ATTACHMENT A- Performance Work Statement Tracked 1.docx

PERFORMANCE WORK STATEMENT

1. TITLE: Initiative 4004 – Changing OA Culture and Workplace Interactions

2. BACKGROUND:

The Department of Veterans Affairs (VA) Office of Administration (OA) Strategy & Integration (S&I) directorate has the responsibility of programming and capturing business initiatives. S&I has the unique position of implementing solutions to gain business efficiencies throughout the OA. Additionally, S&I generate processes to address talent retention and education challenges. OA has a need for a contractor to facilitate training to change the OA culture and workplace interactions. This culture change should help restore “humanity” in our daily interaction as the enterprise conduct return to work efforts. Because the reliance on remote operations has changed mental approaches to communication, time management and the cornerstone of teamwork, leaders need tools to help them relate to the new employee environment. Leaders need to see and understand the challenges, desire, and humanity of others. The biggest change agent recognizes the fundamental change in the way one sees and regards one connection with and obligations to others.

3. SCOPE OF WORK:

The contractor shall provide the training topics and curriculum identified in this Performance Work Statement (PWS) to OA employees that will allow OA executives, supervisors, and employees to facilitate changes in OA mindset. The changes in mindset enable the ability to recognize people are not objects and finding humanity within teammates. The resulting culture and workplace interaction, and provides the training for OA supervisors on effective coaching techniques in the following areas:

1. Changing the OA Culture and Mindset

2. Servant Leadership focused on Humanity to promote outward mindset way of working to achieve strategic goals.

3. Mentorship, Coaching and Shared Success

4. Humanity as a Leadership Strategy

4. PERIOD OF PERFORMANCE:

The Period of Performance for this requirement is a 12-month base period.

4.1 CONTRACT TYPE: Firm Fixed Price Contract

4.2 PLACE OF PERFORMANCE:

The tasks under this PWS shall be performed at Building 810 Vermont, NW, Washington, D.C. 20420. At the direction of the CO/COR, the contractor shall provide the training in a virtual environment if it is not feasible to provide the training onsite at the aforementioned location.

4.3 TRAVEL:

The Government does not anticipate travel under this effort.

5. SPECIFIC TASK:

5.1 TASK ONE: Monthly Progress Reports

Tasks performed for this requirement shall be of a non-personal nature. VA organizations will not provide supervision of contractor personnel. Contractor personnel shall at no time allow an employer-employee relationship to develop with VA organizations or their staff. VA organizations will refrain from any activities that create the appearance of such a relationship.

Contractors shall not perform inherently governmental functions that include decision-making, supervision of Government employees, supervision of other contractors on other contracts, and activities that create the appearance of performing such functions.

The Contractor shall provide the Contracting Officer’s Representative (COR) with Monthly Progress Reports in electronic form in Microsoft Word or Microsoft Excel. The report shall include detailed instructions/explanations for each required data element, to ensure that data is accurate and consistent. These reports shall reflect data as of the last day of the preceding Month.

The Monthly Progress Reports shall cover all work completed during the reporting period and work planned for the subsequent reporting period. The report shall identify problems generated in coaching sessions and recommendations to resolve the problems. The Contractor shall assess performance against the previous month’s approved Monthly Progress Report and report any deviations. It is expected that the Contractor shall maintain communication with VA accordingly so that any arising issues are transparent to both parties to prevent escalation of outstanding issues.

Deliverable:

1. Monthly Progress Reports due to the COR five (5) business days after the end of the month.

5.2 TASK TWO: Student Progress Updates:

The contractor shall provide progress updates to identify training completion and results of end of course survey to gauge student/employee feedback on the quality, delivery, and information of the provided course. The contractor shall provide the progress updates after the completion of each course. Additionally, the progress update shall document training shortfalls and recommendations to address the identified challenges.

Deliverable:

1. Student progress update report due 2 (two) business days after course completion.

5.3 TASK THREE: Training Delivery:

The contractor shall provide training to VACO employees that encompasses the below listed topics:

1. Changing the OA Culture:

Building awareness to recognize the issues confronting others, specifically subordinates, will enable stakeholders to apply empathy and humanity to situations. It adds the sense of warmth and human compassion that has suffered during the implementation of maximum telework. When leaders acknowledge the concerns of the workforce (resources, time, skills, personal challenges) to address their objectives from different perspectives it opens a parallel communications channel. This approach adds empathy and increases the situational awareness of the holistic picture confronting a group, organization, and the enterprise. The recognition of and actions to implement concerns for those issues will foster cultural changes of enterprise stakeholders. Assist leaders with operationalizing the core concepts to impact organizational objectives and challenges. How to ensure the facilitators can invite/develop an out-of-the-box space (thought area) for participants. How to reflect carefully and deeply upon personal boxes that impede facilitator excellence.

2. Servant Leadership focused on Humanity:

Designed to add tools to dynamic leaders that care for the subordinates and the mission. With the intent to advance a leader’s ability to implement mission accomplishment while keeping a humane approach to mission requirements. It recognizes that the changes in environment, precipitates changes in approach and demeanor. The brick-and-mortar management tools of the 20th century must adapt to the 21st workplace and the post pandemic VA work environment. Enable participants to understand the inward and outward mindsets; conduct self-assessments; learn techniques to move from an inward, self-serving mentality to an outward, collective benefiting mentality; work in a way that is more collaborative and effective; plan approaches to achieving individual, team, and organizational objectives; learn strategies to eliminate and invite cross-functional collaboration.

3. Mentorship, Coaching and Shared Success:

Mentorship, Coaching and Shared Success involves teaching, training, and inspiring stakeholders in a hybrid environment to complete the mission and recognize the contribution of all parties involved. Each step involves wins, losses, setbacks, and potential lessons learned: leaders must use the opportunities to teach strategies and garner victories from even the smallest set-back. This obligation expands the demands on each accountable teammate. Mentorship, previously reserved for senior leaders, should become a permanent fixture of the communications channel. Critical conversations, critical thinking skills, and robust disagreements should help to usher in different approaches that challenge the earlier stagnant paradigm of the resident office working condition. With the goal of collective success, leaders and stakeholders must share their concerns verbally and via email because they will have reduced occasion for review of body language and reading the room. The key to shared success involves honestly, even if it involves uncomfortable situations. For OA to utilize the curriculum effectively, the Contractor must provide highly interactive and evidence-based instructor training to include associated course materials for general instructions geared toward an audience of Leaders, Team Lead, Supervisors, and Front-line Staff, then curriculum designed specifically for identified VA employees to become Outward Mindset Developmental Trainers. The Train-the-Trainer course shall be designed to prepare the internal facilitators to implement the Outward Mindset Developmental Training and consultation to supervisory employees throughout OA. The end goal is to assist Leaders, Team Lead, Supervisors, and Front-line Staff in developing and implementing an outward mindset in how they work and lead others within their organization.

4. Humanity as a Leadership Strategy:

Provides the opportunity to explore in real-time of the effectiveness of recommended teaching techniques and training materials. Integrating humanity throughout the decision-making process, communication processes and the leadership perspective will add a level of difficulty to some requirements. In many ways those additions stand for the acknowledgement of the importance of other and their respective life challenges. Prior to the pandemic, leaders often had the right to demand subordinates to accomplish task without consideration. Post pandemic, leaders should assess the various issues competing for stakeholders’ time and attention. This may result in leaders directing untrained subordinates to handle issues instead of the “go-to-person” because of the physical distance and time constraints. It may involve creation of ad hoc action teams to resolve issues. Leaders working on projects with the team over MS Teams and Zoom to help direct and guide the actions of others. Humanity as a leadership strategy recognizes the human condition first, and then formulate solutions after the acknowledgment of that condition. The Contractor will provide leader consultation for on key Arbinger workplace strategies to promote an outward mindset way of working for customer in client organizations seeking to implement training and consulting philosophy and strategies. The Contractor will provide Arbinger workplace strategies to promote an outward mindset way of working for strategic workgroups in client organizations.

Deliverable:

1. Changing OA Culture and Workplace Interactions Training Curriculum

6. SECURITY AND PRIVACY REQUIREMENTS:

All contractor employees are subject to the same level of investigations as VA employees who have access to VA Sensitive Information. The level of background investigation commensurate with the level of access needed to perform the tasks listed in the PWS is Public Trust. This requirement is applicable to all subcontractor personnel requiring the same access. Contractors, contractor personnel, subcontractors, and subcontractor personnel shall be subject to the same Federal Laws, regulations, standards, and VA Directives and Handbooks as VA and VA personnel regarding information and information system security.

7. KEY PERSONNEL:

The contractor shall provide four personnel skilled experienced professional and/or technical personnel are essential for successful contractor accomplishment of the work to be performed under this effort. These are defined as individuals crucial to the successful performance of the orders issued and the programs being supported by those orders and are those persons identified as key personnel in accordance with solicitation requirements.

The Contractor agrees that the key personnel shall not be removed, diverted, or replaced from work without prior notification of the CO. Contractor staff shall be fully qualified and have the level of experience necessary to accomplish the requirements of this PWS, as well as those requirements outlined in Section 5.0. The following labor categories are required.

1. Contractor Program Manager:

Provides day-to-day direction and control of projects related to consulting services, business improvement efforts, facilitation services, and all aspects of surveying. Must possess experience planning and managing projects to achieve the desired results. Responsible for developing the project/task work plan and for monitoring progress against the work plan. Provides guidance to project teams, tracks, and reports on project status, and ensures that all project issues are successfully resolved.

2. Course Master Facilitator:

A facilitator is responsible for assisting a group event or program, ensuring that the participants coordinate well. Facilitators also monitor that the objectives of the event are smoothly delivered and organized. An effective facilitator requires having strong communication and leadership skills to manage the participants' concerns and inquiries, including active participation in group discussions, and designing engaging activities and processes. Facilitators also assist with planning and finalizing the timetable and setting the specific house rules and regulations for everyone's compliance.

3. Executive Coach:

Must possess a credential from the International Coach Federation or from an ICF-accredited coach training program or a combination of at least 100 hours of coach-specific training and industry experience. Provides one-to-one support for organizational leaders in client organizations seeking to implement training and consulting philosophy and structures. Develops coaching plan with senior consultant and client organization and reports to client and consultant on progress. Conducts regular coaching sessions by phone. Provides additional resources including worksheets, publications, articles, and written exercises. Coaching subjects may include self- deception, leadership strategy and style, teamwork, accountability, influence, integrity, personnel and team development, and reporting relationships.

4. Substitution of Personnel:

Any personnel the contractor offers as substitutes shall have the ability and qualifications, including educations and experience, equal to or better than the key personnel whose biography was submitted with the successful proposal. Requests to substitute personnel shall be provided to the CO for review and approval. All notification of substitutions in key personnel shall be submitted to the CO at least 15 calendar days prior to making and change in key personnel, to the maximum extent practicable. The notification shall be in writing and shall provide a detailed explanation of the circumstances necessitating the proposed substitution. The contractor shall submit a complete biography/resume for the proposed substitute, and any other information requested by the CO. The CO will evaluate such requests and promptly notify the contractor of approval or disapproval thereof in writing.

8. DELIVERY SCHEDULE:

5.1 - Monthly Progress Reports

5.2 – Student Progress Reports

5.3 – Changing OA Culture and Workplace Interactions Curriculum Training

9. QUALITY ASSURANCE SURVEILLANCE PLAN (QASP)

Performance Standards define required performance for specific tasks. The Government performs surveillance to determine if the contractor exceeds, meets or does not meet these standards. The Government may utilize the Performance Based Service Assessment Survey, provided as Attachment E, or other methods to compare contractor performance to the Acceptable Levels of Performance (ALPs).

The QASP will articulate four requirements for the contractors. First, the contractor will provide to the government project manager bi-weekly updates and monthly reports on individual student performance and class project program of instruction. Second, a significant portion of the contract involves consulting and consultation. The contractors will engage in one-on-one sessions to ensure employee understanding of desired cultural changes and facilitation skills. Third, the contractor will provide necessary retraining to ensure maximum holistic academic understanding. Fourth, the contractor will deliver the entirely of the class project submissions to the S&I office. S&I will store the project on the organization SharePoint as the starting point of the information repository.

10. METHODS OF SURVEILLANCE:

Various methods exist to monitor performance. The COR shall use any or several of the surveillance methods listed below in the administration of this QASP.

1. 100% Inspection (evaluates all outcomes) - Each month, the COR shall review all of the contractor’s performance/generated documentation and document results accordingly. This assessment shall be placed in the COR’s QA file.

2. Random Sample - The COR shall review a random sampling of the contractor’s performance/generated documentation and document your results accordingly. This assessment shall be placed in the COR’s QA file.

3. Validated Customer Complaint or Validated Below Average ALP in a Specific Area - Each month, the COR shall review the contractor’s performance/generated documentation corresponding to a validated customer complaint or validated inability to perform in accordance with the ALP in a specific area and document your results accordingly. This assessment shall be placed in the COR’s QA file. Monitoring and Control Mechanisms to detect and react appropriately to deviations and changes to plans. This project will follow standard monitoring and control processes for risk management, requirements traceability, and operational readiness. Monitoring will focus on ensuring the deliverables completed with high quality and produced in accordance with the schedule. In conjunction with the COR, the contractor will monitor the established schedule, budget, resource, and other plans to ensure proper contract performance. The COR will compare actual status, budgetary, and cost metrics compared against the plan to identify any deviations. Analysis of significant gaps with the purpose of identifying corrective actions. If required, re-planning options will be brought to the VA COR’s attention prior to implementation.

4. The monitoring mechanisms will occur continuously at regular intervals throughout the program.

Monitoring conducted through various methods that include:

· Weekly meetings with team members and contract leaders

· Technical Interchange Meetings (TIM) with VA stakeholders (as appropriate)

· Quarterly Program Management reviews

· Schedule updates

· Milestone reviews

· Status report collection, generation, and review: TIMs report

11. FREQUENCY OF MEASUREMENT:

During task order performance, the COR will periodically analyze whether the negotiated frequency of surveillance is appropriate for the work being performed, and at a minimum shall be twice a year.

11.1 ACCEPTABLE PERFORMANCE LEVELS (APLS)

Standard Surveillance Method Outcome

11.2 DOCUMENTING PERFORMANCE:

Acceptable Performance The Government shall document acceptable performance in accordance with the chart above. Any report may become a part of the supporting documentation for any contractual action.

Unacceptable Performance When unacceptable performance occurs, the COR shall inform the CO. This will always be in writing although when circumstances necessitate immediate verbal communication, that communication will be followed in writing. The COR shall document the discussion and place it in the COR file.

When the CO determines formal written communication is required, the COR shall prepare a Contract Discrepancy Report (CDR), and present it to the contractor's program manager.

The contractor shall acknowledge receipt of the CDR in writing to the CO. The CDR will state how long after receipt the contractor has to take corrective action. The CDR will also specify if the contractor is required to prepare a corrective action plan to document how the contractor shall correct the unacceptable performance and avoid a recurrence. The CO shall review the contractor's corrective action plan to determine acceptability.

Any CDRs may become a part of the supporting documentation for any contractual action deemed necessary by the CO.

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