Request for Proposal (RFP) No. RFP-JTAP-007- Consultancy of Business Process Reengineering Firm

Request for Proposal (RFP)

To: Offerors

From: Creative Associates International, Inc.

Subject: Request for Proposal (RFP) No. RFP-JTAP-007- Consultancy of Business Process Reengineering Firm

Performance Period: August / 2022 till April 2023 – 324 Working days/Level of effort

RFP Issue Date: 14/06/2022

RFP Closing Date: 28/06/2022

RFP Closing Time: 4:00 PM – Local Time, Amman, Jordan

Reference: USAID Contract No. 72027821C00005

Enclosed is a Request for Proposals (RFP). Creative invites qualified firms and organizations to submit a best-price proposal for Jordan- Technical Assistance Project (TAP) funded under USAID Contract No. 72027821C00005. The issuance of a subcontract is subject to availability of funds, successful negotiation of the subcontract budget and terms, and receiving USAID’s Contracting Officer consent, if required. The Contract resulting from this award will be a Blanket Consultancy Agreement

The requirements for this activity are described in the “Statement of Work” in Attachment I. Creative encourages your organization to indicate its interest in this procurement by submitting a proposal according to the instructions in Attachment II “Instructions to Offerors”. Proposals will be evaluated based on the “Evaluation Criteria” in Attachment III. Creative will make an award to the responsible Offeror submitting an offer which provides best value to the project: technical merit and price will be both considered.

To be considered, Offerors should submit a complete proposal no later than the closing date and time indicated above. Offerors should ensure that the proposals are well-written in English, easy to read, follow the instructions provided and contain only requested information.

Any questions should be submitted in writing and emailed to [email protected] no later than June 19, 2022. No questions will be entertained if they are received by means other than the specified email address, and any communications to alternate e-mail addresses will result in the disqualification of the bidder. The solicitation number (listed above) should be stated in the subject line. Answers will be compiled and distributed on June22, 2022**.**

Proposals must be comprised of one electronic copy of the Technical Proposal and one electronic copy of the Cost/Business proposal, sent in separate e-mails, and labeled with the above-stated subject, subproject number and title. Submissions shall be delivered to:

Creative Procurement Department

[email protected]

Sincerely,

Creative Procurement Department

Attachments:

Attachment I : Statement of Work Attachment IV: Proposal Cover Letter

Attachment II : Instructions to Offerors Attachment V: Prime Contract Flow-Down Clauses

Attachment III : Evaluation Criteria

ATTACHMENT I: STATEMENT OF WORK

Introduction:

Creative Associates International is a dynamic and fast-growing professional service firm that specializes in international development in the areas of education, democratic transitions, and stabilization in post-conflict environments. Based in Washington, DC, the firm has a field presence in 30 plus countries worldwide with a strong and diverse portfolio that includes global contracts with the U.S. Agency for International Development (USAID) and other clients including the U.S. Department of State and the U.S. Department of Defense. The firm has earned a solid reputation among its clients and missions worldwide and is well-regarded by competitors and partners alike.

Program Summary:

The Technical Assistance Program (TAP), funded by the U.S. Agency for International Development (USAID), is a five-year education and youth program that seeks to transform the organizational culture and improve the abilities within the Ministry of Education and the Ministry of Youth to ensure officials can implement desired reforms. Creative and its partners will provide technical assistance in the development, roll-out, and tracking of policies and procedures to incorporate international best practices for public education and youth programming. Among the many activities in the Jordan Technical Assistance Program, it will support curriculum development, promote inclusive learning techniques, improve the skills of teachers and school managers, and other tangible activities that ultimately support changing the organizational culture within the two ministries and relevant agencies. The program will further support Jordan’s outreach and behavioral change communications initiatives that are aimed at creating a culture of reading, the inclusion of vulnerable children, and increased youth engagement.

General Background:

USAID’s TAP seeks to strengthen the capacity of the Jordanian Ministries of Education and Youth in a range of areas including learning recovery, in-service professional development, youth programming, financial and human resources management, monitoring & evaluation, and public communication & outreach. TAP will focus on strengthening GOJ systems and management practices and behaviors and equipping staff with the resources and skills needed to effect the desired major changes and administrative reforms.

Enhancing the institutional performance and the quality of the educational system are not new strategic directions at MOE, it was clear in its Education Strategic Plan (2018-2022) with more focus on quality and system support as one of its main priority domains that are aligned with the national Human Resources Development plan. The Ministry has implemented a set of standards, procedures, changes and decisions with the aim of improving the learning environment. Quality, in the MoE, is integral to all aspects of the educational system including the quality of students’ performance on both national and international assessments, curricula, information and communication technology in education, school leadership, and community participation, accountability, safe and stimulating school environment, and school feeding program. In order to achieve quality and excellence in institutional performance as well as ensure high-performance levels that meet the needs and expectations of all relevant stakeholders, the Ministry has applied the principles of the international quality systems and excellence in its main operations, services, and basic practices.

The Ministry of Education has worked to build and implement the quality management system at the center and directorates levels as well as selected 15 public schools according to the international standards ISO 9001 – 1994, and the ISO 9001 certification (2008). The certification was renewed on December 10, 2011.

The Ministry of Education’s leadership has adopted a new strategic direction to strengthen the educational system and to enhance its institutional performance with more focus on delivering high educational and non-educational quality of services to its beneficiaries. Decisions made to serve this direction include restructuring the Directorate of Planning and Research to include the Institutional Development Department as a vital unit under its direct supervision.

Besides, strengthening the institutional performance emerged as an essential starting point

and starting point for the required reform through the Organizational Culture situational analysis

conducted by TAP team and subsequent dialogue sessions with MOE counterparts.

Purpose and overall objectives of the assignment:

The purpose of the TOR is to solicit a consultancy firm to conduct specific processes streamlining and reengineering as a need to improve the institutional performance and enhance the quality of services provided by MOE. This activity will support improving the efficiency and effectiveness of MOE processes at all levels, which eventually will enhance its ability to manage change within its internal and external contexts.

The first main objective of this assignment is to study existing key services and processes for the below mentioned directorates at MOE. The selected firm will analyze the processes of these directorates as needed for streamlining and re-engineering and accordingly, develop and updating process maps and standard operating procedures (SOPs). It is required for this to be performed based on the requirements of the Quality Management System of MOE. The

assignment includes providing the necessary support and training to MOE to maintain and sustain the efforts.

This activity will target the following Directorates:

➢ Under the Educational & Technical Affairs, the targeted directorates are:

• Supervision & Educational Training Managing Directorate.
• Curriculum & Textbooks Managing Directorate (mainly Textbook Department).

➢ Under the Administrative and Financial Affairs, the following targeted directorates are:

• Financial Affairs Managing Directorate (mainly Expenditure Department in the center and field)
• Planning and Educational Research Managing Directorate (including Financial Resources/Budgeting Unit and human resources planning)
• Human Resources Managing Directorate.
• Culture and Public Relation Directorate (mainly Media Department)
• Supplies & Inventory Managing Directorate (mainly Textbooks Supply Department) in coordination with the Curriculum & Textbooks Managing Directorate

The consultancy firm must ensure the development of the Business Processes Re-Engineering (BPR) framework and the To-Be process mapping and modeling using best practices/ tools with an identification of potential initiatives for automation projects at the targeted directorates/Departments taking into consideration the internal and external stakeholders who participate in implementation the processes.

The second main objective is to develop and implement the updated version of the Quality Management System according to the requirements of ISO 9001:2015 quality standards as required to acquire international certification.

The third main objective is to provide technical assistance for the Institutional Performance Department by establishing and implementing relevant framework to include mandates, key processes and job descriptions for all jobs and functions of its four sections. This will support smooth and effective implementation in line with the Strategic Plan of the Ministry, Government directives and best practices.

Scope of Work:

The project scope of work includes activities to capture the current state of MOE processes in the selected directorates in line with TAP’s efforts to improve policies and systems. Upon selection, the Consultancy firm should develop a set of policy-based recommendations for the streamlining, redesigning, and reengineering the MOE’s core business processes in the identified directorates**.**

In addition to establishing and implementing Quality Management System that complies with the requirements of the updated version of the Quality Management standard ISO 9001 standard and strengthening the Institutional Performance Department (IPD).

The project’s scope of work:

1. Update the Quality Management System and Streamline/reengineer of processes at selected Directorates mentioned under the first main objective
2. Review the Current Situation

• The consultancy firm shall conduct a detailed review and evaluation the existing processes, systems, and plans of all functional areas i.e., departments and sections at (center and field) to identify the gaps via the requirements of ISO 9001:2015 standard.
• As Is Study; Review and analyze current business processes and services in the identified directorates including the roles and responsibilities of institutional structures and individual functionaries – vertically and horizontally across other key cross-functional departments. The analysis should include: 1) process mapping efforts in the AS-Is stage for processes and services in the mentioned directorates, 2) identify and prioritize
• opportunities for improvement in processes and services. This requires consideration of all the needed inputs such as the needs of MOE counterparts and other stakeholders, the best practices in the respective areas, the previous performance results for the existing processes and services as well as the priorities of the government such as the e-government, etc.
• The consultancy firm shall take into consideration the interventions of other donors in the selected directorates/departments/sections and coordinate with TAP embedded staff in those organizational units.

1. Development and upgrading of the quality management system:

• The consultancy firm shall establish the quality management system and where possible configure it with the existing systems. The firm shall work in coordination with the Institutional Performance Department and Standards and Quality Section in the formulation of the new processes according to the modified mandates.

• The consultancy firm shall assist and supervise the implementation of the quality management system at MOE including developing policies, processes, standards, methodologies, systems, and developing tools for monitoring its effectiveness including developing KPIs for monitoring the quality of processes, services, and projects. In addition to documenting all outputs from the process-reengineering activities.

• The consultancy firm shall provide assistance in bridging gaps identifies in the gap analysis, prepare mandatory ISO documents, establishing an internal audit mechanism, and suggestions for improvement.

• The firm should define performance improvement tools that could assist the ministry to enhance the performance of its processes and services thus meeting customer requirements. This should include developing measurable KPIs to ensure the quality of processes and services.

1. Development of the Business process reengineering framework and the implementation of the To-Be stage: During this phase of the project, the firm is expected to carry out the following activities:

• To-Be Process:

• Develop the business process reengineering (BPR) framework and to be aligned with MOE laws/ regulations and policies in a way to be introduced and approved by TAP team in coordination with the ministry counterparts.
• This should include providing a detailed To-Be study of the new or simplified processes by iterating and validating the departments’ objectives with key stakeholders against each of the processes introduced, including the roles and responsibilities of institutional structures and individual functionaries vertically and horizontally across other key cross-functional departments.
• The firm should adopt process-based approach at this stage (i.e., to analyze and study the complete cycle of the processes across the different organizational units at the center and field).

• Gap analysis:

• To analyze performance, structures and requirements of current processes and services and the redefined (improved) processes, concluding the benefits as well as possible changes that could impact other aspects of MOE systems.
• This should include assessing stakeholders’ needs and requirements in coordination with the ministry counterparts. In addition to, defining, designing, developing, and coordinating the development of process or service improvement initiatives or projects for automation purposes with TAP-team.

Business Process reengineering (BPR) recommendations: To map and document the transformation process using and proposing the appropriate business process reengineering tools, methods, techniques, and notations to fulfil the process. Identify the best practices for adoption with details of alternatives and their suitability. Recommendations should include proposed Redesign structures if needed in the mentioned directorates and processes across all levels to deliver high standards of service, reduce duplication of effort, encourage development of streamlined procedures, and clarify roles and responsibilities at every level of administration. This should include developing KPIs for processes and services in the mentioned directorates.

1. Awareness and Capacity Building of MOE staff and departments: The consultancy firm shall provide the necessary induction, awareness, and training to ensure effective knowledge transfer to MOE relevant staff members and to conduct a reasonable number of training workshops (at least 4) for all departments and sections in the specified directorates at center and in the field levels on the requirements of the ISO 9001:2015, the developed quality management system and the new developed processes and services. The consultancy firm shall hold regular and frequent on-site informal coaching/discussion sessions with staff during all the different phases of the project.

2. Strengthening the Institutional Development Department

• Review existing relevant MOE laws, regulations, mandates, Strategic Plan, and the current mandates of the Institutional development Department, in addition to the Organizational and Operational Guide for the Organizational Units concerned with developing institutional performance.
• Conduct interviews and consultations with the relevant stakeholders within the Ministry such as but not limited to; Secretary Generals, Directors, Managers, employees, and the TAP team to collect their directions, requirements, competencies and needs.
• Study and collect information about the best practices locally, regionally, and internationally – especially in areas related to Innovation and risk management in the educational systems.
• The firm should consider the other interventions and technical assistance initiatives provided by other doners and shall ensure the integration and no conflict of efforts.
• Develop a framework for the Department based on the results of key stakeholders’ consultations, best practices, and Government initiatives in this field. The developed framework should be aligned with MOE laws and regulations and include suggested mandates for the department and the four sections/divisions, key processes, competencies, and resources needed to perform the department in an effective and efficient manner.
• Conduct gap analysis to identify the gaps between the current and the desired state of the department in terms of structure, mandates, processes, resources, competencies, tools, practices, systems.
• Identify the core and other supportive processes of the department and define their interrelations, develop process maps and flowcharts, and set key performance indicators for them to track efficiency, effectiveness, quality, governance, and compliance.
• Review the developed Job Descriptions for all functions and jobs within the department sections, which include but are not limited to duties and responsibilities, authorities, competencies, and skills.
• Develop the required Plans, manuals, Guides, tools, standard operating procedures, and forms to cover the gaps identified in the gap analysis stage, to enable the department staff to perform their duties and responsibilities in an effective way.
• Provide capacity building and training to the staff on excellence, Innovation and its tools, risk management, strategic planning, process management and any other related topic.

Outputs and Deliverables:

While TAP will monitor the outputs of the service provider and the project progress, all deliverables, such as reports, plans and other documented information, should be delivered to TAP-team for acceptance and/or approval, to reach the milestone planned and continue to the next project phase. The project will result in the following deliverables and outputs, which will be make available both in all suitable electronic (html, pdf, and doc) and printed forms in both English & Arabic format. The consultancy firm is expected to deliver the following:

• Project Kick-off Presentation/meeting: Project presentation to be introduced to management and the intended MOE staff in coordination with TAP- team about project objectives, methodology, process analysis.

• Inception Report: The report shall consist of a detailed Project work plan regarding the project milestones, activities as per phases described in the project scope of work to carry out this assignment.

Updating the Quality Management System/Streamlining and Reengineering

• Gap analysis Report for the Quality management system: The report shall include thorough Gap analysis through assessing the As-is situation (the current Quality system) via ISO 9001:2015 requirements. The analysis should include policy gaps at MOE.

• As-Is Study Report: The report shall consist of stakeholder analysis with identification of their requirements, identification of services, and detailed process diagrams for the current processes in the mentioned directorates at center and at field, The report shall also identify current threats to the organization, bottlenecks, and opportunities for improvements with developed mitigation plan per each risk/ opportunity identified.

• To-Be Study Report: The report should include the delivery of the BPR framework showing the value chain, and status reports for the “To-Be” situation according to the new Re-engineered or Simplified and mapped processes, documented as Standard Operating Procedures with the analysis and recommendations for processes and services improvement projects such as automation projects at MOE.

• Gap Analysis Report: This report should consist of a comprehensive gap analysis of the performance and structures of the current processes and services in the mentioned directorates at center and field and to be compared with the redefined (improved) processes or services.

• Business Process Reengineering Recommendations Report, including all areas identified in the scope of work showing the transformation process, recommendations, specifically detailing areas that need administrative amendments of rules and identification for potential initiatives for automation projects at the targeted departments. Draft rules and administrative amendments required to give effect to the accepted recommendations. This should include the appropriate business process reengineering tools, methods, techniques, the best practices for adoption with details of alternatives and their suitability**.**

• Action Plan and on-site support plan: It will be consisted of detailed activities that ensure effective implementation of the new /simplified processes as outlined in the Scope of work. This should include a detailed capacity building and Change Management Plans, for achieving the proposed recommendations, including training, induction workshops for employees of MOE, at various levels, Service level agreements which is determined in cooperation with TAP-team.

Strengthening the Institutional Performance Department

• Framework for IPD: This report should consist of structure, mandates of the IDD andits sections, key processes, competencies, resources.

• Gap Analysis Report for IPD: This report should consist of a comprehensive gap analysis between the current and the desired state of the IDD department in terms of structure, mandates, processes, resources, competencies, tools, practices, systems.

• Process Maps and flow charts: for the core and supportive processes within the IPD, and should include Inputs, outputs, supplier, customer, resources, constrains, KPIs.

• Updated Mandate and Job Description: for the department and all its functions and Jobs within IPD.

For the three stages (upgrading the Quality Management System streamlining/reengineering and strengthening IPD)

• Policies, Plans, Operating manuals, guides, SOPs, methodologies, flowcharts, and forms: based on the gaps identified, needs and requirements of each organization units covering all gaps in implementing the ISO standards and to comply with its requirements, streamlining/reengineering activities, and strengthening IPD activities.
• Training and capacity building Workshops in the following areas: performance management, excellence, strategic planning, process management (process mapping and KPIs) and reengineering, risk management, innovation and its tools, M&E, ISO 9001:2015 requirements, internal quality audit. The expected number of employees included in this activity is 100 employees.
• Monthly Progress Report, including completed activities, challenges faced, expected activities during next period, and deliverables status.
• Final Project Report: Including summary of all activities undertaken, results, findings, benefits, challenges and limitations, future work directions, lessons learned.
• Close out Event: close out event to present the results of this project with representatives from USAID, MOE, and USAID TAP.

Project Management:

The Institutional Development & Automation Specialist under the systems & policy strengthening component will be responsible for monitoring the appointed consultancy firm’ performance, outputs, project progress, reviewing and accepting the Project’s deliverables.

The consultancy firm will also work in coordination with other TAP team members specifically with the Human resources Lead, the Public Financial Lead, and M&E lead in the specified functional areas of the TAP plan for process reengineering and services improvements.

The consultancy firm will also work in coordination with the directors/managers/heads of Planning and Educational Research Managing Directorate, IPD, Standards and Quality Section, and Development Coordination Unit (DCU) at MOE.

The consultancy firm should submit a detailed Action Plans for the detailed activities to cover areas identified in the scope of work.

The consultancy firm should provide dedicated team of multi-functional technical expertise and other supported functions to ensure the execution of the project in a professional manner. organization chart for the project team showing the project manager, deputy, technical experts, and other logistics functions.

Required Qualifications:

• The consultancy firm must have experience in ISO 9001 implementation services: quality audits implementation services and ISO- training services.
• The consultancy firm staff members must have the adequate capacity experience and knowledge, to fulfill the implementation of the ISO requirements in the public sector.
• Additional experience in this area with the private sector is preferable.
• The firm must have qualified Process-reengineering staff members (consultants) with solid demonstrated experience in business process-reengineering and service delivery improvements.
• The firm experts (consultants) must show evidence of professional experience in issues related to institutional strengthening programs, governance, strategic planning, knowledge management, Innovation, Risk Management, process management, benchmarking, and HR.
• The consultancy firm must possess enough experience in working with the Public Sector inside and outside Jordan, and preferably in the education sector.
• The firm shall have high capacity to adapt and understand the local context of MOE to propose tailored-made and realistic solutions/recommendation.
• The consultancy firm shall provide at least five references from previous projects of similar nature.
• Fluency in Arabic and English.

Deliverables & Level of Effort (LOE)

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Performance Benchmarks / deliverables

Estimated LOE (days) 324

Estimated timeline

1. Project Kick-off Presentation/meeting Aug, 2022 – one day
2. Inception Report Aug, 2022 – 5 Days
3. Gap analysis Report for the Quality management system Nov, 2022- 30 Days
4. As-Is Study Report for Business Process Reengineering (BPR) 30 Nov, 2022- 30 Days
5. To-Be Study Report for BPR Dec, 2022 Gap Analysis Report BPR Dec, 2022 BPR Recommendations Report March, 2023- 20 days
6. Action Plan and on-site support plan – 15 Days
7. Framework for Institutional Performance Department (IPD) Sep, 2022 – 10 Days
8. Gap Analysis Report for IPD Sep, 2022 – 15 days
9. Process Maps and flow charts for IPD Oct, 2022 – 20 days
10. Updated Mandate and Job Description for IPD Oct, 2022 – 10 days
11. Policies, Plans, Operating manuals, guides, SOPs, methodologies, flowcharts, and forms Oct,2022-Feb, 2023 – 60 days
12. Training and capacity building Workshops Nov 2022-Mar, 2023- 45 days
13. Monthly Progress Report Aug,2022-Mar, 2023- 15 days
14. Final Project Report Apr, 2023- 5 days
15. Close out Event Apr, 2023- 5 days

Total

324

The above LOE is tentative and subject to increase or decrease depending on program needs.

A detailed workplan shall be submitted to TAP at the beginning of the consultancy for TAP’s approval. The plan will be reviewed as needed as per development on the ground. All deliverables need to be submitted for TAP’s review, input, and approval.

How to apply

Attachment II

INSTRUCTIONS TO OFFERORS

1. General Instructions

These Instructions to Offerors will not form part of the offer or of the Contract. They are intended solely to aid Offerors in the preparation of their proposals. Read and follow these instructions carefully.

1. The proposal and all corresponding documents related to the proposal must be written in the English language, unless otherwise explicitly allowed. Additionally, all proposals should be single-spaced with clear section headings, and be presented in the order specified in Attachment III – Evaluation Criteria.
2. Proposals must include only the Offeror’s own work. No text should be copied from sources outside of your organization, unless those sources are adequately cited and credited. If Creative determines that any part of the proposal is plagiarized from outside sources, the Offeror will be automatically disqualified.
3. Proposals and all cost and price figures must be presented in local currency. All prices should be gross of tax, but net of any customs duties. A firm fixed price purchase order will be issued to the successful offeror in local currency as per requirement of local Law.
4. The Offeror must state in their Proposal