Attachment 1 RFI SOW Culture and MSF.pdf

PERFORMANCE STATEMENT OF WORK

Defense Logistics Agency (DLA) DLA Human Capital Program Development Office (J12) and DLA Training Office (DT)

Procurement of Organizational Culture Survey and Multi-source Feedback (MSF) 360

Leadership Assessment based on a validated standard Organizational Culture Model and consulting, technical and analytical support services to aid DLA in the analysis of survey and MSF responses

1. Background

In support of the DLA Strategic Plan and the DLA People and Culture Plan (DLA’s Human Capital Plan), DLA Human Resources (J1) helps to build and sustain a high-performing workforce with continued focus on people and culture to ensure that DLA’s greatest resource, people, are engaged and motivated. In addition, J1 advises and assists the DLA’s senior leaders via the Executive Board and Alignment Group in identifying and implementing programs to ensure that DLA's leaders have the skills needed to improve organizational culture and accomplish DLA's mission today and in the future.

The DLA Culture/Climate Survey is an enterprise-wide assessment of the DLA workforce that assesses organizational culture. The survey effort provides vital metrics to assess DLA’s ability to make progress toward and meet its strategic goals, both at the enterprise and activity level.

The DLA Culture/Climate Survey is based on a validated standard organizational culture model that links organizational culture and bottom-line performance measures. High culture scores are correlated to a number of positive performance indicators. The survey results, which are benchmarked with other private and public organizations, are used to inform workforce planning and other Human Capital initiatives to ensure that DLA is able to recruit, select, develop, and retain an agile workforce with the capabilities to meet our current and future mission requirements.

The DLA Culture Program is led by the DLA Human Capital Program Development Office (J12). The DLA Culture Program is in alignment with DLA People and Culture Plan (DLA Human Capital Plan) Objective 5 Fortify the Culture and is a critical capability in the DLA Strategic Plan. It is critical to assess the current DLA culture and identify ways to improve it with the overarching purpose of developing and sustaining a high- performance culture. We want to foster an organizational culture where employees are engaged and motivated to achieve mission excellence.

The DLA MSF 360 Leadership Assessment is an integral part of the DLA Enterprise Leader Development Program (ELDP) for Level 3 and 4 supervisors and managers which is led by the DLA Training Office in DLA Human Resources (J1). The DLA ELDP aligns with the DLA People and Culture Plan (DLA Human Capital Plan) Objective 1 Develop Leaders and is a critical capability in the DLA Strategic Plan. It is essential that DLA’s supervisors and managers effectively lead an increasingly diverse workforce and we must be able to assess and improve our leadership to cultivate supervisors who are prepared to successfully manage in an evolving environment.

The DLA MSF 360 Leadership Assessment is the only enterprise-wide assessment of the DLA workforce and supervisors. The MSF 360 process is a supporting intervention employed to measure leaders’ behavior. It is a quantifiable way to reinforce leadership’s role in DLA’s cultural transformation effort by aligning leadership behavior with DLA’s strategic direction.

The MSF 360 process will provide feedback to leaders and the Agency on skills and leadership competencies that support the desired culture. DLA Human Resources (J1) can categorize results by activities as well as providing enterprise data, which make the surveys vital metrics to assess DLA’s ability to make progress toward and meet its strategic goals for Learning and Development.

The influence of organizational culture and leadership are very strong. They can be either a driver of, or a barrier to, the implementation of strategic objectives. Organizational culture drives employee motivation and problems can arise when there is a discrepancy between what an organization strives to achieve and employees’ assumptions and beliefs. These are some of the reasons why DLA has adopted an organizational culture model that is the foundation for both the DLA Culture/Climate Survey and the DLA MSF 360 Leadership Assessment. The organizational culture model is used as a metric for DLA organizational culture which has established a solid benchmark. DLA has completed several successful administrations of the DLA Culture/Climate Survey and the MSF 360 Leadership Assessment based on a validated organizational culture model that links organizational culture to performance measures.

Because of the importance and high visibility across the Agency, DLA needs a vendor with a validated organizational culture model that links organizational culture to performance measures that will be the foundation of the Culture/Climate Surveys and MSF 360 Leadership Assessments. In addition, DLA needs a vendor that has a proven method of successfully delivering, analyzing, interpreting and reporting electronic (and on paper as needed) Organizational Culture Surveys and MSF 360 Leadership Assessments based on a validated organizational culture model to a large, geographically distributed workforce.

2. Project Objectives

Utilize the vendor’s validated organizational culture model that will be the foundation of the DLA Culture/Climate Survey and the DLA MSF 360 Leadership Assessment. The validated organizational culture model must link organizational culture to performance measures.

Purchase a standard Organizational Culture Survey that is based on a validated organizational culture model and to assist DLA in the development of the climate (i.e. custom questions regarding key strategic initiatives) portion of the organizational culture survey.

Purchase support to administer the survey electronically (and on paper as needed) to all DLA employees across the enterprise, as well as to provide consulting services in relation to the survey and action planning. The DLA Enterprise includes Headquarters (HQ) employees (J

Codes and D Staff), Major Subordinate Commands (MSCs) within the Continental United States (CONUS) and Outside CONUS (OCONUS).

Purchase consulting and analytical support in relation to the organizational culture survey and results.

Purchase a standard MSF 360 Leadership Assessment that is based on a validated organizational culture model. Note that the same organizational culture model is used for the organizational culture survey.

Purchase support to administer the MSF 360 Leadership Assessment electronically (and on paper as needed) up to 1000 assessments per year, Agency wide to include DLA leaders who are participants in DLA’s ELDP Level 3 for new supervisors at DLA (HQ), (J Codes and D Staff), MSCs within CONUS and OCONUS.

Purchase support to provide the MSF 360 Leadership Assessment Participant Report and Composite Reports electronically for up to 2500 assessments over a 3-year period, Agency wide to include DLA leaders who are participants in DLA’s ELDP Level 4 for experienced supervisors and managers (supervisors of supervisors) at DLA (HQ), (J Codes and D Staff), MSCs within CONUS and OCONUS.

2.1 This requirement includes four main parts:

1. Organizational Culture Model - Vendor must have a validated standard organizational culture model that DLA will utilize as the foundation for culture/climate surveys and the MSF 360 Leadership Assessments

2. Organizational Culture/Climate Surveys - Purchase an organizational culture survey based on a validated standard organizational model that the vendor will prepare and administer the culture survey; the survey tool used by the vendor must be Section 508 compliant; vendor will provide survey results; conduct analysis and interpretation of survey results; vendor will provide special reports/briefings on those survey results;

vendor will provide consulting and action planning support; vendor must be able to correlate their validated standard organizational culture model with the previous DLA Culture survey reports that are based on the Denison Organizational Culture Model.

3. MSF 360 Leadership Assessments ELDP Level 3 - Purchase an MSF 360 Leadership Assessment based on a validated standard organizational culture model that the vendor will prepare and administer the MSF 360 Leadership Assessment; the MSF 360 Leadership Assessment tool used by the vendor must be Section 508 compliant; vendor will provide survey results; conduct analysis and interpretation of MSF 360 Leadership Assessment results; vendor will provide participant and summary reports; vendor will provide feedback and interpretation and webinar support; vendor must be able to correlate their validated standard organizational culture model with the previous DLA MSF 360 Leadership Assessment reports that are based on the Denison Organizational Culture Model.

4. MSF 360 Leadership Assessments Reports ELDP Level 4 – Purchase participant and composite reports utilizing MSF 360 assessment data gathered and provided to the vendor by DLA. Vendor must be able to correlate their validated standard organizational culture model with previous DLA MSF 360 Leadership Assessment reports based on the Denison Organizational Culture Model. Vendor will be responsible for providing assessment questions to the ELDP Program Management representative who will be responsible for disseminating the assessment to participants via DLA’s LMS platform.

3. Project Scope

The task requires the vendor to have a validated standard organizational culture model that DLA will utilize as the foundation for the DLA Culture/Climate Survey and the DLA MSF 360 Leadership Assessment.

The vendor must provide in-depth expertise related to coordination, administration, and reporting for both the DLA Culture/Climate Surveys and the DLA MSF 360 Leadership Assessments based on their validated standard organizational culture model. The vendor must have the technical capability and support to administer the electronic (and paper if required) surveys and MSF 360 Leadership Assessments, accept MSF 360 Leadership Assessment data from DLA’s Learning Management System (LMS), the data analysis of those surveys and MSF 360 Leadership Assessments, as well as the knowledge of DLA’s organizational structure and mission. The vendor must use a tool that is Section 508 compliant to administer the culture/climate surveys and the MSF 360 Leadership Assessments.

The vendor will work collaboratively with DLA employees, including J12, DLA Training, culture champions (culture points of contact in each organization within DLA), forward presence (training points of contact in each organization within DLA), and other DLA Leadership and stakeholders.

The vendor must have experience and success in all areas of the project objectives (Section 2) of this PWS.

Loss of culture/climate survey and/or MSF 360 Leadership Assessment data submitted by employees electronically or by paper is unacceptable. The vendor must have a backup system for culture/climate survey and MSF 360 Leadership Assessment data and associated reports and analysis. If any culture/climate survey and/or MSF 360 Leadership Assessment data loss occurs, it is up to the vendor to resurvey and/or reassess employees at no cost to DLA. The vendor must use a database to benchmark the DLA Culture/Climate Survey and MSF 360 Leadership Assessment responses and provide results reports, code and analyze all other survey questions, and provide a variety of reports as requested by DLA.

3.1 Project Tasks:

PART I – ORGANIZATIONAL CULTURE MODEL

Task 1: Utilize the vendor’s validated standard organizational culture model

The vendor must have a validated standard organizational culture model that they use successfully as the foundation for their organizational culture surveys and MSF 360 Leadership

Assessments. The model must be researched based. The model must link organizational culture and bottom-line performance measures (e.g. mission, innovation, employee satisfaction). The vendor will use their validated standard organizational culture model as the foundation for the organizational culture surveys AND the MSF 360 Leadership Assessments that the vendor will administer in DLA.

PART II – ORGANIZATIONAL CULTURE/CLIMATE SURVEYS

Task 2: Purchase of a standard Organizational Culture Survey based on the vendor’s validated standard organizational model

Use of up to a 60-question standard Organizational Culture Survey that aligns with a validated standard Organizational Culture Model for employees, both electronic and paper. Survey will be administered to approximately 27,000 employees and must be Section 508 compliant. The vendor will provide translation of the organizational culture questions and responses into several foreign languages as required (e.g. Spanish, Korean, Japanese, German, Italian). Vendor must list language restrictions if any.

Task 3: Preparation of the Climate portion of the Organizational Culture Survey

The vendor will assist DLA in developing questions for the climate portion of the organizational culture survey ranging from 60-80 questions total, including open-ended questions. The vendor shall design a customized electronic (or paper) climate portion of the Organizational Culture Survey and must be Section 508 compliant. The open-ended questions will have a character limitation for responses; the limitation will be discussed with and approved by DLA. In addition, the vendor will provide translations of the climate questions and responses into several foreign languages as required (i.e. Spanish, Korean, Japanese, German, Italian). The survey process will include capturing employee data (email, activity, sub-activity, demographic information, etc); survey set up; successful transmittal of data; and reminder sequence.

Task 4: Administration of Organizational Culture/Climate Survey

During the administration of the organizational culture/climate survey, the vendor will email all employees in the database a personalized email with unique web link to complete the survey.

The vendor shall ensure that all eligible participants are correctly listed in their database only once and with accurate identifying information. The vendor will track responses rates on a daily basis and provide to DLA. Survey response rates will be provided both at the activity level and sub-activity level. The survey will be designed to allow employees to complete the survey over more than one instance; survey data will be saved and employees can return to the same section, with no loss of data. At each page change (when employee selects “Next Page” to see next set of questions), data will be saved. At the end of the survey, employees will be able to review their answers in one location so that they can verify that the data is accurate, with no data lost. The vendor shall have a backup system for survey data and associated reports and analysis. If any survey data loss occurs, it is up to the vendor to resurvey employees at no cost to DLA. The survey must be Section 508 compliant and the survey tool used to administer the survey must be Section 508 compliant and will be tested before survey launch for verification. Paper surveys will be formatted by the vendor to ensure ease of coding by vendor. The Organizational

Culture/Climate Survey will be opened to DLA employees for no less than three weeks and for as many as five weeks, as determined by DLA. Three weeks prior to the electronic survey launch, the vendor will provide paper survey versions (English and several foreign languages as determined by DLA) for printing and mailing by DLA to selected DLA sites. The vendor will provide an email and phone number for employees to contact them if any employees have concerns and questions that may arise with their survey. The vendor will respond to an employee’s concerns and questions with their survey in a timely manner (24 hours or less).

Task 5: Coding, Analysis, Interpretation, and Report Preparation of Survey Data and Results

The vendor will collect the employee survey responses and summarize the results in a report format that also includes a statistical analysis of the responses. The vendor will analyze the Organizational Culture/Climate Survey data for ALL DLA employees [civilian, military, non-appropriated fund (NAF), local nationals, etc.] on both electronic and paper surveys. The vendor will provide comparison reports of the culture/climate survey questions using the database for percentile benchmarking, for various groups, including but not limited to: activities, sub-activities, geographic location and demographic data. The vendor will code and theme qualitative data, specifically, the vendor will assign a code/theme to each of the open-ended (written) comments. Open ended comments with code/theme designations, will be provided to DLA in an excel format approved by DLA. Report formats will be determined by DLA. While more than 75% of the survey reports will be in standard formats (i.e. by activities), DLA will provide requirements to the vendor for specialized reports by topic or further analysis on specified topics. The vendor will provide DLA with access to a web-based application that will provide access to the Organizational Culture/Climate Survey results so DLA can generate ad-hoc reports based on the survey results. The vendor will maintain and ensure the data is accurate in the web-based application, they will provide training to DLA on the use of the application, and they will ensure that the web-based application is operational at all times. The vendor will notify DLA when any maintenance or any time that the web-based application is inoperable.

Task 6: Consulting support related to the Organizational Culture/Climate Survey and Results

The vendor will provide enterprise-level consulting support related to the Organizational Culture/Climate Survey, results and action planning. Consulting support can include, but not limited to, workshops for DLA Culture Champions (culture points of contacts in each DLA organization), enterprise-level action planning meetings, and overall survey results review and briefings with DLA Senior Leadership. The vendor will facilitate workshop sessions (pre and post survey administration) as determined by DLA. The vendor will provide activity-level consulting support related to the Organizational Culture/Climate Survey, results and action planning. Such support will include, but not limited to, guidelines for understanding the organizational culture model, reviewing and interpreting survey results and developing action plans. All consulting support should be provided on-site, virtual and/or hybrid as determined by

DLA.

Task 7: Analytical support related to the Organizational Culture/Climate Survey and Results

The vendor shall provide 200 to 600 hours of research, analyses and reporting/briefing support to meet requirements specified by DLA and within the scope of this PWS. Such requirements can address research questions regarding current DLA Culture/Climate Survey results as well as questions related to trends in DLA Culture/Climate Survey results over time. DLA will determine the types of research questions and analyses needed.

PART III – MSF 360 LEADERSHIP ASSESSMENTS

Task 8: MSF 360 Leadership Assessment Set up/Assessment Administration/Data Collection

The MSF 360 Leadership Assessment will use the same questions from the standard Organizational Culture Survey that is based on the vendor’s validated standard organizational culture model as referenced in Task 1. The tool to administer the MSF 360 Leadership Assessment and the MSF 360 Leadership Assessment must be Section 508 compliant.

Using a DLA furnished participant list or assessment data provided in an electronic format, the vendor shall identify and register in their system all DLA employees who will be participating in the MSF 360 Leadership Assessment. The vendor will ensure that all eligible participants are listed correctly in their database and with accurate identifying information, including, but not limited to ELDP Level (if applicable), Level 3 first and second MSF, and Level 4 previous MSFs; first and last name, email address and name of organization.

The vendor will administer up to 1000 MSF 360 Leadership Assessments per year for Level 3.

The vendor will collect data through their secure website. The vendor will set up the system, assign links, passwords, and user names, give instructions, and provide technical assistance to participants during normal business hours for assessments administered through the vendor. The vendor will capture all feedback from each participant (self-assessment and assessment by others) and correctly assign the feedback to the participant. The following formats will be used by the vendor: Enrollment media – web-based (email) and Assessment media – web-based (email).

Task 9: MSF 360 Leadership Assessment Report Generation

The vendor will conduct data collection or receive collected data from DLA that results in summary statistics of the feedback data and summarize results in report format. Deliverables provided by the vendor will include: Reporting of summary statistics accurately according to the predetermined decision rules, labeled and delivered to the correct participant.

For the Level 3 Participant Reports, the vendor will set-up and conduct the data collection as described in Task 8 to provide up to 1000 reports per year in a standard report format, which can include raw scores and percentile-based results. If the participant has taken the survey before, their prior survey results will also be combined in the current survey as a comparison report for the participant. This will be coordinated and verified with the vendor. The reporting media will be electronic (PDF via email).

For the Level 4 Supervisors Participant Reports, the vendor will receive the data file from DLA, to provide up to 2500 reports over a 3-year period in a standard report format, which can include raw scores and percentile-based results. If the participant has taken the survey before, their prior survey results will also be combined in the current survey as a comparison report for the participant. This will be coordinated and verified with the vendor. The reporting media will be electronic (PDF via email).

For the Summary Reports, the vendor will provide up to 60 composite reports (aggregated by the 39 different DLA organizations) that contain the results of the Participant Reports. The reports will be generated upon request by DLA J1. Type of reports may include, but not limited by DLA organization and demographic information. The vendor shall calculate and interpret change score results. The reporting media will be electronic (PDF via email).

Task 10: MSF 360 Leadership Assessment Feedback/Interpretation/Teleconferencing support

The vendor will facilitate up to 6 webinars (200-500) for participants during a one (1) day long feedback session. These sessions shall include guidelines for reviewing and interpreting the feedback report and developing a plan of action for improvement. These one hour webinar sessions will be conducted once a quarter and shall be individually priced.

The feedback and interpretation webinar sessions will be conducted via the DLA conference lines. The scheduling of the quarterly webinar sessions will be done via coordination by DLA and the vendor.

Travel: Travel/Per Diem (reimbursed IAW Joint Travel Regulations (JTR) on a not-to-exceed basis.

4. Deliverables and Performance Requirements Summary

In fulfillment of this effort, the vendor shall provide the deliverables which are derived from the tasks described in Section 3.1.

4.2 Inspection and Acceptance Criteria

The Government will ensure quality assurance of all tasks and deliverables with 100% inspections performed by the Contracting Officer Representative (COR). During the inspections, the COR will review the current task completion. More information about the method of surveillance can be found in Table 2 of the Quality Assurance Surveillance Plan (QASP).

4.3 Surveillance Staff/Schedule

The specified checks and measures will be completed on daily, weekly, monthly, and quarterly schedules depending on the task.

The surveillance staff has two components:

a. Contracting Officer (CO): The primary function of the CO, with regards to the surveillance activity, is to authorize changes to the PWS. The CO is responsible for ensuring the completion of all work in accordance with the PWS, and the QASP provides a means to accomplish this. The CO will rely on the COR to provide information and recommendations.

b. Contracting Officer’s Representative (COR): The COR’s responsibility is to monitor and inspect, report, and make recommendations to the CO regarding the quality of vendor work performed, or not performed.

5. Contract Performance Evaluation

All deliverables shall be submitted to the COR unless otherwise agreed upon. In addition, monthly status reports will be provided to the COR.

Unless otherwise specified, the Government will have a maximum of ten (10) working days from the day the draft deliverable is received to review the document, provide comments back to the vendor, approve or disapprove the deliverable(s). The vendor will also have a maximum of ten

(10) working days from the day comments are received to incorporate all changes and submit the final deliverables to the Government. All days identified are intended to be workdays unless otherwise specified.

The format for individual deliverables will be determined through consultation between the COR and the vendor. Products that reflect the vendor’s analysis and opinion (e.g., studies or analyses) may be in vendor format.

6. Period of Performance:

Base Year: December 1, 2021 to November 30, 2022 Option Year 1: December 1, 2022 to November 30, 2023 Option Year 2: December 1, 2023 to November 30, 2024 Option Year 3: December 1, 2024 to November 30, 2025 Option Year 4: December 1, 2025 to November 30, 2026 Option Year 5: December 1, 2026 to November 30, 2027 Option Year 6: December 1, 2027 to November 30, 2028 Option Year 7: December 1, 2028 to November 30, 2029 Option Year 8: December 1, 2029 to November 30, 2030 Option Year 9: December 1, 2030 to November 30, 2031

7. Other Performance Requirements

7.1 Vendor Interfaces

The vendor may be required as part of the performance of this effort work with other vendors working for the Government. Such other vendors shall not direct this vendor in any manner.

Also, this vendor shall not direct the work of other vendors in any manner.

7.2 Disclosure of Information

Data associated with the tasks described in Section 3.1 of this PWS is sensitive and confidential.

Information made available to the vendor by the Government for the performance or administration of this effort shall be used only for those purposes and shall not be used in any other way without the written agreement of the CO. The vendor agrees to assume responsibility for protecting the confidentiality of Government records, which are not public information. Each vendor or employee of the vendor to whom information may be made available or disclosed shall be notified in writing by the vendor that such information maybe disclosed only for a purpose and to the extent authorized herein.

7.3 Limited Use of Data

Performance of this effort may require the vendor to access and use data and information proprietary to a Government agency or Government vendor which is of such as nature that is dissemination or use, other than in performance of this effort, would be adverse to the interests of the Government and/or others. Vendor and/or vendor personnel shall not divulge or release data or information developed or obtained in performance of this effort, until made public by the Government, except to authorize Government personnel or upon written approval of the CO.

The vendor shall not use, disclose, or reproduce proprietary data that bears a restrictive legend, other than as required in the performance of this effort. Nothing herein shall preclude the use of any data independently acquired by the vendor without such limitations or prohibit an agreement at no cost to the Government between the vendor and the data owner which provides for greater rights to the vendor.

7.4 Payment for Unauthorized Work

No payments will be made for any unauthorized supplies and/or services or for any unauthorized changes to the work specified herein. This includes any services performed by the vendor of their own volition or at the request of an individual other than a duly appointed CO. Only a duly appointed CO is authorized to change the specifications, terms, and conditions under this effort.

7.5 Physical Security

The vendor shall be responsible for safeguarding all Government property provided for vendor use. At the end of normal duty hours and/or after normal duty hours, all Government facilities, equipment, and materials must be secured.

7.6 Government-Furnished Support

DLA will provide any past or existing culture/climate survey results and past or existing MSF 360 Leadership Assessment results to the contract awardee.

8. Administrative Considerations

To promote timely and effective administration, correspondence will be subject to the following procedures:

Technical correspondence (where technical issues related to compliance with the requirements herein) will be addressed to the COR with an information copy to the CO.

All other correspondence, including invoices (that which proposes or otherwise involves waivers, deviations or modifications to the requirements, terms or conditions of this PWS) will be forwarded through the COR to the CO copy to the COR.

8.1 Points of Contact – All contracting matters should be communicated in writing.

Chaletta McCoy Contracting Officer Representative (Organizational Culture portion of this PWS) Chaletta.mccoy@dla.mil 571-767-5393

Christopher Johnson Contracting Officer Representative (MSF 360 Assessment portion of this PWS) Christopher.e.johnson@dla.mil 614-692-9689

Kristin Schoeck Contract Administration Kristin.schoeck@dla.mil 614-692-0489

8.2 Invoicing

Invoices shall clearly identify the contract number and month of performance as well as follow the established contract line item number (CLIN) structure and pricing schedule of the contract.

Other invoice requirements are set forth in FAR 52.323-25.

Within seven days of receipt of the invoice, the COR will review and verify the labor/hours/services and supplies, and inaccurate invoices will be returned to the vendor for correction.

8.3 Section 508 Compliance:

Any/all electronic and information technology procured through this effort must meet the applicable accessibility standards at 36 CFR 1194. 36 CFR 1194 implements Section 508 of the Rehabilitation Act of 1973, as amended, and is viewable at http://www.section508.gov.

mailto:Chaletta.mccoy@dla.mil mailto:Christopher.e.johnson@dla.mil mailto:Kristin.schoeck@dla.mil http://www.section508.gov/