LeaD_IDIQ_RFP_SOL-OAA-16-000014.pdf

Date Issued: March 7, 2016

Questions Due: March 31, 2016 – 5pm, EDT

Closing Date: April 15, 2016 – Noon, EDT

Subject: Request for Proposals (RFP) Number SOL-OAA-16-000014:

DCHA Learning and Development (LeaD) IDIQ

Small Business Set Aside

The United States Agency for International Development (USAID) is seeking proposals to provide services that support Learning and Development (LeaD). USAID anticipates awarding approximately three (3) Indefinite Delivery Indefinite Quantity (IDIQ) contracts, all set aside for small businesses resulting from this solicitation.

USAID anticipates the maximum ordering limitation of the contracts resulting from this RFP will be $20,000,000 over a 5 year ordering period. The maximum aggregate dollar value of task orders awarded to all contractors cannot exceed this contract ceiling. This ceiling is not being subdivided among the number of awardees, nor is it being multiplied by the number of awardees.

There is no guarantee on the number of task orders that the successful contractors will receive or the amount of money beyond the minimum order guarantee set forth in the RFP. The geographic code for this RFP is 937. Task orders issued under this IDIQ contract may be either Firm Fixed-

Price or Cost-Plus-Fixed-Fee awards (or a combination thereof).

All questions related to this RFP must be submitted to girby@usaid.gov no later than Noon, EST, March 31, 2016. Unless otherwise notified by an amendment to the RFP, no questions will be accepted after this date.

This RFP in no way obligates USAID to award a contract, nor does it commit USAID to pay any cost incurred in the preparation and submission of a proposal.

This RFP can be viewed and downloaded from the Internet at www.fbo.gov. USAID bears no responsibility for data errors resulting from transmission or conversion processes. Further, be aware that amendments to solicitations are occasionally issued and will be posted on the same web site from which you downloaded the solicitation. You are therefore advised to regularly check the above Internet site for any amendments.

Sincerely, /s/

Mir Ershadullah

Contracting Officer mailto:advantage2012@usaid.gov http://www.fbo.gov/

PART I - THE SCHEDULE

SECTION B - SUPPLIES OR SERVICES AND PRICE/COSTS

B.1 PURPOSE

USAID’s Bureau for Democracy, Conflict, and Humanitarian Assistance (USAID/DCHA) provides worldwide technical leadership and expertise in the areas of democracy and governance, crisis prevention, emergency response, crisis recovery and political transitions. As such, DCHA serves as home base for the sector’s technical staff of experts including Backstop

(BS)-76 Officers, leaders and managers working in the field worldwide. BS-76 Officers represent close to 200 technical staff located in close to 70 field Missions. In addition to being charged with technical leadership, DCHA staff and BS-76 Officers play a critical role in country program design, implementation, and evaluation activities while advancing research and innovation in selected areas relevant to the overall Agency Mission statement related to crisis, conflict and democracy objectives. Also given the rapidly changing country environment and complexity of this sector it is imperative that technical leaders, experts and managers have the required skills, knowledge and abilities necessary to lead and manage sector activities worldwide.

The primary objective of the DCHA Learning and Development (LeaD) IDIQ is to strengthen staff capacity to lead and manage the design, implementation and evaluation of prevention, response, recovery, transition, and governance activities by building capacity, providing information and resources, sharing knowledge, supporting performance management and organizational development efforts, evaluating activities to maximize learning and professional development.

The contractor will develop competency based curriculum and other interventions as described under Statement of Work section below with the guidance of the Contracting Officer’s

Representative (COR). The contractor will function as a content expert and facilitator of training and other learning and development activities. In this role, the contractor will need to be well versed, in basic adult learning theory for web-based, instructor led training, performance management approaches, knowledge sharing concepts, communication strategies and be able to support evaluation efforts in addition to providing USAID feedback on learning and professional development interventions and activities.

B.2 CONTRACT TYPE AND SERVICES

This is a Multi-award Indefinite Delivery Indefinite Quantity Contract (IDIQ). The Government will issue task orders that are either Cost-Plus-Fixed-Fee (CPFF) (term or completion) or any

Firm Fixed-Priced (FFP) type. The Contractor must perform the services set forth in the task orders at prices consistent with Section B of this contract.

Cost type task orders must indicate if they are completion or term form.

B.3 MINIMUM ORDER GUARANTEE

The basic contract includes an initial obligation of funds in the amount of $25,000.00 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.

B.4 MAXIMUM CONTRACT CEILING

This is a multiple award Contract with an overall ceiling price of $20,000,000.00. The maximum aggregate dollar value of Task Orders awarded to all Contractors cannot exceed the

Contract ceiling. This ceiling is not being subdivided among the number of awardees nor is it being multiplied by the number of awardees.

B.5 FIXED FEE CEILING (Cost-Plus Fixed Fee Task Orders Only)

NOTE: The ceiling on fixed fee does not apply to Fixed-Priced Task Orders.

(a) For each cost-reimbursement task order issued under this IDIQ, the TOCO and Contractor agree to negotiate a set dollar amount for fixed fee. In negotiating the fixed dollar amount for fee, the TOCO 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 _____ of the task order’s estimated cost, excluding fee). This fee ceiling is not applicable to Grants under Contracts

(GUCs), if any, or other costs that have a separate fee ceiling established in the contract. The fixed fee ceiling applies to the prime contract and all cost reimbursement subcontracts.

(b) The Total Estimated Cost -Plus- Fixed- Fee for each Task Order must be negotiated in accordance with the terms of this contract.

(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 fees that directly corresponds to the percentage of allowable costs being paid. Two exceptions to paying fixed fee in this manner apply:

(1) 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.

(2) 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.

*** (GUC Ceiling Fee provision) if applicable

(d) Separate Fixed Fee Ceiling Applicable To Grants Under Contracts (GUCs)

(1) In no event may the amount of fixed fee (if any) applicable to GUCs in any individual task order exceed ____ percent (Offeror proposes ceiling percentage) of the task order

GUC cost.

Or

(2) If a Letter of Credit has been issued to the Contractor for GUC expenditures only, in no event may the amount of fixed fee (if any) applicable to GUCs in any individual task order exceed _____ percent (Offeror proposes ceiling percentage) of the task order GUC cost.

B.6 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

TBD TBD 1/ 1/ 1/

TBD TBD 2/ 2/ 2/

TBD TBD 3/ 3/ 3/

1/Base of Application:

Type of Rate:

Period:

2/Base of Application:

Type of Rate:

Period:

3/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.7 CEILINGS ON FIXED FEE - CPFF TASK ORDERS

(a) For each task order issued under this IDIQ, the TOCO and Contractor agree to negotiate a set dollar amount for fixed fee. In negotiating the fixed dollar amount for fee, the TOCO 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. The fee ceiling applies to the prime contractor and any subcontractors.

NOTE: The ceiling on fixed fee does not apply to Firm-Fixed-Price (FFP) Task Orders. This fee shall not be applied to sub-grant costs.

(b) The Total Estimated Cost Plus Fixed Fee for each Task Order must be negotiated in accordance with the terms of this Contract.

(c) Grants under Contracts. For any grants under contract activities awarded under a task order, the TOCO must determine if a Letter of Credit (LOC) is necessary. However, since issuance of an LOC cannot be accomplished prior to award, all offerors shall propose a ceiling percentage fee if issued an LOC and a separate ceiling fee percentage if not issued an LOC. Only the appropriate fee will be included in the contract upon award as follows:

___ percent (offeror proposes ceiling percentage) of the amount for grants under contract awarded under the task order, excluding fee if issued a letter of credit.

___ percent (offeror proposes ceiling percentage) of the amount for grants under contract awarded under the task order, excluding fee if NOT issued a letter of credit.]

B.8 LABOR

Only applicable to cost reimbursement type task orders)

(a) Central management costs will be handled through the following method:

CO select either method (1) or method (2)

(1) The Contracting Officer has determined that a key (full-time) technical manager is not necessary or required to administer the basic IDIQ. Contractors will not be authorized to bill USAID directly for IDIQ management costs under this IDIQ or under task orders. Contractors must propose a centralized management structure that allows for recovery of IDIQ management costs as part of its indirect costs.

Or

(2) Contractors will be authorized to bill USAID directly for IDIQ management costs as specified in a task order issued to the Contractor.]

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

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

B.8 (a) LABOR CATEGORIES – UNBURDENED CEILING DAILY RATES

[Only applicable to CPFF task orders]

(a) The task order must include rates that are equal to or lower than the ceiling rates 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 IDIQ 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/group below represents the mid-level and senior-level rate in each category/grouping. One unburdened ceiling daily rate for each labor category/grouping 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.

[Note1: Note1: The Unburdened Ceiling Daily Rates apply to any task order(s) that are awarded under this contract.]

[Note2: 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 direct salary separately.]

[Note3: The unburdened ceiling daily rates below do not apply to Firm-Fixed-Price (FFP) Task

Orders.]

Labor Category/Grouping CDR-Mid CDR Senior

IDIQ Manger

Program Development Specialist (Sr):

Program Development Specialist (Mid)

Program Development Specialist (Jr)

Management Info/Technology Specialist (Mid)

Management Info/Technology Specialist (Jr)

Administrative Support (Mid)

Administrative Support (Jr)

Consultants

(c) Definition of labor categories:

IDIQ Manager

Provides financial, administrative, operations and contract oversight. Monitors LOE, celling etc. across all TOs. Also provides contract and task order reporting, tracks participant participation, and activity evaluation. Possess master’s degree and experience in relevant financial or administrative areas.

Program Development Specialist (Sr.)

Designs and delivers training activities, performance management, organizational development, or information sharing etc. to optimize learner experience and development. Possess education and experience in relevant intervention area, however training, performance management, organizational development, information technology, communications and/or evaluations are preferred.

Program Development Specialist (Mid)

Designs and delivers of training activities, performance management, organizational development, or information sharing etc. to optimize learner experience and development.

Possess education and experience in relevant intervention area such as training, performance management, organizational development, information technology, communications and/or evaluations.

Program Development Specialist (Jr)

Designs and delivers training activities, performance management, organizational development, information sharing etc. to optimize learner experience and development. Possess education and experience in relevant intervention area such as training, performance management, organizational development, information technology, communications and/or evaluations.

Management Info/Technology Specialist (Mid)

Supports communication, technology and other relevant activities including but not limited to support of e-learning modules, educational materials, evaluation and graphic efforts. Advance degree in relevant field. Years of experience should be more than five years in professional and organizational development; personnel/performance management; demonstrated management and supervision of staff.

Management Info/Technology Specialist (Jr)

Supports communication, technology and other relevant activities including but not limited to support of e-learning modules, educational materials, evaluation and graphic efforts. Advance degree in relevant field. Years of experience should be more than five years in professional and organizational development; personnel/performance management; demonstrated management and supervision of staff.

Administrative Support (Mid)

Provides administrative, contract and logistical support. Assists and advises in the administrative including logistical aspects of activities including but not limited to development of event agenda, design of workshop and supporting all aspects of event from materials development to evaluation. Experience in management, administrative and financial systems; excellent diplomacy and interpersonal skills; ability to interact with all levels of staff from senior management to line staff. Demonstrated understanding of development agencies and their programming; and ability to manage multiple complex tasks and requests.

Administrative Support (Jr)

Provides administrative, contract, and logistical support. Assists and advises in the administrative including logistical aspects of activities including but not limited to development of event agenda, design of workshop and related logistics. Also supports all aspects of materials development to evaluation. Experience in management, administrative and financial systems;

excellent diplomacy and interpersonal skills; ability to interact with all levels of staff from senior management to line staff. Demonstrated understanding of development agencies and their programming; and ability to manage multiple complex tasks and requests.

Subject matter experts will provide technical assistance as needed.

Level Academic

Degree*

Plus

Approximate

Years of

Relevant**

Work

Experience

Including

Years of

Experience in

Int'l

Development

Relevant

Regional

Experience

Relevant

Language

Fluency

Mid Ph.D.

JD/ABD

MS/MA/MB

BS/BA

Less than

Bachelor's

As specified in

Task Order

As specified in

Task Order

As specified in

Task Order

Senior Ph.D.

JD/ABD

MS/MA/MB

BS/BA

Less than

Bachelor's

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.

B.9 CEILING INDIRECT COST RATES

Pending establishment of revised provisional or final indirect cost rates, allowable indirect costs must be reimbursed on the basis of the following negotiated provisional or predetermined rates and the appropriate bases for prime contractors and their major subcontractors.

Offeror Fringe Rate

Overhead Rate %

Overhead Ceiling Rate %

G&A Rate %

G&A Ceiling Rate %

PRIME (Insert Name)

Base of Application

Source: (insert)

Period: (insert)

SUBCONTRACTOR(S) (Insert Name (s))

Base of Application

Source: (insert)

Period: (insert)

NOTE: Insert additional indirect rates as needed for all primes and major subcontractors in the above table.

*Special Note: The un-shaded columns in the indirect cost table are the current approved indirect cost rates for the prime and major subcontractor(s).

The Contractor will make no change in its established method of classifying or allocating indirect costs that impacts this contract without the prior written approval of the Contracting

Officer.

Reimbursement for indirect costs must be at final negotiated rates, but not in excess of ceiling rates specified above.

The Government must not be obligated to pay any additional amount associated with indirect costs above the ceiling rates established in the contract. This advance understanding must not change any monetary ceiling, cost limitation, or obligation established in the contract.

NOTE: For Fixed-priced Task Orders, the overhead ceilings serve as a basis for negotiation only.

Note: Contractors are allowed to recoup indirect costs (OH, G&A, etc.) as other direct costs if it is part of the contractor’s usual accounting procedures, consistent with FAR Part 31 and the contactor’s NICRA.

[END OF SECTION B]

SECTION C - DESCRIPTION/SPECIFICATIONS/STATEMENT OF WORK

C.1 PURPOSE

The respondent will support staff capacity building efforts in areas related to advancing democracy, building resilience, tackling fragility, saving lives, and supporting our teams.

Capacity building activities include development and delivery of relevant technical training and other and other distance learning activities, supporting mentoring and coaching, developing information tools and resources, sharing knowledge, supporting performance management and organizational development efforts, evaluating activities to maximize learning and professional development.

C.2 BACKGROUND

USAID’s Bureau for Democracy, Conflict and Humanitarian Assistance (DCHA) promotes democratic and resilient societies that are able to mitigate disasters and conflicts, and stay on a path toward peace and prosperity. By promoting societies that can govern effectively and withstand shocks and stresses, we protect USAID’s development investments to end extreme poverty. .

Objectives:

Advancing Democracy: Effectively supporting and consolidating inclusive and accountable democracies that advance freedom, dignity and development.

Building Resilience: Strengthening resilience in areas of recurrent crisis, thereby reducing chronic vulnerability and facilitating inclusive growth. Tackling Fragility:

Enhancing Effective, coordinated responses to crises, fragility, and political opportunities.

Saving Lives: Providing timely and effective life-saving humanitarian responses.

Supporting Our Teams: Nurturing and supporting talent through professional development and clear, effective systems. The DCHA Bureau rapidly deploys teams, resources, and capabilities to save lives and lay the groundwork for good governance and inclusive growth. These capabilities include:

Expertise, more than 800 team members across nine offices have the expertise necessary to assess, design, and mange programs in difficult and rapidly evolving environments either directly or in support of USAID Missions in the field.

Technical Assistance, through high-impact partnerships with local organizations, civil society groups, faith-based organizations, the private sector, and local governments drive locally led solutions. Building the capacity of local organizations and newly formed or evolving governments preserve and expand democratic and peaceful space in complex political environments.

Coordination and Response, the Office of US Foreign Disaster Assistance has the

Presidential authority to lead and coordinate international humanitarian disaster response on behalf of the U.S. government to respond to large-scale disasters. DCHA offices also have surge staff available with wide array of skills, from engineers to democracy specialist, to rapidly augment USAID disaster relief, food aid, and responses to complex political crises.

Other capabilities include early warning system to inform programs to prevent and respond to crises; prepositioned commodities stocked at 3 emergency warehouses overseas with essential relief supplies to be rapidly dispatched when food aid needs arise; innovative program mechanisms that foster collaborative and innovative approaches to constantly evolving situations; agile funding deployed by DCHA to prevent, respond, recover, and transition from crisis; and assessment methodologies and frameworks to inform programs.

The Bureau’s technical expertise and unique operational capabilities reside in its nine offices as follows:

Office of American Schools and Hospitals Abroad (ASHA) through U.S. supporting organizations, supports self-sustaining private and non-profit universities and secondary schools, libraries, and medical centers abroad to promote American ideas and practices.

Office of Conflict Management and Mitigation (CMM) identifies and analyzes sources of conflict, supports early responses to address the causes and consequences of instability and violent conflict, and supports integration of conflict mitigation and management into

USAID's analysis, strategies and programs.

Office of Crisis Surge Support Staff (CS3) serves as a USAID’s primary crisis surge support staff operations. The Office is responsible for rapidly mobilizing highly qualified technical experts to provide critical development skill sets in support of USAID operations essential to crisis prevention, response, recovery and transition.

The Center of Excellence on Democracy, Human Rights and Governance (DRG) creates and disseminates knowledge on the advancement of democracy, human rights and sound governance abroad, as well as manages grants and provides technical support to USAID missions implementing programs in these areas.

Office of Food for Peace (FFP) provides emergency food assistance to those affected by conflict and natural disasters and provides development food assistance to address the underlying causes of hunger.

Office of U.S. Foreign Disaster Assistance (OFDA) provides and coordinates U.S.

government humanitarian assistance in response to international disasters and emergencies to save lives, alleviate suffering, and reduce the social and economic impact of disasters.

Office of Civilian-Military Cooperation (CMC) Military Affairs (OMA) serves as

USAID's primary point of contact with the Department of Defense, providing liaison to major military commands, training to USAID and U.S. military personnel, and planning and coordination assistance in support of USAID’s efforts in crisis prevention and response, terrorism prevention, counter-insurgency, and countering violent extremism.

Office of Program, Policy, and Management (PPM) provides oversight, guidance, coordination, and support to the DCHA Bureau on administrative, management, program, and policy issues, and manages USAID’s Complex Crisis Fund.

Office of Transition Initiatives (OTI) provides short-term assistance targeting key transition, stabilization and reconstruction needs in the areas of promoting reconciliation, fostering peace and democracy, providing income generation, and jumpstarting nascent government operations.

Another major factor with direct relevance and significant implications for DCHA was the

Development Leadership Initiative (DLI) program aimed at increasing the workforce in order to strengthen the Agency’s technical leadership role. As part of that effort, continued training and support of a large number of Foreign Service Officers (FSO) to fill behind career officers reaching retirement remains a necessary consideration for training efforts. For DCHA over the last five years close to 150 Backstop (BS) 76 Officers were brought on board.

In 2004, the Agency made a decision to create a Crisis and Recovery Foreign Service backstop

(BS-76) that would provide the Agency with officers competent in democratic governance, humanitarian, conflict, transition assistance and food aid. Based on the integrated backstop the

Bureau would be better equipped to respond to the changing needs of the field in this sector.

Although the initial Agency focus of the DLI program was expansion of the FSO workforce, it did include an expansion of Foreign Service Nationals (FSN) as well. Expansion of the FSN workforce was gradual adding an additional 1.5 professional FSNs for each additional FSO.

In respond to the needs of staff including the influx of new BS-76 Foreign Service officers and nationals, a renewed commitment by the Agency and DCHA began. In particular greater focus on training, as a result each office in DCHA designed and implemented their respective training mechanism. Despite the range of mechanisms being used, efforts at the Bureau were made to create opportunities and core training focused on staff development and the complementary work across the sector.

From 2011 through 2015, close to 1300 DCHA staff has completed training and learning listed below. This IDIQ will procure services of a well experienced Contractor capable of designing, developing and delivering training and learning using a combination of web-based training, distance learning and instructor led training modalities and other non-training activities. Training whether instructor led or web-based will focus on developing required competencies and skills of staff to produce high quality work as they administer the range of DCHA and BS-76 activities as related to USAID’s foreign assistance efforts. Additionally the activities under the IDIQ will be expanded to focus more broadly on professional development and learning to support the full range of interventions and activities needed to improve staff capacity as leaders and mangers.

Past training activities focused on orientation, and competencies related to technical and management. The following table reflects activities conducted in previous years.

Table 1- Training and Learning Activities considered core are listed below

Activity Areas Sample Activities

Orientation DCHA Essentials

DCHA Essentials: DCHA 101

DCHA Essentials: DRG Fundamentals

DCHA Essentials: Conflict 102 Intro to Conflict Assessment &

Programming

DCHA Essentials: Political Transitions & Initiatives

DCHA Essentials: Food for Peace Response & Relief

DCHA Essentials: Military Coordination

DCHA Essentials: Disaster & Humanitarian Assistance

Conflict 102 (C102)

Gender & Conflict

Guide to Conflict Sensitive Programming (for USAID Users)

DCHA at a Glance – e-learning module

DCHA in the Field – e-learning module

FFP overview – e-learning module

Technical Democracy, Human Rights and Governance Officers Workshop

Democracy, Human Rights and Governance Partners’ Forum

Strategic Assessment Framework

Integrating Gender into DRG Programming

Evaluating DRG Programs

Counter in Trafficking in Persons

Integration of DRG into Other Sectors

Public Financial Management and Public Accountability

Local Capacity Building (on-line and in person)

Crisis, Stabilization and Governance Training

Programming in Conflict Prone Environments

Training Of Trainers (TOT) Courses

Trainer Skills Development Brown Bags

Advanced Conflict Assessment

Advanced Programs for Conflict Mitigation & Mgmt. Technical Office

Overview

BS-76 State-of-the Art Workshops planning

Complex Crisis Fund Systems Thinking

Management/

Leadership

Leadership and Management Retreats

Supervisory Skills Training

Strategic Planning Training

Organizational

Development

CMC Staff Retreat

CS3 Lessons Learned Retreat

Systems Thinking Meeting

PPM Retreat

DCHA Senior Staff Retreat

COACT Best Practices Meeting

Knowledge

Management/

Sharing

Supervisor/Staff On-Boarding Guidance

Work and Individual Development Plans Guidance

Job Aids and New Staff Checklists

Portal Development

Facilitator Guide

Evaluation Course evaluation and dissemination

Professional Development needs assessment

Past activities have been implemented through a variety of means and methods including workshops, retreats, seminars, and technical exchanges. The duration of activities ranged from short one hour workshops or sessions to week-long training. Close to a 1000 DCHA and

Backstop (BS)-76 technical staff have been trained from 2011 to 2014. Over the last 4 years

30% of participants were junior and mid-level DLIs. Also, over 10% of the participants trained were FSNs from all regions. The above activities were offered in Washington, DC at various locations and overseas. Cumulatively, all training/facilitation activities received an evaluation score of 4.23 on a 5 point scale.

A Bureau level IDIQ solely dedicated to the range of learning and development interventions, as described in the scope of work, will create a cohesive approach to the design and delivery of learning and development opportunities and interventions as described in this document. In doing so, the activities implemented under this IDIQ will reduce redundancy and promote complementary activities. In addition, activities will represent a cost effective approach, while creating an enabling learning environment for staff. Activities under this IDIQ will not only achieve DCHA objective five, it will impact USAID Mission and objectives.

AUTOMATED DIRECTIVES SYSTEM (ADS) OVERVIEW

Recent revisions to the ADS have strengthened gender integration requirements throughout

USAID’s programming cycle. (http://www.usaid.gov/policy/ads/200/)

The ADS also requires that gender issues be considered, and as appropriate, integrated into procurement requests. (http://www.usaid.gov/policy/ads/300/)

For key definitions, offerors should refer to ADS 201and the “Guide to Gender Integration and

Analysis: Additional Help for ADS Chapters 201 and 203.”

(http://www.usaid.gov/policy/ads/200/201sab.pdf

USAID EVALUATION POLICY

The USAID Evaluation Policy requires that evaluations use sex-disaggregated data and incorporate attention to gender relations in all relevant areas. As part of the criteria to ensure quality of the evaluation report, the Policy also states that evaluation findings will assess outcomes and impact on males and females. (See http://www.usaid.gov/evaluation/) http://www.usaid.gov/policy/ads/200/ http://www.usaid.gov/policy/ads/300/ http://www.usaid.gov/policy/ads/200/201sab.pdf http://www.usaid.gov/evaluation/

For access to the USAID policies and strategies referenced in Section C.1 see:

http://transition.usaid.gov/our_work/policy_planning_and_learning/policy.html

C.3 OBJECTIVE

The primary objective of the DCHA Learning and Development (LeaD) IDIQ is to strengthen staff capacity to lead and manage the design, implementation and evaluation of prevention, response, recovery, and transition and governance activities by building capacity, providing information and resources, sharing knowledge, supporting performance management and organizational development efforts, evaluating activities to maximize learning and professional development.

The contractor will develop competency based curriculum and other interventions as described under

Statement of Work section below with the guidance of the Contracting Officer Representative (COR).

The contractor will function as a content expert and facilitator of training and other learning and development activities. In this role, the contractor will need to be well versed, in basic adult learning theory for web-based, instructor led training, performance management approaches, organizational development approaches and practices, knowledge/dissemination sharing concepts, communication strategies and be able to support evaluation efforts in addition to providing USAID feedback on learning and professional development interventions and activities.

C.4 STATEMENT OF WORK

The contractor will provide a range of learning and professional development activities and interventions that include but are not limited to technical assistance, advisory services and logistical support. The contactor duties will included, but not be limited to, orientation for new staff; technical training and workshop support; organizational development (OD) support;

performance management support; development of technology supported resources, assessments and analysis, program monitoring and evaluation and communication support. The contractor will be responsible for capturing best practices and lessons learned as related to learning and development activities. Also as necessary the contractor will provide planning, facilitation and logistical support for events such as conferences and workshops when required. The contractor will also furnish technical assistance and services that include individuals having experience and expertise, both practical and conceptual, in the subject matter required by each task order.

USAID will define its needs in each task orders, which will be managed by designated

Contacting Officer Representatives (CORs) from the tasking Bureau or field Missions.

Task 1- Training and Development Opportunities.

Training and development opportunities are critical if USAID wants to maintain its USG leadership role in technical areas such as prevention, response, recovery, transition and governance. Specific activities will need to focus on strengthening of sector staff technical leadership and contribute to their achievement of personal, professional, and organizational goals. The contractor will develop and implement learning and development opportunities in the areas of Orientation, Technical Skills, Management and Leadership, and Team Effectiveness in order to improve performance. Orientation and training activities will need to be fully integrated with one another through the consistent presentation of common topics such as inclusive leadership, coordination, collaboration among and with other USG agencies, countries, donors, http://transition.usaid.gov/our_work/policy_planning_and_learning/policy.html and civil society organizations that lead to effective business practices and program success. The contractor will need to establish a comprehensive approach to assure the natural progression of knowledge as staff move through the course sequence. Course content and/or redesigns must ensure no overlap in content of courses except where desirable for pedagogic purposes; to the extent possible courses should effectively integrate blended learning through web based training or technology support resources; and courses should also adhere to adult learning techniques to maximize efficient and experiential learning. It is anticipated that course redesigns will be considered 12 to 15 months out.

Additionally, mentoring and coaching for performance, improving productivity, expanding technical expertise, and improving familiarity with USAID are essential for improving performance may also be required. Innovative, cost-effective approaches are encouraged and the contractor will propose how they would include in-country, host-country and local partner sector professionals in such activities when possible.

Under this activity the contractor will be required to provide a complex mixture of learning and development opportunities made available to all sector staff in Washington, Regional Bureaus, Mission staff, and where feasible and possible, in-country, host-country and local partner technical professionals, including supporting the implementation of a blended, multi-faceted learning program, including a mix of distance learning, instructor-led core training events, and tailored on-demand training. The contractor will be responsible for providing program descriptions that include these deliverables but also propose alternative or additional innovative solutions to meet the stated objectives. The contractor will specify how the proposed interventions will specifically target staff, such as tailoring curriculum to include BS-76-specific competencies and proficiencies, examples, and activities. The following are illustrative and can be modified by the COR.

Perform assessments of training needs, development of standardized training package, modification and development of training modules, organization and implementation of training session.

Develop and maintain a catalog of course descriptions with learning outcomes.

For each PD event provide copies (electronic and hard copy) of agendas, course outlines/curricula power points, handouts and evaluation summaries.

Develop and implement strategy to capture application and use of new skills in particular for the intermediate and advanced courses.

Evaluate each event at the levels of reaction, learning, results and impact and disseminate results.

Facilitate workshops and other courses including arranging for space and providing materials and incidentals.

Incorporate a plan for follow-up coaching into each LeaD curriculum update and design.

Create and update an annual calendar of core LeaD events scheduled over a 12-month period and update quarterly or more frequently as changes occur.

Develop and distribute advertisement materials to the IDIQ COR to raise awareness of

LeaD offerings to field Missions and Washington offices. Including flyers and text for online advertisement and newsletters.

Provide workshop proceedings and meeting notes as needed to capture key, actions and/or recommendations.

Design, facilitate and evaluate workshops, seminars, retreats, presentations, and meetings.

Provide technical assistance in developing training in areas such as leadership skills for sector staff, collaboration and negotiation in external “Whole of Government” and internal “Cross-sector” contexts, and/or supervisory skills training.

Develop up to 10 topic driven information pieces annually relevant topic areas include but not limited to mastering or improving workflow, Presentations and Facilitation Skills

, Teambuilding, Feedback skills, Improving Meetings, Managing Change, Promoting

Innovation and Creativity.

Develop, facilitate and evaluation core orientation courses for staff new to the DCHA and sector.

“Cutting edge” technical skills updates sessions (up to two annually with 2 hours per course)

Field-Based International Training and Opportunities:

Provide staff to participate in planning, design, implementation and evaluation, and manage logistics of up to two 5-day State-of-the-Art (SOTA) BS-76 or Manager’s workshop every two years in two of USAID’s four Regions (Africa, Asia & Middle East, Europe &Eurasia, or Latin America & Caribbean) The length of these events may vary but for the purpose and level of effort will remain consistent.

Design and facilitate workshops, seminars, presentations and meetings.

Provide workshop proceedings and meeting notes as needed to capture key, actions and/or recommendations.

For previously designed and conducted events, the contractor will prepare and furnish course updates, if deemed necessary by the IDIQ COR and redesign course material. In addition, upon demand, the Contractor may be asked to design and implement new materials, courses, or events related to the stated objectives of this IDIQ on a one time or recurring basis. These requests will be reviewed by the COR to ensure they fit within this Scope of Work and subject to the availability of funds.

One of the emerging fields is technologically supported learning such as on-line training, webinars and other electronic delivery systems. Where feasible the contractor will recommend use of these technologies where it is cost effective and feasible. The contractor will also describe other cost-effective and efficient approach for archiving and sharing with DCHA course designs and materials created under this activity.

Task 2- Organizational development interventions.

To address opportunities and challenges of implementing field programs and activities broadly, or other important initiatives more specifically through teambuilding, strategic planning, and program consulting to assist in the implementation and evaluation of effective country-led programs. Organizational development (OD) is defined as an organization-wide effort, planned and managed to increase organization effectiveness and performance management through planned interventions in the organization’s processes, using sound, validated knowledge, and methods. The requests for support provided for OD activities have increased over the last few years. USAID, like all organizations is constantly experiencing change. Under this IDIQ, it is anticipated that demand will continue to grow for OD support to USAID/Washington and to the field. The scope of activities under this component will be determined by the availability of funds. The contractor will find a list of anticipated illustrative activities in the deliverables section below for planning purposes.

In the past few years, USAID/DCHA has experienced changes in leadership, implementation of new initiatives, and has seen many of its senior leaders and technical experts retire, causing gaps in leadership and management. These changes coupled with the diversity of technical teams create a need for OD to help manage these challenges. Past OD activities included teambuilding, strategic planning, and visioning exercises. Under this IDIQ support will focus on providing support to DCHA and other Bureaus and Missions as requested. When such needs arise, individual task orders will be awarded for the defined task of development and/or delivering OD activities. The exact level of activities is unknown at this time, however given the increase numbers of Missions in transition it is anticipated that the demand for this activity will increase over the life of IDIQ.

The contractor will need to develop a strategy and process for how OD assistance will be provided including: a discussion of the design process, approaches for assessing needs of clients, OD approaches employed; and a discussion of the tools and techniques to be used. The contractor will describe cost-effective approaches, account for lessons learned/best practices in the field of organizational development, and offer suggestions for ways to address any unique needs of sector and improve performance. The contractor’s description should include how these activities will be monitored and evaluated.

In addition, the contractor will provide at least two illustrative procedural overviews of OD interventions in at least two different areas (i.e., teambuilding, strategic planning, visioning exercises, organizational needs analysis, or programming consultation) sufficient detail is needed to demonstrate the ability to apply a general process for OD assistance to specific OD activities.

At least one of these illustrative procedural overviews should exemplify an OD intervention in a

DCHA Bureau office and at least one should illustrate an OD intervention in a field office. The field office intervention should account for potentially significant cross-cultural dynamics.

Technologically supported learning is a recurring theme throughout this project. Activities such as on-line training, webinars and other electronic delivery systems will need to be used to maximize familiarity and impact. Where feasible the contractor should recommend use of these technologies in support of the OD intervention for example pre or post activity. The below deliverables are illustrative but not limited to Task 2. The contractor will provide program descriptions that include these deliverables but also propose alternative or additional innovative solutions to meet the stated objectives.

For each OD event provide copies (electronic and hard copy) of description of activity with supporting documents.

Evaluate each event at the levels of reaction, learning, results and impact, and if feasible, return on investment, and furnish results.

Incorporate a plan for follow-up coaching into each OD curriculum update and design.

Create and update an annual calendar of core OD events scheduled over a 12-month period and update quarterly or more frequently as changes occur. Develop and distribute of advertisement materials including flyers and text for online advertisement and newsletters will be used to raise awareness of PD offerings to field Missions and

Washington offices.

Washington-based Domestic OD Assistance: On-demand retreats, meetings, and OD consults

(including facilitation and meeting management, improving internal communication, OD needs assessments, team leader training, team building, strengthening internal support strategies, strategic planning, and performance management) for Senior Management, and key DCHA

Bureau offices.

Field-based International OD Assistance: On-demand retreats, meetings, and OD consults

(including facilitation and meeting management, improving internal communication, OD needs assessments, team leader training, team building, assistance with staffing and staff role descriptions, strengthening in-country support strategies, strategic planning, and performance management) for field offices and Missions worldwide as well as Regional Offices.

Task 3 – Performance management system support.

Recent needs assessments of DCHA staff have revealed a need for assistance in managing staff performance to ensure effective job performance, as well as meaningful and relevant individual professional development among staff. In addition, workforce development and on-going training and skills development among existing staff are foundational to key initiatives such as the DLI, as well as the Agency’s corporate learning strategy based on learning organization theory and competency-based performance assessments.