47HAA023R0004 - WHLDP - Developmental Evaluation SOW 1_07_03_2023.docx

Office of the Government-wide Policy (OGP) Office of Shared Services and Performance Improvement (OSSPI) White House Leadership Development Program (WHLDP) Statement of Work: WHLDP Developmental Evaluation Background

OSSPI

The Office of Shared Solutions and Performance Improvement (OSSPI), residing in the Office of Government-wide Policy (OGP), leverages data, subject matter expertise and its authority to convene key stakeholder groups to improve the delivery of mission support services across the Federal Government. Specifically, but not limited to, the office:

· Partners with the U.S. Office of Management and Budget (OMB) to shape, lead, and drive adoption of the President’s Management Agenda (PMA);

· Coordinates across the Federal community to define common business standards, establish governance structures, and facilitate access to modern IT solutions using a “buy-not-build” approach;

· Maintains and uses Government-wide benchmarking data, paired with leading performance practices and strategic engagements to help agency CXOs drive priorities and improve performance;

· Supports Federal CXO Council initiatives aimed at ensuring that mission-support services (Finance, HR, IT, Acquisition, etc.) are delivered efficiently and effectively across Government; and

· Convenes agencies via the CXO Councils to solve tough, cross-cutting problems.

OSSPI executes its mission in close collaboration with OMB, the Federal CXO Councils, and individual agency partners. The Office is engaged with these entities on multiple levels -- from the strategic (e.g., advising on the formulation of Government-wide policy, reviewing and analyzing Government-wide data sets, managing the Government’s shared services ecosystem) to the tactical (devising tools and templates to facilitate shared service migrations, offering performance improvement trainings and workshops, convening monthly meetings of the CXO Councils). Through all of its engagements, the OSSPI is seeking to transform the way Government does business internally, to drive agencies to share investments in people, business processes and technology; and to function more as one enterprise serving the American public.

White House Leadership Development Program (WHLDP) The WHLDP, within OSSPI, aims to strengthen enterprise leadership across the government by providing senior-level federal employees with expanded perspectives and leadership capacities to address challenges facing the country. These increasingly complex challenges span agencies and jurisdictions, requiring senior leaders to work across agencies and organizational boundaries while leveraging networks to ensure the government continues to effectively deliver services to the American people.

Through the WHLDP, Federal leaders (GS-15 or equivalent) participate in a 1-year detail to the Executive Office of the President (EOP) where they work on the Federal government’s highest priority and highest impact challenges that require the coordination of multiple Federal agencies to succeed. The Fellows’ detail is augmented by a leadership development program to enable fellows to maximize their contributions to the EOP during their detail and beyond.

Program Facts

· Our stakeholder sponsor is the EOP/Office of Management and Budget.

· The WHLDP has been in place for 8 years.

· President Obama announced the WHLDP in 2014 - see the video posted on our WHLDP LinkedIn page.

· Senior Career Federal Employees at the GS-15 or equivalent level apply to the program and go through a multi-stage vetting and interview process.

· The program is 1-year detail to the Executive Office of the President.

· The detail is augmented by a leadership development program.

· Number of Fellows per year: 12-20.

· WHLDP website with access to the Program Guide to learn more.

· Number of WHLDP alumni: 136 leaders, now in senior positions across government and beyond.

Vision: To serve our Nation by cultivating enterprise leadership, at the center of government, to improve lives everywhere.

Strategy: Customize and differentiate the program to the unique context of the center of government.

Strategy in Practice Customize the WHLDP by designing a program that is responsive to changing conditions, feedback loops, and the emergent needs of Fellows, White House supervisors, and home agencies.

Design Methods: Human-Centered Design and Action Learning Over the last 8 years, we have implemented various designs of the WHLDP. Recently, we integrated the learning from those implementations efforts, along with recent feedback on emerging needs, to create the next evolution of WHLDP. Beginning October 2023, we will implement a new design or prototype (V. 3.0) of the WHLDP. By using human-centered design and action learning approaches we will test out, iterate, and adjust the prototype based on continual feedback to ensure it is useful. Table 1 outlines the timeline for testing, iterating, and adapting the prototype.

Table 1. Timeline for testing, iterating,and adapting the WHLDP prototype.

WHLDP Program - 3.0 The high level design of the WHLDP 3.0 is mostly complete and its implementation will begin in October 2023. The design consists of an orientation program, 11 monthly leadership labs, learning structures (including individual and small group coaching), and concludes with a celebratory graduation. Each lab introduces a key center of government policy skill needed at the EOP and the associated leadership development capacity that best enables the deployment of that policy skill in action. We have designed post learning support to enable Fellows and Supervisors to make meaning and integrate the learning.

Center of Government Policy Skills WHLDP 3.0 will be cultivating policy skills as outlined here: Brown, D., Kohli, J., & Mignotte, S. Tools at the Centre of Government: Research and Practitioners’ Insight. Blavatnik School of Government. University of Oxford (July 2021). Depending on iterative feedback through the year-long cycle certain policy skills will be emphasized.

Leadership Development Capacities We will prioritize developing leadership capacities that enable the deployment of policy skills most useful at the center of government, as outlined in Table 1. Iterative loops of feedback will help us understand what capacities to emphasize as the context changes.

Table 2. Leadership capacities (draft) cultivated in WHLDP 3.0 (Draft and subject to change).

Integrity Wellbeing

Mitigating unconscious biases Influence

Thriving in complexity Experimentation

Roles

· The WHLDP Director and team will be holding the whole by ensuring that all of the elements are connected into a cohesive and integrated program.

· The vendors/partners for each of the SOWs will implement the work in coordination with the WHLDP Director and team.

· The leadership development and policy experts/partners will work closely with the WHLDP Director and team to customize their offering to the needs of the Fellows and Supervisors.

STATEMENT OF WORK

Project Scope: Developmental Evaluation We developed WHLDP 3.0, a leadership development program prototype, intended to respond to the emergent and complex reality of working at the Executive Office of the President. This SOW outlines work related to the (1) iteration and adaptation of the prototype through evaluation capacity building, (2) documentation of the nuanced changes and results of program iterations, (3) meaning making sessions to support the WHLDP Director in decision making, and (4) evaluation reporting.

The Contractor shall furnish all of the necessary personnel, materials, services, facilities, (except as otherwise specified herein), and otherwise do all the things necessary for or incident to the performance of the work as set forth below:

Task Area 1: Build Developmental Evaluation Capacity Description: To ensure that evaluation data are relevant and results are used, we want to integrate evaluative thinking and learning into the organizational culture. This includes designing, developing, and implementing learning interventions, as outlined below.

Deliverables:

· Design, develop, and facilitate developmental evaluation training adapted to the unique roles and freedoms/constraints of the WHLDP team, Fellows, and Supervisors.

· Design, develop, and facilitate monthly reflective practice sessions or deeper skill-building and ongoing support for people implementing the evaluation. Twelve total.

Task Area 2: Collect and Analyze Data Description: Collect and analyze data in real-time to help answer key evaluation questions and support ongoing learning and adaptation. We will co-determine methods in partnership with primary intended users and may include surveys, focus groups, interviews, observations, rubrics, etc.

Deliverables:

· Monthly data summaries, including simple data visualizations, identification of key themes and patterns to support decision-making. Twelve total.

Task Area 3: Host meaning making conversations and summarize recommendations Description: To support real-time learning and adaptation, facilitate adaptive action and reflective practice sessions with primary intended users. At these sessions, working in coordination with the WHLDP Director, facilitate use of data to make key decisions that can be implemented immediately as well as uncover longer-term themes to be explored further.

Deliverables:

· Monthly meaning making conversations. Twelve total.

· After action summary of key decisions and themes. Twelve total.

Task Area 4: Report Evaluation Results Description: The majority of the evaluation work will focus on real-time data use to support program development innovation, as outlined in Tasks 1-3. In addition, we will need interim and final reports, presentations and summaries that can be used internally with our stakeholders and externally to share learnings and impact. This task area includes a variety of evaluation reporting services, from contributing to internally prepared reports to full development of reports and presentations.

Deliverables:

· Interim and final evaluation reports and presentations of evaluation findings.

The SOW IS A MINIMUM. Every deliverable in the SOW is a minimum requirement. The quoting contractor may propose to exceed any requirement.

Place of Performance

Onsite performance is not necessary, performance may occur at the contractor’s location, or an alternate telework location.

Period of Performance The performance period for this contract will be one (1) twelve (12) month option year and four (4) twelve (12) month option years.

Point of Contact

GOVERNMENT POINTS OF CONTACT - TASK ORDER SPECIFIC

GSA OGP Contracting Officer for Task Order: Bonnie Impastato GSA OGP Contracting Officer Representative (COR) for Task Order: David Morgan GSA OGP Project Manager (PM) for Task Order: Anyana Banerjee

APPEN

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