4 NFFT51002201786 22-01786 PWS PIRO FEVS and SLB Support_06.01.22_Edits_SF.docx

Performance Work Statement (PWS) National Oceanic and Atmospheric Administration (NOAA) National Marine Fisheries Service (NMFS) Pacific Islands Regional Office (PIRO)

Enhance Employee Engagement and Leadership Capacity

PR # NF-FT5100-22-01786

BACKGROUND:

The Pacific Islands Regional Office (PIRO) seeks services to enhance employee engagement and senior leadership capacity. Specifically, PIRO seeks contractor support to address the following issues associated with PIRO’s Senior Leadership Board (SLB) members consisting of the Regional Administrator, Deputy Regional Administrator, and six GS-15/14 Division Chiefs (see attached organizational chart):

1. PIRO’s Federal Employee Viewpoint Survey (FEVS) results have historically demonstrated room for growth in staff confidence in and perceptions of PIRO’s SLB members. Attached are PIRO’s FEVS results for last 3 years.

2. Within the last year, the membership of the SLB has changed dramatically; four of the eight members have either joined the SLB or changed their role in it.

Regarding the first issue, PIRO’s goal is to identify the behaviors and practices that are inhibiting staff confidence in the SLB as well as identify behaviors that will improve staff trust and confidence in the SLB. Subsequently, PIRO seeks coaching support to integrate the identified behaviors into PIRO SLB activities. Regarding the second issue, PIRO seeks support to revisit and re-establish the SLB’s vision, values, and operating norms. The goal of the latter is to ensure that SLB members have clear operating norms, positive and durable communications protocols, a structure for decision-making that ensures all members’ input is considered and yields a clear decision-making result; and that members are clear on expectations for their participation.

DESCRIPTION OF SERVICES AND DELIVERABLES:

The contractor shall have experience in training and consulting with a Senior Leadership Board, Top Management Team, or similar as well as a broader Leadership Team made up of both senior leaders and subordinate supervisors (up to 18 participants) to build the SLB and Leadership Team’s experience in and ability to lead PIRO and their Divisions effectively, create best practices, and manage the implementation of changes to the SLB’s practices, the Leadership Team’s practices, and PIRO’s governance regime (e.g., standard operating practices) to foster organizational support and acceptance of such changes.

The contractor shall:

1. Conduct a rapid assessment of the issues and concerns associated with the Senior Leadership Board’s leadership of PIRO, as evidenced by the FEVS results.

2. Conduct positive inquiry-type assessments with PIRO staff to identify which current SLB practices, behaviors, and activities are supporting employee engagement as well as trust and confidence in senior leadership, and which SLB behaviors or staff concerns are inhibiting staff trust and confidence in the SLB.

3. Provide group and one-on-one coaching for PIRO’s Senior Leadership Board and/or Leadership Team (Senior Leadership Board plus an additional 10 supervisors) on how to change behaviors to improve employee engagement as well as other leadership issues and organizational change management. This should include structured feedback such as 360-degree assessments or other appropriate feedback mechanisms.

4. Facilitate SLB and Leadership Team meetings including an offsite retreat to enable focused training in and practice of key leadership concepts

As part of their proposal, prospective contractors shall outline their approach to fulfilling these requirements.

TASKS – BASE YEAR:

TASK ONE

The Contractor shall:

Conduct a rapid assessment of the issues and concerns associated with the Senior Leadership Board’s leadership of PIRO, as evidenced by the FEVS results.

Deliverable:

Analyze the last three years of FEVS results and PIRO’s analysis of the FEVS results, as well as assess PIRO’s efforts from 2015 through 2021 to enhance senior leadership capabilities (dates back about 5 years). Provide a written report and deliver a presentation containing key issues to address improving PIRO’s leadership capacity, and provide recommendations on: 1) steps to improve PIRO’s leadership practices and capabilities; and 2) forming a Leadership Team with practices and norms that ensure maximum effectiveness. The presentation will be a PowerPoint or similar presentation. The written report will be in MS Word or Adobe Acrobat, with relationship to elements in PowerPoint presentation clearly articulated. The presentation and report shall be delivered within 3 months of date of award.

TASK TWO.

The Contractor shall:

Conduct positive inquiry-type assessments to identify which current practices, behaviors, and activities are supporting employee engagement as well as trust and confidence in senior leadership

Deliverable:

Conduct interviews, surveys, focus groups, or other data-gathering exercises to obtain feedback from PIRO staff on leadership behaviors that are supporting or undermining employee engagement and trust and confidence in leadership. The interviews and focus groups will be on-site. Provide a written report and deliver a presentation containing key findings from the assessment as well as a plan for training or coaching the Leadership Team to modify their practices and processes to address those findings.. The presentation can be virtual and will be a PowerPoint or similar presentation. The written report and training plan will be in MS Word or Adobe Acrobat, with relationship to elements in PowerPoint presentation clearly articulated. The presentation and report on key findings, as well as the training plan, shall be delivered within 5 months of date of award.

TASK THREE

Based on contractor recommendations flowing from the rapid assessment and the FEVS analysis regarding changes or improvements to PIRO’s SLB and the Leadership Team, the contractor shall provide group training or coaching for PIRO’s Senior Leadership Board and/or Leadership Team on leadership issues and organizational change management, including structured feedback such as 360-degree assessments or other appropriate feedback mechanisms.

Deliverable:

Complete group training of the SLB (8 participants) and/or full Leadership Team (SLB plus an additional 10 supervisors) on leadership issues and organizational change management. The contractor shall follow the course approach submitted in the contractor’s proposal and coordinate training with the Project Lead. The training shall accomplish two goals: 1) respond to issues identified in Tasks One and Two by providing instruction on how leadership can improve employee engagement; and 2) teambuilding among Leadership Team members to create a positive team environment for maximum effectiveness. One training will be onsite (in person) and additional trainings will be virtual via Google Meet, WebEx, or similar video conference platform. The on-site training shall be 2 or fewer days. Additional virtual trainings are estimated to be no more than six half days or three full days.

Such training or coaching shall include structured feedback such as 360-degree assessments or other appropriate feedback mechanisms. The training shall include providing copies of electronic presentations and other class materials. These materials are for reference, review, and training of new members of the leadership team or other employees.

TASK FOUR

The Contractor shall:

Facilitate SLB and Leadership Team meetings and one offsite retreat to enable focused practice of key leadership concepts.

Deliverable:

Facilitate up to (8) one-hour virtual senior leadership board meetings and one offsite retreat (in person) up to two days to support the SLB in decision making on PIRO governance topics. PIRO will secure the offsite venue. The contractor shall prepare and lead discussion topics and shall develop the agenda, prepare decision support tools, moderate the discussion, and provide a summary report of SLB decisions and action items. The contractor shall coordinate hours and the offsite retreat with the Project Lead. The contractor is responsible for tracking available consulting hours to meet these requests. The written report will be in MS Word or Adobe Acrobat, TASKS – OPTION YEAR 1:

TASK ONE

The Contractor shall:

Provide group training for PIRO’s Senior Leadership Board and/or Leadership Team on leadership issues and organizational change management, including structured feedback such as 360-degree assessments or other appropriate feedback mechanisms. The training shall accomplish two goals: 1) respond to issues identified in Base Year, Tasks One and Two by providing instruction on how leadership can improve employee engagement; and 2) teambuilding among Leadership Team members to create a positive team environment for maximum effectiveness, including development of rules of behavior, group norms, and decision making best practices.

Deliverables:

Complete two group trainings of Senior Leadership Board (8 participants) and/or full Leadership Team (SLB plus an additional 10 supervisors) on leadership issues and organizational change management. One training will be onsite (in person) and additional trainings will be virtual via Google Meet, WebEx, or similar video conference platform. Such training or coaching shall include structured feedback such as 360-degree assessments or other appropriate feedback mechanisms. The training shall include providing copies of electronic presentations and other class materials. These materials are for reference, review, and training of new members of the leadership team or other employees. The contractor shall coordinate the trainings with the Project Lead. The on-site training shall be 2 or fewer days. Additional virtual trainings are estimated to be no more than six half days or three full days.

TASK TWO

The Contractor shall:

Facilitate SLB and Leadership Team meetings and one offsite retreat to enable focused practice of key leadership concepts.

Deliverables:

Facilitate up to (8) one-hour virtual senior leadership board meetings and one offsite retreat (in-person) up to two days to support the SLB in decision making on PIRO governance topics. PIRO will secure the offsite venue. Activities will include agenda development, facilitation, and summary of SLB decisions and action items. The contractor shall coordinate hours and the offsite retreat with the Project Lead. The contractor is responsible for tracking available consulting hours to meet these requests.

TASK THREE

Conduct virtual small group or individual consultations as requested as follow up to the Senior Leadership Board and Leadership Team Training.

Deliverables: Conduct up to 10 virtual individual and small group consultations and training, when requested by Leadership Team Members, to support the management of change. Consult with and provide expert advice to leaders on how to implement the skills learned in training with their teams and staff. Provide a report documenting the discussions and decisions made, as well as questions and answers. Provide copies of presentations and class materials. Contractor is responsible for knowing if there are sufficient consulting hours available in the scope of the contract to meet these requests. The contractor shall coordinate consultations and training as requested with the Project Lead, but the contractor is responsible for tracking available consulting hours to meet these requests. The duration would be no more than two hours per session. The number of participants would be no more than four persons per session.

QUALIFICATIONS:

The contractor shall have experience in training and consulting with a Senior Leadership Board, Top Management Team, or similar as well as a broader Leadership Team made up of both senior leaders and subordinate supervisors. The contractor shall have experience in rapid organizational assessments so that the contractor can quickly and accurately characterize the PIRO’s leadership support needs as articulated in the PWS. The contractor shall have experience in analyzing Federal Employee Viewpoint Survey (FEVS) results and proposing organizational changes in response to challenges identified in FEVS results. The contractor shall have experience and/or skill in engaging staff to identify staff issues and concerns with an organization’s governance and/or leadership.

PERFORMANCE REQUIREMENTS SUMMARY:

This contract includes a Performance Requirements Summary (PRS). The PRS plays an integral role in the administration of the contract. In addition to any applicable inspection clauses or other related terms and conditions contained in the contract, the PRS shall serve as a primary tool for inspection and acceptance of services as facilitated by the Contracting Officer’s Representative (COR). Evaluation of the Contractor’s overall performance shall be in accordance with the performance standards set forth in the PRS, and will be conducted by the COR. The PRS constitutes a material aspect of the contract and will not be changed or otherwise modified without prior written approval of the Contracting Officer.

The PRS establishes key elements of Contractor performance that represent “mission essential” service requirements, which are identified in the table below in the “Task Requirement” column. The “Performance Objective” column represents the standard against which Contractor performance will be measured in relation to accomplishment of the corresponding service output. The performance objective or “standard” describes the minimum acceptable level of service by the Contractor for satisfactory performance. The “Acceptable Quality Level (AQL)” column displays the maximum allowable deviation from the performance objective, which, if exceeded, evokes the negative incentive specified in the table below.

BASE YEAR

TASK ONE:

Conduct a rapid assessment of the issues and concerns associated with the Senior Leadership Board’s leadership of PIRO, as evidenced by the FEVS results.

Fails to meet AQL: Withholding of invoice until rectified, negative past performance rating, may not be considered for future work

BASE YEAR

TASK TWO: Conduct positive inquiry-type assessments to identify which current practices, behaviors, and activities are supporting employee engagement as well as trust and confidence in senior leadership

Fails to meet AQL: Withholding of invoice until rectified, negative past performance rating, may not be considered for future work

BASE YEAR

TASK THREE:

Provide group training for PIRO’s Senior Leadership Board and/or Leadership Team on leadership issues and organizational change management, including structured feedback such as 360-degree assessments or other appropriate feedback mechanisms.

Fails to meet AQL: Withholding of invoice until rectified, negative past performance rating, may not be considered for future work

BASE YEAR

TASK FOUR: Facilitate SLB and Leadership Team meetings and offsite retreats to enable focused practice of key leadership concepts.

Fails to meet AQL: Withholding of invoice until rectified, negative past performance rating, may not be considered for future work

OPTION YEAR - TASK ONE:

Provide group training for PIRO’s Senior Leadership Board and/or Leadership Team on leadership issues and organizational change management, including structured feedback such as 360-degree assessments or other appropriate feedback mechanisms.

Fails to meet AQL: Withholding of invoice until rectified, negative past performance rating, may not be considered for future work

Fails to meet AQL: Withholding of invoice until rectified, negative past performance rating, may not be considered for future work

OPTION YEAR

TASK 3: Conduct small group or individual consultations as requested as follow up to the Senior Leadership Board and Leadership Team Training.

Fails to meet AQL: Withholding of invoice until rectified, negative past performance rating, may not be considered for future work

POST-AWARD MEETING:

The Contractor shall attend a kick-off meeting with the Contracting Officer, COR, and Project Lead no later than 10 business days after the date of award. The purpose of the meeting, which will be chaired by the Contracting Officer and/or Contracting Officer Representative, is to set the standards of performance, clarify details, place of performance, building access time, communication channels, anticipated travel (if any), required GOV training, and progress report and invoicing details. The kick off meeting will be held at the Government’s facility, located at NOAA Fisheries, Pacific Islands Regional Office, 1845 Wasp Boulevard, Bldg. 176, Honolulu, Hawaii 96818 or via videoconference.

CONFIDENTIALITY AND DATA PRIVACY:

This contract may require that services contractors have access to Privacy Information. Services contractors are responsible for maintaining confidentiality of all subjects and materials and may be required to sign and adhere to a Non-disclosure Agreement (NDA).

INTELLECTUAL PROPERTY RIGHTS:

All deliverables are the property of the U.S. Government. All documents, analyses, files (digital or other), reports, notes and photos are to be used only by Contractor personnel assigned to this Task Order. Documents, files and other data are to be stored exclusively on Government owned equipment and at no point should be saved or archived on personal drives or devices. Copies are not to be disseminated to anyone outside of the NMFS or to any other contractor personnel without explicit release from the Government.

GOVERMENT FURNISHED RESOURCES:

The Government will provide all necessary information, data and documents to the Contractor for work required under this contract.

IT SECURITY:

The contractor must meet the Department of Commerce IT Security Program Policy and Minimum Implementation Standards (found at https://connection.commerce.gov/collection/it-security-policy-and-fisma-reporting-program). The contractor must also adhere to NOAA and NMFS security policies (found at https://www.csp.noaa.gov/policies/).

SECTION 508 COMPLIANCE:

Pursuant to Section 508 of the Rehabilitation Act of 1973 (29 U.S.C. 794d) as amended by P.L. 105-220 under Title IV (Rehabilitation Act Amendments of 1998), all Electronic and Information Technology (EIT) developed, procured, maintained and/or used under this contract shall be in compliance with the “Electronic and Information Technology Accessibility Standards” set forth by the Architectural and Transportation Barriers Compliance Board (also referred to as the “Access Board”) in 36 CFR Part 1194. The complete text of Section 508 Standards can be accessed at http://www.access-board.gov/ or at http://www.section508.gov.

PLACE OF PERFORMANCE:

Base Year tasks 1, 2, 3, and 4 will require some on-site access to meet with staff but Tthe majority of the work will be conducted virtually. Option Year task 5 may be conducted virtually. Onsite work will be conducted at the Pacific Islands Regional Office, Honolulu, HI. The offsite retreat will be in Honolulu, HI at other than the government facility in coordination with the COR and Project Lead. In cases of shutdown or furlough (or in other instances which cause the Government facility to be closed), contact the COR for guidance.

TRAVEL:

Travel is anticipated for this order. The consultant will need to travel to Honolulu, HI for the following:

Base Year:

· Task 1/2 - Conduct positive inquiry-type assessments

· Task 3 – One on-site meeting

· Task 4 – One offsite meeting Option Year

· Task 1 – One on-site meeting

· Task 2 – One offsite meeting for one on-site meeting and one offsite meeting for the base year and option year.

Travel will be be reimbursed in accordance with Federal Travel Regulations. All contractor travel must be approved by the COR prior to the actual travel, using the NMFS Travel Authorization Form. Any travel conducted prior to the receipt of proper written authorization from the COR will be done at the Contractor’s own risk and expense

RISK:

This project is considered low risk and Contractor staff must be suited for public trust classification. Background investigations may be required for all contractor staff proposed for this project, and must be cleared prior to beginning performance.

REALLOCATION OF FUNDS:

Reallocation of obligated funds within line items (e.g. decreasing travel to increase labor) may be authorized in writing by the COR.

PERIOD OF PERFORMANCE:

The base period will be 12 months from date of award with one (12) month option period.