Country: Democratic Republic of the Congo
Closing date: 13 May 2016
The United States Government, represented by the U.S. Agency for International Development (USAID), is seeking applications from qualified U.S. Citizens or Third Country Nationals interested in providing PSC services as described in the attached solicitation. Submittals shall be in accordance with the attached information at the place and time specified.
Interested applicants must submit:
(i) Most current curriculum vitae or resume with cover letter;
(ii) Completed, hand-signed form AID-302-3;
(iii) Three references, who are not family members or relatives, with telephone and email contacts; and,
(iv) Biographical Data Sheet – Form AID 1420.
The CV/resume must contain sufficient relevant information to evaluate the application in accordance with stated evaluation criteria. The applicant’s references must be able to provide substantive information about his/her past performance and abilities. USAID/DRC reserves the right to obtain from previous employers relevant information concerning the applicant’s past performance and may consider such information in its evaluation.
Form AID-302-3 must be signed; those submitted unsigned will be rejected. Applicants should retain for their records copies of all enclosures that accompany their submissions.
Applications shall be submitted by email by the closing date and time. Late applications shall not be considered and will be handled in accordance with Federal Acquisition Regulations (FAR) 15.412.
USAID/DRC anticipates awarding one (1) Personal Services Contract as a result of this solicitation. This solicitation in no way obligates USAID to award a PSC contract, nor does it commit USAID to pay any costs incurred in the preparation and submission of the application.
If you are selected for this position you must be available to start work o/a end-August of 2016. This availability shall be indicated in your cover letter.
Please submit your application by e-mail, at: usaidhrkinshasa@usaid.gov and a copy to skiyanga@usaid.gov and to msampson@usaid.gov by the closing date and time. Please quote the number and position title of this solicitation on the subject line of your email application.
A. GENERAL
SOL-660-16-000008
- Closing Date and time for receipt of applications: May 13 2016, 12.00 Kinshasa DRC time
Position Title: Democracy, Human Rights, and Governance (DRG) Office Deputy Director
Market Value: Position is classified as GS-14 equivalent with an annual salary range $87,263 to $113,444. Salary is not negotiable beyond this range.
Period of performance: A base of two (2) years with an option of one year extensions up to a maximum of 5 years. Exercise of option will depend on continuing need of services, availability of funds and satisfactory or better performance.
Start Date: On or around August 1, 2016.
Place of performance: USAID/Kinshasa, Democratic Republic of the Congo.
9.Clearances: The selected applicant must be able to obtain USAID Security and Medical clearances.
10.Area of consideration: U.S. Citizens/Third Country Nationals.
B.**STATEMENT OF WORK FOR A USPSC/TCN PERSONAL SERVICES CONTRACTOR (PSC) DEMOCRACY, HUMAN RIGHTS, AND GOVERNANCE (DRG), OFFICE DEPUTY DIRECTOR, USAID/DRC**
Background and Country Context
Located at the crossroads of the African continent and sharing borders with nine countries, the Democratic Republic of the Congo (DRC) is the second largest country in Africa in terms of area and the fourth largest in terms of population. It has unparalleled natural resource wealth, including cobalt, copper, gold, tantalum, tin, diamonds, and petroleum. Fifty percent of the world’s cobalt production occurs in the DRC. It has abundant water resources, sufficient for consumption, agriculture, and environmental protection, but also enough to provide electricity to most of Africa. It has the second highest agriculture potential on the continent, over 60 percent of the second largest forest basin and carbon stocks in the world, and substantial fish and livestock resources. Despite all its extraordinary resource endowments, the DRC’s development progress remains elusive and has yet to benefit the broader population. The country is at or near the bottom of several major indexes: It ranks 154th out of 177 on Transparency International’s 2014 Corruption Perceptions Index, 184th out of 185 on the World Bank’s Doing Business Report (DBR) for 2015, and second to last on the United Nations Development Program (UNDP) 2014 Human Development Index (HDI). On the World Bank Governance Indicators, DRC remains between the first and tenth percentile for all six, including political stability, government effectiveness, rule of law, control of corruption, voice and accountability, and regulatory quality, with government effectiveness having falling to a low of 1.44 since 2003. There are some silver linings: the 2014 HDI report for DRC notes a positive trend despite its low ranking, the World Bank included DRC as one of 10 economies improving the most across three or more indicators of the DBR, and the Extractive Industries Transparency Initiative admitted DRC as a full member in 2014 in recognition of its compliance with reporting requirements.
Governance and Decentralization
Governance failures are at the heart of the challenges facing the DRC today. The inability or unwillingness of the government to carry out essential functions, like administering justice, guaranteeing public security, and providing healthcare and education, seriously undermines its legitimacy. Therefore, USAID/DRC has placed governance at the center of its Country Development Cooperation Strategy (CDCS), whose goal is to support a long-term transition to more effective and empowering development in the DRC. A key aspect of failed governance in the DRC is the corruption that exists at all levels of government and society. Corruption is pervasive, corrosive, and systemic.
It robs the GDRC of revenue that could fund services, contributes to violence and a lack of security for citizens, stunts economic growth, and serves as a disincentive for domestic and foreign investment. Underlying this corruption is the lack of accountability to citizens at all levels of government. Since its colonial foundations, the Congolese state has been used primarily to control the population and extract resources from the country.[1]
The predatory nature of the state that profits a limited elite rather than benefiting the general population has intensified since independence, creating a culture of clientelism wherein political leaders are only accountable to their bosses and officials at all levels can preserve their privileges and unlawful access to resources by meeting the demands of their political superiors. Therefore, a vicious cycle is established whereby corruption and clientelism reinforce each other, and the interests of the public are neglected or undermined. One recent article calls this the “logic of patrimonial predation and informal redistribution” and estimates that this may cost the Congolese people up to $4 billion annually (20% of GDP) in foregone public revenues.[2]
The 2006 Constitution offers the best opportunity since independence to build the DRC’s democratic foundations, including through decentralization and the election of local and provincial officials who are accountable to citizens. Decentralization entails that greater financial and administrative authorities will shift to provincial and local levels, enabling them to be more responsive to citizen needs. However, these levels of government need to improve their capacity in order to assume new responsibilities, a factor used by some central authorities to justify delaying implementation of decentralization. USAID anticipates that continued delegation of authority to provincial and local levels will occur during the implementation of this activity, especially for the health, education, and agriculture sectors, which are in the process of being decentralized to the provincial level. President Kabila, in a State of the Union address in December 2014, reiterated his commitment to decentralization, and called on Parliament to pass the remaining laws needed for its implementation, including a law on the National Investment Fund (*Caisse de Perequation*) and the National and Provincial Civil Service law, as well as putting in place a legal framework for retrocession. In January 2015, the President signed a law mandating the division of eleven existing provinces into twenty-six, a process known by the French term decoupage. While this is consistent with the vision outlined in the Constitution, it further complicates an already difficult decentralization process and threatens to overwhelm the already limited physical assets and human capacity of the GDRC to implement the process. Meanwhile, local and provincial elections are expected in 2015-16. Implementing decoupage at the same that elections are being planned and held will be difficult.
At the same time, the elections themselves will provide a further impetus and opportunity to build local and provincial officials’ capacity by creating a direct link between them and citizens, which should enable more effective implementation of decentralization.
Among the key aspects of decentralization, the Constitution calls for 40 percent of national revenues to remain at the provincial level, of which a further 40 percent is to be allocated to rural and urban municipalities (referred to in French as entités territoriales décentralisés– ETDs). However, neither the national government nor the provinces have fully implemented this provision. The President signed a law in 2013 establishing a list of taxes and dividing up taxation authorities between local, provincial, and national governments. Some provincial governments are now experiencing rapidly increasing revenues, but the mechanisms to ensure these resources (or resources remitted by the national government) are effectively and transparently managed to benefit the public have yet to be put in place.[3] A number of challenges hinder progress in decentralization and the establishment of more accountable government, including:
· External and internal controls of public resources are weak or nonexistent.
· Public resources are allocated on a patron-client basis. This results, among other things, in the excessive hiring of staff members at all levels of governments, without regard to existing staff, the work that needs to be done, the qualifications of those hired, or available office space.
· The capacity of public servants is often weak, with contributing factors including the absence of a retirement system, poor hiring practices (see above), and lack of in-service training.
· The President, through his government and political party, exerts undue influence over the Provincial and National Assemblies, limiting their ability to serve as a check on executive power and represent citizens’ interests.
· National and provincial executive officials control provincial and local administrations through appointments and other means.
· Citizen and civil society voices have grown dramatically in the past decade, but they are still often sidelined from policy making and are perceived as being hostile to government.
· Media are weak. Journalists and human rights defenders are targeted when they report on human rights abuses, corruption, and other sensitive matters. This has led to self-censorship.
The weak governance, poor public financial management and control of corruption, and slow implementation of reforms described above means the GDRC is failing Congolese citizens on many fronts. For every dollar the government spends on education, Congolese parents spend nearly three. This contributes to one of the highest out-of-school youth populations in Africa, at over 5 million. Meanwhile many health workers continue to work without salaries. An official in one province recently shared with USAID the fact that 80% of his province’s Health and Social Affairs personnel receive no monthly salary, as they have not yet been entered onto official payrolls, which are managed in Kinshasa. The non-payment of salaries results in hospitals charging fees, one of the main barriers to accessing health services. A demographic and health survey completed in 2014 showed that 43 percent of Congolese children under five are stunted, despite the fact that they live in the country with the second highest agricultural potential in all of Africa. These failures are unacceptable, and there is no good reason that they cannot be overcome through changing the attitudes and behaviors that shape how Congolese citizens and government officials interact and building government and citizen competencies to ensure that the management of public resources benefits the broad public.
Elections
Technical and political hurdles faced by the DRC Independent National Electoral Commission (CENI) for the upcoming elections cycles have become major obstacles to holding timely elections and, as a longer-term objective, consolidating democracy. Presidential and Legislative elections are scheduled for November 2016, but it is increasingly clear that the electoral calendar is all but impossible to execute due primarily to a lack of consensus around key electoral issues, inadequate financing, and delays in technical preparations. The provincial assembly elections did not take place as planned on October 25, 2015, and have not to date been rescheduled. Largely because of this, the global electoral calendar has been suspended but a revised calendar has yet to be published. According to the CENI’s suspended global calendar, the GDRC should conduct local, provincial, senatorial, gubernatorial, legislative and presidential elections by the end of 2016.
The technical hurdles currently facing the Independent National Electoral Commission (CENI) are immense. Key among all obstacles faced by CENI, as it concerns increasing delays to the electoral calendar, is updating (or recreating) the existing voter roll in advance of legislative and presidential elections. Logistical and financial constraints make clear that this will not be done prior to the constitutionally-mandated timeline of late 2016; CENI leadership have publicly admitted as much, but the calendar has not yet been officially revised. As of late February, CENI has not yet requested clarification from the Constitutional Court on how to proceed with an electoral calendar that goes beyond 2016.
Preparations preceding a revision of the electoral list were supposed to have started in May 2015, with actual updating to have started in January 2016. However, CENI only launched the tender for the purchase of voter identification kits, voter ID cards, and mobile energy sources on February 10, 2016. Though this officially launched the process of electoral list revision, internal CENI assessments estimate contract signature in June, 2016 at the earliest. CENI also announced on February 10 that they had received $22 million from the GDRC in January in order to start the electoral list revision process. A further $18 million was received by CENI in late February. A complete revision of the voter list would take according to CENI estimates, between 13 to 16 months, starting with the launch of the tender for voter registration kits. Assuming an additional six months after updating the list to determine electoral districts, solicit, review and publish candidate lists, etc., DRC elections would not be held until the second half of 2017 at the earliest, assuming the revision process does not encounter any delays.
CENI is also facing legal, logistical, and budgetary constraints on fixing the dates for future elections, including the need for Parliament to modify laws during its spring 2016 session (the voter identification law and various aspects of the electoral law), the fact that MONUSCO is cantoned in the east and less able to support logistical support nationwide for elections (and requires per UNSCR 2211, both a credible budget proposal and updated voter rolls from CENI before making firm promises of logistical support, though a derogation of these elements is possible), and the up to $1.2 billion estimated cost of the elections, for which the GDRC has promised to allocate $300 million in 2016, but will need donor support to fill a huge gap.
An audit of the voter lists (*fichier electoral*) was undertaken by the International Organization of the Francophonie (OIF). The audit’s most important recommendation had been to insist on updated voter rolls. It estimated approximately eight million young Congolese had come of voting age since the last elections in 2011 (though it also estimated that approximately one million under-age voters were registered for the 2011 elections). Many existing voters had also moved since the last elections and their new addresses would need to be update.
Finally, deceased voters – estimated at 1.6 million people on the voters list who have died since the 2011 elections, per the OIF report – would also have to be stricken from the voter rolls.
At the presentation of the audit’s recommendations in November, observers from both the opposition and Presidential Majority described the existing voter rolls as “corrupted” or “infected” and insisted that elections would be impossible without their revision. Two further “justifications” for a revision of the electoral rolls have been put forward: new provinces and voter ID fraud. The expansion in the number of DRC provinces (*découpage*) also means a need to update the rolls since voters now have voter registration cards that, for example, indicate their province of origin as “Katanga,” which now longer exists.
Since 2011, armed groups have been able to obtain elections materials, allowing old voter registration cards to be issued to non-DRC nationals. CENI issued a communique January 11 that alleged that 22 fraudulent voter cards had been found among Burundian refugees at a camp in Lusenda in South Kivu.
CENI officials began deploying “liaison committees” in late January to inform relevant stakeholders that any electoral calendar published at this point, which incorporated a revision of the voter list, would necessarily entail a delay to presidential elections of at least six months and likely longer. The holding of a much-anticipated National Dialogue, proposed by Kabila with the intent to resolve many of the above issues, has been delayed, while concerns raised by the opposition in pre-dialogue discussions are addressed. As of late February, President Kabila’s proposed National Dialogue to address these matters had not yet begun and appeared increasingly to be in jeopardy pending confirmation of participation by key opposition constituencies.
USAID/DRC Overview
The DRC is both at a crossroad and under the spotlight with a U.S. and United Nations Special Envoy focusing on bringing peace and security in the region. The DRC is a strategic priority country in Africa for U.S. foreign policy and assistance, with a FY 2014 budget of over $200 million and over $100 million in humanitarian assistance per year.
In 2014, USAID published its five-year Country Development and Cooperation Strategy (CDCS) for the DRC[4]. The Mission’s goal under the CDCS’s is to support a “Long-term transition to more effective and empowering development in the DRC.” As DRC transitions from a fragile state to a stable democracy, it is critical that the Congolese people’s expectations of their government be met through the improved provision of social services, including basic education. USAID recognizes that transformational change in the DRC will require long-term investment and focus. USAID’s 20-year vision is of a country where the Congolese take charge of their future to manage and sustain growth with their own human, natural, and financial resources. There are currently key opportunities to accelerate achieving this vision. In order to achieve this, USAID will support three Objectives under the CDCS:
- Development Objective (DO) 1: Selected national level institutions more effectively implement their mandates.
- Development Objective (DO) 2: Lives improved through coordinated development approaches in select regions.
- Transition Objective (TO) 3: Foundation for durable peace strengthened in eastern DRC.
Development in the DRC will only be sustainable if the Congolese leaders and people demonstrate an active interest in and ability to take a leadership role in advancing the public good versus private gain. Reformers are in place who are improving the governance of the country. By assisting these reform efforts, USAID is in a position to strengthen the institutions whose very weakness has contributed to, the country’s fragility and that ultimately leads to poor social wellbeing and extreme poverty. Therefore, USAID will invest in a strategy to strengthen Congolese institutions, at both the national and sub-national levels, that strengthen the social compact between citizens and the state. Under DO 1, USAID will support national-level public and private institutions in identifying development challenges as well as addressing those challenges by assisting Congolese organizations to create policies and procedures, implement solutions, and source funding. DO 2 will conduct similar work with provincial and local institutions, while also emphasizing the linkages between citizens and the State. Focused on the supply and demand side of service provision, DO 2 will ensure quality services are available to the population while increasing citizen’s knowledge and affordability of the services. Lastly, under the TO 3, USAID will strengthen the foundation for peace in eastern DRC by identifying root causes of violence and implementing programs to address them, while ensuring that citizen’s basic needs are being met. The promotion of gender equality through national and local leadership, civil society, improved governance, and gender-sensitive institutions is integral to the larger success and sustainability of USAID’s efforts on these fronts.
USAID/DRC DRG Programming
Current Democracy, Human Rights, and Governance assistance helps ensure that elections are free, fair, and credible, and that citizens have improved access to information so that they may participate fully in the democratic process and make more informed decisions. USAID provides technical assistance and training to political parties so that they are able to better represent and respond to citizens’ concerns, improve internal and campaign management, and include women and youth in decision-making. USAID enables select Congolese civic groups to educate citizens about the rights and roles of voters in a peaceful and inclusive electoral process in order to increase citizen participation in advocacy and politics. USAID works directly with the local Episicopal Commission for Justice and Peace to train election observers, and provides technical assistance to the Commission Electorale Nationale Indépendante (CENI), the independent entity responsible for scheduling and organizing elections. Finally, USAID increases Congolese citizens’ access to information by improving the quality and management of media through training media professionals, assisting media outlets, and strengthening legal protections for journalists.
USAID is designing new activities to help the DRC government and Congolese people to establish and implement laws, policies, and procedures to improve the political decentralization process; increase the capability of provincial and local governments, and civil society, to improve the delivery of public services; and enhance the ability of the national Ministry of Justice, the courts, and civil society organizations to provide legal education and services, and monitor and respond to human rights violations. USAID will also develop expertise among state and civil society bodies to monitor and provide legal remedies to electoral disputes, increasing citizens’ access to justice, and train them to observe domestic elections according to international standards.
USAID launched a $3 million Political Party Strengthening activity in October 2013. Implemented by the National Democratic Institute (NDI), this three-year activity is providing technical assistance and training to six political parties – three from the ruling majority and three from the opposition, which were selected based on viability, national coverage, openness to reform, and other criteria. The program increases the capacity of youth and women to act as change agents for party modernization, to help Congolese political parties better represent and respond to citizens’ concerns, and to improve Congolese parties’ internal management and organization. The program may also provide limited assistance for political party poll watching and candidate debates.
In December 2014, USAID launched a $1 million Elections Observation activity. Implemented by the Local Episcopal Justice and Peace Organization (CEJP), the leading Congolese elections observation organization, this activity strengthens the organizational and technical capacity of CEJP to train and deploy long- and short-term domestic elections observers in accordance with international standards.
In June 2015, USAID awarded a new three year, $15 million civic and voter education activity to Counterpart International. This activity builds the capacity of select Congolese civil society organizations to inform citizens about the electoral process, their rights and role as voters, and the importance of peaceful participation in elections. Also in June 2015, USAID awarded a two year, $2.4 million grant to the United Nations Development Program (UNDP) to provide targeted technical assistance to the Independent National Electoral Commission (CENI) to plan and conduct fair and credible elections in the DRC. UNDP is providing a $259,831.54 cost-share which will bring the total value of this activity just under $2.7 million.
In December 2015, USAID approved a $4 million in Cost extension of the media sector development activity implemented by Internews Network to provide training and technical assistance to the community radios on journalism fundamentals and media & elections.
USAID will also enhance the capacity of national-level justice actors, the courts, and civil society organizations to conduct legal education, provide legal services, and monitor and respond to human rights violations, including electoral disputes. A new three year, $11 million human rights and electoral justice activity should be awarded in early 2016. USAID is also planning to contribute at least $2 million to update the voter roll. Support for this effort contributes to the overall credibility of the electoral process and provides a useful public good regardless of whether election timelines are adhered to.
USAID will strengthen select Congolese institutions, both governmental and non-governmental, to more effectively implement their mandates and advance development at the national, provincial, and local levels. In this context, USAID plans to award a flag ship DRG activity, a five year, $38-42 million planned Integrated Governance Activity (IGA) in 2016. All USAID sector activities work in concert to promote participation, inclusion, transparency, and accountability in national and local institutions to support the long-term transition in the DRC to more effective and empowering development. Results achieved through USAID will not be sustainable unless Congolese actors, both within and outside the government, take ownership of reform processes.
USAID/DRC DRG Office Staffing
The USAID/DRC DRG office is currently staffed as follows:
- USDH DRG Office Director
- USDH DRG Office Deputy Director
- Two (2) FSN Senior Program Managers
- FSN DRG Program Specialist (under recruitment)
- FSN Administrative Assistant
The DRG Office Deputy Director position is expected to be vacant beginning September 2016. USAID is actively recruiting US Direct Hire Foreign Service Officers (FSO) for the DRG Deputy Office Director position with anticipated arrival dates in 2017 or 2018. This has lead USAID/DRC to seek applications to fill this position of DRG Deputy Office Director position with a Personal Services Contractor (PSC). In the event that an FSO is assigned to the position and arrives during the contract of this PSC, the PSC would see a reduced role in the office management responsibilities described below, with a corresponding increase in the technical oversight and programmatic responsibilities.
- SUMMARY OF DUTIES
The primary role of the DRG Office Deputy Director will be to help the DRG Office Director to lead a large and politically important DRG portfolio, to ensure an effective start-up of the new DRG activities, including flagship Integrated Governance Activity (IGA), as well as the Mission’s high profile elections support activities. The DRG Office Deputy Director will also provide supervision of up to two FSNs in the USAID/DRC DRG Office. The DRG Office manages an annual budget of approximately $14 million with a staff of six. The DRG Deputy Office Director serves both as Office Deputy Director and as one of the Mission's senior technical and policy analyst in this sector.
S/he identifies DRG priorities and coordinates with the DO/TO teams to maximize synergies across portfolios. S/he manages the DRG program's budgeting, planning, design, procurement, implementation, evaluation and monitoring, and reporting efforts. S/he coordinates with other U.S. Government agencies and participates on various committees. S/he has the is the alternate to the Office Director in the role of representing the Mission's DRG programs to other donors, non-governmental organizations, senior host-government counterparts and private sector groups, undertaking site visits throughout the country to monitor programs and inform policy and strategic direction. S/he reports to the DRG Office Director.
D.MAJOR DUTIES AND RESPONSIBILITIES:
The major duties and responsibilities of the PSC DRG Deputy Office Director include:
Alternate Member of Senior Mission Management Team 10%
In the absence of the DRG Office Director, the DRG Deputy Office Director is the alternate for recommending to the Mission Director and Deputy Mission Director actions that result in the effective use of resources; the development of operating policies and procedures that are clear, complete and address organizational issues; the implementation of Mission and Agency policies/procedures in a transparent and equitable fashion, supporting efforts to address Mission program priorities, and providing guidance in meeting future development challenges.
For these purposes, the incumbent carries out the following:
Advises senior Mission management on the political, economic and social developments affecting the promotion of democracy, human rights, and governance in the DRC;
Serves as the USG’s principal liaison with the GDRC counterparts at the national, provincial, and local levels;
Play an active role on the DRG-related donor groups (Elections; Governance; Public Financial Management; Justice and Human Rights; Media; and, Civil Society); thus playing a pivotal role in the effective management of donor resources directed to promoting democracy, human rights, and governance in the DRC;
Coordinates with the Mission’s Development Outreach Communications (DOCS) Officer on all outreach activities as well as reports and correspondence related to the DRG portfolio for public consumption; and,
Acts as official USAID representative on field visits to activity sites; ascertains progress, identifies delays and problems and recommends solutions.
Co-lead and manage the DRG Office 50%
The DRG Deputy Office Director supervises one of the FSN Senior Program Managers and the FSN Administrative Assistant, and supports the DRG Office Director in overall management responsibility for the entire office;
The DRG Deputy Office Director maintains effective lines of communications (both formal and informal) with Mission Senior Staff, other Mission Teams, and within the DRG Office; with appropriate officials of the GDRC and provincial leaders; and with the public; leading to greater information-sharing opportunities, knowledge exchange, and accelerated decision-making;
The DRG Deputy Office Director manages DRG Office staff workloads effectively so as to reflect Mission program priorities and stimulate opportunities for professional growth and enhancement;
Manages, on a day-to-day basis, the Mission DRG portfolio, including recommendations to the DRG Office Director on work priorities, activity implementation, identifying and resolving program issues, assuring that all activities are carried out in a technically sound and cost-effective manner, assigning responsibility for program management and implementation matters to subordinates, and assuring that activities are carried out in accordance with all applicable Mission and Agency directives and requirements;
Oversees the Agency planning and reporting processes for the DRG Office, including assignment of tasks and quality control for the preparation and submission of education components to the annual Operational Plan (OP), Performance Plan and Report (PPR), Congressional Budget Justification (CBJ), Mission Resource Request (MRR), Education Agency Goal reporting, and ad hoc taskers, factsheets, and reports.
Works with DRG Office staff, identifies areas where knowledge and skills need to be enhanced, completes and manages annually Individual Training Plans with each member thereby minimizing Mission vulnerabilities while ensuring that staff have opportunities to learn, develop and apply themselves; and, follows-up with those staff receiving training as to how the skills/knowledge gained from the training will be applied; and,
Provides on a semi-annual basis, feedback on performance leading to an annual performance evaluation completed for each staff member.
Provide Technical Oversight 40%
Works closely, and in a highly participatory manner, with Mission DO Teams, partners, and customers to lead and coordinate the planning, design, implementation, monitoring, and follow-on of activities under the DRG portfolio in order to achieve a high level of excellence in program impact and cost-effectiveness;
Serves as a member of at least one Mission DO Team as the DRG representative, attending meetings on a regular basis; providing statistical reports on DRG issues to Mission DO/TO Teams that they may use for planning and implementation purposes;
Is the DRG Office Director’s alternate as POC to AFR/SP, AFR/SD and DCHA/DRG for DRG services assistance and information sharing related to policy, procedures and best practices;
Serves as a Contracting Officer’s Representative (COR), Agreement Officer’s Representative (AOR) or as an alternate COR or alternate AOR to provide project management, oversight, and support. In coordination with the contractors/grantees, drafts and finalizes scopes of work, budgets, and scheduling of technical assistance for portfolio activities while ensuring timely and systematic submission of reports;
Measures DRG programs’ progress against established goals and objectives in the Mission Strategy and the Education Program Performance Monitoring Plan (PMP) (and updates the PMP as required).
Reviews all activity operations and takes action, including recommending activity evaluations, modifications, measures to rectify implementation problems or to improve monitoring and reporting. Identifies existing and potential problem areas and proposes specific actions to resolve them consulting with appropriate Mission staff and contractors/grantees. Prepares oral and written reports, keeping the DRG Office Director informed of the activity status;
Works closely with DRG Office staff in estimating budgetary requirements, following-up and evaluating the results of DRG activities, as well as cultivating contacts in USAID, other African countries, and the U.S. with respect to best practices in planning, implementing, managing and monitoring DRG activities within compliance with established strategies and regulations;
In coordination with the Program and Financial Management Offices ensures correct funding levels and appropriate expenditures are maintained and accounted for; ensures that funds are used appropriately and within budgetary limits; analyzes expenditures for approval and approves corresponding documentation; and prepares budget analyses for Activity monitoring and reporting;
Works with the Contracting Officer, ensures that all activity procurement actions are coordinated in a timely fashion with contractors/grantees;
Designs or directs appropriate research activities to collect information from a variety of sources. Uses this information to prepare factual, statistical, and analytical reports, on the effectiveness of DRG activities, both written and oral; and,
Reviews necessary activity appraisal and contractors' performance reports. Drafts and presents other activity documents for clearance, consideration, and approval. Takes the lead in drafting responses to incoming related correspondence, ensuring Mission clearance and timely responses.
Conduct/Travel/Reporting/Liaison
The DRG Deputy Office Director will handle all assigned work either independently or, as required, as part of the teams identified above, according to established Mission policies, practices and programmatic guidance, and in accordance with all applicable USAID regulations and guidance as provided in the USAID ADS and elsewhere. The DRG Deputy Office Director is expected to make, with guidance and feedback from the DRG Office Director, independent judgments that can be defended as necessary. As a highly qualified professional, substantial reliance is placed on the employee to independently plan and carry out the specific activities entailed in fulfilling major duties and responsibilities.
The employee will resolve problems that arise by determining the approaches to be taken and methodologies to be used, developing, coordinating, and clearing proposed solutions with all necessary parties, and taking appropriate actions necessary to resolve the problem.
Travel within the DRC is required. The DRG Deputy Office Director will be required to prepare and provide reports as required to effectively carry out the duties and responsibilities described above. The DRG Deputy Office Director will also provide in writing such reports on work progress or advice on DRG issues as may be required from time-to-time by Senior Mission Management or other senior USAID officials. The DRG Deputy Office Director will also submit trip reports on all travel performed during the contract period. Some international travel may be required for training, conference attendance, or meetings.
The DRG Deputy Office Director will maintain contact and interact technically and professionally in a highly collaborative manner with a wide range of parties, including high level officials of the DRC, and other international organizations; senior officials of DRC government ministries; and experts provided under assistance programs sponsored by non-governmental organizations and foreign government donors. The DRG Deputy Office Director will also be required to interact with officials of other USG agencies involved in DRG endeavors. The DRG Deputy Office Director will also closely coordinate with the Mission’s other technical offices and Program Office on all matters of mutual programmatic interest.
- POSITION ELEMENTS
a. Supervision Received/Exercised: The DRG Deputy Office Director will work under the general supervision and policy guidance of the DRG Office Director or his/her designee. The DRG Office Director or his/her designee will review and approve the DRG Deputy Office Director’s work plan and performance measures. Supervision will be generally confined to weekly staff meetings and scheduled bi-weekly consultations.
In carrying out specific assignments, the DRG Deputy Office Director will consult and work closely with the GDRC, international donors and their implementing partners. The DRG Deputy Office Director will also work closely with senior USG officials of USAID and the Department of State.
The DRG Deputy Office Director is expected to work independently with limited guidance, to take initiative, to supervise three FSN staff as required. As DRG Deputy Office Director, he/she will work closely with members of other technical and support offices in the Mission, as well as other USG agencies and implementing partners who will implement the full range of USAID/DRC’s programs over a strategy period.
b. Available Guidelines: The incumbent is required to understand and analyze Mission and Agency‑specific policies and procedures which govern implementation of DRG activities, in addition to the USAID/DRC established administrative operating procedures, policies and formats. The incumbent will be required to receive AOR/COR certification and maintain certification over the life employment as well as a certified GLAAS PM or approver. The incumbent will be required to be proactive in keeping abreast of evolving guidelines and policies which affect overall support to DRG reform within the DRC Mission, including but not limited to the Automated Directives System (ADS), Mission Orders, Mission Notices, USG Procurement regulations, and USAID and State Program Strategy and Policy Documents.
c. Decision Making/Exercise in Judgment: At the full performance level, it is expected that the incumbent will exercise considerable independence and decision making authority in carrying out duties, subject to final review by the DRG Office Director.
d. Authority to Make Commitments: The incumbent will have no independent authority to commit U.S. Government (USG) Mission funds.
e. Nature, Level and Purpose of Contacts: Contacts are with senior management within and outside USAID, which may include Congressional staff, other U.S. government officials, and government officials from other countries as appropriate, consultants, contractors, grantees, or business executives.
f. Complexity: Analyzes inter-related issues of effectiveness, efficiency, and productivity of individual contracts, grants and cooperative agreements. Develops detailed plans, goals, and objectives for the long-range implementation and administration of the DRG program, and/or develops criteria for evaluating the effectiveness of the program. Decisions concerning design, planning, organizing, implementing and evaluating individual DRG activities are complicated by the difficulty of operating in a politically sensitive country. Coordination of several grantees and contractors requires in-depth knowledge of the DRG related background, capabilities and interests of the government of the DRC.
- PERIOD OF PERFORMANCE:
A base of two years with the option of up to three one-year extensions, for a total contract period not to exceed five years. Exercising the options to extend will depend on continuing need of services, availability of funds, and satisfactory or better performance.
- REQUIRED QUALIFICATIONS AND SELECTION CRITERIA:
1. Education (15 points):
a) A graduate degree in political science, law, human rights, international relations, African regional studies, or a related field required. An undergraduate degree in the areas specified above could be considered if the candidate has more than 10 years of practical experience in managing democracy, human rights, and governance programs.
2. Experience (50 points):
a) A minimum of five (5) years work experience in democracy, human rights, and governance programs, including elections support activities, or a related area, preferably working for an international donor organization with programs fostering promotion of democracy, human rights, and governance, is required.
b) A minimum of five (5) years of progressive levels of authority and responsibility managing programs, resources and personnel in overseas, developing country settings, with at least three years of work experience in Francophone Africa.
c) A minimum of three years of experience in planning and program design, program planning and budgeting, and monitoring and evaluation of DRG-related activities is preferred.
d) Experience resolving problems in a team context, while maintaining an aggressive work pace, in order to produce results under intense scrutiny is strongly preferred.
e) Experience living and working under harsh, difficult and/or dangerous conflict or post-conflict conditions preferred.
f) Experience and familiarity with Africa, particularly the DRC, and sensitivity to socio- cultural aspects bearing on education within an African context is desirable.
g) Knowledge of USAID management and monitoring systems is a plus.
3. Knowledge and Abilities (35 points):
a)Program Oversight: Demonstrated ability to provide oversight of large complex activities that are implemented under challenging social and political conditions.
b) Demonstrated ability to function with minimal supervision to address complex and challenging interagency and political dynamics is required.
c)Program Design and Implementation: Experience-based knowledge of USAID DRG activity design, monitoring and evaluation, knowledge of USAID budgetary and procurement processes and property management principles in a developing country context, preferably with an international donor organization.
d) Analytical Skills: Demonstrated analytical and independent decision-making skills in demanding work environments.
e) Communication and Interpersonal Skills: Ability to engage in discussions with government officials, other donors, international implementers, non-governmental organizations, U.S. Embassy and USAID officials.
f) Verbal and written communication skills: including word processing proficiency, demonstrated ability to prepare required reports in proper format and language.
g) Computer and Administrative Skills: A demonstrated ability to perform with minimal administrative or secretarial support is required. The successful candidate must be computer literate.
h) Cultural Environment: Knowledge of African history and its cultural/work environment is desirable. Knowledge of the history and culture of DRC is a plus.
i) Language Abilities: Must be fluent in English and French - proof of US Dept. of State Foreign Service Institute or equivalent of Speaking and Reading at least Level 3 is required.
j) Ability to creatively identify, propose and win support of major stakeholders to solve complex issues and to work collaboratively.
Maximum Points Available: 100.
[1] Young, Crawford. The African Colonial State in Comparative Perspective, (New Haven: Yale University Press, 1997). Young sees the Belgian Congo as the quintessential example of the predatory nature of colonial rule in Africa.
[2] Englebert, Pierre. Democratic Republic of Congo: Challenges and Opportunities for a New Economic Future (The Brenthurst Foundation Discussion Paper, June 2014). Englebert allows that while there are reformers among Congo’s elite, that the Congolese system remains dictated by this logic.
[3] Englebert and Emmanuel Kasongo Mungongo, “One Thing Led to Another: Donors, Decentralization, and the Consequences of Partial Reform in DR Congo,” draft, February 2014.
[4] The CDCS is available at http://www.usaid.gov/democratic-republic-congo/newsroom/key-documents.
How to apply:
- H. APPLYING:
Qualified individuals are requested to submit:
- A most current curriculum vitae or resume;
- A completed, hand-signed form AID-302-3;
- A cover letter (3 pages maximum) addressing how they meet the required qualifications for this position (see Qualification section of this Solicitation). Each of the expected qualifications should be addressed in the cover letter
- A biographical Data Sheet-Form AID-1420.
Applications must be received by the closing date and time at the address specified in the cover letter.
To ensure consideration of applications for the intended position, please reference the solicitation number on your application, and as the subject line in any cover letter. The highest ranking applicants may be selected for an interview. USAID will not pay for any expenses that may be associated with the interviews.
I. COMPENSATION
This position is classified at a U.S. Government GS-14 level ($87,263 to $113,444). The actual salary of the successful candidate will be negotiated within the GS-14 salary range depending on qualifications and previous salary history. Salary is not negotiable beyond this range. In addition, USAID/Kinshasa mission is a post with a 30 percent differential and currently has a 50 percent COLA.
J. MEDICAL AND SECURITY CLEARANCE REQUIREMENTS
The successful applicant must receive medical clearance for serving in Democratic Republic of the Congo. Details of how to obtain US Department of State Medical Unit medical clearance will be provided once a job offer is made and accepted.
The successful applicant must be able to receive USAID security clearance that involves applicant's comprehensive background investigation performed by a US Government Agency. The successful applicant must be able to report to post in Kinshasa, DRC to assume duties promptly upon medical and security clearances being granted.
K. NOTE REGARDING DATA UNIVERSAL NUMBERING SYSTEM (DUNS) NUMBERS
All individuals contracted as PSCs are required to have a DUNS Number. USAID will provide a generic DUNS Number and PSCs are not required to register with CCR. For general information about DUNS Numbers, please refer to FAR Clause 52.204-6, Data Universal Numbering System (DUNS) Number (10/2003) http://acquisition.gov/comp/far/current/html/52 200 206.html#wpl137568
L. LOGISTICAL SUPPORT USAID/DRC shall provide office space, and telephone/fax/e-mail (for communication with USAID officials and others in support of program objectives) as well as travel, lodging, and transportation for official purposes.
M. FEDERAL TAXES USPSCs are not exempt from payment of any Federal Income taxes under the foreign earned income exclusion. USPSCs are required to pay Federal Income Taxes, FICA, and Medicare.
N.BENEFITS AND ALLOWANCES
As a matter of policy however, and as appropriate, a PSC recruited off-shore is normally authorized the following benefits and allowances:
BENEFITS
(1) Employer's FICA and Medicare Contribution*
(2) Contribution toward Health & Life Insurance
(3) Pay Comparability Adjustment
(4) Eligibility for Worker's Compensation
(5) Annual & Sick Leave
(6) Shipment and storage of household effects
(7) Access to Embassy medical facilities, and pouch mail service
* Note: The Contractor’s salary will be subject to employee’s FICA and Medicare contribution.
ALLOWANCES [if applicable, as found in the Standardized Regulations (Government Civilian Foreign Areas) Sections cited below]
(1) Temporary Lodging Allowance (Section 120)
(2) Living Quarters Allowance (Section 130)
(3) Post Allowance (Section 220)
(4) Supplemental Post Allowance (Section 230)
(5) Separate Maintenance Allowance (Section 260)
(6) Educational Allowance (Section 270)
(7) Educational Travel (Section 280)
(8) Post Differential (Chapter 500)
(9) Payments during Evacuation/Authorized Departure (Section 600)
(10) Danger Pay (Section 650)
O.LIST OF REQUIRED FORMS FOR PSCs
- Offeror Information For Personal Services Contracts AID-302-3
Contractor Physical Examination (DS-1843 and DS-1622) **
Questionnaire for National Security Positions (SF-86) **, or
Questionnaire for Non-Sensitive Positions (SF-85) **
Finger Print Card (FD-258) (available from the requirement office) **
Note: ** Forms 2 through 5 shall be completed only upon the advice of the Contracting Officer that an applicant is the successful candidate for the position.
P. INSTRUCTIONS TO APPLICANTS
Qualified individuals are requested to submit a cover letter and resume with form AID-302-3 and a resume containing the following information:
1) Personal Information: Full name, mailing address (with zip code), email address, day and evening phone numbers, social security number, country of citizenship, highest federal civilian grade held (also give job series and dates held);
2) Education: colleges and universities, name, city and state, majors, type and year of any degrees received (if no degree, show total credits earned and indicate whether semester or quarter hours);
3) Work Experience: provide the following information for your paid and non paid work experience related to the job for which you are applying (do not send job descriptions); job title (include series and grade if federal job), duties, and accomplishments, employer’s name and address, supervisor’s name and phone number, starting and ending dates (month and year), hours per week, salary. Indicate if we may contact your current supervisor;
4) Other Qualifications: Other pertinent information related to the qualifications required for the position, as noted above including job-related training courses (title & year), job-related skills; for example, other languages, computer software/hardware, job-related certificates and licenses (current only), job-related honors, awards, and special accomplishments, for example, publications, memberships in professional or honor societies, leadership, activities, public speaking and performance awards (give dates but do not send documents unless requested).
5) Applicants are required to provide three references with complete contact information including email address and telephone numbers.
Interested candidates should send above via email to: usaidhrkinshasa@usaid.gov with a copy to Sandra Kiyanga (skiyanga@usaid.gov) and Michael Sampson (msampson@usaid.gov). To ensure that the application is considered for the intended position, please reference the solicitation number and title of position on your application and as the subject line in any cover letter. Applications must be received by the closing date and time specified in the cover letter.
Q. CONTRACT INFORMATION BULLETINS (CIBS) PERTAINING TO PSCS
AAPDs and CIBs contain changes to USAID policy and General Provisions in USAID regulations and contracts. Please refer to this website http://www.usaid.gov/business/business_opportunities/cib/subject.html#psc to determine which AAPDs and CIBs apply to this solicitation. }&