SOL-641-13-000010_-_Evaluate_for_Health_RFP.pdf

USAID/Ghana –SOL-641-13-000010

Table of Contents

PART I - THE SCHEDULE

SECTION B - SUPPLIES OR SERVICES AND PRICE/COSTS

B.1. PURPOSE

B.2. CONTRACT TYPE AND SERVICES

B.3. MINIMUM OBLIGATED AMOUNT

B.4. MAXIMUM CONTRACT CEILING

B.5. OBLIGATED AMOUNT, ESTIMATED COST, FIXED FEE

B.6. INDIRECT COSTS

B.7. CEILING INDIRECT COST RATES

B.8. CEILING ON FIXED FEE – CPFF TASK ORDERS

B.9. LABOR

B.10. TASK ORDER LIMITATIONS

B.11. COST REIMBURSABLE

B.12. LABOR CATEGORIES – UNBURDENED CEILING DAILY RATES

SECTION C – DESCRIPTION/SPECIFICATIONS/STATEMENT OF WORK

C.1. OBJECTIVE AND GENERAL DESCRIPTION OF THE CONTRACT

C.2. BACKGROUND AND RATIONALE

C.3. SCOPE OF WORK

C.4 CONTRACTOR STAFFING

C.5 SPECIAL CONSIDERATIONS

SECTION D – PACKAGING AND MARKING

D.1. BRANDING & MARKING

D.2. AIDAR 752.7009 Marking. (JAN 1993)

D.3. BRANDING POLICY AND STRATEGY

D.4. ANTICIPATED ELEMENTS OF MARKING PLAN

D.5. APPROVAL OF CONTRACTOR BRANDING IMPLEMENTATION AND MARKING PLAN

SECTION E – INSPECTION AND ACCEPTANCE

E.1. NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

E.2. INSPECTION AND ACCEPTANCE

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. PERFORMANCE STANDARDS

F.5. REPORTS AND DELIVERABLES OR OUTPUTS

F.6. TASK ORDERS

F.7. KEY PERSONNEL

F.8 CONTENTS OF TASK ORDERS

F.9. 752.7005 SUBMISSION REQUIREMENTS FOR DEVELOPMENT EXPERIENCE

DOCUMENTS (JAN 2004)

SECTION G - CONTRACT ADMINISTRATION DATA

G.1. NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

G.2. CONTRACTING OFFICER

G.3. CONTRACTING OFFICER’S REPRESENTATIVE (COR)

G.4. PAYING OFFICE

G.5. TECHNICAL DIRECTIONS/RELATIONSHIP WITH USAID

SECTION H – SPECIAL CONTRACT REQUIREMENTS

H.1. NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

H.2. AUTHORIZED GEOGRAPHIC CODE

H.3. NONEXPENDABLE PROPERTY PURCHASES AND INFORMATION TECHNOLOGY

RESOURCES

H.4. AUTHORIZED WORK DAY/WEEK

H.5. EMPLOYMENT OF THIRD COUNTRY NATIONALS (TCNs) AND COOPERAITING COUNTRY NATIONALS (CCNs) (AIDAR722.170)

H.6. AIDAR 752.7007 PERSONNEL COMPENSATION (JULY 2007)

H.7. ADDITIONAL REQUIREMENTS FOR PERSONNEL COMPENSATION

H.8. LOGISTICAL SUPPORT

H.9. LANGUAGE REQUIREMENTS

H.10. DEFENSE BASE ACT (DBA) INSURANCE

H.11. AIDAR 752.228-70 MEDICAL EVACUATION (MEDEVAC) SERVICES (JUL 2007)

H.12 ORGANIZATIONAL CONFLICTS OF INTEREST: PRECLUSION FROM

IMPLEMENTATION CONTRACT (DESIGN/IMPLEMENT)

H.13 ORGANIZATIONAL CONFLICTS OF INTEREST: PRECLUSION FROM FURNISHING

CERTAIN SERVICES AND RESTRICTION ON USE OF INFORMATION (EVALUATION) ... 45

H.14 ORGANIZATIONAL CONFLICTS OF INTEREST: RESTRICTION ON USE OF

INFORMATION

H.15. EXECUTIVE ORDER ON TERRORISM FINANCING (FEB 2002)

H.16. FOREIGN GOVERNMENT DELEGATIONS TO INTERNATIONAL CONFERENCES

(JAN 2002)

H.17. AIDAR 752.7032 INTERNATIONAL TRAVEL APPROVAL AND NOTIFICATION

REQUIREMENTS (JAN 1990)

H.18. REPORTING OF FOREIGN TAXES

H.19. SUBCONTRACTING CONSENT

H.20. GRANTS UNDER CONTRACT

H.21. CONTRACTOR’S USE OF PROJECT VEHICLES AND LIABILITY INSURANCE

REQUIREMENTS FOR PRIVATELY OWNED VEHICLES

H.22. BUSINESS CLASS TRAVEL

H.23. DISCLOSURE OF INFORMATION

H.24. USAID DISABILITY POLICY - ACQUISITION (December 2004)

H.25. AIDAR 752.7034 ACKNOWLEDGMENT AND DISCLAIMER (DEC 1991)

H.26. APPROVALS FOR NONEXPENDABLE PROPERTY PURCHASES

H.27. GOVERNMENT FURNISHED FACILITIES OR PROPERTY

H.28. CONFIDENTIALITY AND OWNERSHIP OF INTELLECTUAL PROPERTY

H.29. AIDAR 752.225-70 SOURCE AND NATIONALITY REQUIREMENTS (FEB 2012)

H.30. GOVERNMENT PROPERTY - USAID REPORTING REQUIREMENTS

H.31. AIDAR 752.7004 EMERGENCY LOCATOR INFORMATION (JUL 1997)

H.32. VALUE ADDED TAX (VAT) AND CUSTOMS DUTIES

H.33. HOMELAND SECURITY PRESIDENTIAL DIRECTIVE-12 (HSPD-12) (Sept 2006)

H.34. 52-203-13 CONTRACTOR CODE OF BUSINESS ETHICS AND CONDUCT (APR

2010)

H.35. 752.7101 VOLUNTARY POPULATION PLANNING ACTIVITIES (JUNE 2008)

H.36. ENVIRONMENTAL COMPLIANCE AND MANAGEMENT

H.37. NONDISCRIMINATION

H.38. SMALL DISADVANTAGED BUSINESS (SDB) PARTICIPATION PROGRAM TARGET

PART II – CONTRACT CLAUSES

SECTION I – CONTRACT CLAUSES

I.1. NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

I.2 52.216-18 ORDERING (OCT 1995)

I.3. 52.216-21 REQUIREMENTS (OCT 1995)

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

I.5. 52.227-23 RIGHTS TO PROPOSAL DATA (TECHNICAL) (JUN 1987)

I.6. 52.209-9 UPDATES OF PUBLICLY AVAILABLE INFORMATION REGARDING

RESPONSIBILITY MATTERS (FEB 2012)

PART III - LIST OF DOCUMENTS, EXHIBITS, AND OTHER ATTACHMENTS

SECTION J – LIST OF ATTACHMENTS

ATTACHMENT J.1 – CASE STUDY

ATTACHMENT J. 2 - PRICE EVALUATION MATRIX

ATTACHMENT J. 3 - CONTRACTOR PERFORMANCE REPORT – SHORT FORM

END OF ATTACHMENT J.3ATTACHMENT J.4 - SF LLL - DISCLOSURE OF LOBBYING

ACTIVITIES

SECTION K– REPRESENTATIONS, CERTIFICATION, AND OTHER STATEMENTS

K.1. AGREEMENT ON, OR EXCEPTIONS TO, TERMS AND CONDITIONS

K.2. INSURANCE - IMMUNITY FROM TORT LIABILITY

K.3. 52.204-8 ANNUAL REPRESENTATIONS AND CERTIFICATIONS (DEC 2012)

K.4. 52.209-5 CERTIFICATION REGARDING RESPONSIBILITY MATTERS (APR 2010)

K.5. 52.209-7 INFORMATION REGARDING RESPONSIBILITY MATTERS (FEB 2012)

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

K.7. 52.222-22 PREVIOUS CONTRACTS AND COMPLIANCE REPORTS (FEB 1999)

K.8. 52.222-25 AFFIRMATIVE ACTION COMPLIANCE (APR 1984)

K.9. 52.227-15 REPRESENTATION OF LIMITED RIGHTS DATA AND RESTRICTED

COMPUTER SOFTWARE (DEC 2007)

K.10. 52.230-1 COST ACCOUNTING STANDARDS NOTICES AND CERTIFICATION (MAY

2012)

K.11. 52.230-7 PROPOSAL DISCLOSURE- COST ACCOUNTING PRACTICE CHANGES

(APR 2005)

K.12. 52.222-38 COMPLIANCE WITH VETERANS’ EMPLOYMENT REPORTING

REQUIREMENTS (SEP 2010)

K.13. SIGNATURE

SECTION L - INSTRUCTIONS, CONDITIONS, AND NOTICES TO OFFERORS

L.1. NOTICE LISTING SOLICITATION PROVISIONS INCORPORATED BY REFERENCE . 95

L.2. 52.215-1 INSTRUCTIONS TO OFFERORS—COMPETITIVE ACQUISITION (JAN2004)

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. DELIVERY INSTRUCTIONS

L.7. INSTRUCTIONS FOR THE PREPARATION OF THE TECHNICAL PROPOSAL

L.8. INSTRUCTIONS FOR THE PREPARATION OF THE COST/BUSINESS PROPOSAL 109

L.9. 52.204-7 CENTRAL CONTRACTOR REGISTRATION (DEC 2012)

L.10. QUESTIONS AND CLARIFICATIONS

SECTION M– EVALUATION FACTORS FOR AWARD

M.1. GENERAL INFORMATION

M.2. TECHNICAL EVALUATION CRITERIA

PART I - THE SCHEDULE

SECTION B - SUPPLIES OR SERVICES AND PRICE/COSTS

B.1. PURPOSE

The purpose of this contract is to provide services that fall within the scope of the work specified in Section C for the Evaluate for Health, Monitoring and Evaluation (M&E) services in the Health Sector in Ghana. USAID Task Order Contracting Officers (TOCOs) will request the work through the issuance of task orders during the ordering period as specified in Section F of the contract.

B.2. CONTRACT TYPE AND SERVICES

This is a Requirements contract utilizing individual Task Orders to provide the technical services. The Government will issue Task Orders that are either Firm Fixed Priced (FFP) or Cost-Plus-Fixed Fee (CPFF). The Contractor must perform the services set forth in task orders at prices consistent with section B of this contract.

B.3. MINIMUM OBLIGATED AMOUNT

The basic contract includes an initial obligation of funds in the amount of $25,000 to cover the minimum order guarantee. USAID is required to order and the Contractor is required to furnish the minimum order amount of services.

Following this initial obligation, individual task orders will obligate funds to cover the work required under that task order.

(Note: The initial obligation is expected to be applied toward the first task order issues by USAID/West Africa.)

B.4. MAXIMUM CONTRACT CEILING

This is a Requirements contract with a ceiling price of $18,000,000.00. The maximum aggregate dollar value of all task orders awarded to the contractor cannot exceed the contract ceiling.

USAID anticipates awarding one contract under this solicitation.

B.5. OBLIGATED AMOUNT, ESTIMATED COST, FIXED FEE

(a) Obligated Amount. The basic contract includes an initial obligation of funds in the amount of $25,000.00 to cover the minimum order guarantee.

(b) The Total Estimated Cost Plus Fixed Fee for each task order must be negotiated in accordance with the terms of the Requirements contract. In no event may the indirect rates or fixed fee for a task order exceed the ceilings set forth in Sections B.7 and B.8 of the Requirements contract. The U.S. dollar costs must be limited to reasonable, allocable, and allowable costs determined in accordance with FAR 52.216-7, Allowable Cost and Payment, and FAR 52.216-8, Fixed Fee, A-21 (for universities), and A-122 (non-profit).

(c) Fixed Fee Payment. For any task order issued under this contract, at the time of each payment of allowable costs to the Contractor, the USAID paying office ordinarily pays the Contractor a percentage of fixed fee that directly corresponds to the percentage of allowable costs being paid. Two exceptions to paying fixed fee in this manner apply:

(i). If the TOCO determines that this method results in paying a disproportionately higher ratio of fixed fee than the percentage of work that the Contractor has completed, then the TOCO may suspend further payment of any fixed fee until the Contractor has made sufficient progress to justify further payment, up to the agreed percentage.

(ii). Because the clauses entitled "Allowable Cost and Payment" (FAR 52.216-7) and "Fixed Fee" (FAR 52.216-8) are incorporated into this contract, the terms and conditions of these clauses apply after total payments of fixed fee reach eighty-five percent (85%) of the total fixed fee.

B.6. INDIRECT COSTS

[Only applicable to CPFF task orders]

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

Description Rate Base Type Period

1/ 1/ 1/ 2/ 2/ 2/

1/Base of Application:

Type of Rate:

Period:

2/Base of Application:

Type of Rate:

Period:

Note 1: Contractors are allowed to recover applicable indirect costs (i.e., overhead, G&A, etc.)

on other direct costs (ODCs), if it is part of the contractor's usual accounting procedures, consistent with FAR Part 31, and Negotiated Indirect Cost Rate Agreement (NICRA).

Note 2: While Subcontractor indirect cost rates are not incorporated above, subcontractor indirect cost rates as indicated in Note 1 above may be included in task order proposals, and are subject to approval of the TOCO in accordance with FAR 52.244-2, Subcontracts.

B.7. CEILING INDIRECT COST RATES

[Only applicable to CPFF task orders]

(a) Reimbursement for indirect costs shall be at the lower of the negotiated final or predetermined rates, or the following ceiling rates:

Description Rate Base Type Period

1/ 1/ 1/ 2/ 2/ 2/

1/Base of Application:

Type of Rate:

Period:

2/Base of Application:

Type of Rate:

Period:

(b) The Government shall not be obligated to pay any additional amount should the final indirect cost rates exceed the negotiated ceiling rates. If the final indirect cost rates are less than the negotiated ceiling rates, the negotiated rates shall be reduced to conform to the lower rates.

(c) This understanding shall not change any monetary ceiling, obligation, or specific cost allowance or disallowance. Any changes in classifying or allocating indirect costs require the prior written approval of the Contracting Officer.

(d) The contractor will make no change in its established method of classifying or allocating indirect costs without the prior written approval of the Contracting Officer and OAA/Contract Audit and Support (CAS).

B.8. CEILING ON FIXED FEE – CPFF TASK ORDERS

For each task order issued under this Requirements contract the TOCO and Contractor agree to negotiate a set dollar amount for fixed fee. In negotiating the fixed dollar amount for fee, the Cognizant Contracting Officer must consider the policies and factors for establishing fee in FAR 15.404-4 as well as any applicable USAID policy on establishing a fixed fee amount. In no event, however, may the amount of fixed fee in any individual task order exceed ______ percent (offeror proposes ceiling percentage) of the task order's estimated cost, excluding fee.

B.9. LABOR

Compensation of personnel under this contract or any resulting subcontract must be in accordance with AIDAR 752.7007 Personnel Compensation (July 2007).

(a) Central management costs: The Contracting Officer has determined the government will not authorize central management costs under the Requirements contract. Contractors shall not bill USAID directly for central management costs (e.g., responding to task order proposal requests, central reporting, central meetings with the basic Requirements contract Contracting Officer’s Representative) under this Requirements contract or under task orders.

(b) The work day and work week policies and method of accounting for paid absences including holidays for the Contractor and major subcontractors will be set forth in Attachment J of the award.

B.10. TASK ORDER LIMITATIONS

(a) Cost-Plus-Fixed-Fee (CPFF) Task Orders. When issuing CPFF task orders, the TOCO must state in the task order the total estimated cost plus fixed fee, which is the total amount of the task order and the maximum amount the Contractor may be paid without the advance written approval of the cognizant contracting Officer. This maximum amount represents the negotiated mix of the prime contractor's and subcontractors' professional labor categories and salaries, an estimated number of workdays, other direct costs, and fixed fee.

b) Firm-Fixed-Price (FFP) Task Orders. When issuing FFP task orders, TOCOs must state in the task order the firm-fixed-price, which represents the total amount of the task order and the maximum price the contractor may be paid to perform the services, reports, or other deliverables in the task order.

(c) Minimum Order. When USAID requires services or reports and other deliverables covered by this contract in a Task Order in the amount of less than $10,000, the Contractor is not obligated to accept an order to furnish those services or reports and other deliverables under this contract. However, if the Contractor agrees to furnish services or reports and other deliverables required by USAID in an amount of less than $10,000 and is awarded a Task Order to do so, the Contractor is required to provide said services and reports/deliverables in accordance with the Contract's terms and conditions.

(d) Maximum Order. When USAID requires services or reports and other deliverables covered by this contract in a Task Order amount of more than $10 million, the Contractor is not obligated to accept an order to furnish those services or reports and other deliverables under this contract. However, if the Contractor agrees to furnish services or reports and other deliverables required by USAID in excess of $10 million and is awarded a Task Order to do so, the Contractor is required to provide said services and reports/deliverables in accordance with the Contract's terms and conditions.

(e) Notwithstanding the above, if issuance of a task order to, and acceptance of a task order by, the Contractor would: (1) result in the Contractor (or its personnel or its subcontractors or their personnel) having an organizational conflict of interest for which restrictions would be placed on the Contractor's (or its personnel's or its subcontractors' or their personnel's) future activities ; or (2) violate the provisions of the Procurement Integrity legislation, i.e., Section 27 of the Office of Federal Procurement Policy Act (41 U.S.C. 423), as amended by Section 814 of Pub. L. 101-189 the Contractor, after written notification to the cognizant Contracting Officer is not obligated to furnish those services or reports and other deliverables under this contract, and USAID may acquire the supplies or services from another source

B.11. COST REIMBURSABLE

[Only applicable to CPFF task orders]

The U.S. dollar costs allowable shall be limited to reasonable, allocable, and allowable costs determined in accordance with FAR 52.216-7, Allowable Cost and Payment; FAR 52.216-8, Fixed Fee, if applicable; AIDAR 752.7003, Documentation for Payment; OMB Circular A-21, Cost Principles for Educational Institutions and OMB Circular A-122, Cost Principles for Nonprofit organizations.

B.12. LABOR CATEGORIES – UNBURDENED CEILING DAILY RATES

[Only applicable to CPFF task orders]

(a) The task order must include labor rates that are equal to or lower than the Ceiling Daily Rates (CDRs) set forth below.

Each Ceiling Daily Rate (CDR) for personnel listed below is “unburdened” and must only include salary costs or consulting rates of the individual providing the services. The CDR for personnel must not include the following payroll costs (fringe benefits, FICA, etc.), indirect costs applicable to labor, or profit/fee.

The CDRs set forth below are fixed for the term of the Requirements contract award and are for an eight hour day, and apply to all Subcontractors. If a new Subcontractor is proposed for a specific task order on other than a fixed-price basis, the CDRs set forth below will apply, and the subcontract is subject to consent by the TOCO.

Actual salaries for all personnel will be negotiated under task orders and final approval is provided by the TOCO. The ceiling rates presented below do not constitute approval of final salary rates above the Contractor Salary Threshold (CST) (see ADS 302.3.6.10.). All TOCOs must comply with the approval requirements in ADS 302.

(b) The single unburdened ceiling daily rate for each labor category in the table below represents the mid-level and senior-level rate for in each category. Two unburdened ceiling daily rates for each labor category is included in the contract to provide more flexibility under task orders. If junior-level personnel are required under task orders, they must be proposed at rates below the mid-level unburdened ceiling daily rate.

[Note 1: The Unburdened Ceiling Daily Rates apply to any task order(s) that are awarded under this contract.]

[Note 2: The Unburdened Ceiling Daily Rates apply to prime Contractor, Subcontractor, and consultant salaries. For consultants that typically bill using a loaded rate, Contractors must propose any charges above the CDR separately and note in the budget narrative.]

[Note 3: The unburdened ceiling daily rates below do not apply to Firm-Fixed-Price (FFP) Task Orders.]

YEAR 1

Labor Category Unburdened Ceiling Daily rates

Junior Mid Senior

1001. Program Development/Implementation

/Monitoring/Reporting Specialist $_______ $_______ $_______ 1002. Public Administration/Financial Analyst $_______ $_______ $_______ 1003. Social Scientist $_______ $_______ $_______ 1004. Information Management Specialist $_______ $_______ $_______ 1005. Administrative Support $_______ $_______ $_______

YEAR 2

Labor Category Unburdened Ceiling Daily rates

Junior Mid Senior

1001. Program Development/Implementation /Monitoring/Reporting Specialist $_______ $_______ $_______

1002. Public Administration/Financial Analyst $_______ $_______ $_______ 1003. Social Scientist $_______ $_______ $_______ 1004. Information Management Specialist $_______ $_______ $_______ 1005. Administrative Support $_______ $_______ $_______

YEAR 3

Labor Category Unburdened Ceiling Daily rates

Junior Mid Senior

1001. Program Development/Implementation

/Monitoring/Reporting Specialist $_______ $_______ $_______ 1002. Public Administration/Financial Analyst $_______ $_______ $_______ 1003. Social Scientist $_______ $_______ $_______ 1004. Information Management Specialist $_______ $_______ $_______ 1005. Administrative Support $_______ $_______ $_______

YEAR 4

Labor Category Unburdened Ceiling Daily rates

Junior Mid-level Senior

1001. Program Development/Implementation

/Monitoring/Reporting Specialist $_______ $_______ $_______ 1002. Public Administration/Financial Analyst $_______ $_______ $_______ 1003. Social Scientist $_______ $_______ $_______ 1004. Information Management Specialist $_______ $_______ $_______ 1005. Administrative Support $_______ $_______ $_______

YEAR 5

Labor Category Unburdened Ceiling Daily rates

Junior Mid Senior

1001. Program Development/Implementation

/Monitoring/Reporting Specialist $_______ $_______ $_______ 1002. Public Administration/Financial Analyst $_______ $_______ $_______ 1003. Social Scientist $_______ $_______ $_______ 1004. Information Management Specialist $_______ $_______ $_______ 1005. Administrative Support $_______ $_______ $_______

DEFINITION OF LABOR CATEGORIES

The functional labor categories with general requirement provided below are not all inclusive.

The contractor may propose other functional labor Categories depending on the nature of the requirement. Each RFTO will specify the requirements for each position.

1001. Program Development/Implementation/Monitoring/Reporting Specialist: Provides analysis, advice and guidance to USAID and partner government and local NGO institutions, officials, and members in planning, design, development, implementation, and performance monitoring and reporting of programs and activities.

1002. Public Administration/Financial Analyst: Provides advice and guidance on management processes and issues, drawing on the principles and practices of strategic planning, change management, systems analysis, financial management systems, audit offices, and related disciplines.

1003. Social Scientist: Provides analysis, advice and/or implementation of programs based on education in and/or practical knowledge of anthropology, economics, social history, sociology and/or related disciplines.

1004. Information Management Specialist: Provides information technology assistance regarding tasks specific to this SOW (e.g., program monitoring and evaluation, content specific web sites, analysis of survey data, publication of reports). This assistance will likely include the creation and maintenance of databases and websites.

1005. Administrative Support: Provides secretarial, logistical and operations support to contractor teams, USAID and partner country personnel. Conducts research and obtains documents to inform technical assistance, briefings and reports. Coordinates logistics for travel, study tours, training and other events.

MINIMUM QUALIFICATIONS

In order to perform the statement of work set forth in Section C, the Contractor must provide personnel that meet the minimum education and experience requirements set forth below. For all positions listed in Section B.12, the minimum qualifications for mid-level and senior personnel are as follows and correspond to the Unburdened Ceiling Daily Rates

Level Academic

Degree* Plus Approximate Years of Relevant** Work Experience

Including Years of Experience in Int'l Development

Relevant Regional Experience

Relevant Language Fluency

Senior Ph.D./M.D.

MPH/MS/MBA

BS, BA

as specified in task order as specified in task order as specified in task order

Mid-level Ph.D./M.D.

MPH/MS/MBA

BS, BA

as specified in task order as specified in task order as specified in task order

Junior Ph.D./M.D.

MPH/MS/MBA

BS, BA

as specified in task order as specified in task order as specified in task order

*Highest degree obtained should be related to work being performed.

**Relevant Work Experience is required for the levels indicated.

Locally Hired National Personnel or Other Non-U.S. Expatriates

All locally hired national personnel and other non-U.S. expatriates must be paid in accordance with AIDAR 722.170(a): Third Country Nationals (TCNs) and Cooperating Country Nationals (CCNs) who are working in the United States or are legal residents of the United States at the time they are hired for a task order, must be extended benefits and subject to restrictions on the same basis as U.S. citizens who work in the United States. The U.S. CDRs will be applied to TCNs and CCNs conforming to this regulatory provision.

Salaries for individual locally-hired personnel and other non-U.S. expatriates under this contract or any resulting subcontract must be in accordance with AIDAR 752.7007, Personnel Compensations (July 2007) and should be based upon a combination of factors including prevailing in-country salaries for the professional category being negotiated and consideration of the individual's education, work experience and recent relevant salary history.

[ END OF SECTION B ]

SECTION C – DESCRIPTION/SPECIFICATIONS/STATEMENT OF WORK

Evaluate for Health

BACKGROUND AND STATEMENT OF WORK

As specified in Section B and as shown below, USAID/Ghana anticipates awarding a contract to meet the Mission’s programmatic needs for Monitoring and Evaluation (M&E) in the health sector. USAID is actively seeking to increase the numbers of new contractors that are able to implement high quality task orders. For the purposes of this RFP, a new partner is defined as a potential contractor that has never received funding from USAID/Ghana.

C.1. OBJECTIVE AND GENERAL DESCRIPTION OF THE CONTRACT

The purpose of the Evaluate for Health contract is to establish a mechanism to support USAID/Ghana in strengthening M&E practices in three core areas, as detailed below.

USAID/Ghana anticipates that the Contractor will establish a significant life-of-project presence in Ghana, including full time senior staff. The first task order to be issued under the Evaluate for Health mechanism will be for the establishment and staffing of the Ghana office.

1. Evaluation Studies and Assessments

In accordance with USAID’s Evaluation Policy, the Contractor will perform high quality evaluation studies of the USAID/Ghana health bilateral portfolio. Studies will include evaluations that assess the impact of USAID's development objectives that identify lessons learned concerning which development interventions work and which do not. Towards this end, the Contractor is required throughout the performance period of this contract to provide services for implementing quantitative and qualitative baseline studies, evaluation case studies, performance evaluations, impact (experimental and quasi-experimental) evaluations, cross-sector and multi-country evaluations, survey research and statistical analysis and other evaluative studies.

The Contractor will implement activities under this component taking into account USAID principles and requirements, including those within USAID’s Evaluation Policy and ADS 203.

Prior to carrying out each scheduled evaluation, the USAID/Ghana Contracting Officer’s Representative (COR) in cooperation with other USAID/Ghana staff will prepare a detailed description of the work to be conducted in close coordination with the Contractor. The Contractor will use its expertise to propose the evaluation design that best meets USAID Evaluation Policy standards and principles, USAID/Ghana needs, resources, and complexity of the program.

2. Performance Monitoring and Evaluation Assistance

USAID/Ghana performance monitoring functions consist of reviewing project M&E plans for approval. USAID/Ghana leads and takes all the decisions related to the above mentioned functions, but sometimes requires assistance on the review and subsequent tracking of M&E tasks.

USAID Evaluation policy gives priority to supporting partner government and civil society capacity to use performance management, undertake evaluations and use the results generated. USAID/Ghana is increasing its partnerships with local partners - for-profit or nonprofit organizations. Many of these institutions have limited skills to monitor and evaluate USAID supported projects or their own projects.

The Contractor will provide technical assistance to USAID/Ghana to improve its performance management tasks; and provide technical assistance and training to USAID/Ghana’s implementing partners, especially to local and partner country government counterparts, to strengthen their performance monitoring and evaluation capacities. Services to be provided by the Contractor will include technical assistance to help USAID develop and track performance management plans; training and technical assistance to USAID partners on monitoring and evaluation, and technical assistance to local USAID partners to finalize their monitoring and evaluation plans. The Contractor tasks undertaken for the implementing partners will not replace the M&E requirements that the implementing partners shall carry out in fulfillment of their agreements with USAID.

3. Strengthening Local Capacity for Research Management

The Paris Declaration, Accra Accord, and Busan declaration on aid effectiveness have increased the importance of using quality independent evaluation results to make decisions.

USAID Evaluation policy prioritizes building local evaluation capacity, and using local expertise in evaluations. In Ghana, there are several organizations that can perform evaluations, and there is a network of consultants that have experience in conducting high-quality research and evaluations. These few institutions are being overburdened with requests with requests and contracts from international organizations, and may not have the organizational capacity to manage multiple grants and projects at one time.

The Contractor will strengthen the technical capacities of at least two (2) local M&E institutions to improve their institutional capacity to plan, manage, and finalize evaluative studies.

Applicants must work with Ghanaian research institutions, which are geographically situated across the country, to build their management and evaluation capacity to contribute to the global evidence base. Support should include help to fortify the institutions’ systems for tracking and management of research activities, improve administrative management of grants, and streamline and enhance grant reporting, and build overall research management capacity within Ghana.

The Contractor shall propose and implement a plan to strengthen the capacity, as defined by competencies, skills, and organizational structure, of targeted local organizations so that they are able to design and conduct evaluations and assessments. Core skills that should be strengthened include budgeting and planning (including logistics) evaluations, effective data management, project development, human resource management, physical resource/infrastructure management, and evaluation report writing. This will include technical support by the Contract to enable the institutions to assess their operations and determine their operational capacity (and limitations) to conduct multiple, simultaneous studies and development of an operational plan for reinvestment of funds to maintain equipment (computers, etc.) to reduce the dependency on continual donor-funded procurement of equipment for each new study.

In pursuit of its goal, Evaluate for Health will produce the following outputs:

1. Strengthen capacity for M&E for USAID/Ghana, implementing partners, partner country government entities, and local NGOs active in the health sector to meet Mission strategic objectives and results;

2. Conduct and/or oversee implementation of robust M&E activities for USAID/Ghana’s health programs including designing, implementing, managing, and dissemination evaluation studies, assessments, and operations research.

3. Provide technical consultations and program implementation support for USAID/Ghana’s HPNO M&E activities;

4. Increase capacity of partner country decision-makers and technical personnel to design and implement M&E activities in the health sector at international standard, and to engage in evidence-based decision making;

5. Increase capacity of USAID/Ghana HPNO staff to design and manage M&E activities and to use evidence for informed decision-making;

6. Disseminate information through seminars, workshops, conference and working papers;

and

7. Augment technical and programmatic M&E capacity available to USAID/Ghana.

C.2. BACKGROUND AND RATIONALE

USAID Forward is an ambitious reform effort which expects to change the way USAID does Business--with new partnerships, an emphasis on innovation and a relentless focus on results.

This includes a renewed effort to strengthen the use of monitoring and evaluation, to build local capacity to improve aid effectiveness, and to strengthen collaboration and partnership with bilateral donors, multilateral and international organizations which will hopefully increase synergies and avoid duplication.

Towards this goal, in January of 2011, USAID released a new evaluation policy aimed at improving accountability, learning, and evidence-based decision making. This new policy will require increased rigor, objectivity, and transparency in all of USAID’s evaluations. Notable new requirements include:

Identifying key evaluation questions during the project design phase;

Collecting high-quality baseline data for variables that correspond to key project outcomes and impacts;

In cases where impact evaluations are undertaken, establishing a parallel evaluation mechanism at project inception to accompany implementation;

Conducting at least one (1) performance evaluation of each large project (defined as equal or exceeding in dollar value the mean (average) project size for the mission); and Conducting an impact evaluation of any activity within a project involving untested hypotheses or designed as a “pilot” or “proof of concept.”

As a result, USAID/Ghana will make every effort to not only strengthen its monitoring and evaluation oversight, but to also ensure that the local capacity is built to carry on these functions and make them sustainable.

USAID/Ghana is increasing its partnerships with local partners and partner country governments with limited monitoring and evaluation expertise. USAID/Ghana’s new country strategy will need to align its monitoring and evaluation activities with the new Agency’s goal of building local capacity, managing for results, improving accountability, and learning efforts.

To ensure consistency in the use of key concepts, the terms and classifications described below will be used by USAID in this contract:

Assessment: A comprehensive review of activities (conducted by USAID, partner governments or other institution) in a given development sector of a specific country or region and the institutional, environmental, and policy context in which these activities occur.

Assessments highlight issues prevailing in the sector and identify possible approaches to address these issues. Assessments inform the strategy design and revision process of donors and partner country partners.

Baseline study: An analysis describing the situation prior to a development intervention, against which progress can be assessed or comparisons made.

Case study design: A non-experimental design that provides an in-depth comprehensive description and understanding of an intervention as a whole and in its context.

Evaluation: 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. Evaluation is distinct from assessment, which may be designed to examine country or sector context to inform project design, or an informal review of projects. There are two types of evaluations in USAID:

1) Performance Evaluation: Focuses on descriptive and normative questions: what a particular project or program 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 incorporated before-after comparisons, but generally lack a rigorously defined counterfactual. Mixed qualitative and quantitative methods are appropriate (USAID Evaluation Policy).

2) Impact Evaluation: Measures the change in a development outcome that is attributable to a defined intervention. Impact evaluations are based on models of cause and effect.

Requires a credible counterfactual, or comparison group, to control for factors other than the intervention that might account for the observed change. Experimental methods are preferred, but quasi-experimental methods may be used (USAID Evaluation Policy).

Experimental design: A methodology in which research subjects are randomly assigned to either a treatment or control group, data is collected both before and after the intervention, and results for the treatment group are benchmarked against a counterfactual established by results from the control group.

Ex-post: (after the fact) refers to the time period after a given intervention has been administered. Usually used in outcome and impact evaluations to determine the effect of a given intervention on the outcomes measured.

Meta-evaluation: A systematic and objective assessment that aggregates findings and recommendations from a series of evaluations.

Performance management: (Managing for Results) is the systematic process of monitoring the achievements of program activities; collecting and analyzing performance information to track progress toward planned results; using performance information and evaluations to influence decision-making and resource allocation; and communicating results to advance organizational learning and communicate results to stakeholders (USAID Evaluation Policy).

Quasi-experimental Design: A methodology in which research subjects are assigned to treatment and comparison groups typically through some sort of matching strategy that attempts to minimize the differences between the two groups in order to approximate random assignment.

Evaluate for Health is designed to meet USAID/Ghana’s need for cost-effective short and long-term support for strengthened M&E across the health sector by offering flexibility to procure customized services and the ability to operate quickly in emerging and expanding health programs.

C.3. SCOPE OF WORK

As requested under individual task orders, the Contractor selected for Evaluate for Health shall provide M&E and related capacity building services to USAID/Ghana’s HPNO, implementing partners, partner country government institutions and selected local NGOs. Task orders issued by USAID/Ghana will define the precise specifications and activity requirements.

(A) CONTRACTOR’S ROLE WITHIN EVALUATE FOR HEALTH

Evaluate for Health will provide a technical resource mechanism from which USAID/Ghana may draw to meet broad-based or specific M&E and related capacity building support requirements.

Based on task order requirements, the Contractor will be expected to design, implement and manage a range of evaluation studies and assessments for current and past USAID/Ghana health activities. The Contractor will be expected to design, implement and manage capacity building programs to enhance the ability of USAID/Ghana’s HPNO, implementing partners, partner country government institutions and local NGOs to design, implement, manage, analyze, and/or utilize M&E for improved decision making. The Contractor will also be expected to strengthen the technical capacity of partner country research institutions to conduct and publicize international-standard evaluation studies.

(B) DESCRIPTION OF FUNCTIONAL ACTIVITIES AND TASKS

The anticipated means of achieving results under Evaluate for Health will be through separately awarded task orders. When a task order is placed under this contract, the Contractor will be required to perform the functions and tasks within the framework of that task order. Contractor performance will be evaluated against the performance indicators established in each task order.

Illustrative activities that the Evaluate for Health Contractor are likely to be requested to perform include:

1. Evaluation Studies and Assessments

Conduct performance evaluations of USAID/Ghana health projects. This may include performance evaluations of current USAID/Ghana health projects and ex-post evaluations USAID/Ghana health projects (potentially using experimental and quasi-experimental designs), as well as meta-evaluations of the HPNO portfolio. Tasks for evaluations may include, but are not limited to, the design of the evaluation approach, baseline reconstruction, data collection, analysis and dissemination of results.

Conduct sector and cross-cutting assessments to identify lessons learned and opportunities for enhancing sector performance. Assessments shall entail a status update on a particular sector or sub-sector and its weaknesses, strengths, gaps, and opportunities for value-added intervention by USAID/Ghana based on its comparative advantage.

Conduct case studies of USAID/Ghana HPNO projects;

Conduct background research and analytic expertise to assist USAID/Ghana to plan evaluation studies;

Conduct environmental assessments of selected USAID/Ghana HPNO projects;

Conduct facility surveys of Ghanaian health facilities;

Engage local consultant(s) and/or organization(s) of relevant expertise in each evaluation team, thus contributing to building the local capacity in the evaluation field in Ghana;

Facilitate team planning meetings for research and evaluation designs for proposed studies;

Design and implement baseline studies;

Conduct national or regional level population surveys;

Prepare action plans with stakeholders to implement evaluation recommendations;

Based on evaluation results, draft, edit, and prepare evaluation synthesis for publications related to evaluation, including newsletters and technical journals, and other technical printed or electronic publications;

Organize and implement workshops, meetings, conferences, and seminars to present and disseminate evaluation findings to USAID, stakeholders and other public entities;

Submit evaluation reports that meet criteria defined by the evaluation policy, and make it available to the public on-line in a fully searchable form by submitting to the Development

Experience Clearinghouse (DEC) www.dec.usaid.gov within a week of receiving a Mission approval on final report. The evaluation report template will be provided by the Mission.

2. Performance Monitoring and Evaluation Assistance

Develop and implement a monitoring and evaluation training plan for current and potential

USAID local partners to strengthen performance management. The training plan will consider local partners’ M&E needs, include the appropriate methods for delivering the training, follow-on actions, and actions to ensure the existence of training in M&E beyond the end of the Contract. Training content will include topics such as developing and using performance management tools, developing monitoring and evaluation plans, development or selection of indicators, developing scopes of work for evaluations, using performance information for accountability, outreach and decision-making. In developing the training materials, the Contractor will use already available materials developed by USAID/W or USAID/Ghana partners.

Deliver training in M&E for USAID partners using methods that could best meet the objective to build the capacity of targeted local institutions to monitor and evaluate projects. The Contractor will propose a combination of vehicles such as workshops, distance learning, on-line trainings, mentoring, coaching, etc.

Establish a course on M&E of development projects, to be used in the future by local

NGOs and development practitioners. The Contractor will propose the best approach to establish the course that could be sustained after the end of the Contract.

Plan and facilitate a two day workshop to: review updates in USAID guidelines related to evaluation and performance management, review and distill lessons from monitoring/evaluation activities and activities implemented under this Contract, help develop a draft workplan for USAID’s team that will serve as input for the Contractor’s annual workplan.

Provide support for Data Quality Assessments led by the USAID/Ghana Health team members.

3. Strengthening Local Capacity for Research Management

Design a plan to strengthen the capacity of local research institutions to manage M&E activities and related donor funding, including the design, implementation, management and publication/dissemination of international-standard evaluations, as well as measures of verification of enhanced capacity. The plan will include criteria to select the target organization(s), outline the areas to be improved and describe the methodology to do so.

The plan will also propose the expected verifiable improvements that could be achieved in the targeted organizations.

Implement the plan described above, as approved by USAID/Ghana.

(C) TASK ORDER ALREADY IDENTIFIED

Establish Ghana Office. This will be to establish, and staff, the Ghana office of Evaluate for Health.

(D) MANAGEMENT OF TASK ORDER SUB-GRANTS

Funds may be made available in individual task orders for the award and administration of grants. The contractor must solicit, negotiate, award and administer grants under task orders.

These grants will be secondary or minor to the overall work performed under the task order.

Grants management tasks may include: contractor(s) participation in or responsibility for the drafting and publication of Requests for Applications (RFAs). However, the program direction, focus, type of grantees and final grant approval will remain with the tasking Bureau TOCO or Mission TOCO. The Contractor will be responsible for working with local groups to develop grant proposals, evaluation of proposals, establishment of grant agreements, delivery of financial and in-kind assistance, monitoring implementation and grant close-out. The Contractor’s responsibilities may also include: screening of potential grantee partners, design of the grant, database entry, and/or monitoring and evaluating the grantee deliverables. The Contractor(s) must review all grant proposals before final approval to assure they are consistent with USAID policies and procedures, grant format and disposition of property. The TOCO must approve grants unless otherwise stated in the task order. The process for approving grants will be specified in the task orders.

C.4 CONTRACTOR STAFFING

Despite replacements that may become necessary throughout the life of this contract, the following requirements related to personnel and contract management shall remain consistent.

The contractor shall establish a small core team of experts and support staff to effectively implement the project. All staff may be headquartered in Accra, however, Key Personnel and staff must be available to travel throughout Ghana to attend to contract implementation tasks. A core team will be required to implement the contract but to implement specific pieces of work, it will be required to contract out key pieces of work; rather than expanding the core team, the contractor is encouraged to use Ghanaian organizations, as appropriate and feasible, to conduct activities that require an expansion beyond the capacity of the core team. It should be understood that the purpose of the use of local expertise is not just to achieve the tasks under each component, but to leave capacity to continue similar activities in Ghana. Therefore, the contractor will be expected to strengthen and not just use local capacity.

The Contractor shall provide the necessary combination of permanent staff and consultants, office space, and equipment to carry out each awarded task order issued under this mechanism. The Contractor will provide staff and consultants with the specified expertise, availability, language proficiencies, and experience for each task order awarded. The Contractor will provide all necessary logistical support, including travel arrangements (with required USAID clearances), establishment of an office in Ghana, computer support, team-planning facilitation, and report editing and dissemination. The Contractor must endeavor to maximize the use of local partner country staff, consultants, and/or specialists in order to reduce costs and build capacities in Ghana.

C.5 SPECIAL CONSIDERATIONS

(a) Local Partnerships

The Contractor must seek opportunities to the greatest extent possible to team with one or several local organizations to carry out the work expected under this contract.

(b) Geographic Location

The Contractor must perform the services in any of the geographic regions within Ghana in which USAID/Ghana develops and implements its bilateral portfolio.

(c) Coordination with the GOG and Other Donors

Following Aid Effectiveness principles, the Contractor must work closely with USAID to ensure that the GOG and other donors are kept apprised of USAID’s evaluation efforts and that, to the extent possible, evaluations shall be coordinated with other entities’ efforts.

[ END OF SECTION C ]

SECTION D – PACKAGING AND MARKING

D.1. BRANDING & MARKING

Markings under this contract must comply with the USAID “Graphic Standard Manual” available at www.usaid.gov/branding, or any successor branding policy.

D.2. AIDAR 752.7009 Marking. (JAN 1993)

(a) It is USAID policy that USAID-financed commodities and shipping containers, and project construction sites and other project locations be suitably marked with the USAID emblem.

Shipping containers are also to be marked with the last five digits of the USAID financing document number. As a general rule, marking is not required for raw materials shipped in bulk (such as coal, grain, etc.), or for semi-finished products which are not packaged.

(b) Specific guidance on marking requirements must be obtained prior to procurement of commodities to be shipped, and as early as possible for project construction sites and other project locations. This guidance will be provided through the Contracting Officer’s representative (COR) indicated on the cover page of this contract, or by the Mission Director in the Cooperating Country to which commodities are being shipped, or in which the project site is located.

(c) Authority to waive marking requirements is vested with the Regional Assistant Administrators, and with Mission Directors.

(d) A copy of any specific marking instructions or waivers from marking requirements is to…