SOW_-_HPN_OD_services-10-25-18_FINAL.docx

1.

SOL-P-19-00001

Scope of Work Organizational Development Support for USAID/KEA Health Office

I. Introduction

USAID/Kenya and East Africa (KEA) invests in population and health programs at national and county levels that aim to improve the survival, well-being and productivity of the Kenyan population by reducing the burden of major infectious diseases such as HIV/AIDS, malaria and tuberculosis, and addressing the main causes of maternal and child illness and deaths. This includes cross-cutting work to strengthen healthcare systems and build capacity, and to support the national government to formulate key policies and guidelines while assisting counties to better plan, manage and finance quality health services to meet local needs.

The Health Population and Nutrition (HPN) office is USAID/ KEA’s largest office, managing a portfolio valued at over $400 million annually. The office receives funding from a number of U.S. Presidential Initiatives, including the President’s Emergency Plan for AIDS Relief (PEPFAR), the President’s Malaria Initiative (PMI), Feed the Future (FtF) as well as other USAID health funds for family planning, maternal newborn and child health, nutrition, water sanitation and hygiene. The Mission has a Country Development Cooperation Strategy (CDCS) with the goal “Kenya’s governance and economy sustainably transformed.” The Health Population and Nutrition Office portfolio contributes to this strategic goal by primarily contributing to the CDCS Development Objective (DO) 2 “Health and Human capacity strengthened.” In addition, the Office also contributes to the Regional Development Cooperation Strategy’s DO 2, “Improved management of risks that transcend borders”. This large and complex results-driven portfolio is managed by a team of 54 staff (44 technical and 10 support staff).

The HPN Office held an office-wide retreat in 2016 which included team building and technical level activities, and a follow up technical retreat in 2017; both of which resulted in fruitful discussions and focal areas for further follow up. For example, as a result of feedback from the retreats HPN has developed a team vision statement and priority areas for further discussion by working groups and during staff meetings. However, this year, there have been many changes in HPN staffing structure, numbers and members, and in mission leadership with the recent arrival of the new USAID/KEA Mission Director and Deputy Mission Director. With the change of management, there are new visions and priorities that the leadership will want to clearly convey, and this will likely have an effect on overall team operations, morale and coordination. It is also important to continue to respond to the expressed need of the Office in 2016 which was to identify ways to strengthen cohesion within and across different teams in HPN.

It is absolutely vital that all staff understand clearly their roles and responsibilities under the strategy and under the new mission leadership, as well as have confidence that the issues addressed in previous retreats and team discussions are appropriately prioritized. A better understanding within the team of the HPN Office’s direction and professional commitments will enhance the efficiency and effectiveness of HPN as a unit.

II. Purpose

USAID/KEA’s HPN Office seeks professional services to identify core organizational team needs and priorities, design and facilitate an HPN retreat, define a 12-month change management plan, and facilitate periodic reviews of retreat outcomes to implement identified issues and priorities to increase organization effectiveness.

A. Guiding Principles Prior to the retreat it may be useful to apply the Insights profiling to HPN. In 2014/2015 and 2018, the Mission profile assessed all staff using the Insights Discovery tool. Based on each person’s leading color energies the personality profiles were used in various ways: (a) Creating individual and team awareness (b) Building effective team (c) Improve work unit environments. This can serve as useful background information for the organizational development (OD) team.

The OD team will provide organizational development and facilitation services that incorporate the following principles, which are critical to the successful achievement of the purpose described above.

· Relevant to the identified organizational development priorities of the HPN team, and implemented in a highly participatory, interactive and experiential manner for all participants.

· The OD team shall create a safe and welcoming environment to best encourage the participation, thoughts and ideas from all participants. This should take into account team dynamics and culture. Conversations shall be guided with a focus on inclusion and ensuring all voices are heard at all levels, especially those that may be reticent or contrary.

· Utilizing current best practices/tools in organizational development. The team shall specifically tailor the practices/tools to USAID organizational cultures, tailored to USAID/Kenya and East Africa’s HPN team.

· Appropriately balancing strategic planning, change management and operational orientation with interpersonal effectiveness and team-building in a meaningful manner to enhance team relationships and communication.

· Consistently reinforcing the Mission’s (and Agency’s) emphasis on leadership behavior and development, and explicit values.

· Surfacing any existing, tacit concerns and expectations and builds consensus around a clearly articulated vision for the future.

The HPN Office requests the OD team to apply these principles to the following services, as part of an integrated approach to organizational development for the performance of this contract.

B. Scope of Work USAID/KEA’s HPN Office will host a retreat, informed by pre-retreat consultations, and diagnostics (via survey, focus groups, and/or key informant interviews) as incorporated in the preparation and planning process. The Facilitator Team will also lead quarterly follow-up meetings with HPN leadership and staff over a 12 month period to review progress in achieving action items identified during the retreat. Over the duration of this contract, the Contractor must complete the following tasks in achievement of the overall purpose.

1. Change Management Planning and Retreat Design: Attend an initial meeting with the Health Office Chief and others to discuss the overall work to be performed. Design and conduct surveys and interviews with Health staff members, as well as other key staff (Front Office and support offices) to clearly define a 12-month change management plan including the retreat goals and objects. Work with the HPN Retreat Committee to convert diagnostic information into a retreat agenda, with specific activities for each retreat sessions that meet the purpose as outlined above. Compile appropriate tools, resources, methodologies for all sessions. The OD team may propose alternative structures, as deemed the most effective to achieve desired results. The change management plan and retreat will include principles of industrial psychology and counseling support to adapt to organizational change at both the individual and group levels. In designing the retreat events, the Contractor, in collaboration with the HPN Retreat Committee, must propose a process by which key data related to organizational dynamics, team and Mission-wide issues are identified for prioritization in the agenda. Specifically, the contractor must propose methodologies and tools that require minimal time commitment from staff, while providing critical input into agenda design. See more details in the Section II. C. on Data Collection and Analysis).

2. Retreat Logistics Management: In collaboration with the HPN Retreat Committee and administrative team, lead the coordination of all retreat logistics and preparations. Ensure all necessary materials and audio/visual equipment are on-site for the successful execution of the retreat.

3. Retreat Implementation: Lead the activities and facilitate a frank and constructive dialogue among staff, with an emphasis on problem-solving, accountability and group empowerment. The contractor must record and track key discussion points, follow-up action items and individual or shared commitments made during the retreat.

4. Retreat evaluation and learning: Given guidance from the HPN Retreat Committee, lead the development, implementation, and analysis of the results of the event evaluation. The evaluation tool will capture staff feedback (including impressions, experiences, and perceptions of outcomes) to inform future retreat events, as well as to inform Mission leadership on key issues that are identified resulting from retreat sessions. A post-retreat survey among participants could be an element of the evaluation.

5. Final Retreat Report and Change Management Plan: Draft a comprehensive report from the retreat event that summarizes the findings of the pre-event survey and diagnostic, activities undertaken during the event, detailed notes from all sessions, synthesized results from the post-event evaluation, clear and constructive action items and commitments made during the retreat. The report must also include forward-looking recommendations by the contractor, based on HPN’s organizational development needs, for ongoing collaboration, skill-building and enhanced individual and team performance. In addition to recommendations for future events or interim activities, priorities, and/or issues for Mission leadership to address that were no fully discussed in the retreat as part of the 12-month change management plan.

6. Follow-up Meetings, and HPN Leadership Team Coaching Sessions: Coordinate with the HPN Retreat Committee to organize quarterly in-office and individualized sessions to discuss HPN’s progress implementing retreat recommendations and change management plan to ensure they are effectively rolled out across teams and staff. Conduct a survey and/or key informant interviews quarterly after the retreat of HPN staff to ascertain their perceptions of how well the topics discussed during the retreat and overall change management plan actions are being implemented, identifying strengths and any weaknesses that require further attention. Draft quarterly reports to document progress implementing retreat recommendations and other change management plan actions. Provide in-person or telephone consulting sessions to HPN team leadership staff, to support their efforts to implement priority action identified in the retreat, and work together more cohesively as a leadership team.

C. Data collection and analysis

Prior to the event, the contractor must conduct critical pre-event data collection and analysis to serve as input for the retreat design that maximizes the value of the inputs to the design of the retreat, while minimizing staff time required providing that input. The OD team will lead a series of meetings/discussions with relevant HPN Office staff, at different levels of the hierarchy and technical team, to further determine the needs and/or gather additional background information on potential issues and areas for further development. The HPN Office also anticipates the possible need for other data collection and analysis that might further support organizational development through the utilization of ‘temperature checks’ gauging staff views and experiences, for example. These will be outlined at the time they are identified.

The Facilitator Team will also collect data/information during and towards the end of the retreat to capture key results and produce the retreat report as described in the scope of work listed above. In addition, the Facilitator Team will collect data/information on a quarterly basis during follow-up meetings to capture progress implementing retreat recommendations.

III. Oversight and Support

The HPN Office will provide a copy of the CDCS, organization chart and other relevant documents/information to the Facilitator Team upon the contract signing for in-brief and planning preparation.

HPN’s Retreat Committee will provide primary oversight for the contract, including all services provided. The Committee will be responsible for reviewing, vetting and approving all deliverables in a timely manner. The Chair of the Committee will provide approval and/or comments within ten business days of receipt of any deliverable.

Relevant HPN staff from the Committee and those outside of the committee will also be available for consultation prior to the retreat to provide required inputs and support for the design of the agenda and sessions. Selected HPN staff may help leading selected sessions as deemed appropriate.

USAID/KEA will arrange and make direct payment to the vendor's for the Nairobi-based retreat venue, meals and refreshments, and transportations to/from the venue for its staff during the retreat.

The Contractor shall arrange and pay for their own transportation to/from the venue and pay directly for boarding and lodging costs.

IV. Level of Effort/Duration Of Activities

The Level of Effort/Duration of Activities is anticipated to maximize synergies and cost savings across the package of services requested. The LOE will be for the breakdown below but is subject to the specific retreat content, and staffing configuration required to adequately complete the deliverables.

· Pre-event data analysis and the retreat design and planning up to 4 weeks.

· Retreat facilitation – 2 days on/or about Dec 10-11 2018.

· Draft retreat evaluation and reports – 7 days.

· Finalize and submit the final report and change management plan– 1 day.

· Quarterly follow-up in-office sessions with HPN to track progress - 4 sessions, 4 days each (preparatory work, in-office session and report) over a 12 month period.

· Coaching Sessions with HPN Leadership Team (10 persons) - 100 sessions (phone and/or in person) over a 12 month period.

V. Deliverables

A. Pre-retreat:

1. In-briefing with HPN leadership and HPN Retreat Committee within one week of contract signing.

2. Data collection and analysis/diagnostic methodologies and tools for review, comment and approval.

3. Pre-retreat data collection and analysis.

4. A retreat agenda which will be circulated for review, comment and approval.

5. A draft retreat evaluation methodology and tool for review, comment and approval.

6. A draft 12-month change management plan.

B. Retreat: Facilitation and session coordination.

C. Post-Retreat & Report

1. Out-briefing with the HPN Retreat Committee. The Facilitator(s) shall prepare and make a presentation to the Committee on key results and recommendations to obtain more inputs for the Retreat Report drafting. The out-briefing shall be organized within five work days following the retreat.

2. A draft Retreat Report summarizing all retreat proceedings, evaluation results and recommendations for resulting from retreat sessions within ten work days following the last day of retreat.

3. A final Retreat Report and final Change Management Plan incorporating any edits and/or comments within three days of receiving comments from HPN. The report shall not exceed 25 pages excluding cover pages, photos, executive summary and annexes.

D. Follow-up Sessions (Brief sessions over several months): Facilitation and session coordination. Team Leadership Coaching.

1. Quarterly report of progress and results in achieving the objectives prioritized in the retreat, with recommendations on what to prioritize the next quarter.

VI. Technical Evaluation Criteria

General Approach: 30 points The elements that will be considered during evaluation of the general approach include: 1) demonstration of a technical and operational understanding of the key issues identified in the SOW; 2) description of a clear, specific, and flexible approach to complete all tasks in the SOW.

Team Composition: 40 points The team composition will be evaluated based on the extent to which the proposed team members individually and combined possess the relevant qualification, experience, and skills required to achieve the SOW’s scope and purpose. Specifically, the OD Team must present the following qualifications or skill sets.

1. Substantial experience facilitating organizational retreats for large organizations, especially international development organizations employing multi-ethnic staff in multicultural work environments.

2. Demonstrated substantial experience in organizational development, design and improvement, strategic planning, promoting leadership development, communications, team building, and change management.

3. Demonstrated experience in coaching senior leaders within international development organizations in improved leadership, management, communications, team building, and in leading organizational change.

4. Experience in East Africa, and specifically Kenya.

5. Advanced English proficiency in both oral and written forms.

Organizational Capacity/Past performance: 30 points Organizational capacity/past performance will be evaluated based on the extent to which the bidder(s) demonstrate sufficient experience with similar contracts, and references on past performance.

VII. Technical Proposal (maximum 4 pages)

The offerors shall include in the technical portion of the quotation:

· The illustrative approaches and activities.

· Description of expertise of proposed leader and key team members. Resumes (three pages maximum per candidate not part of the 4-page limit) of the proposed leader and key team members.

· Experience and past performance on similar contracts.

· References for at least three contacts where similar services have been provided.

VIII. Cost Proposal (no page limit)

Price quotations shall include:

· The daily rate for the OD team members; the level of effort in days (8 hours equivalent) by every team member for each component of the SOW;

· Transportation costs;

· Lodging costs;

· Costs for materials; and

· Other miscellaneous costs.

The evaluation of the offeror’s price proposal shall deal with whether the price is fair and reasonable.

The USAID Contracting Officer will determine the “Best Value to the Government” based on prices that are realistic, fair and reasonable in relation with the Independent Government Cost Estimate. The Contracting Officer may enter into negotiations with the offeror to discuss areas where the proposal could be improved and costs reduced. Upon successful negotiations with the offeror, a fixed-price Purchase Order will be used to procure the services, and the total payment made upon acceptance of deliverables and within 30 days of receipt of invoice.

X. Other Considerations

· Government-Furnished Property (GFP)/Contractor-Acquired Property (CAP). Contractor is responsible for all stationery, retreat materials and consumables during the workshop which should be included in the budget. USAID will provide venue, meals and refreshments during break period.

· Security Considerations. No clearance is required.

· Place of performance: Nairobi Kenya

· Period of performance: 15months

· Payment terms. Invoices will be paid upon completion of the retreat, acceptance of services and submission of an invoice.

XI. Location

Nairobi Kenya – Follow-up sessions over 12 months will not require travel to Nairobi for any International OD team members.

XII. Payment terms

On a completion of deliverables basis after receiving the invoice. Payment will be processed upon HPN Deputy Office Chief and/or his/her delegate certifying that deliverables were received full and complete.

Deliverables Schedule:

image1.jpg