1098040TO1.doc

Center for Drug Evaluation and Research

Office of Compliance

Strategic Planning, Leadership, Organizational Development Task Order 1 – Leadership Development Program (COHORT 3)

1. Objective

In accordance with FDA’s Strategic Planning, Organizational Strategy and Leadership Development IDIQ, Section 4.3, “Executive Coaching and Leadership Development,” CDER OC has a need for a Leadership Development Program (LDP) for management/supervisory staff within CDER OC or other FDA stakeholder groups. CDER OC has identified the need for quality management who can effectively lead their teams through the issues and challenges that we face and lie ahead with resilience and especially through the complexity of integrating a range of professionals towards the goals comprehensive compliance and global convergence, with ever-increasing challenges of a changing regulatory environment.

CDER OC management needs to work together to develop a roadmap for success, train and motivate their employees, with incentives to reach organizational goals with a mixture of forward vision and effective people management. A combination of leadership and developmental acumen can significantly impact this integrative process. This in turn will improve employee performance and provide greater long-term viability.

This program focuses on developing skills of effective leadership through vision, engagement, critical thinking, resilience and results/achievement. This is created through building confidence, flexibility, resolve and an ability to develop and maintain a support network. This training and coaching program, with experienced executive coaches, will work side-by-side with CDER OC leaders and managers in their everyday environments, and will enable CDER OC to help itself hardwire durable leadership-skills for long-term effective performance.

2. Background

The LDP curriculum includes five specific leadership topics essential to effectively lead teams, establish organizational effectiveness and promote work-life balance. Included in the curriculum are the following modules:

A. Making and Managing Commitments –

· Learn the four stages of making and managing commitments and the conversations that should happen in each stage.

· Discuss the common breakdowns in communications and coordination that occur at each stage and what you can do to prevent them from taking place.

· Explore how you and your team can better create, maintain and execute a reliable network of commitments.

B. Managing Change and Transitions -

· Understand the distinction between “change” and “transition” and learn how to help self and co-workers manage transitions in more productive ways.

· Understand the distinction between technical and adaptive change and how leaders can recognize and respond appropriately to each.

· Exercise more effective change management by responding to adaptive challenges with adaptive solutions.

C. Understanding and Strengthening Emotional Intelligence Competencies –

· Learn to recognize and understand the four basic leadership competencies that contribute to Emotional Intelligence.

· Create a personal development plan to enhance Emotional Intelligence competencies.

· Build awareness and understanding of the crucial role Emotional Intelligence competencies play in achieving leadership excellence.

D. Discovering and Intentionally Deploying Leadership Strengths –

· Use Strength Finder 2.0 to identify individual and team strengths.

· Determine how to use strengths to be most effective in the work of CDER OC/FDA both individually and as a member of a team.

· Learn how to utilize strengths so that others are more willing to listen and be led by our actions.

E. Resilient Leadership -

· Learn to lead with calm, clarity and conviction in the midst of anxiety provoked by increasing complexity and accelerating change.

· Recognize the emotional process dynamics that influence organizational functioning and effectiveness.

· Learn how to use systems thinking to understand the role emotional triangles play in all relationship networks.

· Learn how a focus on the leader’s self-differentiation promotes the healthier functioning of entire organizations.

Two modules, “Making and Managing Commitments” and “Managing Change and Transitions,” have been previously developed and are included as attachments. This Task order will use these same tools and modules for consistency of training of management/supervisory staff within CDER OC or other FDA stakeholder groups. Consultant may be required to tailor these training materials to achieve desired outcomes. The remaining three modules, “Understanding and Strengthening Emotional Intelligence Competencies,” “Discovering and Intentionally Deploying Leadership Strengths,” and “Resilient Leadership,” have not been developed and will be expected to be developed by the Consultant selected.

3. Scope of Work

The Contractor shall provide the following services in relation to the Task:

A. Introduction to Launch meeting. This meeting shall consist of a review of the curriculum to be covered and introduction to the consulting team. During this meeting, participants will make a first and second choice of their coaches. Consulting team shall make every effort to match each participant with their first choice coach whenever possible.

B. Course Development/Pre-Work. In order to maintain consistency, the Consultant shall be provided all materials used in previous cohort groups. The Consultant may be required to tailor the training materials to provide meaningful exercises during each of the Learning Sessions. The Consultant shall coordinate all pre-work in preparation for all day long meetings. Pre-work shall consist of a notebook with the following pre-work materials:

1. A list of selected reading to be accomplished prior to each session.

2. A 360 Assessment form

3. Strength Finder Assessment tools,

4. Resilient Leadership tools and book

5. A coaching session assessment and feedback form, and

6. Any other reading as designated by the coach(es).

C. Learning Sessions: The Consultant shall lead four one-day sessions in the above curriculum. The first four curriculums identified above will be reviewed during the morning sessions and Resilient Leadership (fifth curriculum listed above) will be the focus of all afternoon sessions throughout the year. Participants will have the opportunity to explore new leadership competencies via exercises during each session. Reading materials from selected books will be provided prior to each session along with handouts for discussion at the session and in break-out sessions during each learning session.

D. Individual Coaching Sessions - Each participant with be paired with a coach from the Consultant team to support them in the application of their learning to the CDER OC real-world challenges they face. The one-on-one leadership coaching occurs twice a month, lasts from 60 to 90 minutes each session, focuses on work situations and is confidential. These sessions will focus on:

a. Creating a development plan created in the first few weeks of the program.

b. Evaluating initial leadership 360-degree feedback data (from self, colleagues & manager) will be used to gather input that will help participants develop individual goals for their LDP program participation.

c. Providing participants the opportunity to work with their coach (in person, by phone or Go To Meeting) on management and leadership issues.

d. Participants may explore the training curriculum in more depth or discuss other leadership issues they face in their work situation.

E. Small Group Coaching. A small (maximum eight members) group discussion and coaching group will be formed to allow participants the opportunity to discuss key learning points with their colleagues. These groups will meet monthly. Both the individual and group coaching sessions will have handouts with questions to consider that will guide the conversation during the coaching session.

4. Deliverables Table

Training Materials For Modules One & Two

Complete One Month After Award

Training Materials For Modules Three &

Four Complete Two Months After Award

Pre-Work Notebook and Syllabus

Complete – Submitted to COR For Review Two Months After Award

Introduction to Launch Initial Meeting

Of Cohort Group Two Months After Award

Distribution of Pre-Work Notebook to

Cohort Group Two Months After Award

COR

Between Coach and Coachee

Between Coach and Small Cohort Group

5. Period of Performance

The Period of Performance for this Task Order shall be one (1) year from the date of award.

6. Place of Performance

All sessions will be conducted at a FDA Facility in the Washington, DC area. Study locations may include the FDA White Oak Campus- Silver Spring, MD; ORA Montrose Metro II – Rockville, MD; CDER Metro Park North- Rockville, MD; or other local government facility. Consultant travel shall not be paid.

7. LDP Cohort Participants:

Maximum number of participants in a facilitated small group coaching session in a Cohort

8. Technical and Contracting Points of Contact

a. Contracting Officer:

Jennifer G. Fagan

U.S. Food and Drug Administration

5630 Fishers Lane

Rockville, MD 20857

(301) 443-5861

Jennifer.Fagan@fda.hhs.gov

b. Contract Specialist

Sherry Rowlett

U.S. Food and Drug Administration

5630 Fishers Lane

Rockville, MD 20857

(301) 827-6763

Sherry.rowlett@fda.hhs.gov

c. Contracting Officer’s Representative

TBD

9. Type of Contract FDA anticipates awarding a Firm Fixed Price Contract for this Task Order.