September 29, 2017 Closing Time for submission of questions: 4:00 p.m. (EST) Washington, D.C.

Closing Date for submission of proposals: October 30, 2017 Closing Time for submission of proposals: 4:00 p.m. (EST) Washington, D.C.

Subject: Request for Proposal (RFP) Number: SOL-617-17-000027

USAID/Uganda - Organizational Development Activity

The United States Agency for International Development/Uganda (USAID/Uganda) is seeking proposals from qualified organizations interested in providing services to improve the organizational development capacity of USAID/Uganda personnel. Please note that all comments received in response to the draft Statement of Work posted on fbo.gov have been considered in preparing this RFP.

This procurement will be conducted under full and open competition using Federal Acquisition

Regulation (FAR) Part 15 procedures. Any type of organization (U.S. and Non U.S. commercial for profit firms, educational institutions, and non-profit organizations) from authorized geographic code 935 is eligible to compete. The North American Industry Classification Systems

(NAICS) code for this Activity is 541990.

USAID anticipates awarding a level-of-effort Cost-Plus-Fixed-Fee (CPFF) term contract for a period of three (3) years with two (2) one-year option years; for the implementation of this activity. Level-of-effort ceilings are set forth in Section F.7.

The RFP and any amendments to this solicitation will be issued and posted on the FBO website at https://www.fbo.gov. It is the Offeror’s responsibility to check the website periodically for official updates and amendments to the solicitation. It is the responsibility of the recipient of this

RFP to ensure that it has been received from the internet in its entirety. USAID bears no responsibility for data errors resulting from transmission or conversion processes.

Offerors are encouraged to read the entire solicitation, which includes the closing date and time, all pertinent contract requirements, and the conditions and instructions required for submitting a proposal. Pursuant to Block 12 of Standard Form 33 of this RFP, USAID requires that offers remain valid through a period of 250 days.

Proposals in response to this solicitation are due by electronic mail only to

KampalaUSAIDSolicita@USAID.gov, attention of Ms. Janepher Nabitosi, Acquisition and https://www.fbo.gov/ mailto:KampalaUSAIDSolicita@USAID.gov

OFFICE OF ACQUISITION AND ASSISTANCE

USAID/UGANDA

PLOT 1577 GGABA ROAD

KAMPALA, UGANDA

Email: KampalaUSAIDSolicita@USAID.gov

1. THIS CONTRACT IS A RATED ORDER RATING PAGE OF

3 of

PAGES

UNDER DPAS (15 CFR 700)

2. CONTRACT NUMBER 3. SOLICITATION NUMBER 4. TYPE OF SOLICITATION 5. DATE ISSUED

SEE COVER PAGE

6. REQUISITION/PURCHASE NUMBER

SEALED BID (IFB)

NEGOTIATED (RFP)

7. ISSUED BY

CODE 8. ADDRESS OFFER TO

(If other than Item 7)

NOTE: In sealed bid solicitations "offer" and "offeror" mean "bid" and "bidder".

9. Sealed offers in original and Electronic only copies for furnishing the supplies or services in the Schedule will be received at the place specified in Item 8, or if hand carried, in the depository located in n/a until (see Cover Letter and section L.7 for date and time).

CAUTION - LATE Submissions, Modifications, and Withdrawals: See Section L, Provision No. 52.214-7 or 52.215-1. All Offers are subject to all terms and conditions contained in this solicitation.

A. NAME B. TELEPHONE (NO COLLECT CALLS) C. E-MAIL ADDRESS

AREA CODE

+256-414

NUMBER

306-001

EXT.

6628 KampalaUSAIDSolicita@USAID.gov

(X) SEC. DESCRIPTION PAGE(S) (X) SEC. DESCRIPTION PAGE(S)

PART I - THE SCHEDULE PART II - CONTRACT CLAUSES

X A SOLICITATION/CONTRACT FORM X I CONTRACT CLAUSES

X B SUPPLIES OR SERVICES AND PRICES/COSTS PART III - LIST OF DOCUMENTS, EXHIBITS AND OTHER ATTACH.

X C DESCRIPTION/SPECS./WORK STATEMENT X J LIST OF ATTACHMENTS

X D PACKAGING AND MARKING PART IV - REPRESENTATIONS AND INSTRUCTIONS

X E INSPECTION AND ACCEPTANCE

X F DELIVERIES OR PERFORMANCE

X G CONTRACT ADMINISTRATION DATA X L INSTR., CONDS., AND NOTICES TO OFFERORS

X H SPECIAL CONTRACT REQUIREMENTS X M EVALUATION FACTORS FOR AWARD

X K

REPRESENTATIONS, CERTIFICATIONS AND OTHER 69

NOTE: Item 12 does not apply if the solicitation includes the provisions at 52.214-16, Minimum Bid Acceptance Period.

12. In compliance with the above, the undersigned agrees, if this offer is accepted within __250______ calendar days (60 calendar days unless a different period is inserted by the offeror) from the date for receipt of offers specified above, to furnish any or all items upon which prices are offered at the price set opposite each item, delivered at the designated point(s), within the time specified in the schedule.

13. DISCOUNT FOR PROMPT PAYMENT 10 CALENDAR DAYS (%) 20 CALENDAR DAYS (%) 30 CALENDAR DAYS (%) CALENDAR DAYS (%)

(See Section I, Clause No. 52-232-8)

14. ACKNOWLEDGEMENT OF AMENDMENTS AMENDMENT NO. DATE AMENDMENT NO. DATE

(The offeror acknowledges receipt of amendments to the

SOLICITATION for offerors and related documents numbered and dated:

CODE FACILITY

16. NAME AND TITLE OF PERSON AUTHORIZED TO SIGN OFFER 15A. NAME AND

ADDRESS

OF OFFEROR

(Type or print)

15B. TELEPHONE NUMBER 17. SIGNATURE 18. OFFER DATE

AREA CODE NUMBER EXT.

15C. CHECK IF REMITTANCE ADDRESS IS DIFFERENT FROM

ABOVE - ENTER SUCH ADDRESS IN SCHEDULE

19. ACCEPTED AS TO ITEMS NUMBERED 20. AMOUNT 21. ACCOUNTING AND APPROPRIATION

22. AUTHORITY FOR USING OTHER THAN FULL AND OPEN COMPETITION: 23. SUBMIT INVOICES TO ADDRESS SHOWN IN ITEM REF SECTION G.5

(4 copies unless otherwise specified) 10 U.S.C. 2304(a) ( ) 41 U.S.C. 253(c) ( )

24. ADMINISTERED BY (If other than Item 7) 25. PAYMENT WILL BE MADE BY

CODE

CODE

26. NAME OF CONTRACTING OFFICER (Type or print)

Admir Serifovic

27. UNITED STATES OF AMERICA

28. AWARD DATE

IMPORTANT - Award will be made on this Form, or on Standard Form 26, or by other authorized official written notice.

(Signature of Contracting Officer)

(REV. 9-97)

10. FOR INFORMATION CALL:

Janepher Nabitosi

11. TABLE OF CONTENTS

STANDARD FORM 33

SOLICITATION, OFFER AND AWARD

SOLICITATION

OFFER (Must be fully completed by offeror)

AWARD (To be completed by Government)

N/A

SOL-617-17-000027 REQ-617-17-000050

X

1 copy, Refer to Section G.5

RFP No: SOL-617-17-000027

Organizational Development Activity

TABLE OF CONTENTS

SECTION B - SUPPLIES OR SERVICES AND PRICE/COSTS

B.1 PURPOSE

B.2 CONTRACT TYPE

B.3 ESTIMATED COST, FIXED FEE AND OBLIGATED AMOUNT

B.4 BUDGET

B.5 INDIRECT COSTS

B.6 COST REIMBURSABLE

B.7 PAYMENT OF FIXED FEE

B.8 MULTI-YEAR CONTRACT

SECTION C - DESCRIPTION/SPECIFICATIONS/PERFORMANCE WORK STATEMENT

SECTION D - PACKAGING AND MARKING

D.1 752.7009 MARKING (JAN 1993)

D.2 BRANDING AND MARKING POLICY

D.3 BRANDING STRATEGY

SECTION E - INSPECTION AND ACCEPTANCE

E.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

E.2 INSPECTION AND ACCEPTANCE

E.3 QUALITY ASSURANCE SURVEILLANCE PLAN (QASP)

SECTION F - DELIVERIES OR PERFORMANCE

F.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

F.2 PERIOD OF PERFORMANCE

F.3 PLACE OF PERFORMANCE

F.4 REPORTS AND PERFORMANCE OBJECTIVES OR OUTPUTS

F.5 DELIVERY SCHEDULE FOR REPORTS/ PERFORMANCE OBJECTIVES

F.6 KEY PERSONNEL

F.7 TECHNICAL APPROVAL REQUIREMENTS

F.8 TERM – LEVEL OF EFFORT

F.9 752.7005 SUBMISSION REQUIREMENTS FOR DEVELOPMENT EXPERIENCE DOCUMENTS (SEP

2013) 47

F.10 CONSIDERATION OF INHERENTLY GOVERNMENTAL FUNCTIONS

SECTION G - CONTRACT ADMINISTRATION DATA

G.1 752.7003 DOCUMENTATION FOR PAYMENT (NOV 1998)

G.2 ADMINISTRATIVE CONTRACTING OFFICE

G.3 CONTRACTING OFFICER’S REPRESENTATIVE (COR)

G.4 TECHNICAL DIRECTIONS/RELATIONSHIP WITH USAID

G.5 PAYING OFFICE

G.6 ACCOUNTING AND APPROPRIATION DATA

G.7 INVOICING INSTRUCTIONS

G.8 CONTRACTOR’S PRIMARY POINT OF CONTACT

SECTION H - SPECIAL CONTRACT REQUIREMENTS

H.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

H.2 FOREIGN GOVERNMENT DELEGATIONS TO INTERNATIONAL CONFERENCES (JAN 2002)

H.3 DEFENSE BASE ACT (DBA) INSURANCE FOR 2015-2020

H.4 AUTHORIZED GEOGRAPHIC CODE

H.5 LOGISTIC SUPPORT

H.6 CONSENT TO SUBCONTRACT

H.7 752.229-71 REPORTING OF FOREIGN TAXES (JULY 2007)

H.8 752.222-70 USAID DISABILITY POLICY (DEC 2004)

H.9 752.245-71 TITLE TO AND CARE OF PROPERTY (APR 1984)

H.10 752.7007 PERSONNEL COMPENSATION (JULY 2007)

H.11 ADDITIONAL REQUIREMENTS FOR PERSONNEL COMPENSATION

H.12 INFORMATION TECHNOLOGY REQUIREMENT

H.13 MANAGEMENT OF INFORMATION TECHNOLOGY RESOURCES

H.14 VALUE ADDED TAX AND CUSTOMS DUTIES

H.15 752.7032 INTERNATIONAL TRAVEL APPROVAL AND NOTIFICATION REQUIREMENTS (APR 2014)

H.16 NONEXPENDABLE PROPERTY AND INFORMATION TECHNOLOGY RESOURCES

H.17 LANGUAGE REQUIREMENTS

H.18 EMPLOYMENT COSTS OF THIRD COUNTRY NATIONALS AND COOPERATING COUNTRY

NATIONALS

H.19 ENVIRONMENTAL COMPLIANCE AND MANAGEMENT

H.20 752.222-71 NONDISCRIMINATION (JUNE 2012)

H.21 ELECTRONIC PAYMENTS SYSTEM

H.22 BUSINESS CLASS TRAVEL

H.23 USAID IMPLEMENTING PARTNER NOTICES (IPN) PORTAL FOR ACQUISITION (JULY 2014)

H.24 USAID-FINANCED THIRD-PARTY WEB SITES (AUG 2013)

H.25 752.231-72 CONFERENCE PLANNING AND REQUIRED APPROVALS (AUG 2013)

H.26 SUBMISSION OF DATASETS TO THE DEVELOPMENT DATA LIBRARY (DDL) (OCT 2014)

H.27 752.231-71 SALARY SUPPLEMENTS FOR HG EMPLOYEES (MARCH 2015)

H.28 ELECTRONIC AND INFORMATION TECHNOLOGY ACCESSIBILITY (MAY 2016)

H.29 USE OF INFORMATION TECHNOLOGY NOTIFICATION (MAY 2016) (DEVIATION NO. M/OAA-DEV-FAR-

16-1C) 71

H.30 CLOUD COMPUTING (MAY 2016)

H.31 ADS 302.3.5.16(A)(4) PROHIBITION ON THE PROMOTION OR ADVOCACY OF THE LEGALIZATION OR

PRACTICE OF PROSTITUTION OR SEX TRAFFICKING (SEP 2014)

H.32 ADS 302.3.5.16(A)(2) CONSCIENCE CLAUSE IMPLEMENTATION (FEB 2012)

PART II - CONTRACT CLAUSES

SECTION I - CONTRACT CLAUSES

I.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

I.2 FAR 52.216-24 LIMITATION OF GOVERNMENT LIABILITY (APR 1984)

I.3 52.203-13 CONTRACTOR CODE OF BUSINESS ETHICS AND CONDUCT (OCT 2015)

I.4 752.242-70 PERIODIC PROGRESS REPORTS (OCT 2007)

I.5 752.225-70 SOURCE AND NATIONALITY REQUIREMENTS (FEB 2012)

I.6 752.245-70 GOVERNMENT PROPERTY—USAID REPORTING REQUIREMENTS JULY 1997

I.7 52.203-99 PROHIBITION ON CONTRACTING WITH ENTITIES THAT REQUIRE CERTAIN INTERNAL

CONFIDENTIALITY AGREEMENTS (APR 2015)

PART IV - REPRESENTATIONS AND INSTRUCTIONS

SECTION K - REPRESENTATIONS, CERTIFICATIONS AND OTHER STATEMENTS OF OFFERORS

K.1 NOTICE LISTING SOLICITATION PROVISIONS INCORPORATED BY REFERENCE

K.2 52.204-8 ANNUAL REPRESENTATIONS AND CERTIFICATIONS (APR 2016)

K.3 INSURANCE - IMMUNITY FROM TORT LIABILITY

K.4 52.204-3 TAXPAYER IDENTIFICATION (OCT 1998)

K.5 52.209-2 PROHIBITION ON CONTRACTING WITH INVERTED DOMESTIC CORPORATIONS—

REPRESENTATION (NOV 2015)

K.6 52.209-5 CERTIFICATION REGARDING RESPONSIBILITY MATTERS (OCT 2015)

K.7 52.209-7 INFORMATION REGARDING RESPONSIBILITY MATTERS (JUL 2013)

K.8 52.230-1 COST ACCOUNTING STANDARDS NOTICES AND CERTIFICATION (OCT 2015)

K.9 52.230-7 PROPOSAL DISCLOSURE--COST ACCOUNTING PRACTICE CHANGES (APR 2005)

K.10 52.222-38 COMPLIANCE WITH VETERANS EMPLOYMENT REPORTING REQUIREMENTS (FEB

2016) 102 K.11 52.209-11 REPRESENTATION BY CORPORATIONS REGARDING DELINQUENT TAX LIABILITY OR

A FELONY CONVICTION UNDER ANY FEDERAL LAW (FEB 2016)

K.12 52.203-98, PROHIBITION ON CONTRACTING WITH ENTITIES THAT REQUIRE CERTAIN INTERNAL

CONFIDENTIALITY AGREEMENTS -REPRESENTATION (APR 2015)

K.13 52.215-6 PLACE OF PERFORMANCE (OCT 1997)

K.14 52.222-56 CERTIFICATION REGARDING TRAFFICKING IN PERSONS COMPLIANCE PLAN (MAR

2015) 104

K.15 AUTHORIZED NEGOTIATORS

K.16 SIGNATURE

SECTION L - INSTRUCTIONS, CONDITIONS, AND NOTICES TO OFFERORS

L.1 NOTICE LISTING SOLICITATION PROVISIONS INCORPORATED BY REFERENCE

L.2 302.3.5.16(A)(1) CONSCIENCE CLAUSE IMPLEMENTATION (ACQUISITION) – SOLICITATION PROVISION

(FEB 2012)

L.3 52.216-1 TYPE OF CONTRACT (APR 1984)

L.4 52.233-2 SERVICE OF PROTEST (SEP 2006)

L.5 GENERAL INSTRUCTIONS TO OFFERORS

L.6 SUBMISSION/DELIVERY INSTRUCTIONS

L.7 INSTRUCTIONS FOR THE PREPARATION OF THE TECHNICAL PROPOSAL

L.8 COST PROPOSAL INSTRUCTIONS

L.9 INSTRUCTIONS FOR THE PREPARATION OF BRANDING AND MARKING PLANS

SECTION M - EVALUATION FACTORS FOR AWARD

M.1 GENERAL INFORMATION

M.2 EVALUATION CRITERIA

M.3 COST PROPOSAL EVALUATION

M.4 DETERMINATION OF THE COMPETITIVE RANGE AND CONTRACT AWARD

M.5 SOURCE SELECTION

M.6 CONTRACTING WITH SMALL BUSINESS CONCERNS AND DISADVANTAGED ENTERPRISES

SECTION J – ATTACHMENTS

Acronyms

ADS USAID’s Automated Directives System

CDCS Country Development Cooperation Strategy

CLA Collaborating, Learning, and Adapting

CLIN Contract Line Item Number

CMELP Contract Monitoring, Evaluation and Learning Plan

COP Chief of Party

COR Contracting Officer’s Representative

CPFF Cost Plus Fixed Fee

EA/ERP Employee Assistance/Employee Resilience

Program

FTTD Facilitator, Trainer, Training Designer

GOU Government of Uganda

IP Implementing Partner

IR Intermediate Result

GOU Government of Uganda

GWLS Global Workforce Learning Strategy

LGBTI Lesbian, Gay, Bisexual, Transgender and/or

Intersex

LOE Level of Effort

M&E Monitoring and Evaluation

MEL Monitoring, Evaluation and Learning

MLC Mission Leadership Council

MOL Mission of Leaders

NPE Non-Permissive Environment

RFP Request for Proposal

STIP Science, Technology, Innovation and Partnership

USG United States Government

PART I - THE SCHEDULE

SECTION B - SUPPLIES OR SERVICES AND PRICE/COSTS

B.1 PURPOSE

The Contractor will support USAID/Uganda in further strengthening the internal relationships, systems, practices and organizational culture that underpin the Mission’s effective and efficient performance in delivering and facilitating development advancements for the Ugandan people.

B.2 CONTRACT TYPE

This is a level-of-effort Cost-Plus-Fixed-Fee (CPFF) term contract. For the consideration set forth below, the Contractor will provide the performance objectives or outputs described in

Section C and F, in accordance with performance standards specified in Section E.

B.3 ESTIMATED COST, FIXED FEE AND OBLIGATED AMOUNT

(a) The estimated cost for the performance of the work required hereunder, exclusive of fixed fee, if any, is $TBD. The fixed fee, if any, is $TBD. The estimated cost plus fixed fee, if any, is $TBD.

(b) Within the estimated cost plus fixed fee (if any) specified in paragraph (a) above, the amount currently obligated and available for reimbursement of allowable costs incurred by the Contractor (and payment of fee, if any) for performance hereunder is $TBD. The

Contractor must not exceed the aforesaid obligated amount in accordance with the

Limitation of Funds Clause, FAR 52.232.22.

(c) Funds obligated hereunder are anticipated to be sufficient through TBD.

B.4 BUDGET

CLI

N

Item Total ($)

001 Direct Costs TBD

002 Indirect Costs TBD

Total Estimated Cost TBD

003 Fixed Fee TBD

Total Estimated Cost Plus Fixed Fee TBD

B.5 INDIRECT COSTS

Pending establishment of revised provisional or final indirect cost rates, allowable indirect costs will be reimbursed on the basis of the following negotiated provisional or predetermined rates and the appropriate bases:

Description Rate Base Type Period

TBD TBD TBD TBD TBD

Base of Application: TBD

Type of Rate: TBD

Period: TBD

Source: TBD

B.6 COST REIMBURSABLE

The U.S. dollar costs allowable will be limited to reasonable, allocable and necessary costs determined in accordance with FAR 52.216-7, Allowable Cost and Payment (June 2013), FAR

52.216-8, Fixed Fee (June 2011), and AIDAR 752.7003, Documentation for Payment.

B.7 PAYMENT OF FIXED FEE

Payment of fixed fee will be in accordance with FAR 52.216-8 and 16.306(d)(2). The fixed fee is payable at the expiration of the agreed-upon period, upon contractor statement that the level of effort specified in the contract has been expended in performing the contract work.

B.8 MULTI-YEAR CONTRACT

All contract CLINs under this award are considered non-severable and constitute a multi-year contract as defined in FAR 17.103. Therefore, this contract is subject to the requirements of FAR

17.106. In the event that the Government cancels requirements for services in subsequent program years under this contract, the following conditions will apply: [Amount and dates to be filled in at time of award]

Cancellation Dates:

Contract Year 2: DATE TBD, 2018 Amount: $1

Contract Year 3: DATE TBD, 2019 Amount: $1

Contract Year 4: DATE TBD, 2020 Amount: $1

Cancellation Ceiling:

This is a CPFF term type contract where the Contractor is authorized to be reimbursed for all costs which are allowable in accordance with FAR 52.216-7, “Allowable Costs and Payment

(June 2013).” Therefore, the Contractor will not incur any costs which would have been amortized over the life of the contract should the contract be cancelled in accordance with FAR

52.217-2, “Cancellation under Multiyear Contracts (October 1997).” Therefore, the cancellation ceiling for each cancellation date is provided above.

[END OF SECTION B]

SECTION C - DESCRIPTION/SPECIFICATIONS/PERFORMANCE WORK

STATEMENT

C.1 PURPOSE

The Contractor will support USAID/Uganda in further strengthening the internal relationships, systems, practices and organizational culture that underpin the Mission’s effective and efficient

C. 2 SCOPE

Over the past several years, USAID/Uganda has been on a deliberate path to build the individual and institutional effectiveness that characterizes successful organizations worldwide. Significant progress has been made but the Mission is intent on achieving ever higher levels of performance.

Central to achieving the vision set forth in the 2017 to 2021 Country Development Cooperation

Strategy (CDCS) will be:

● Strengthening the Mission’s capacity to implement the programmatic integration and

“collaborating, learning and adapting” (CLA) that underpin its approach to the CDCS;

● Developing and exercising the competencies required for the new ways of doing business that will promote country-led development, i.e., increasing the presence of

USAID/Uganda staff as thought leaders, technical assistance providers, and development brokers, with the vision, skills and relationships to leverage expertise, learning and resources; and

● Achieving the operational efficiencies required to maintain high standards for responsible program management while, at the same time, allowing the time for external engagement inherent in the new ways of doing business.

The success of organizational development efforts will hinge on establishing a partnership of trust and collaboration between USAID/Uganda, the Contractor and other related Mission support contractors; collaboratively developing and implementing CLA practices to ensure that

Contract interventions are continuously tailored to respond to what will be the evolving needs of the Mission and its broader network; and extending its commitment to continuous and deliberate performance improvement to its Implementing Partners (IPs), support contractors and other stakeholders.

The Contract requirements below are considered key to success:

● Implement organizational development efforts within the framework of a clearly articulated vision of what the Mission intends to achieve with the Contractor’s support.

The vision and a companion change management plan will be developed by the Mission through participatory and interactive processes designed with the Contractor’s support and facilitated by the Contractor. Progress toward the vision will be tracked by the

Contractor through baselines and targets established by the Mission in processes facilitated by the Contractor.

● Develop semi-annual work plans that:

o Reflect a results-based orientation;

o Take into account evidence and incorporate best practices from past experiences in USAID/Uganda and elsewhere in organizational development, learning, management sciences and related fields; and o Are structured for continuous learning, adaptive management, and flexibility such that feedback loops and “pause and reflect” moments are planned to support mid-course corrections that quickly respond to shifting circumstances as identified.

● Employ an appropriate balance of proven and experimental methodologies.

● Tailor methodologies to the unique organizational culture of USAID/Uganda. These methodologies will respond to participants’ self-defined priorities while drawing on globally accepted best practices and approaches. They will be contextualized to Uganda and the complexities of the USAID/Uganda work environment.

● Design interventions through responsive, learner-centered approaches, delivered by relevantly skilled and experienced service providers who are able to offer candid forward-looking recommendations for continuous improvement and point out gaps that remain as well as opportunities for future innovation; and offer other organizational development expertise.

● Develop approaches that include and develop skills of Ugandan organizational development specialists in order to increase the relevance of Contractor interventions to

USAID local staff and, as called upon, other stakeholders.

● Pay careful attention to the absorptive capacity of the Mission staff, and ensure that the overall timing and sequencing of activities is consistent with the rhythm of the Mission program cycle.

● Support activities that directly affect USAID programmatic and operational objectives, avoiding an organizational development ‘for its own sake’ type of approach, and consistently connect with the broader development objectives that the organizational development activities are designed to serve.

C.3 BACKGROUND

A. Profile of USAID Uganda

USAID/Uganda is one of the Agency’s largest bilateral Missions, with approximately $380 million in assistance directed toward improving health and family planning, increasing the quality of education, accelerating broad-based economic growth, mitigating climate change, and promoting democracy, human rights and governance. Special programs are focused in the post-conflict regions of Northern Uganda.

Programming and overall Mission operations are managed by a 150 person staff, made up of

Americans, Ugandans and third-country nationals, divided into a senior management office, four program and business support offices and four technical offices. More than 60 contractors and

NGOs, henceforth referred to as Implementing Partners (IPs), help USAID deliver its assistance in Uganda. Together, USAID and the IPs engage and support a diverse range of local government agencies and NGOs. In many instances, especially in the health sector, USAID collaborates closely with other agencies of the United States Government (USG) and other donors. Among the leaders in a crowded donor community, donor engagement is and will continue to be a key success factor for USAID’s programming.

Staff members operate in a complex, politicized, often bureaucratically cumbersome environment in which the Mission is accountable to USAID/Washington, US Embassy Kampala, and variety of inter-agency coordinated special initiatives. Moreover, staff members are subjected to frequent change and transition. Some of the change results from shifting priorities and directions, largely driven from Washington. Other change is a by-product of the regular staff turnover of U.S. direct-hire managers who rotate to other posts, and higher-than-USAID-average turnover among the highly talented Ugandan staff who often have attractive opportunities outside USAID/Uganda. Staff turnover has resulted in a significant portion of staff being new to Uganda (viz. incoming American and third country national staff) or new to

USAID (viz. incoming local staff and some American staff). Current staffing levels fall short of meeting ideal staff-to-portfolio ratios. The combination of these factors translates for many into heavy, often stressful workloads.

In 2016, the Mission finalized its 2017 to 2021 Country Development Cooperation Strategy

(CDCS). The CDCS significantly increases the programmatic integration efforts initiated in the previous CDCS. The integration is in response to the inter-sectoral nature of Uganda’s development challenges. The integrated approach is intended to increase the effectiveness and amplify the magnitude of USAID results. The CDCS Results Framework is included at Section

J.1. The CDCS can be found in its entirety at:

https://www.usaid.gov/sites/default/files/documents/1860/uganda-cdcd-2017-2021.pdf.

To fortify its capacity to implement the CDCS, USAID/Uganda anticipates and/or has in place other contracts with CLA and/or organizational development support contractors in addition to the Organizational Development Contract described herein. The currently known support contracts, which provide USAID with a range of technical and logistics assistance, are described in Section C.6 of this solicitation.

B. Context for Organizational Development

USAID is a global organization promoting international development. USAID/Uganda has been among the leaders in Agency-wide reform efforts and intends to maintain its role as a source of innovation and excellence in the years ahead. Its approach takes into account core Agency principles:

● Renewed focus on the local solutions essential to sustainability and evidence-based programming.

● Increased emphasis on Science, Technology, Innovation and Partnership (STIP) to build high impact partnerships with the scientific community, the corporate world and others with an interest in identifying and scaling up innovative, breakthrough solutions to intractable development challenges.

● A commitment to constructive collaboration and continuous learning and adapting.

● Increased investment in staff care and talent management to ensure that USAID staff https://www.usaid.gov/sites/default/files/documents/1860/uganda-cdcd-2017-2021.pdf maintain the caliber of performance required to set the pace with regard to global development standards and, at the same time, contribute meaningfully to current and evolving U.S. foreign policy objectives.

Additional information on the Agency-wide context in which the Contract will be implemented is provided in Attachment J.2, “USAID Philosophies and Initiatives.”

Consistent with its reputation for innovation leadership within USAID, USAID/Uganda has been designing, implementing and iterating a collection of organizational development activities since

2012. The activities are based on the beliefs that: (i) ALL staff have a leadership role to play, no matter where s/he sits in the organizational hierarchy; and (ii) to be successful in achieving its development objectives, leadership capacity must be built simultaneously at the individual, team and Mission-wide levels. Known collectively as the Mission of Leaders (MOL), the activities seek to vitalize the enabling environment for optimal organizational performance by improving communication and collaboration skills through greater awareness of and sensitivity to self and colleague operating styles; strengthening teams and individual resilience for change (planned and unplanned); and building the other skills and organizational structures that promote strong performance.

To date, the mutually-reinforcing activities have included the following:

● Mission Leadership Charter: Through a participatory process implemented in 2012-

2013, the Mission identified and agreed on a set of behaviors that, collectively practiced, would lead USAID/Uganda to becoming an MOL. Gathered together in a Mission

Leadership Charter, the behaviors have been explored, practiced and assimilated through an ongoing program of annual interactive workshops and other regular exercises. Past contractors successfully developed and administered a “360-type” monitoring tool to measure individual and Mission-wide performance in realizing the ambitions inherent in the Charter. The Mission Leadership Charter can be found in Attachment J.3. Given the ambition of USAID/Uganda’s new CDCS, it will be even more critical for staff to understand, live and – as needed – update the Charter in the years ahead.

● Organizational Diagnostics: At foundation of the MOL has been a series of periodic

‘temperature checks,’ whereby USAID staff contribute to and receive the analysis for the performance of respective offices with regard to leadership and management; strategy and values; culture, inclusiveness and fairness; enabling environment; external and internal interface; communications; and accountability. As noted above, periodic monitoring against the Mission Leadership Charter itself, as well as key informant interviews and activity evaluations, have also served as critical inputs to assessing organizational challenges and opportunities.

● Teamwork and Team Learning: Well-performing teams are a critical component of successful programs that achieve results. Such teams need high levels of trust among their members, a shared vision what they want to achieve, open and fluid interpersonal communications, effective conflict management, shared leadership and team competence. The MOL initiative focuses on improving the Mission’s group dynamics and performance to deliver results.

● Work Preference Profiling: Staff members’ awareness of their own and their colleagues’ unique work style and preferences are heightened in order to improve the quality of individual and organizational communications, decision-making and performance through the use of the Insights Discovery

TM

tool and interactive methodologies.

● Leadership Training: USAID/Uganda offers staff a tailored (and annually-updated) week-long, in-Uganda leadership development course, modeled after the Agency’s

Emerging Leaders Program. Hosting the course in Uganda allows the Mission to reach approximately 30 staff annually and create the critical mass necessary for Mission-wide impact, while providing further opportunity to deepen familiarity and ownership of the

Mission Leadership Charter.

● Executive Coaching: Leaders in supervisory positions have access to a fixed number of in-person and remote coaching sessions, based on self-defined needs that emerge from day-to-day experiences as well as the diagnostic exercises.

● Staff Transition Management: To capture learning and facilitate smooth staff transitions, the Mission implements a staff transition strategy that includes video recorded exit interviews to disseminate to new and already on-board staff.

● Chiefs of Party Engagement: Beginning in early 2015, USAID/Uganda began to expand the MOL program beyond its own staff to also include Chiefs of Parties (CoPs) of IPs. In monthly meetings with the CoPs, relationships between, and collaboration among, USAID and its IPs is facilitated around key cross-cutting themes.

● New Organizational Structures: Spurred by expanded staffing needs, strategic program shifts and/or opportunities for enhanced organizational effectiveness, USAID/Uganda has selectively created purpose-specific teams. Often, these teams are time-limited. Examples include Project Management Teams, Task Teams and Working

Groups designed to advance key programming objectives, coordinate cross-cutting efforts and/or complete finite tasks on behalf of the Mission. At other times, teams may be more permanent, such as the Mission Leadership Council (MLC). This group, charged with overall strategic oversight and direction for the Mission, is composed of approximately 20 representatives from across the Mission including: senior Mission management; Office Directors; and Senior Ugandan staff members from each office.

● New Ways of Doing Business: To realize the integration envisaged in the CDCS, the

Mission is rethinking internal structures and respective staff roles/responsibilities while simultaneously seeking to smooth workflows and increase efficiencies. These efforts, which are likely to continue well into the future, are accompanied by more recent efforts to re-conceptualize how Mission staff engage with host country counterparts and the broader donor community. The intent is for staff to realize the CDCS commitment to engage Ugandans in ways in which the country’s development is done “with” and “by” them rather than “to” them; and to become catalysts for constructive collaboration within the broader donor community. New ways of engaging externally will require staff to become multi-hatted, capable of managing the Mission portfolio but also able to act as thought leaders, technical assistance providers, and development brokers, capable of building networks and leveraging expertise, learning and resources.

USAID/Uganda is pleased with the impact its organizational development efforts have had thus far. The Mission Leadership Charter has broad buy-in among Mission staff and its behaviors have been absorbed into Mission DNA. Organizational diagnostics have helped track the institutional health of the Mission and served as a tool for maintaining accountability between managers and staff. By increasing staff awareness of how personality types and interactions affect work performance, Insights Discovery

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has led to more productive office relationships.

Diagnostic tools administered since the Mission began its organizational development efforts document the success of efforts to date. There have been clear, and at times dramatic, improvements in staff perceptions regarding the effectiveness of their offices and the Mission as a whole.

Among the outputs of the Mission’s organizational development efforts is a set of “Guiding

Principles” that will guide the implementation of the CDCS. The Guiding Principles are described in Attachment J.4: “Guiding Principles for Implementing USAID/Uganda’s Country

Development Cooperation Strategy.” Another resource for better understanding

USAID/Uganda’s organizational development efforts is included at Attachment J.5: “Lessons

Learned from USAID/Uganda’s Organizational Development Initiative.”

C.4 PERFORMANCE OBJECTIVES AND ILLUSTRATIVE RESULTS

C.4.1 Contract Purpose and Summary Objectives

Purpose: To support USAID/Uganda in further strengthening the internal relationships, systems, practices and organizational culture that underpin the Mission’s effective and efficient

For the purposes of this Statement of Work, “internal,” for the most part, indicates within

USAID/Uganda. From time to time, it may more broadly indicate USAID/Uganda’s expanded teams that additionally include IPs, host country counterparts, USG colleagues and other stakeholders.

Where noted below, and as further described in Section C.6 and Attachment J.6, the Purpose will be achieved in tight collaboration with USAID/Uganda’s “Learning Contractor” and, to a lesser extent, other related contractors providing CLA and organizational development support.

Six objectives support the Purpose:

● Strengthen individual, team, cross-team and Mission-wide capacity to more fully realize the MOL objectives and to deepen the practices implicit in the Guiding Principles.

(Approximately 55 percent of effort.)

● Develop, administer and help USAID benefit from diagnostic tools that will: (i) measure the individual, team, cross-team and Mission-wide effectiveness in practicing desired behaviors; and (ii) inform and help shape future organizational development interventions. (Approximately 10 percent of effort.)

● Strengthen the quality of inter-organizational collaboration within the community of

USAID/Uganda stakeholders to improve development results. (Approximately 5 percent of effort.)

● Extend leadership and organizational development support to key partners.

(Approximately 10 percent of effort)

● Facilitate the learning that will help USAID/Uganda better understand the advantages, disadvantages, and impact of its collective and respective organizational practices and behaviors; and help transform learning into adaptation. (Approximately 15 percent of effort)

● Respond to emergent leadership and organizational development needs. (Approximately

5 percent of effort)

C.4.2 Detailed Description of Objectives

Objective 1: Strengthen individual, team, cross-team and Mission-wide capacity to more fully realize the MOL objectives and to deepen the practices implicit in the CDCS Guiding

Principles

Objective 1 is focused on improving the performance of both USAID staff and USAID’s multidimensional (sectoral, cross-sectoral, programmatic and business services, leadership) organizational units in delivering/facilitating development results. Interventions designed and implemented to achieve the Objective will be core to the individual, team, cross-team and organization-wide shifts at the heart of the Mission’s organizational development aspirations.

Interventions will be provided in the context of individual, team, office and Mission-wide performance plans developed by USAID in sessions facilitated and/or otherwise supported by the

Contractor. Given the complementary roles that will be played by the Contractor and USAID’s

Percentages are provided for Offeror planning purposes. Percentages are subject to change as implementation proceeds.

Learning Contractor in the professional development of USAID staff (as described in

Attachment J.6), the Learning Contractor will participate in sessions regarding the performance plans whenever possible and as appropriate. Performance plans will include standards for performance and describe respective roles and responsibilities of USAID, the Contractor, USAID’s Learning Contractor, and other actors in executing the performance plans and meeting agreed upon performance standards.

Interventions in the performance plans will fully reflect and build upon the elements of the MOL outlined in C.2 above – including a tailored, interactive, learner-centered and culturally appropriate approach – while adapting to meet evolving Mission needs. Interventions will also help Mission staff deepen the practices associated with the CDCS Guiding Principles.

Professional development services may, at times, be provided through a single event (e.g. retreat, workshop or training course) or, alternatively, may be reflected through directed, ongoing technical assistance efforts provided in the context of ongoing processes; or in self-learning tools, such as templates or web-based training. USAID expects that interventions will be a well-considered mix of the “tried and true” and the “cutting edge/experimental,” reflecting the

Contractor’s experience with best practices in government and industry and demonstrating the

Contractor’s commitment to exploring and breaking through to new frontiers.

To achieve this objective, the Contractor will deliver the following results:

Result 1.1: Leadership and related skills at the staff and organizational levels continuously developed

Illustrative Activities

● Provide facilitation and other support for the development of staff, team, office and

Mission-wide performance plans.

● Provide technical assistance and other support in implementing the performance plans and meeting performance standards, including supporting the Mission in human resource management functions, such as helping to review and update position descriptions, helping to review and update employee training plans, and so forth.

● Provide targeted skills-building and other professional development in, and increase access to relevant research on, leadership, supervision, staff and other resource management, communications, managerial and group decision-making, time-management and other competencies required for internal organizational effectiveness.

● Complement other support contractors in providing targeted skills-building and other professional development in stakeholder engagement, network building, partnership development, consensus-building, negotiation, advocacy and other competencies required for thought leadership, technical assistance provision, and development brokering, and catalyzing constructive change.

● Facilitate discussions and other activities to deepen consensus around and the practice of values included in or consistent with the Mission Leadership Charter, such as respect, inclusion, listening, etc.; and to result in a mind-shift in which Mission staff are able to think more holistically and more systematically about development and their role in it.

● Facilitate discussions, skills building and other activities to help staff better understand and practice the CDCS Guiding Principles; and to understand and take advantage of the relationships between the Mission Leadership Charter and the CDCS Guiding Principles.

● Collaborate with other support contractors to, in participatory processes, create standards and companion scorecards for categories of individual performance (such as Contracting

Officer’s Representatives’ performance) and group performance (such as cross-sectoral team collaboration).

Result 1.2: USAID/Uganda’s multi-dimensional organizational structures support internal collaboration

● Provide technical support to assess the effectiveness of organizational structures in place in the Mission to achieve CDCS results.

● Provide technical support to assist in designing and operationalizing structural improvements should they be necessary.

● Help staff clarify respective roles and responsibilities in operating within the Mission’s multi-dimensional structures to achieve CDCS results.

Result 1.3: Cohesion of USAID/Uganda teams, cross-teams, task-specific groups, and the

Mission as a whole deepened

● Design and deliver workshops and other teambuilding activities to further promote a shared Mission-wide vision for the CDCS and its future directions, a culture consistent with the Mission Leadership Charter and the CDCS Guiding Principles, and a common set of practiced values.

● Provide support for strengthening internal communication systems and individual communication skills.

Result 1.4: Business processes increasing efficiency and enhancing fit with new roles, responsibilities, structures

● Help USAID create the feedback loops and other mechanisms for monitoring and measuring business process performance in increasing efficiency, promoting integrated development and achieving other performance objectives.

● Complement other support contractors in:

o Providing technical support for diagnosing strengths and weaknesses of program cycle, administrative, procurement and financial management business processes;

o Providing technical support for strengthening and streamlining program cycle, administrative, procurement and financial management systems.

Result 1.5: USAID/Uganda performance in successful staff transitions increased

● Establish systems for the Mission to collect, analyze and disseminate/transfer learning from departing staff as well as staff moving on to new positions within USAID/Uganda, either as a result of promotions or staff shuffles.

● Build Mission capacity for enculturating new staff.

Result 1.6: USAID/Uganda work environment characterized by strong morale and highly motivated workforce

● Strengthen in-house staff counseling skills and provide external counseling services as requested.

● Help the Mission identify, test and roll-out incentives to outstanding individual, team and

Mission performance.

● Fill “Staff Care” gaps not addressed otherwise by USAID or its other available resources.

Objective 2: Develop, administer and help USAID benefit from diagnostic tools that will:

(i) measure the individual, team, cross-team and Mission-wide effectiveness in practicing desired behaviors and meeting standards fixed in performance plans developed under

Objective 1; and (ii) inform and help shape future interventions to improve organizational performance

A critical part of the current organizational development approach upon which USAID/Uganda seeks to build is that of periodic assessments of the culture, climate and performance of the

Mission and its constituent offices. In addition to informing and adapting interventions, this continuous assessment process helps to gauge staff and stakeholder relationships, engagement, and effectiveness in a manner that the assessment tools themselves become interventions, i.e., the process of assessment becomes as important as the assessment product. USAID/Uganda believes the process of collecting data on individual, team and organizational dimensions --and analyzing, sharing and discussing that data with participants-- contributes to awareness of organizational dynamics, strengths and weaknesses; validates and/or challenges assumptions about overall performance; and provides an opportunity for shared ownership for the various elements of organizational effectiveness. While the nature and source of the data may vary, whether through work preference profiling, perception surveys, ethnographic/observational approaches and/or other means, data will in itself serve as a key input to the process of organizational change.

Among the tools the Contractor will employ is Insights Discovery

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. Given the sunk investment

USAID/Uganda has made in Insights Discovery

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, and staff’s familiarity and high levels of satisfaction with the tool, the Mission is not prepared to expend the staff time and financial resources that would be required to introduce a new work preference profiling tool.

To achieve objective 2, the Contractor will deliver the following results:

Result 2.1: Insights Discovery administered to promote increased self-awareness, more productive relationships, and improved Mission performance

● Administer Insights Discovery and further increase understanding of the tool and its uses.

● Deepen application of Insights Discovery

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as a tool to improve individual, team, cross-team and Mission-wide capacities in leadership, communications, decision-making and performance.

● Explore and make recommendations as to the use of additional Insights Discovery

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tools as well as other tools that may contribute to Contract objectives; and follow up with introducing and helping USAID apply any tools agreed upon jointly with USAID.

Result 2.2: Tool(s) that assess assimilation of behaviors and practices defined as essential to the successful implementation of the CDCS developed, administered and used as a basis for interventions that benefit staff and organizational effectiveness

● Develop dashboards and/or other tools for tracking performance in meeting the standards set in individual, office, team and Mission-wide performance plans developed under

Objective 1.

● Conduct periodic ‘360’ perception-based surveys developed by the Contractor and approved by USAID to gauge staff perceptions of how well individuals, teams and the organization as a whole are ‘living’ the Mission Leadership Charter and the CDCS

Guiding Principles.

● Explore and make recommendations as to the use of other tools to measure Mission culture, climate and performance; and follow up with introducing and helping USAID apply any tools agreed upon jointly with USAID.

● Facilitate USAID staff in using tool(s) to help to: (i) diagnose areas of disconnect (widely different perceptions about a certain behavior and/or party); (ii) highlighting areas needing attention from senior managers and/or other staff; and (iii) adapt approaches as learning takes place and/or needs/situations change.

Objective 3: Strengthen the quality of inter-organizational collaboration within the community of USAID/Uganda stakeholders to improve development results

Objective 3 is focused on external collaboration and engagement. USAID/Uganda operates within a complex, interrelated and, sometimes, interdependent ecosystem that includes host country counterparts, IPs, other donors, other USG agencies, support contractors and various other stakeholders. In many cases, it is necessary for only a small sub-set of the ecosystem to collaborate effectively. In other instances, a much broader swath of the ecosystem must coordinate, cooperate and/or collaborate to maximize the effectiveness of USAID and other resources. Thus, the stronger the relationship within the ecosystem, the more powerful the development impact is likely to be. Productive cross-sectoral and cross-organizational relationships are particularly critical to the success of USAID/Uganda’s integrated strategy.

Result 3.1: Collaboration among USAID and its support contractors (e.g., contractors described in Attachment J.6 and similar contractors) facilitated to benefit from synergies and reduce overlap between respective contracts

● Organize, facilitate and participate in workshops, meetings and other engagements to help USAID and its support contractors define and periodically review respective roles and responsibilities.

● Facilitate further efforts to ensure that service contractor support is coordinated, collaborative, and collectively more effective than would be the case if contractors were silo’d. This will include but may not be limited to joint planning, implementation, learning, reflecting and adapting, in instances in which it makes sense to do so.

Result 3.2: Collaboration between and among USAID/Uganda and its wide range of partners strengthened to leverage the value of Mission expertise, learning and resources. (Partners include host country counterparts, IPs, other donors, private sector donors, Embassy colleagues and other stakeholders.)

● Facilitate workshops and other interventions to increase mutual understanding and organizational collaboration.

● Help design, operationalize, monitor and adapt communication/collaboration platforms.

● Develop tools and capacity for joint stakeholder analysis, constituency building, problem resolution, and other joint efforts.

(N.B. The Organizational Development Contractor will have primary responsibility for Result

3.1, which addresses coordination among USAID CLA and organizational development support contractors. The Learning Contractor will have primary responsibility for Result 3.2, with the

Organizational Development Contractor filling gaps and providing complementary support on an as/if needed basis.)

Objective 4: Extend leadership and organizational development support to key partners

USAID can only be as effective as the effectiveness of its host country counterparts, IPs and other partners.