Mission Coaching SOW.doc

Mission Wide Executive Coaching SOW

USAID/Nigeria

STATEMENT OF WORK

Mission Wide Executive Coaching to Prepare and Sustain Leadership

1.0 Background

USAID’s Mission to Nigeria has gone through tremendous changes during the past two years, due to the COVID pandemic upheaval in the country. Mission personnel have endured an authorized departure of staff and the resulting lack of staff in a place where it is already difficult to recruit staff.

Simultaneously deteriorating security and insecure environment continues to restrict both official and personal travel within Nigeria, complicating program management and the quality of life.

USAID/Nigeria is comprised of thirteen offices: the front office, seven technical offices (health, education, economic growth, HIV/AIDS, democracy & governance, humanitarian assistance response, office of transition initiatives) and four support offices (executive office, financial management, program, and regional legal office). In addition, one Regional Legal Officer USDH is located within the Mission.

In 2019 the Mission was approved for 23 new positions in a location that has historically had difficulty in recruiting and retaining staff. In 2020 a new Mission Director brought new leadership to the Mission. Mission management would like to take advantage of the opportunities offered by these many changes and challenges by strengthening core staff, especially FSN, for taking on greater responsibility and providing leadership for the Mission.

2.0 Objectives

a) Empower employees (USDHs, USPSCs, and FSNs) with skills required to assume the necessary functions and characteristics that inspire, direct, and motivate themselves and others.

b) Strengthen the working relationships within and among the individual support and technical offices in terms of how they work together and communicate with the objective of building stronger teams with a shared vision and improving morale.

c) Ensure that senior managers and other employees take ownership of these efforts to manage the Mission.

3.0 Scope

The contractor will design and facilitate intermittent/virtual executive counseling for senior managers and up to ten to-be-determined other employees (foreign service national and locally employed staff) over a 13-month period. The Mission will take advantage of this contract to provide leadership strengthening and empowerment to the FSN committee.

The contactor will:

1) Conduct MBTI® and/or other type of 360-degree assessments for up to twelve senior management personnel and ten other employees at appropriate times within the contract period.

2) Conduct interviews with an appropriate number of technical and support office staff.

3) Conduct individual and group interviews and discussions with diverse FSNs to a) define or identify key FSN empowerment and leadership issues; b) assist FSNs identify benchmarks and leadership strengthening and empowerment opportunities within the Mission for the remaining contract period.

4) Conduct a one-day FSN Committee/Senior FSN retreat; and

5) Provide intermittent/virtual executive coaching to those senior management officers and other American and FSN personnel who are required to supervise, manage, and lead their operating units. Provide intermittent/virtual executive coaching to staff who will actively support and work with Mission management to re-establish FSN leadership and empowerment opportunities.

CONTRACTOR QUALIFICATIONS

1.

Offeror will have experience in successfully leading and facilitating retreats as well as addressing difficult team communication issues within Missions overseas. Contractor knowledge of USAID, especially field mission structures is required. Offeror will have demonstrated experience in successfully facilitating open dialogue and consensus building amongst diverse audiences.

3.

Offeror’s quote must demonstrate that both the organization and proposed key personnel can successfully complete this project.

4.

Offeror must indicate the availability of the key personnel who will be assigned to these tasks. For consistency, key personnel identified must be available for all interventions. Key personnel are all individuals who will be supporting these tasks in a primary capacity, to include full and part-time personnel.

5.

Please note that only Organizations with representative in Nigeria will be considered for these task.

4.0 Specific Tasks

The contractor will be directly responsible for ensuring the accuracy, timeliness and completion of all tasks assigned under this contract.

Specifically, the contractor will: undertake all tasks associated with initial scoping interviews with office director, division chiefs, interviews with staff, administering MBTI® and/or other type of 360-degree assessments for senior staff and FSN leaders, preparation of retreat agendas/structures, and facilitation of appropriate discussions during all interviews and retreats to identify and address priority team building issues, and document outcomes. FSN Committee Retreat will consist of FSN Committee member and senior FSN staff and be of one day duration. Virtual and intermittent executive coaching will be for up to 13 Office Directors who are required to supervise, manage, mentor and lead staff within their operating units and up to ten FSNs who will take a leadership role in FSN empowerment and other FSN matters. The Mission Director and Deputy Mission Director may have up to four hours per month of executive coaching. Up to ten senior managers who encumber supervisory positions may have up to two hours per month of executive coaching.

5.0 Deliverables/Delivery Schedule

Nov. – Dec. 2021 Review relevant mission documents off site

November 2021 Initial scoping interviews via telcon and in-country with senior management, office directors, FSNs, and general staff.

February 2022 Roll out of agendas/structure for Senior FSN Committee retreat prepared and scoped. FSN retreat rolled out.

March 2021 Interim report - documentation of outcome for FSN retreat including recommendations and benchmarks.

Dec. 2021– Dec. 2022 Executive coaching (intermittent/virtual) for senior Management, office directors and FSN leaders

January 2023 Final report - documentation summarizing outcomes of all activities, benchmarks, and recommendations. Formal out-brief either via telephone conference or in person (if in-country).

5.1 Final Report

The contractor shall provide up to 1 midterm interim and one final report to the Mission Director and Deputy Mission Director. Progress update will be provided to Office Directors on the progress of their staff receiving coaching. Progress updates will be based on goals outlined for everyone. All reports will summarize objectives achieved, significant issues, problems and recommendations, and next steps to improve the goal of improved leadership of the mission and/or office. The final report will include a summary of any prior reports.

5.2 Final Out brief

The contractor shall provide a final verbal out-brief to the Mission Director and Deputy Mission Director via telephone conference (if not in-country) at the conclusion of the contract.

U.S. Agency for International Development

1075,Diplomatic Drive, Central Business District, P.M.B. 519, Garki, Abuja.

Tel: +234-9-4619300 Fax +234-9-4619400 www.usaid.gov/ng