SECTION C - DESCRIPTION/SPECIFICATIONS/STATEMENT OF WORK C.1. OVERVIEW
Human and Institutional Capacity Development
Human and Institutional Capacity Development is a USAID model of structured and integrated processes designed to identify root causes of performance gaps in host country partner
institutions. HICD addresses those gaps through a wide array of performance solutions in the context of all human performance factors, and enable cyclical processes of performance
improvement through the establishment of performance monitoring and management systems. In order to achieve sustainability in its programs, USAID must increasingly focus its
development assistance efforts on strengthening the abilities of its host country partner organizations and the systems in which they work.
C.2. BACKGROUND
USAID’s Agency-wide HICD Policy, released on February 15, 2009 and reflected in ADS 201, requires that HICD be appropriately factored into the design of new projects and activities. Regional and pillar Bureaus must address the integration of HICD when approving USAID-specific regional, country, or sector strategic plans. Over the last several years, The USAID Bureau for Economic Growth, Education, and Environment (E3) has focused its efforts in supporting the integration of targeted, results-oriented HICD services into its Missions’
portfolios across all regions and sectors. Through region-wide and Mission-specific task orders, the E3 Bureau has offered HICD services to USAID Missions and Bureaus to provide them with access to experts who currently have or are in the process of earning Certified Performance Technologist designation from the International Society for Performance Improvement and/or Human Performance Improvement certification from American Society for Training and
Development, supporting improved performance in host country partner institutions whose goals and objectives are in direct alignment with USAID goals and objectives.
HICD initiatives can be an important component of USAID’s overall effort to strengthen overall partner country capacity, increase use of reliable partner country systems and institutions, and strengthen local civil society and private sector capacity to improve aid effectiveness and
sustainability. The increased use of host country systems is contingent upon strong, accountable, and reliable host country institutions. HICD supports the ability of government, civil society, and private sector organizations to utilize, maintain, and build upon new technologies,
knowledge, and skills brought upon by USAID or other development donors. C.3. OBJECTIVE
The USAID E3 Bureau seeks assistance to provide services and technical support related to HICD to help sponsoring units in Bureaus and Missions worldwide.
implementation, research, evaluation, and success/impact reporting; and by providing ongoing technical support to sponsoring units.
Under task orders, contractors may also be required to coordinate services available under USAID/E3’s FORECAST II – Participant Training (PT) contracts. FORECAST II is a centrally managed mechanism designed to provide USAID missions with support on Participant Training and Capacity Building programs. As the HICD methodology may involve Participant Training in any given HICD initiative’s performance solution design, it is advantageous to be familiar with FORECAST II as well as ADS 252 and 253.
The prime components of USAID’s experience-based HICD model are detailed in the “Human and Institutional Capacity Development Handbook”
(http://pdf.usaid.gov/pdf_docs/PNADW783.pdf ) . All services and performance solutions under the HICDpro IDIQ must be carried-out in accordance with the terms and conditions set forth in this handbook, as periodically updated, Automated Directives Systems Chapters 252 and 253, the USAID HICD Policy as a mandatory reference to ADS 201, and other ADS chapters, incorporated by reference.
To allow for the HICD process and its components to accommodate new, forward-looking approaches, the HICD handbook will be updated periodically. The incorporation of new and evolving approaches into the HICD handbook will allow USAID to meet new performance challenges in the ever complex and evolving environments of its host country partner
organizations. Approaches under Agency consideration include institutional context checks as part of the organization selection process, criteria for graduation from USAID HICD assistance, umbrella HICD project models addressing multi-organizational functions, principles of change management, and enhanced application of performance monitoring systems to meet both partner organization and USAID reporting and management needs.
C.4. STATEMENT OF WORK AND PERFORMANCE REQUIREMENTS AND STANDARDS
The contractor shall provide HICD expertise in any country where a task order to which they respond is initiated. The contractor may be requested to set up an in-country office to provide these services with local staff managed by a host country national or an expatriate, utilizing indigenous organizations or other organizations, as deemed appropriate by the sponsoring unit . The contractor may also be requested to provide services and interventions without an in-country office. The contractor shall augment its staff with consultants and other experts, partnering with other organizations as necessary, to fulfill the requirements of the task order.
RESULT 1 – BUILDING LOCAL HICD CAPABILITY
Recent approaches to HICD implementation have relied heavily on external consultants throughout the process, with limited residual HICD know-how institutionalized within the partner organization at the conclusion of the HICD initiative. There are two important
observations relevant to USAID’s experience. First, it has proven to be a challenge to identify and maintain a viable pool of CPT-designated and/or HPI-certified experts willing to engage in
USAID HICD projects. Secondly, many successful examples of Human Performance Technology/Human Performance Improvement in the for-profit sector include in-house CPT-designated and/or HPI-certified staff coordinating, monitoring, performing analyses, and developing performance solutions with minimal external consultation. Strong institutional capacity is paramount to the achievement of USAID legacy objectives. Therefore, the contractor shall undertake activities aimed at developing local CPT-designated and/or HPI-certified experts within current and former partner institutions and local service providers. The contractor shall:
x Transfer HICD know-how to key performers and other relevant staff within host country partner organizations.
x Sub-contract to local organizations when carrying out performance assessments to the maximum extent possible, given available expertise.
x Work with local capacity development providers in order to build their capabilities to carry out future HICD activities.
Requirement 1.1 – Developing CPT-designated and/or HPI-certified Expertise in Partner Organization Staff
Sustainable institutional capacity building requires a continuous cyclical process of performance improvement. Ultimately, HICD initiatives will be successful over the long-term if the partner organizations can integrate HICD approaches into their operations and institutional culture. Host country national and local government agencies must eventually be completely capable of
independently carrying out principal activities of the HICD model. This is a fundamental goal of HICDpro. The contractor may be tasked with transferring HICD know-how to key performers and other relevant staff within host country partner organizations to serve as their organization’s resident HICD coordinator to carry out HPI/HPT through continuous cycles of measured
performance improvement.
For example, the contractor may provide transfer of HICD know-how through various means, including coaching, mentoring, and other technical forums.
Requirement 1.2 – Supporting Local Capacity Development Service Providers and Organizations
It is expected that local and regional organizations will gradually take a leading role and be increasingly capable of implementing HICD programs independently, without assistance from international consultants. The contractor will have the dual role of strengthening targeted host country partner organizations while increasing the capacity of local service providers to implement HICD activities themselves.
The contractor must work closely with local organizations that provide capacity development services while carrying out key components of the HICD model. Therefore, the contractor shall sub-contract to local organizations when carrying out performance assessments to the maximum extent possible, given available expertise. Any outsourced performance solutions will also be carried out by local or regional organizations to the maximum extent possible. The contractor
may be tasked with working with local capacity development providers in order to build their capabilities to carry out future HICD work.
RESULT 2 – PROVIDING USAID-FUNDED HICD SERVICES
HICD promotes greater sustainability and effectiveness of all USAID assistance by
systematically identifying the most appropriate partner organizations, those with the potential to affect change and whose goals are in direct alignment with USAID objectives. Teambuilding principles and tools are then applied to foster interest, buy-in, and ownership in the process within the organization and other relevant stakeholders. A performance assessment, based on a Human Performance Technology/Human Performance Improvement approach, is conducted examining environmental, organizational, and individual factors affecting the ability of the institution to meet its strategic goals. The performance assessment highlights the fundamental causes of performance gaps between desired and actual institutional behaviors. These root causes are viewed in the framework of the factors affecting human performance including: information; resources; incentives; knowledge/skills; capacity; and motives. Using this framework, targeted and appropriate performance solutions are then selected to address the identified gaps. A performance monitoring system is established and used to enable the
organization to regularly self-monitor performance in critical areas that are leading indicators of the organization’s overall performance success. The institution will thereby be able to monitor its own progress in addressing the performance gaps identified in the performance assessment. Key components of the HICD process form a cyclical process of continuous performance improvement for the organization.
The services available under this IDIQ are inter-related and are designed to be undertaken as a package of technical services. The contractor shall:
x Provide ongoing expert consultation services related to the Mission’s overall HICD effort across its portfolio.
x Establish criteria to identify host country partner organizations that may benefit from an HICD initiative and systematically identify the most appropriate partner organizations for HICD initiatives by incorporating an institutional context check into the partner organization selection process.
x Assist Missions and targeted institutions in developing Memorandums of Understanding between USAID and these institutions, as well as with any logistical arrangements related to the signings.
x Partner with host country organizations, as well as extended Development
Objective (DO) teams, Activity / Project Managers, and other stakeholders across a Mission portfolio, providing assistance in coordinating and supporting
stakeholder groups in the implementation of HICD initiatives.
x Provide technical assistance that is aimed at fostering an enabling environment at national, local, and/or community levels for institutions that have been selected for HICD initiatives.
x Develop the collective capacity of multiple organizations in order to enhance their potential to work together in areas of mutual interest.
x Conduct performance assessments addressing the full range of assessment concerns, including organizational performance and workgroup performance. x Analyze performance information to identify key performance gaps that need to
be addressed to improve organizational performance along with recommendations for possible performance solutions in the context of factors affecting human performance.
x Develop performance solutions packages for HICD initiatives to address the fundamental causes of performance gaps identified in performance assessments. x Provide the performance solutions contained in the performance solutions
package including expert sector-specific consultations, coaching, research studies, technical forums (seminars, workshops, etc.), commodities, small grants (up to $100,000), and any other technical assistance.
x Assist host country partner organizations with institutionalizing a performance monitoring and management system.
Requirement 2.1 – Providing Ongoing Expert Consultation
The contractor may be tasked with providing ongoing expert consultation services related to the Mission’s overall HICD effort across its portfolio. Expertise may be provided by
CPT-designated and/or HPI-certified staff or CPT-CPT-designated and/or HPI-certified consultants. For example, an HICD expert may be hired for ongoing assignments to work with Mission staff or serve, as needed, as an advisor to organizations and Ministries. Similarly, an HICD expert may be hired by a Bureau to assist with HICD or related tasks.
Requirement 2.2 – Planning and Coordinating HICD Efforts
The contractor must be capable of assisting Missions or Bureaus in planning and coordinating their overall HICD efforts.
Partnering with Host Country Organizations: The contractor shall support Missions in establishing criteria to identify host country partner organizations that may benefit from an HICD initiative.
The contractor shall systematically identify the most appropriate partner organizations for HICD initiatives by incorporating an institutional context check into the partner organization selection process. The contractor shall ensure that host country partner organizations meet selection criteria and have a mandate that is in direct alignment with USAID development objectives. Further information on this can be found in the “Human and Institutional Capacity Development (HICD) Handbook.”
The contractor shall work closely with the TOCORs to gauge potential host country partner organizations’ interest in, and suitability for, the HICD approach. The contractor shall assist Missions and targeted institutions in developing initial Memorandums of Understanding (MOU) between USAID and these institutions, as well as with any logistical arrangements.
Additionally, there are many cases in which enhancing the collective capacity of multiple organizations is vital to achievement of development objectives. The contractor may also be tasked with organizing umbrella-type HICD initiatives that target these organizations, which may be linked by their mutual interests, connections within a sector, or other functional objectives. The contractor may be tasked with facilitating related partnerships, coalitions, and stakeholder groups that involve multiple organizations, as appropriate.
Partnering with Extended Development Objective Teams and Stakeholders: In the course of the HICD process, members of extended development objective (DO) teams, including USAID staff, technical assistance contractors, grantees, and recipients, and the HICDpro contractors, address how specific Mission objectives can most effectively be supported. One of the most critical steps in this process is for the extended DO team to work with each identified USAID partner organization to ensure consensus on the organizational development needs and focus of USAID assistance, and to develop fully functioning stakeholder groups. The contractor may be tasked with coordinating the establishment of stakeholders groups that include a diverse collection of individuals and organizations that play an important role in the functioning of organizations targeted through HICD initiatives.
The contractor must be capable of successfully partnering with all extended DO teams, Activity / Project Managers, and stakeholders across a Mission portfolio while providing assistance in coordinating and supporting stakeholder groups in the implementation of HICD initiatives. The contractor may be tasked with coordinating subsequent activities and monitoring satisfactory completion of all facets of stakeholder agreements and overall HICD initiatives.
In addition, when an institutional performance assessment includes recommended performance solutions that would be implemented by one of the FORECAST II – Participant Training (PT) implementers, or any other technical assistance implementers available to the sponsoring unit, the contractor shall provide coordination allowing for the integration of these solutions and their results into the overall HICD initiative.
Requirement 2.3 – Fostering an Enabling Environment for Capacity Development
The existence of an enabling environment is a critical factor in achieving optimal individual and organizational performance. Barriers cutting broadly across host country political, social, and economic spectrums can lead to a weakened enabling environment that undermines capacity development. The creation of an enabling environment requires committed individuals willing to invest political, social, or economic capital to reform dysfunctional systems and shape a shared vision of the future. Strong partnership, stakeholder participation, effective leadership, accountability, and incentives that are conducive to positive change can help foster successful capacity development efforts. In the absence of or to supplement other mission technical
assistance efforts, the contractor may be tasked with providing technical assistance that is aimed at fostering an enabling environment at national, local, and/or community levels for institutions that have been selected for HICD initiatives.
Where appropriate, the contractor shall work to develop the collective capacity of multiple organizations in order to enhance their potential to work together in areas of mutual interest. The
contractor may be tasked with facilitating dialogue and constructive engagement amongst different groups, in order to develop a commitment to capacity development in a network of organizations and actors that are vital to achieving development objectives.
Requirement 2.4 – Conducting Performance Assessments
USAID assistance is planned, developed, and implemented within the context of targeted USAID partner organizations. Accordingly, it is often appropriate and necessary to conduct a
performance assessment as an integral component of USAID assistance design. Each performance assessment, based on a Human Performance Technology/Human Performance Improvement (HPT/HPI) approach, addresses the specific and unique context of a given USAID partner organization. In order to achieve maximum buy-in and partnership with host country partner organizations throughout an entire HICD initiative, performance assessments should be participatory, fully engaging the staff.
Performance assessments are concerned with performance at the organizational, work unit, and individual performer levels. Specifically, performance assessments are aimed at addressing the following environmental and individual performance factors: information; resources; incentives; knowledge/skills; capacity; and motives. Performance assessments undertaken by the contractor should include straightforward application of the core HPT/HPI methods incorporated in the “Human and Institutional Capacity Development (HICD) Handbook.” Other methodologies and studies may be used by the contractor to supplement or inform, but not replace, these core methods of the Agency’s HICD model. Sector-specific assessments should be used to enrich performance assessments, as should analyses of gender and other inequality issues. The
contractor, using CPT-designated and/or HPI-certified in-house staff or CPT-designated and/or HPI-certified outsourced consultants, shall conduct performance assessments.
Ideally, the performance assessment teams would minimally consist of:
x CPT-designated or HPI-certified team leader: Provides performance improvement expertise and overall coordination; host country national if available.
x Sector-specific expert: Provides the context for the sector in which the organization operates; preferably a host country national.
x Host country partner organization key staff person: Provides partner organization with key input into HICD process and decision-making; helps ensure continued buy-in. x Contractor key personnel: Provides continuity of implementation for the overall HICD
project.
It is the coupling of performance improvement expertise and sector-specific expertise related to the outputs of the partner organization that makes HICD dynamic and cross-cutting. A strong, well-rounded performance assessment team should provide a holistic view of organizational performance, allowing for targeted performance solutions and enabling HICD principles to sustainably transfer to the partner organization.
Organizational Performance: Assessing organizational performance involves an examination of systems and infrastructure as they relate to overall organizational performance, and helps to ensure sufficient absorptive capacity for new technologies or skill sets. Individuals or workgroups can only perform as well as the organizational systems that support them. An organizational assessment may include collection of information about the following:
x Institutional vision, mission, values, goals, and strategies; x Management structure;
x Financial viability;
x Financial and resource management systems; x Management information systems;
x Logistics management;
x Roles and responsibilities of work groups and individuals; x Management practices;
x Gender issues;
x Human resource management systems; x Monitoring and evaluation systems; x Perspectives of constituents/clients; x Information about key personnel;
x Institutional performance monitoring and performance management systems; x Compliance policy and procedures.
The information will be analyzed to identify key performance gaps that need to be addressed to improve organizational performance with recommendations for possible performance solutions. Workgroup Performance: Assessing the performance of a category of performers or workgroups within a USAID partner organization or focus institution requires a systematic approach to finding the fundamental causes of a performance problem, or finding what is enabling exemplary performance where it exists. To ensure that USAID projects implement interventions that best address actual fundamental causes, individual and workgroup assessments will:
x Define desired performance by identifying critical tasks and preparing quantitative desired performance statements;
x Describe actual performance by collecting quantitative data through a variety of methods that reveal what current performance looks like;
x Identify the performance gap by analyzing the data collected, identifying the gap(s) between desired and actual performance, identifying the performance factors that seem to be contributing the most, and selecting priority gaps, and;
x Find fundamental causes of performance problems and enablers of exemplary
performance by conducting a cause analysis and determining what performance factors are causing them.
The contractor shall analyze this information to identify key performance gaps that need to be addressed to improve organizational performance along with recommendations for possible
performance solutions. When developing criteria for selecting the most appropriate and cost beneficial performance solutions to close the performance gap, the most appropriate performers will also be identified to participate in the solutions. The report will include a detailed
description of the analyses that were conducted, along with any surveys or other instruments used. The performance data that is collected at this stage will serve as a baseline for later measurement that can be carried out through re-assessments conducted by the contractor as well as by host country partner organization’s own internal performance monitoring and management systems without external assistance. Alignment of the organization’s goals and objectives with USAID’s development objectives is crucial in that the indicators established in the performance assessment must be internally relevant to host country partner organizations and useful to them after the exit of the HICD project.
Requirement 2.5 – Developing Performance Solutions Packages
The performance solutions package is a strategic management tool that represents a holistic approach to performance improvement at the sector, institutional, work unit, and individual level through performance analysis with full stakeholder involvement. Using the human performance factors as a framework, the contractor shall develop performance solutions packages for HICD initiatives to address the fundamental causes of performance gaps identified in performance assessments. The following table provides illustrative linkages between selected performance solutions and factors affecting performance.
Illustrative Performance Solutions Alignment ENVIRONMENT Information x Knowledge management x Job aids x Performance reviews x Participation in strategic planning Resources x Computer systems x Workplace redesign x Process re-engineering x Communications x Commodities x Small Grants Incentives x Awards programs x Communications x Monetary incentives x Performance reviews INDIVIDUAL Knowledge/Skills x Participant Training x Technical Forums x Study tours x E-learning x Mentoring x Educational Opportunities Capacity x Recruitment programs x Retention programs x Resource allocations x Workforce planning Motives x Mentoring x Career counseling x Motivation workshops x Team-building programs
The development of initial performance solutions packages is routinely integrated into performance assessment reports. Performance monitoring and management systems are then
contractor, to reassess its performance gaps and their fundamental causes, informing cyclical revisions to the performance solutions package.
Based on the performance solutions package, a second Memorandum of Understanding may be signed between the targeted institution and USAID to guide implementation of the performance solutions. The Memorandum of Understanding will outline, for example, who has responsibility for specific solutions. A targeted host country partner organization may, for instance, have responsibility for hiring staff, while the contractor may assist the organization in ensuring that factors affecting staff performance are appropriately addressed.
Requirement 2.6 – Implementing Performance Solutions
The contractor shall be tasked with providing the performance solutions contained in the
performance solutions package including expert sector-specific consultations, coaching, research studies, technical forums (e.g. trainings, seminars, workshops), commodities, small grants (up to $100,000), and any other technical assistance. Any outsourced performance solutions will be carried out by local or regional organizations to the maximum extent possible.
Commodity performance solutions may be proposed in a wide variety, ranging from laptop computers and software for a small or medium enterprise to olive oil acidity test kits for a grower’s association.
Examples of technical assistance include process mapping of a national corruption commission’s process for handling cases initiated by constituents and a technical manual used by an education inspection agency to carry out integral inspections of public schools.
Performance solutions under HICDpro may be also used to fill a void where no mission technical assistance provider exists or to supplement a technical assistance contractor, grantee, or
recipient’s work plan.
Requirement 2.7 – Developing Performance Monitoring and Management Systems A hallmark of HICD is its results-oriented nature. In order to gauge the performance gains of partner institutions, it is important to establish measurable performance goals for each area of performance targeted through HICD initiatives. The contractor shall assist host country partner organizations with establishing baseline performance data along with an appropriate performance monitoring and management system that is tailored to the context of each organization. Ideal performance statements will be developed based on organizational priorities and strategies and compared to actual performance providing critical information from which management can analyze the performance of the organization.
Institutionalizing a performance monitoring system enables a host country partner organization to regularly monitor its own performance in critical areas that are leading indicators of the organization’s overall performance success. The contractor shall assist host country partner organizations in developing a comprehensive measurement tool that will establish performance measures at every level of performance, individual worker level, process level, and
organizational level, with indicators at each level rolling up to the next highest level. The
performance data being collected should be directly linked to the desired and actual performance as defined in the performance assessment. This will allow for performance to be continually monitored, thus providing a strong, data-driven basis for making management decisions. The contractor shall assist host country partner organizations with developing the processes to analyze data on a regular basis and ensure that appropriate corrective action is taken when needed. These processes for data collection and analysis should be as simple as possible, integrated into daily functions, and not add any unnecessary bureaucratic requirements. A reliable, working performance monitoring and management system is one of the keys to making the performance of an organization sustainable. The performance monitoring and management system should allow for strategic course corrections at the macro-level as well as the
re-alignment of activities being implemented throughout all levels of the selected host country partner organizations. While this information will be mainly used by host country partner organizations for performance and strategic management, it should also be accessible to the Mission for its own performance management and reporting needs.
While the internal performance monitoring and management system is being established or strengthened at host country partner organizations, the contractor shall conduct periodic performance re-assessments in order to gather data on the indicators established in the initial performance assessment. The timing of such re-assessments will be approved by TOCORs. The information from these re-assessments should be used to analyze progress against the baseline, suggest revisions to the performance solutions package, and inform the Mission’s reporting of results. Once the internal performance monitoring and management system is operational, host country partner organizations should be able to transmit relevant performance data and
information directly to the Mission and other stakeholders. The contractor shall ensure that the commitment to gathering this data, and access to it, is explicitly agreed to at various levels of the host country partner organization and stated upfront in the initial MOU with each host country partner organization. The contractor shall conduct performance re-assessments and data quality assessments to confirm any performance data coming from host country partner organizations’ internal performance monitoring and management systems, as requested by TOCORs.
The contractor shall gather and provide data, information, and measurements for input into Missions’ program level performance management plans and reports as well as Missions’ project level monitoring and evaluation plans and reports. The contractor shall utilize host country partner organizations’ own performance monitoring and management systems to the maximum extent possible as sources of this information, appropriately considering data quality and availability. The contractor shall also utilize the data, information, and measurements from the performance assessments and re-assessments that it has conducted. It is vital to demonstrate the link between the results of HICD initiatives and the improved performance of host country partner organizations with wider developmental benefits.
RESULT 3 – PROVIDING LOCAL ORGANIZATION-FUNDED HICD SERVICES In support of the Agency’s emphasis on direct funding with host country organizations, HICD initiatives can be used to assist host country institutions in reaching minimum standards that are prerequisites for managing direct USAID procurement mechanisms (i.e., grants and cooperative agreements). In-country organizations endeavoring to enhance their institutional performance may request that HICDpro contractors provide services and HICD expertise similar to those offered under this IDIQ. Any requests from host governments would be conducted outside of the framework of this IDIQ.
RESULT 4 – IDIQ CENTRAL MANAGEMENT
The Contractor shall provide the central management necessary to fulfill all the requirements of the contract. This includes cost and quality control of all tasks and assignments.
The contractor shall designate an IDIQ Manager as the primary point of contact whom USAID may contact for procedural and substantive matters. The IDIQ Manager shall be the individual bearing primary responsibility for technical aspects of contract performance, as well as procurement, personnel, reporting, and other management related requirements of the contract. Specifically, the IDIQ Manager shall:
Respond to task order requests, and provide central management and oversight of task orders under this award, working collaboratively and often with USAID central and field project managers, technical officers, Contracting Officers, and meet and consult regularly with the IDIQ COR.
Select, provide technical and administrative direction and guidance to, and place and support all technical experts carrying out technical requirements.
Report to USAID technical and contract personnel in accordance with USAID reporting requirements in Section F.
Ensure quality and control methods in a consistent and transparent manner for all contracted tasks and functions.
The IDIQ Manager shall command a strong working knowledge of the Agency’s HICD model. S/he must have must have strong writing and oral presentation skills, and be knowledgeable about the overall technical, administrative and logistical responsibility for the effective, efficient, and timely implementation of all activities undertaken by the contractor. S/he must have
demonstrated experience managing projects of a similar size and scope, in an international context. Oral and written English language skills must be commensurate with a U.S. professional environment.
S/he must have at least a master's degree in applied behavioral sciences, international relations, or a related area (e.g., human resource management, industrial and organizational psychology, economic and political development, and international conflict resolution). S/he must also have a minimum of 12 years of experience (for candidates with a MS/MA/MBA) working with sector assessment, strategic planning, project management, institutional capacity development programs, program design, monitoring and evaluation. The following chart
provides the minimum years of relevant work experience associated with the IDIQ Manager’s academic degree:
Academic Degree Required Minimum Years of Relevant Work Experience Required Years of International Development Experience PhD ABD / JD MS/MA/MBA 8 10 12 4 6 8
It is required that the IDIQ Manager be designated as a Certified Performance Technologist (CPT) by the International Society for Performance Improvement (ISPI) (www.ispi.org) and/or certified in Human Performance Improvement (HPI) by the American Society for Training and Development (ASTD) (www.astd.org) or have a minimum of eight years of experience in applying organizational development methods and theories in government or other institutions in developing countries ,and shall have a solid grasp of the physical and psychological challenges inherent in working in in these environments.
The individual must also have experience in strategic planning, management, and technical leadership skills, project management, program assessment and program design across sectors, institutional capacity building, human resources, performance improvement, institutional development, adult learning methodologies, monitoring, and evaluation in a developing country setting. S/he should be able to provide vision, direction, and leadership in working with and bringing together performance improvement and disparate technical areas that span all regions of the world.
C.5 MANAGEMENT OF SUBGRANTS (GRANTS UNDER CONTRACT)
Funds may be made available in individual task orders for the award and administration of grants. The contractor shall 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 shall 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.6 GENDER CONSIDERATIONS
As gender issues are very important in USAID's institutional capacity development portfolio, experience in dealing with gender concerns (male as well as female) will be highly valued. USAID is particularly interested in promoting activity that, at a minimum, improves the incomes of women at least as much as the incomes of men. USAID recognizes that some countries may have legal, administrative, or customary restrictions on the rights of individual women. Women as a group are in many countries placed at a disadvantage because of legal or customary practices with respect to basic education. Particular roles in the economy are closely correlated with
gender. USAID expects this project’s activities do not disadvantage women and ideally should give consideration to how to address disadvantages women often face in developing countries.
