Difference between revisions of "Procuring a Survey Firm"
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== Read First == | == Read First == | ||
Survey firm procurement processes vary across IE projects. Depending on the counterparts involved and funding allocation, either the IE team or the implementing agency will be in charge of recruiting the survey firm. If the latter, the IE team may have little visibility on the selection process and should only assist in providing technical feedback. However, if the IE team is in charge of funding the data collection, then it will be responsible for the totality of the selection process. | |||
== Guidelines == | == Guidelines == | ||
Revision as of 19:46, 7 February 2017
This article covers the procurement process for the data collection agency.
Read First
Survey firm procurement processes vary across IE projects. Depending on the counterparts involved and funding allocation, either the IE team or the implementing agency will be in charge of recruiting the survey firm. If the latter, the IE team may have little visibility on the selection process and should only assist in providing technical feedback. However, if the IE team is in charge of funding the data collection, then it will be responsible for the totality of the selection process.
Guidelines
Who will collect the data?
Most DIME surveys are conducted by a private Survey Firm. Other options include:
1. Government agency / Ministry
- Pros: enumerators have sector knowledge; may be logistically simpler if project is paying for survey
- Cons: perceived as independent? willing to survey control sites? Quality controls? performance incentives? HH survey experience?
2. National Statistics Office
- Pros: Often high capacity
- Cons: IE surveys are not in typical scope of work (focus on nationally representative surveys), busy with existing surveys, may not be interested in small-scale contracts
3. Directly hire enumerators
- Pros: Highest degree of flexibility and control over the process
- Cons: Procurement challenge (many individual consultants), full responsibility for logistics, requires much more time/effort from research team
Procurement Process
| Stage | Minimum time required |
|---|---|
| Due diligence: research local survey firm options | 2 weeks |
| Prepare detailed Terms of Reference (TORs) | 2 weeks |
| Publish request for Expression of Interest (rEOI) | 1 day |
| Firms submit expression of interest (EOI) | 3 weeks |
| Shortlist firms based on EOI | 1 day |
| Publish TOR and call for proposals | 1 day |
| Shortlisted firms submit technical and financial proposals | 3 weeks |
| Evaluation of technical then financial proposals | 1 week |
| Negotiations and award of contract to selected firm | 1 week |
| Contract published and signed | 1 week |
Terms of Reference
The Survey Firm TOR specifies scope of work, responsibilities, required activities, and deliverables. Developing a detailed TOR is essential!
Be sure that expectations and standards are clearly spelled out, with potential consequences. Otherwise even if you detect fraud may not be able to do anything about it!
Troubleshooting
- If you find problems with observable quality or representativeness of data, for example from a Survey Audit
- Examples: Enumerators not visiting households / falsifying data, Enumerators falsifying information to shorten interviews, Field Teams dropping households that weren’t actually unavailable (just difficult to get to, or not available on first visit)
- Clearly specified protocols & standards in TORs are the mechanism for dealing with this. If you have laid out consequences for fraudulent activities in the TORs, those consequences can be called into effect here, and the firm will be given a warning, and if the problem continues the contract can be cancelled.
- If you become aware of logistical (typically sub-contractor) problems
- Examples: Enumerators supposed to be paid by day, instead paid by questionnaire; enumerators paid much less than promised or salary withheld
- It is very difficult for the research team to intervene in this case, as there is no formal relationship with the sub-contractors. It can only formally be dealt with if there are observable consequences for survey protocols or data quality, violating the TORs.
- Though hard to address, it is important to know when these problems are happening. IT's a good idea for field coordinators to build relationships with enumerators to understand how the work is going and identify issues.
- Know average survey costs in the context you will work in. If a proposal seem to cheap to be true, it probably is…
- Be aware this is potentially a repetitive game, in some markets survey firms have limited competition.
- Field coordinators should communicate progress and problems with research team often
- Be careful with asking for things that are not clearly specified in the TORs
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This article is part of the topic Survey Firm Procurement
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