Statement of Work
Drafter: Alex Dickie, Director, ME/IR,
in Consultation with USAID/Iraq EXO, Sam Carter and Sally Verser, and Beth Salamanca, M/OMS
Submitted to: Ilona Countryman, COTR, MOBIS/IRG Support Contract for Iraq Program.
28 January 2010
__________________________________________________________
United States Agency for International Development
Middle East Bureau
Office of Iraq Reconstruction
Statement of Work
Scope:
The Iraq Program wishes to acquire the services of a management specialist(s) to work with the Mission and Office of Management Services (OMS) in support of USAID/Baghdad’s impending move to the NEC. Key areas of concern include organization of the move itself; office space and living quarters for both immediate and long-term needs, definition of International Cooperate Administrative Support Services (ICASS) and non-ICASS provided services. Work is to begin as soon as possible. Subject to negotiation with the service provider (IRG/MOBIS) and the specialist selected, the work site(s) associated with tasks may be adjusted as appropriate, e.g. home/hotel, IRG office in DC, complemented by meetings in USAID/Washington RRB/ME/IR and M/OMS. The initial level of effort (LOE) is anticipated to be three weeks, with possible extension(s) TBD.
USG Relationships:
It is important to note that success within the scope of this assignment will depend on a collaborative effort characterized by excellent communication and coordination between USAID/Iraq, ME/IR and OMS. While the consultant/specialist will provide technical assistance tailored to the needs of the Iraq Mission as defined by the Executive Officer, the consultant must also link into managerial guidance, documentation and relevant, on-going dialogue through close liaison with OMS which has direct oversight responsibility for Mission Management Systems, ICASS, motor pool management, personal property management, real property and coordination with the U.S. Dept of State’s Office of Administrative Services. ICASS itself is “collaborative administrative” system with related corporate management oversight and decision making authority. Embassy Baghdad has yet to evolve to an ICASS operation which will include an oversight Council composed of senior representative from participating agencies. Prior to USAID/Baghdad’s move to the NEC and consideration of specific on site services to be provided under ICASS, additional analysis and review must take place.
Consideration of services to be provided locally (in Iraq) must be vetted through the USAID/EXO; where corporate level recommendations are being made they must be vetted with OMS. USAID/Iraq must make decisions regarding future administrative profiles in close consultation with OMS, just as it must review and reach mutually acceptable arrangements at post with the Dept of State. In this case, the products the specialist works on will be strongly within the EXO/OMS specialty area, perhaps with some overlap on program operations, but that would be secondary. Most immediately the Iraq Mission must prepare for a move into the NEC in Baghdad while conserving and protecting USAID’s interests within and outside of the consolidation platform to assure seamless implementation of the USAID program in Iraq . At this time, Information Technology (IT) and Human Resources (HR) functions are not under consideration, but the Specialist may be called on to analyze constraints and/or benefits to future consolidation of these areas.
Supervisor and Points of Contact:
1. The consultant will report to and receive technical guidance from the Director of the Office of Iraq Reconstruction, Middle East Bureau (ME/IR), Mr. Alex Dickie, or the Acting Director of ME/IR. Ms. Jeanne Pryor may also serve as supervisor while serving as Acting Director of ME/IR.
2. Mr. Sam Carter, EXO, USAID/Baghdad, will serve as the principal point of contact at the Mission. Deputy EXO, Sally Verser will work with the consultant on certain tasks as assigned.
3. M/OMS will assign a point of contact and provide guidance as appropriate.
Products:
As determined by the Director of ME/IR in consultation with the USAID/Iraq Executive Officer, the specialist will maintain close communication with OMS, Dept. of State/Management to compile the necessary information pertinent to the Baghdad Mission to provide some or all of the following primary work products:
1. Detailed, practical guidance and training on specific aspects of administrative support systems consolidation for USAID/Iraq.
2. Proposed plan and detail for moving the USAID offices to the New Embassy Compound (NEC) in Baghdad .
3. Analysis and evaluation of consolidation aspects for USAID/Iraq that, while not limited to the following illustrative list, will include some or all of the following issues:
Brief analysis of USAID’s role in setting up an ICASS system at post with an analysis of potential ICASS costs, impacts on operating expense budgets vs. current expenses to develop projected post-consolidation budget scenarios.
Analysis and proposals for Memoranda of Understanding (MOU) that delineate services, responsibilities and reporting requirements for USAID and ICASS service providers, including special focus on the following ICASS services:
1. GSO & Warehousing:
Analysis and recommendations for USAID-owned property inventory reporting
Recommendations for mutually agreed (with State/Admin/GSO) submission of inventory reports
liaison at USAID and GSO’s role
System reporting requirements (NEPA, BarScan, new inventory reporting system) and responsibilities for changing USAID’s inventory system.
Property disposal issues: auction vs. donation
Analysis and feasibility of creating residential and office furniture pool.
Warehouse space issues availability
2. Expendable and non-expendable supplies.
Analysis and proposal of scheduled delivery system for offsite provision of supplies
Analysis of potential procurement charges for special orders
Analysis of procurement, storage of IT expendable supplies and its inclusion in this service.
Analysis of receiving, storage, tracking and inventory of special USAID supplies.
3. Real Property Management with respect to the prospect of building residential, and possibly offices. .
Analysis of feasibility
Issues related to eventual turnover to Government of Iraq
4. Residential property management. What if USAID builds its own quarters?
Analysis of service cost based on square meters of residence vs. cost of USAID permanent employees.
Reduction of USAID’s own admin function as GSO now responsible for management?
Analysis of procurement methods and payment methods for residential property maintenance.
5. Motorpool Services. (This may be over taken by consolidation, but should perhaps be evaluated based on experience in Iraq to date)
Analysis of current fleet inventory, number of USAID drivers, miles driven, number of field days, etc. vs. State Department common practices
Analysis and recommendations for vehicle reporting requirements for USAID vehicles (e.g. Mission Director Vehicle)
Recommendations for vehicle inventory reporting, disposition, etc.
Feasibility study of consolidating motor pool with specifically assigned drivers and vehicles to the USAID Mission.
6. Shipping and customs. (Already consolidated, but to be taken into account under ICASS)
7. Administrative procurement.
Analysis and review of remaining administrative procurement functions after consolidation -- expendable supplies, vehicle maintenance and residential maintenance services.
Analysis of special USAID contracting requirements vs. State Department administrative procurement limitations
Analysis of USAID (AIDAR) vs. State Department (FAR) procurement limitations.
8. Mail, messenger and pouch.
Analysis of delivery/reception if USAID office separate from Embassy.
Duties assignment for inter-USAID mail/correspondence delivery.
9. LES Personnel Services
Clarification of ICASS service subscription for USAID
ICASS count modification
Definition of recruitment services
Retention of PSC contracting under USAID/EXO
USDH personnel services
Clarification of count modification/recommendations for State reporting requirements in this service area.
10. EFM programs:
Analysis of USAID’s role on selection panels, liaison with State Dept HRO to ensure equity among agencies.
11. Travel Services
analysis of consolidation cost verses maintaining a USAID travel section.
12. Other consolidation issues as determined by the USAID/IRAQ/EXO.
Location of Work:
Work location will vary depending on specific requirements, but will include time spent meeting with USAID personnel in Washington, DC and the IRG offices in the DC area.
As work progresses and new information becomes available it may be necessary to travel to Iraq to engage directly with USAID/EXO, staff of Management Section, Budget and Fiscal Office (B&F), GSO and other office in the Embassy.
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