FSS-738-X - Federal Technology Services Inc. - GS15F0050M

GENERAL SERVICES ADMINISTRATION

federal supply sERVICES Authorized Federal Supply Schedule Price List

On-line access to contract ordering information, terms and conditions, up-to-date pricing, and the option to create an electronic delivery order are available through GSA Advantage!, a menu-driven database system. The INTERNET address for GSA Advantage! is: GSA Advantage.gov.

Schedule Title:

Human Resources & Equal Employment Opportunity Services Schedule For:

Federal Technology Services, Inc.

Federal Supply Group: 738 X

Service and Product Codes: R499 & R799 Contract Number:

GS-15F-0050M

For more information on ordering from Federal Supply Schedules, click on the FSS Schedules button at http://www.fss.gsa.gov Contract Period:

06/14/2012 – 06/13/2017 Contractor:

Federal Technology Services, Inc.

5753 Daingerfield Way

Fairfax Station, VA 22039-1056

Business Size:

Small Business, Women Owned Small Business

Telephone:

(703) 321-0926

FAX Number:

(703) 321-0985

Website:

www.fed-tech.com

E-mail:

cwoodard@fed-tech.com

Contract Administrator:

NAME

Colleen Woodard, Ph.D., SPHR

TITLE

CEO and Consulting Director

ADDRESS

5753 Daingerfield Way, Fairfax Station, VA

ZIP CODE

22039-1056

TELEPHONE NO

(703) 321-0926

FAX NO. (703) 321-0985

E-MAIL ADDRESS

cwoodard@fed-tech.com

CUSTOMER INFORMATION:

1a. Table of Awarded Special Item Numbers (SINs): Pricing included below.

1b. Identification of the lowest priced model number and lowest unit price for each special item number awarded under contract. This price is the Government price based on a unit of one, exclusive of any quantity/dollar volume, prompt payment, or any other concession affecting price. Those contracts that have unit prices based on the geographic location of the customer, should show the range of the lowest price, and cite the areas to which the prices apply. Not Applicable 1c.

Labor Category Descriptions: If the Contractor is proposing hourly rates, a description of all corresponding commercial job titles, experience, functional responsibility and education for those types of employees or subcontractors who will perform services shall be provided. Not Applicable 2.

Maximum order: $1,000,000.00

3.

Minimum order: $100.00

4.

Geographic coverage (delivery area): 48 Contiguous State & Washington, DC 5.

Point(s) of production: 5753 Daingerfield Way, Fairfax Station, VA 22039 6.

Statement of Net Price: Pricing provided below represents Government Net Pricing. Discounts have been deducted.

7.

Quantity/Volume Discounts: See Below

8.

Prompt Payment Terms: Net 30 days

9a.

Notification That Government Purchase Cards Are Accepted at or Below the Micro-purchase Threshold:

Federal Technology Services, Inc. agrees to accept the government purchase card at or below the micro-purchase threshold.

9b.

Notification That Government Purchase Cards Are Not Accepted Above the Micro-purchase Threshold: Federal Technology Services, Inc. agrees to accept the government purchase card above the micro-purchase threshold.

10.

Foreign Items: Not Applicable 11a. Time of Delivery:

As negotiated between Federal Technology Services, Inc. and ordering activity

11b.

Expedited Delivery: Contact Contractor

11c.

Overnight and 2‑Day Delivery: Contact Contractor

11d.

Urgent Requirements: Contract Contractor

12.

F.O.B. point(s): Destination

13a.

Ordering Address: 5753 Daingerfield Way, Fairfax Station, VA 22039 13b. Ordering Procedures: For supplies and services, the ordering procedures, information on Blanket Purchase

Agreements (BPA’s) are found in Federal Acquisition Regulation (FAR) 8.405-3.

14.

Payment Address: 5753 Daingerfield Way, Fairfax Station, VA 22039 15.

Warranty Provision: Standard Commercial – Federal Technology Services, Inc. warrants that the deliverables will meet the requirements described by the order and the services as defined by the contract 16.

Export Packing Charges: Not Applicable 17.

Terms and Conditions of Government Purchase Card Acceptance (any Thresholds Above the Micro-purchase Level):

Contact Contractor

18.

Terms and Conditions of Rental, Maintenance, and Repair: Not Applicable 19.

Terms and Conditions of Installation: Not Applicable 20a.

Terms and conditions of repair parts indicating date of parts price lists and any discounts from list prices (if applicable). Not Applicable 20b.

Terms and Conditions for any Other Services: Not Applicable 21.

List of Service and Distribution points: 5753 Daingerfield Way, Fairfax Station, VA 22039 22.

List of Participating Dealers: Not Applicable 23.

Preventive maintenance:

Not Applicable 24a.

Special Attributes such as Environmental Attributes: Not Applicable 24b. Section 508 Compliance: www.fed-tech.com 25.

Data Universal Number System (DUNS) Number: 030116573 26.

Notification regarding registration in Central Contractor Registration (CCR) Database:

Active on CCR. Cage Code: 1WB30 GSA Awarded Labor Rates

GSA Awarded Labor Category Descriptions

Senior HRM Executive

Minimum Experience: 10 Years

Functional Responsibilities: This category is reserved for executive personnel who are engaged on a customer project in a consulting or task leadership role. Only staffs who have run a signification part of a large Human Resources Management area for Government agencies, military organizations or commercial entities qualify for this category. Duties required fall under planning, recruitment and internal placement, pre-employment screening, position classification, personnel actions, employee relations and outplacement.

Minimum Education: Bachelor’s Degree

Senior HRM Specialist Minimum Experience: 8 Years

Functional Responsibilities: Fully responsible for providing functional and technical guidance and expertise to project staff and ensuring that the methods, tools and techniques applied in performance of the work represent the state of the art. Responsible for monitoring the technical quality of work products, and ensuring those products meet quality standards. Substantially contributes to product content. Plans work efforts, ensuring that all schedules and budgets are appropriated for accomplishment of project objectives. Also directs work effort’s to project staff. Interfaces directly with customers in providing consultative advice in areas of HR and management expertise. Supports HRM Executive in planning, organizing, staffing and directing the performance of work associated with one or more task orders within the relevant subject matter domain of the project and the Senior HRM Specialists specialty area.

Minimum Education: Bachelor’s Degree

HRM Specialist Minimum Experience: 4 Years

Functional Responsibilities: Performs as technical or functional contributor, able to work alone but under general direction from senior staff or managers. Possesses technical expertise in one or more HR functions for example HR information systems, workforce analysis, classification, compensation, recruitment & placement, employee benefits, human resource development, performance management, employee relations, or labor relations. Also responsible for performing technical project work in assigned areas with limited supervision, including coordinating and collaborating with other technical and professional individuals, as appropriate.

Minimum Education: Bachelor’s Degree

HRM Technician Minimum Experience: 2 Years

Functional Responsibilities: Performs as technical or functional contributor, under direction from specialists or managers. They will also provide administrative or technical support in organizing materials and people and processing transactions to accomplish a range of assigned projects and programs. These administrative or technical support personnel may supervise, lead, or perform human resources assistance work requiring substantial knowledge of HR terminology, requirements, procedures, operations, functions, and regulatory policy and procedural requirements applicable to HR transactions. Utilizes appropriate computer software and other office automation equipment to accomplish assignments.

Minimum Education: Bachelor’s Degree

GSA Awarded Training Courses

GSA Awarded Courses Descriptions

Coaching is all about knowing how to make the best of the ups and downs that your team members experience every day. Great coaching comes from knowing how to do this gently, directly and sincerely. Participants will learn how to let team members know that what they do matters: when they are doing great work, praise them; when they are doing poor work, correct them; use the 2-minute challenge when they get off track.

This hands-on class gives supervisors practical tips on coaching, improves team performance through the coaching process, and reduces supervisor stress through improved teamwork.

Organizational culture is an essential resource for leaders working to enhance the performance and quality of their organization or department. Yet culture change is complex and difficult. How do we describe the culture of an organization? What qualities or characteristics are evidence of culture? And where do we apply pressure or attention to shape and change culture? This course will examine culture as a concept, review different ways of examining and changing culture, and will present a model of culture as organizational commitments. The role of the leader in promoting change through culture change will be explored through examples.

Participants will explore what we mean by organizational culture and the role it plays in leading and managing, how critical it is to effective performance and employee satisfaction, and how we must use culture to successfully implement change in the organization.

Dr. Gordon Green offers a one-day on achieving academic excellence and advancing career goals based on his new book, Making Your Education Work for You: A Proven System for Success in School and for Getting the Job of Your Dreams (2010).

Dr. Green presents an in-depth discussion on the importance of education in today’s world and refines his proven study system to apply to the current academic climate. Drawing on many statistics in income, education, and occupation from the U.S. Census Bureau and the U.S. Bureau of Labor Statistics, Dr. Green presents vital information on career planning that will help employees decide on their optimal academic program.

· Participants will learn Dr. Green's proven ten-point study system, which has helped hundreds of thousands of students achieve academic excellence at the highest level

· Participants will learn valuable study tips that emphasize efficiency, so employees can work smarter, not harder Participants will learn basic skills such as how to read books more effectively, strategies for taking various types of tests, and how to write term papers

As the public sector moves to a more business management model with a focus on organizational performance, the question arises about how managing in the federal government differs from the private sector. This overview course provides a framework for understanding the context of public management, including the political, legal, organizational and managerial perspectives essential for managing work and workers in the federal government. Participants will learn how their responsibilities link to Census Bureau performance and how Census Bureau management is strategically aligned with other levels of government.

· How the political and legal contexts of public management frame your responsibilities

· How organizational policies and practices connect to the larger federal management regulations and expectations

· What your role is as the organization's direct link to the employees

After All, You’re the Supervisor is a course that covers some of the most critical skills that new supervisors need to be successful, such as communicating, delegating, developing others. The video case study follows Alec, a new supervisor, through his first few weeks on the job. He is grappling with questions everyone has in the beginning: what is my new role? How can I manage people who yesterday were my colleagues? How do I deal with difficult employees or difficult situations? What can I expect of my employees? How will we get the work done? We will watch as Alex struggles up the learning curve, listening in on his decision making processes, seeing some of his failures and watching as he turns failures into success. The discussion and class activities will help you develop your own philosophy of supervision and generate ideas geared to help you improve your effectiveness as a supervisor.

· How to encourage teamwork

· The importance of modeling desired behavior

· How to discipline effectively

· How to give praise and recognition

Painless Performance Improvement provides supervisors and managers with a set of techniques to help team members improve their performance without the drama, pain or conflict often associated with performance-related issues.

Following the Six Steps to Performance Improvement, supervisors and managers will learn how to focus on performance - not attitude, intervene rather than confront, and recognize and deflect common sidetracks.

This course offers a skills-based approach to developing the ability to work with employees to improve performance.

Even though the word discipline carries obviously negative connotations, it is part of a broader process for helping employees correct less than acceptable behaviors or performance. The concept of positive discipline is one of helping employees acknowledge and meet organizational standards and take personal responsibility for their behavior. When discipline is approached in a logical, positive framework focused on bringing performance up to par, the focus is on improvement and emotion is reduced. This workshop introduces a 5-step process to plan and conduct difficult conversations. Note: Formal disciplinary procedures are not covered in this workshop.

· How to plan and conduct a behavior/performance improvement conversation through a 5-step performance improvement process

· How to encourage employees to take personal responsibility for their behavior

We've all worked with someone who makes work impossible. But it doesn't have to be that way. This powerful video program, based on the national best-selling book, teaches employees and managers how to tame a toxic co-worker by setting boundaries.

From chronic complainers to idea-stealers, boundary pushers to just plain jerks, a toxic employee/co-worker can ruin your day - and your life!

Everyone - including the lucky few who’ve never had to work with a difficult person - will benefit from this program. It brilliantly portrays how employees on any career path and at any level of an organization can be undone by a problem employee/co-worker. The amount of time spent worrying, avoiding, raging and obsessing over toxic employees can affect performance on the job and peace at home.

Participants will learn to:

· examine how their own reactions can enable the situation.

· internalize a series of proven responses to problem behavior.

· reinforce the message if the problem behavior returns.

Leading and managing in the public sector today requires a broad skill set to successfully engage increasingly complex public policy challenges. This course will provide a framework for assessing and practicing leadership in a variety of settings throughout an organization. The framework will be developed in three parts: 1) leading through the lens of the organization, 2) three models of leadership, and 3) leadership in action.

Participants will examine different methods for analyzing the organizational setting within which they operate, and will discuss three distinct models of leadership and the expectations for leadership in the context of distinct types of problems or challenges. There will also be an opportunity to assess and apply the models in three different cases in small group discussions. The course will further leadership development among Census participants by providing an opportunity to assess their own approaches to leading and to assess the fit between leadership style and public policy problems. Participants will also examine the implications of different leadership styles for accountability and for public innovation.

We are all guilty of becoming defensive at one time or another. It’s a result of caring how other people see us and how we see ourselves. But if our first reaction is defensiveness when discussing our work with others, then we’re seriously stifling communication needed to resolve fundamental issues and problems. We’re also blocking individual and group effectiveness. When defensiveness occurs, it is simply not productive to focus on who is to blame. Rather, the focus should be on combating defensiveness in ourselves and monitoring our own communication to avoid eliciting defensiveness in others. This course focuses on the critical communication lesson: It’s not someone else’s responsibility to restore effective communication between us and others, it is ours. This is especially true for those in leadership and supervisory roles as they forge relationships with peers, customers, employees and their bosses. The course demonstrates through video and exercises the five skills of non-defensive communication.

What You Will Learn

· Five skills of non-defensive communication

· How to reduce defensive reactions in your communications with others

· How to recognize defensiveness when it occurs and to develop the skills to reduce conflict and improve both relationships and productivity by recognizing and changing behavior

In the workplace, all conversations have the potential to become performance conversations that facilitate individual or group development, encourage higher participation and performance, and result in improved work products and processes. This class helps supervisors and managers view performance discussions through 4 lenses (environment, expectations, exploration, and execution), identify appropriate performance leadership styles, and develop techniques to help guide performance discussions.

What You Will Learn

· How to approach performance conversations thru 4 lenses – environment, expectation, exploration, execution

· How to improve your skills in having performance conversations

Dr. Gordon Green presents an in-depth discussion of the factors that lead to career satisfaction and advancement at work, with special emphasis on strategies that are effective in the federal government workplace. Drawing on many statistics in income, education, and occupation from the U.S. Census Bureau and the U.S. Bureau of Labor Statistics, Dr. Green presents vital information on career planning that will help employees make optimal career decisions and advance up the job ladder.

Dr. Green has been working in the field of career development for more than 20 years and has helped many employees realize their career goals, whether they involve shifting to a new career path or maximizing performance and advancement within an existing career path.

What you will learn

· Participants will learn how to engage in effective career planning so they can be sure they have made optimal career choices and decisions

· Participants will learn Dr. Green's proven ten-point system for advancing at work, which includes such steps as mastering the basic work, delivering both quality and quantity, getting the job done on time, being a good team player, developing diversified skills, assuming greater responsibility, becoming an effective manager, knowing when to change jobs, and so forth

· Participants will learn how to become more effective communicators, including skills needed to improve reading, writing, public speaking, interviewing, and negotiating

Effective delegation accomplishes much more than the task at hand. It also builds trust for future delegations, helps employees develop new skills and reduces managerial stress. This workshop provides a plan for delegating, presented in five steps: 1. Analyze the Task 2. Choose the right delegate 3. Assign the Task 4. Execute the Task 5. Conduct Regular Feedback Sessions. In this way, A Leader's Guide to Delegating lets you address leadership development and employee engagement as a blended understanding of the benefits of good delegating. You will delegate with more clarity, leading to better results, improved productivity and higher job satisfaction overall.

Participants will recognize the positive impact effective delegating can have on themselves, the organization, and those they work with; understand the importance of clearly communicating their expectations; and learn and practice a 5-step process that enhances their delegation skills and creates opportunities for their employees to succeed.