Table Of ContentRequest for Proposals
KDAD-PPL-001
For: Evaluation Utilization Study in the United States
Agency for International Development
Contracting Entity:
Insight Systems Corporation
Arlington, VA., USA
Under
USAID Contract No. AID-OAA-C-13-00137
Feed the Future Knowledge-Driven Agricultural
Development Project (KDAD) Project
Table of Contents
Introduction 1
Summary 1
Proposal Guidelines and Requirements 2
Guidelines 2
Budget 2
Purpose, Description and Scope 2
Background 3
Performance and Objectives 6
Governing Rules and Regulations 8
Proposal Preparation 9
Funds 9
Submittal Requirements 9
Submittal Delivery 10
RFP Schedule 10
RFP Coordinator and Communications 10
Evaluation Criteria 11
Attachment 1--Budget format (for annex 4) 12
KDAD-PPL-001
RFP INTRODUCTION
Insight Systems Corporation (Insight), implementing the Feed the Future Knowledge-Driven
Agricultural Development (KDAD) project, is soliciting proposals for the services described
herein of this request for proposals (RFP). KDAD is a project of the United States Agency for
International Development (USAID) under Contract Number AID-OAA-C-13-00137.
Offerors are invited to submit proposals for the services described herein in accordance with the
instructions to Offerors and terms and conditions of this RFP. Insight anticipates the award to be
a time and materials type contract as a result of this RFP. Insight reserves the right to make no
award. Issuance of this solicitation does not in any way obligate Insight or USAID to award a
subcontract.
1. Summary
Insight Systems Corporation (Insight), based in Washington, DC, is implementing the USAID
Feed the Future Knowledge-Driven Agricultural Development (KDAD) project. KDAD is the
mechanism that allows the Bureau for Food Security (BFS) and other Bureaus and Offices in
USAID to harness and shape best practices, learning, and evidence that it obtains from projects,
research, and innovation labs. The program also draws upon the learning and evidence obtained
from other institutions active in food security to generate and share knowledge and to host virtual
and in-person forums that bring stakeholders together to build on that knowledge and generate
new ideas. The project integrates diverse sources of learning and curates and disseminates
knowledge through project web sites, events, trainings, social media and the learning
infrastructure of strategic communications, learning networks, communities of practice, and
blended learning activities. As part of KDAD’s support for the Bureau for Policy, Planning and
Learning, Office of Learning, Evaluation and Research (PPL/LER), Insight is accepting
proposals for an Evaluation Utilization Study. The purpose of this RFP is to provide a fair
evaluation for all candidates and to provide the candidates with the evaluation criteria that will
be used to evaluate the submitted proposals.
RFP Number: Submit Proposals to:
KDAD- PPL-001
Physical Mailing: Insight Systems Corp.
RFP Title: Address Attn: Frederick Smith
Study of Evaluation Utilization in 1301 Pennsylvania Ave. NW
the United States Agency for International Suite 403
Development (USAID) Washington, DC 20004
Date Issued: Or via email to:
KDAD-PPL-001
2. Proposal Guidelines and Requirements
This is an open and fully competitive process. Proposals submitted after the due date will not be
considered and will be returned unopened. Proposers accept all risks of late delivery of mailed
submittals regardless of fault.
The Proposal must contain the signature of a duly authorized officer or agent of the company
submitting the Proposal.
The price quoted should be inclusive of all charges and fees. If your price excludes certain fees
or charges, you must provide a detailed list of excluded fees with a complete explanation of the
nature of those fees. Insight reserves the right to reject any and all submittals and to waive
irregularities and informalities in the submittal and evaluation process.
Costs for developing proposals in response to this RFP are entirely the obligation of the vendor
and shall not be chargeable in any manner to Insight.
3. Guidelines
Notice is hereby given that proposals will be received by Insight for Request for Proposals No.
KDAD-PPL-001, Study of Evaluation Utilization in the United States Agency for
International Development (USAID). Insight will negotiate and issue a time and materials
subcontract upon selection. Once the selection is made, the proposed project (activities) will
commence upon signing a subcontract, which will outline terms, scope, budget, and other
necessary items.
4. Budget
Please provide a cost proposal to accomplish the scope and objectives outlined in this RFP. The
budget must include a breakdown of all proposed daily rates (fringe, overhead, fees, etc.) plus
other direct costs. The offerors are instructed to estimate ODCs based on their technical
approach. Please see Attachment 1 for budget format.
The study is divided into three phases. Please prepare separate pricing for each phase of the
study using the level of effort stated for Phase 1, Phase 2, and Phase 3. Upon completion of
Phase 1 of the study, the design phase, Insight, in consultation with USAID, may choose to
modify the contract to reflect level of effort changes necessary to implement the approved
design. However, offerors must provide cost estimates for Phases 2 and 3
5. Purpose, Description, and Scope
The purpose of this activity is to learn how USAID evaluations are being used and how
application of evaluation findings may be improved through the following:
1. Learning about the utilization of USAID evaluations
2. Identifying to what extent, how, and when evaluations are being used
3. Identifying what changes are caused, prompted, or allowed by evaluation findings
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4. Examining incentives, barriers, and business processes that affect the utilization of
evaluation findings, conclusions, and recommendations
In addition, the analysis will include: (a) an investigation into evaluations that were not utilized
and why this occurred; and (b) identification of whether and to what extent unspecified, non-
purposive learning may have occurred beyond or aside from that anticipated by the utilization
approach.
The main focus of this evaluation will be USAID evaluations that were completed between 2011
and the present date, and these should include evaluations commissioned both by USAID
Missions and USAID Washington Bureaus. However, where relevant, the evaluation could
address institutional structures that supported or hindered evaluation use in USAID’s past. It will
identify constraints and opportunities and provide specific recommendations for the Bureau for
Policy, Planning and Learning, Office of Learning Evaluation and Research (PPL/LER) and
USAID on how to improve systems for evaluation use and learning and how to set up potential
systems for monitoring the use of evaluation within USAID.
The evaluation will provide information and insight into how to enhance and monitor evaluation
utilization within USAID and what changes might support a higher level of utilization. Other
relevant stakeholders are Monitoring and Evaluation (M&E) points of contact around the
Agency, within Washington offices as well as Missions overseas. In addition, there is a broader
audience for this information including implementing partners, Congress, the Office of
Management and Budget (OMB), Agency leadership, and technical officers and other staff
whose work is (or should be) informed by evaluations.
This activity will be implemented in three phases. In Phase 1, offerors will prepare a study
design that describes their approach, methodology, and personnel to implement the activity.
Offerors will provide illustrative proposals for Phase 2 (implementation of the study) and Phase
3 (dissemination of study results) since the actual approach will depend upon the approved Phase
1 study design. The period for all three phases is not anticipated to exceed ten months. The place
of performance will include work in Washington, DC, and in selected USAID Missions.
6. Background
Since 1961 the United States Agency for International Development has worked to further
America’s interests while improving lives in the developing world. USAID now works in over
100 countries to promote economic prosperity, strengthen democracy, protect human rights, and
improve global health. To improve the efficiency and effectiveness of development spending, a
solid understanding of what works and how it works is needed. Evaluations serve as a main tool
for acquiring knowledge and understanding about effectiveness, results, and impact of
development cooperation efforts. There is a need to ensure that development efforts are being
evaluated; yet the value of these evaluations is completely dependent on their use. Evaluation is
useful only insofar as it provides evidence to inform timely, real-world decision making and to
contribute to the broader goal of learning from experience.
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The USAID Bureau for Policy, Planning and Learning (PPL) is responsible for leading the
Agency’s policy planning efforts, shaping overall strategic and program planning, ensuring the
Agency’s evolution as a learning and evaluation organization, and overseeing donor engagement.
Within PPL, the Office of Learning, Evaluation and Research (LER) is charged with
strengthening evaluation capacity to support USAID’s transformation into an effective learning
organization. In 2010, USAID developed a series of reforms to strengthen the discipline of
development as part of USAID Forward. Organized around a framework known as the Program
Cycle, the reforms represent the way the Agency achieves development results in collaboration
with its partners. Program Cycle policies, procedures, and best practices promote strategic
planning, project design, and adaptive implementation based on evidence and analysis to
increase the impact of USAID’s development programs. Recognizing that development is not
static and is rarely linear, the Program Cycle stresses the need to assess and reassess through
regular monitoring, evaluation, and learning in order to improve development outcomes. LER
provides guidance, tools, and technical assistance to strengthen the Agency’s monitoring and
evaluation practices and to ensure that learning approaches are utilized throughout the Program
Cycle.
Through LER, USAID has initiated a set of actions to rebuild and modernize the Agency’s
capacity for program performance monitoring and evaluation, including through the
development of the USAID Evaluation Policy and the updating of ADS 203 Assessing and
Learning, and the creation of tools and training programs. The key aim of this work is to
strengthen the Agency’s development programs through learning and the use of evidence gained
from appropriate and high quality monitoring and evaluation practices. With the release of
the Evaluation Policy in January 2011, USAID made an ambitious commitment to quality
program evaluation defined as the systematic collection and analysis of information and evidence
about program performance and impact. Throughout the Program Cycle, USAID uses evaluation
findings to inform decisions, improve program effectiveness, be accountable to stakeholders, and
support organizational learning. Since the Evaluation Policy was released, change in the
Agency’s evaluation practice is evident. As part of the USAID Forward reform agenda, the
Agency conducted 186 evaluations in the 18 months following the Evaluation Policy, resulting in
1
staff making mid-course corrections and/or budgetary changes to development projects.
Since 2012, PPL/LER has commissioned two external evaluations to examine the impact of
PPL’s ongoing efforts and the quality of USAID evaluations. As part of an evaluation of
implementation of the Program Cycle, one study examined the reforms in evaluation practice
that were spelled out in the Evaluation Policy. A large majority of staff reported feeling that the
Evaluation Policy has contributed to improved evaluation rigor, quality, and usefulness, and has
2
increased the number of evaluations conducted.
1
USAID Forward Progress Report 2013, page 8. http://www.usaid.gov/usiadforward
2
Franco, Lynne et al., “Bureau for Policy, Planning and Learning: Evaluation of Program Cycle Implementation,”
September 2013.
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The second study was an independent evaluation of the quality of USAID’s evaluation reports in
2011─2013. The purpose of this meta-evaluation was to determine the extent to which evaluation
quality had changed since the Evaluation Policy and to identify which evaluation quality
standards were being met and which areas of evaluations could use improvement. During the
years covered by the report, there were clear improvements in the quality of USAID evaluation
reports: findings were better supported by data; study limitations were clearly identified; clear
distinctions were made between findings,
Use of Evaluations
conclusions, and recommendations; and
recommendations were more specific about what Instrumental Use: directly improve the
3 programming; make decisions to change or modify
changes USAID should make.
something
While the overall picture regarding evaluation Conceptual Use: enhance knowledge about the
within USAID is improving, a key element of type of intervention studied, or influence thinking
evaluation quality connects to how evaluations about issues and broader learning
and their resulting findings support improvement
Reflective Use: provide findings about the
and learning within the organization. This study
program, its operations, and future strategies to
will enhance learning from the above referenced add knowledge to the field that is available to a
evaluations by focusing on the degree to which broader audience than just decision makers
evaluations are actually used, when and how they
Persuasive Use: justify or criticize an intervention,
are used, and which factors influence their use.
or build support to scale up
The use of evaluations can take many different
Process Use: engage in the process of the
forms, but the use of the information learned is
evaluations to better understand both the program
the point of an evaluation. In the literature on
and the evaluation processes and cognitive,
evaluation use, use is characterized as something
behavioral, or organizational changes; leads to
that can happen in many different forms before
evaluative thinking
and during the evaluation, or long after, not just
Symbolic Use: fulfill a requirement or show
when the findings are presented and the lessons
support for a project; token use
4
communicated. The literature on evaluation use
describes different types of use for evaluations,
5
which are defined in the box above.
Based on the varying types of use for evaluations, the study will need to consider when
evaluations are conducted and when the use of the findings may occur. A significant amount of
time may elapse between the two of these, and this needs to be considered. Initial investigations
within USAID indicate that instrumental and symbolic use of evaluations currently prevails. This
evaluation will provide further information and details regarding evaluation usage within
USAID.
3
Hageboeck, Molly Micah Frumkin, Stephanie Monschein, “Meta Evaluation of Quality and Coverage of USAID
Evaluations 2009─2012,” August 2013.
4
Norwegian Agency for Development Cooperation, “Use of Evaluations in the Norwegian Development
Cooperation System,” August 2012.
5
Loud, Marlene Laubli, Mayne, John, “Enhancing Evaluation Use: Insights from Internal Evaluation Units,” page 3.
2014.
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In planning for this evaluation, USAID has considered the following illustrative questions:
1) How and when in the program cycle are evaluations used?
The study will examine the extent to which evaluations are influential at different stages of
the program cycle—policies, strategic planning/Country Development Cooperation
Strategies, project design, and other evaluations and performance monitoring—and identify
who is using evaluations at each of these stages.
2) What changes/decisions are made because of evaluations?
The study will examine the decisions or changes that are made as a result of an evaluation.
These will include redesigns of individual activities or broader strategies, decisions to
continue or end projects, changes or realignments in resource allocations, and changes in
partnerships with donors or implementers. The study will examine the extent to which
specific recommendations were acted on but should not limit itself to recommendations
alone, as an evaluation could also prompt more general changes such as in strategies or
attitudes.
3) To what degree and under what conditions does learning occur from evaluation findings
that was not anticipated by the intended purpose of the evaluation?
4) What particular business processes or enabling conditions appear to increase utilization
of evaluations?
The study will examine incentives or barriers that enable utilization of evaluation results and
identify patterns, such as whether evaluation findings from certain sectors or regions are more
likely to be used. The study will also identify, where informative, conditions that lead to
recommendations being acted upon or not. These conditions could include mechanisms or
procedures for cumulative learning across evaluations of similar sectors or regions or mission-
specific factors, such as mission size, staff characteristics, or the presence of a Learning Advisor
or a Collaborating, Learning & Adapting Plan in a mission.
7. Performance and Objectives
A collaborative, participatory approach is desired in the design and execution of the Evaluation
Utilization study. The study will take place in three phases.
The goal of Phase 1 of the evaluation is for the contractor to develop a solid understanding of the
evaluation process within USAID and consult with relevant stakeholders to design the
evaluation. Phase 1 may include but not be limited to background research, document reviews,
questionnaires, and initial data gathering. This work will include convening a group of
professional evaluators to provide input and ideas regarding the best ways to define and assess
evaluation utilization within USAID. The selection of evaluators will be made in conjunction
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with LER. Following the input from outside evaluators, time will be allotted to finalizing the
evaluation design in consultation with LER. Data collection may include but is not limited to
surveys, key informant interviews, and focus groups, among others. It is anticipated that Phase 1
will require a level of effort of 25 days but will be completed over a period of two months.
The main deliverable of Phase 1 will be the evaluation design and Phase 1 report. The design
will provide a detailed plan to gather and assess data and provide an outline for the final report
that will propose potential templates or other similar tools that USAID can use, and include a
plan for supporting USAID to implement recommendations.
Phase 2 will consist of conducting the evaluation, analyzing data, and presenting actionable
recommendations for PPL/LER and the Agency. USAID and Insight will review an initial draft
report and provide comments before the final version is agreed upon. It is anticipated that Phase
2 will be implemented over a period of five (5) to seven (7) months including turnaround time.
Offerors will propose personnel and level of effort over the five month period to implement
Phase 2.
Phase 3 will include dissemination of the report and presentations to PPL/LER, interested
USAID staff, and outside stakeholders on the evaluation results and a proposed process for
implementing the recommendations. It is anticipated that Phase 3 will be implemented over a
one month period. Offerors will propose personnel and level of effort over the one month period
to implement Phase 3.
Desired Qualifications. The awardee shall have experience with a federal government agency
and an international organization in the following:
● Conducting evaluations of international development projects or efforts
● Designing and implementing a methodology for assessing utilization of evaluation
findings
● Assisting in creating learning approaches for development organizations
● Providing recommendations and designing systems to promote and increase utilization of
evaluation results and/or utilization of new information
● Supporting implementation of an effective knowledge and learning cycle within a
complex organization
● Providing expertise and contributing to the state of the art in the international evaluation
field and to advancing knowledge on how evaluation contributes to effective international
development programs
● Previous experience working in collaboration with the contracting agency during project
design
Personnel. Phase 1will require the efforts of at least two people. The team leader will be an
Evaluation Methods Specialist, with at least a Master’s degree (a Ph.D. is preferred) in
international development or a related field such as evaluation, economics, sociology,
anthropology, or public administration. Expertise in evaluation methods, including the
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appropriate use of quantitative, qualitative and mixed methods is required. At least ten (10) years
of professional experience in international development is required including at least five (5)
years of work designing, executing, and reviewing evaluations or monitoring systems of
development programs. The team leader specified above is considered a key personnel and
essential to the work being performed. The team leader should be available to lead all three
phases of this study. The Specialist (team leader) demonstrates a track record in building the
capacity of client and partner staff in performance monitoring and evaluation planning,
management, and utilization. The Specialist must also have facilitation skills both online and in-
person and excellent communication skills.
The second member of the study team will be an Evaluation Analyst with a Bachelor’s degree or
greater in a relevant field, with a minimum of five (5) years of experience working in
measurement and evaluation for USAID or other donor-funded development programs.
Offerors may propose additional staff that they deem necessary to implement the study, in
addition to the Evaluation Methods Specialist.
8. Governing Rules and Regulations
Because U.S. Government (principally USAID) funds are to be expended, this procurement is
being conducted under the procurement rules and procedures Insight follows for U.S.
Government-funded purchases. Under these, Offerors must: comply with relevant Federal
Acquisition Regulation (FAR) provisions when preparing and submitting offers; qualify under
all applicable U.S. rules and regulations governing eligibility of Offerors and proposal content
and preparation; and comply with any and all applicable federal, state, local, and international
rules and regulations. Any forthcoming contract will require conformance with all of the above,
as applicable. The complete text of these clauses is available at www.acquisition.gov/far/.
Relevant parts of the Offeror’s proposal submitted hereunder, and any amendments and
modifications, may become a part of any resulting contract.
Debarment, Suspension, or Proposed for Debarment. Insight will not enter into any
contractual arrangement with a Contractor that is debarred, suspended, or proposed for
debarment by the U.S. Federal Government. All Offerors must include the completed and signed
Certification regarding Debarment, Suspension, Proposed Debarment and other Responsibility.
Executive Orders. U.S. executive orders and U.S. law prohibit transactions with, and the
provision of resources and support to, individuals and organizations associated with terrorism. It
is the legal responsibility of the Service Provider to ensure compliance with these executive
orders and laws. One of the applicable executive orders is Executive Order 13224. A list of the
names of individuals and entities designated thereunder can be found at the web site of the Office
of Foreign Assets Control within the U.S. Department of Treasury at
http://www.treas.gov/offices/enforcement/ofac/.
9. Proposal Preparation
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