SOW -ACQ OD Coaching Mentoring revised 6.29.2020.pdf

Statement of Work

For

The Office of Acquisition and Business Services

Organizational Development, Leadership Coaching and Mentoring Services

May 25, 2020

Table of Contents

1.0 Introduction and Overview

1.1 Background

1.2 Scope of Work

1.3 Inherently Governmental Functions

1.4 Objectives

2.0 Task Requirements

2.1 Task 1 – Program Management Support

2.1.1 Subtask 1.1– Contract Management

2.1.2 Subtask 1.2– Monthly Status Reports

2.2 Task 2 – Development, Administration and Initial Interpretive Analysis Session of 360 Assessments

2.3 Task 3–Leadership Coaching

2.3.1 Subtask 3.2–Leadership Coaching Sessions

2.3.2 Subtask 3.3–Leadership Coaching Summary Reports

2.4 Task 4 – Meeting and Workshop Design and Facilitation

2.4.1 Subtask 4.1–Meeting and Workshop Design and Preparation

2.4.2 Subtask 4.2–Meeting and Workshop Delivery

2.4.3 Subtask 4.3–Meeting and Workshop Minutes

2.5 Task 5 – Organizational Development Activities and Tools

2.5.1 Subtask 5.1–Organizational Development Tools and Materials

2.5.2 Subtask 5.2 – Organizational Development Sessions

2.5.3 Subtask 5.3–Organizational Development Session minutes/notes

3.0 End Results/Deliverables

3.1 List of Deliverables by Task

4.0 Period of Performance

5.0 Place of Performance

6.0 Transition/Close Out Plan

7.0 Other Direct Costs (ODCs)

8.0 Method of Delivery………………………………………………………………………10

1.0 Introduction and Overview

The Office of Acquisition and Business Services (ACQ) requires organizational mentoring and coaching services. The focus of the services will be on building individual and organizational performance in support of ACQ’s mission, vision, and values.

1.1 Background

The Office of Acquisition and Business Services (ACQ) is a large, multi-tiered, geographically dispersed organization. It is comprised of three Directorates: Acquisition Policy and Oversight, Acquisition and Contracting, and Aviation Property Management. It provides services for every line of business and staff office in the Federal Aviation Administration (FAA). ACQ is comprised of over 500 personnel, including over 90 managers, located in approximately 30 different locations across the country. Building and maintaining cohesive organizational focus and guiding principles, ensuring managers have the skills to effectively perform their managerial and leadership responsibilities, fostering cross-organizational collaboration and employee engagement, and sustaining a high performing organizational culture are critical to ACQ’s success. To that end, organizational mentoring and coaching services are required.

1.2 Scope of Work

Contract resources are required to provide support for ACQ. The Contractor must provide the necessary qualified personnel, facilities, and materials to support ACQ in:

• Executive level planning and consultation in support of organizational development;

• Leadership coaching (for ACQ executives and managers at all levels); and

• Organizational development activities and tools for all ACQ personnel.

1.3 Inherently Governmental Functions

In its performance of the contract, the Contractor must not perform any inherently governmental functions, as identified in the Office of Federal Procurement Policy Letter 11-01. These functions are so intimately related to the public interest as to require performance by Federal Government employees. The term includes functions that require either the exercise of discretion in applying Federal Government authority or the making of value judgments in making decisions for the Government. This includes, among other things, binding the Government to take or not to take some action by contract, policy, regulation, authorization, order, or otherwise, and exerting ultimate control over the acquisition, use, or disposition of the property of the United States, including the collection, control, or disbursement of appropriations and other Federal funds.

1.4 Objectives

This SOW describes the support and services required to accomplish the objectives of building and sustaining a successful organization through the development of senior leaders, thereby enhancing organizational performance. The Contractor must serve as a confidential resource to ACQ’s leadership team, providing coaching services to address a wide range of issues and challenges to enhance individual and organizational performance.

2.0 Task Requirements

The Contractor must provide support to individual as well as groups of ACQ personnel to work towards specific professional and organizational goals.

2.1 Task 1 – Program Management Support

2.1.1 Subtask 1.1– Contract Management

The Contractor must provide program management support so that identified tasks are performed efficiently, accurately, on time, and in compliance with requirements. The Contractor must participate as a member of a government-led team as requested by the COR. The Contractor must provide a Kick-Off meeting between the FAA (Contracting Officer, Contracting Officer’s Representative (COR), and other key FAA officials) and the Contractor to review the SOW requirements and understand work scope and deliverables.

2.1.2 Subtask 1.2– Monthly Status Reports

The Contractor must provide Monthly Status Reports based on the deliverables identified in this SOW, as well as any additional reports identified in any detailed plan. The Contractor must provide the Monthly Status Report documenting activities of the previous month and identifying planned activities for the following month. The reports must be delivered to the COR and must include, at a minimum, the following information:

Overview of work completed, in progress, and planned for each task;

Hours expended on tasks, labor categories, and personnel used for each task;

Status of individual deliverables and planned activities;

Identification of risk areas with recommended remedial actions;

Status of all outstanding risks identified during previous months’ status reports ;

Summary of expenditures by resource and labor category for the monthly reporting period, cumulative year-to-date totals for the performance period, and any additional information pertinent to the Government in administering the performance of this contract effort;

CLINS used during the month;

Cost/hours used by CLIN;

Projected 75% of funds spent date;

Projected exhaustion of funds date.

2.2 Task 2 – Development, Administration and Initial Interpretive Analysis Session of 360 Assessments

The Contractor must provide expertise and support to ACQ’s upper-level managers by developing a 360 Degree Feedback survey customized to address ACQ goals. The Contractor must administer the surveys for each participant. After collection of the survey data, the Contractor must then create an individual interpretive report of each participant’s survey results.

Finally, the Contractor must provide an initial individualized coaching session for each participant, during which a personalized action plan will be created.

2.3 Task 3 – Leadership Coaching

The Contractor must provide individual coaching sessions for each employee that received the services listed in paragraph 2.2 above.

2.3.1 Subtask 3.1 – Leadership Coaching Planning and Materials

The Contractor must collaborate with ACQ executives to plan and define coaching requirements.

The Contractor shall develop and provide related materials in order to achieve desired results from coaching sessions.

2.3.2 Subtask 3.2–Leadership Coaching Sessions

The Contractor must provide individual coaching sessions to ACQ executives, managers, and non-managers tailored to the specific leadership development and support needs of the individual coached, in alignment with ACQ organizational goals. The leadership coaching sessions for this subtask will supplement those individuals receiving 360 assessments as described in Task 2 (section 2.2 above).

The number of personalized follow-up coaching sessions for each participant may vary with each task order, depending on which coaching tier is ordered. The three coaching tiers are below.

Tier One Coaching: includes three (3) coaching sessions sessions for each participant Tier Two Coaching: includes eleven (11) coaching sessions for each participant Tier Three Coaching: includes fifteen (15) coaching sessions for each participant

2.3.3 Subtask 3.3–Leadership Coaching Summary Reports

The Contractor must provide ACQ executives summary reports of results of coaching sessions, against stated objectives/expectations discussed during planning and consultation meetings.

Where needed, the contractor may include recommendations to strengthen the effort and improve outcomes.

2.4 Task 4 – Meeting and Workshop Design and Facilitation

The Contractor must provide training and meeting facilitation services to ACQ in support of strategic planning, organizational development, leadership development, team building, and interpersonal skills to support ACQ’s mission, vision, and values.

2.4.1 Subtask 4.1–Meeting and Workshop Design and Preparation

The Contractor must collaborate with ACQ leaders via phone calls and/or on-site meetings to plan and prepare for meetings and workshops. The Contractor must develop an effective design and agenda for the planned meeting/workshop, develop and/or provide all related materials, and manage logistical arrangements in order to achieve the desired results from the meeting or workshop.

2.4.2 Subtask 4.2–Meeting and Workshop Delivery

The Contractor must provide onsite facilitation and/or training delivery for ACQ meetings and workshops, including real-time synthesis of participant input and adjustments to agenda/design as needed, to ensure achievement of desired outcomes.

2.4.3 Subtask 4.3–Meeting and Workshop Minutes

The Contractor must record and provide meeting minutes/record of discussion following each meeting or workshop that summarizes the agenda, discussion, decisions made, and action items.

2.5 Task 5 – Organizational Development Activities and Tools

The Contractor must provide organizational development activities and tools to ACQ to enhance personnel development, identify areas for personal and organizational growth, and provide strategies to achieve growth and improvement in identified areas.

2.5.1 Subtask 5.1–Organizational Development Tools and Materials

The Contractor must collaborate with FAA leadership to plan and define organizational development requirements. The Contractor shall develop or acquire and provide related materials in order to achieve desired results from organizational development sessions.

2.5.2 Subtask 5.2 – Organizational Development Sessions

The Contractor must provide organizational development sessions to ACQ organizations and personnel tailored to the specific development and support needs of the organization or individual, in alignment with ACQ organizational goals. Sessions will normally be in-person but may be conducted via online/distance format at the request of the FAA (SOW Section 2.5.1).

2.5.3 Subtask 5.3–Organizational Development Session minutes/notes

The Contractor must record and provide meeting minutes/record of discussion following each meeting or workshop that summarizes the agenda, discussion, decisions made, and action items.

3.0 End Results/Deliverables

The following table provides a complete listing of the required deliverables by task. The table includes Task/Subtask, End Result/Deliverable, Milestone/Due Date, and Acceptance Criteria.

Note: All days are business days unless otherwise noted

3.1 List of Deliverables by Task

The Contractor must provide the government with the following deliverables as directed:

Task End Result/Deliverable Due Date Acceptance Criteria

1 Kick-Off Meeting Minutes

5 days after Kick- Off Meeting

The Meeting Minutes are accurate, complete, submitted on time in the COR approved format and are prepared in accordance with COR direction and SOW Section 2.1.1

1 Monthly Status Report

10th day of the following month

The Monthly Status Reports are accurate, complete, submitted on time in the COR approved format and are prepared in accordance with COR direction and SOW Section 2.1.2

2 Development of

Customized 360 Feedback Survey

5 days after meeting with

ACQ Division Manager

Plans and Materials are accurate, complete, submitted on time and are prepared in accordance with COR direction and SOW Section 2.2

2 Administration of 360 Surveys

5 days after approval of final version of survey questions

COR is notified via email that distribution is completed on time in accordance with SOW Section 2.2

2 Development of Individual Interpretative Report of Survey Results

10 days after collection of survey data for participants

COR is notified via email that individual report(s) completed on time in accordance with SOW Section 2.2

2 Delivery of Initial Coaching Session and Personalized Action Plan

Date(s) to be coordinated through COR

Contractor submits a summary report of session(s) completed in accordance with SOW Section 2.2

3 Leadership Coaching Discussion/Follow-Up Planning

To be scheduled with ACQ

Manager after delivery of all initial coaching sessions for task order

Plans and Materials are accurate, complete, submitted on time and are prepared in accordance with COR direction and SOW Section 2.3.1

3 Leadership Coaching Plans and Materials meeting with

ACQ Manager

Plans are accurate and complete in accordance with discussion with manager and materials are relevant to support coaching goals. Submitted on time and prepared in accordance with COR direction and SOW Section 2.3.1

3 Delivery of Leadership Coaching Sessions. Number of sessions to be cited in individual task orders

Dates to be coordinated through COR

Contractor submits a summary report of session(s) completed in accordance with SOW Section 2.3.2

3 Leadership Coaching Summary Reports

10th day of the following month after delivery of leadership coaching sessions

Leadership Coaching Reports are accurate, complete, submitted on time, and prepared in accordance with COR direction and SOW Section 2.3.3

4 Meeting and Workshop Design Plan, Agenda, and Materials

Draft: 5 days after planning meeting with ACQ Final: 14 days prior to meeting or workshop

All materials are accurate and complete in accordance with discussion with ACQ leadership and materials are relevant to support desired meeting/workshop outcomes.

Submitted on time and prepared in accordance with COR direction and SOW Section 2.4.1

4 Meeting and Workshop Minutes

Meeting/

Workshop

Minutes are accurate, complete, submitted on time and prepared in accordance with COR direction and SOW Section 2.4.3

4.0 Period of Performance

The Period of Performance is sixty (60) months.

5.0 Place of Performance

The Place of Performance will vary based on Task/Subtask.

6.0 Transition/Close Out Plan

Approximately three weeks prior to the Period of Performance’s end date the Contractor must provide the following:

1. All documentation as of the most recent revision;

2. A final financial report;

3. A final status report to include a projection of activities for the remainder of the task order; and

4. A close out meeting with the FAA (details and participants to be determined by the

FAA).

All FAA security badges, if issued, must be turned into the COR by the end of the period of performance.

7.0 Other Direct Costs (ODCs)

Travel

Travel may be required for the performance of this contract. Travel must be defined and approved in advance and in writing in accordance with the contract. Local travel by offsite Contractor personnel is not considered ODCs and will not be reimbursed.

All other ODCs must be identified and approved in advance and in writing by the CO and COR before expenditure by the Contractor.

8.0 Methods of Delivery

Tasks 2 and 3 may be delivered virtually. Tasks 4 and 5 will be solicited individually as described in the solicitation, and will be determined to be virtual or in-person delivery on a case-by-case basis.

ATTACHMENT 1. SAMPLE MONTHLY STATUS REPORT

REGULATION AND CERTIFICATION INFRASTRUCTURE FOR ABC PROGRAM

CONTRACT NO. 6973GH-XX-X-XXXXX

TASK ORDER NO. 6973GH-XX-X-XXXXX

- Monthly Status Report - Period: mm/dd/yy-mm/dd/yy

I CONTRACT SUMMARY

Contract Name: ABC, Program Office: Code, Section

Contracting Officer: Name

COR: name, code, tel#

Alternate COR: name, code, tel#

Contractor Project Manager: name, code, tel#

Contract Period of Performance: mm/dd/yy –mm/dd/yy

II CONTRACT PROFILE

The contractor is providing technical and implementation support to for the abc program.

III WORK PROGRESS SUMMARY

5. Milestones

DELIVERABLES DUE DATE

Monthly Status Report NLT the xth day of each month zyx required documents As Directed

6. Work/Travel Completed This Reporting Period (Month):

Participated in formal telecoms and team meetings

̶ Meeting XYZ, Participants – Joe (16 hrs) , Bob (8 hrs) , John (4 hrs) Continued refinement of the document (attached document ver x.y)

7. Work/ Travel planned for the Forthcoming Period (November):

Continue to draft the document (to include sections worked on), including risk and other sections Attend and participate at the xyz meetings Continue to participate in xyz program related meetings and planning for travel (define each meeting).

IV PROBLEM AREAS

Problems Encountered/Resolved: N/A Problems Anticipated/Possible Solutions:

V FINANCIAL SUMMARY

Contract Value

Contract Funding

• Reporting Period Expenditures

• Cumulative Expenditures

Funds Remaining Percent of Funds Expended Projected Date for 75% Expenditure of Funds Estimated Funds Expiration Date