RFP 2324 107 SC Part 2 v35.pdf

CONTRACT NO. TBD

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EXHIBIT A – SPECIAL PROVISIONS

The following provisions supplement or modify the provisions of Items 1 through 11 of the Standard Contract, as provided herein:

A.1. ENGAGEMENT, TERM AND CONTRACT DOCUMENT

A.1.1. Additional Definitions as specified in Section 1.6.1.3., is hereby added to read:

A.1.1.1. Program Administrator (PA) – Oversees the execution of operations across the Department, including but not limited to, Child Protective Investigations, Adult Protective Services, and Hope Florida, and knowledgeable of both state and federal legislation, as well as administrative rules and regulations related to these programs. PAs oversee direct supervision and evaluation of unit supervisors, staffing personnel problems and issues, and taking necessary corrective action and/or disciplinary action when warranted. PAs are responsible for completing and reviewing performance appraisals, and consulting with supervisors on unit production, quality of work performed, and rendering support and counseling to supervisor/staff.

A.1.1.2. Operations Manager (OM) – This position is responsible for supervising and directing employees. The OM is tasked with motivating, training, and evaluating employees, while also planning and overseeing their activities. This role addresses personnel matters, enforces necessary corrective or disciplinary measures when warranted, conducts, and reviews performance evaluations, and collaborates with supervisors to enhance unit productivity and work quality. Additionally, the OM provides support and guidance to both supervisors and staff, ensuring effective communication is maintained.

A.1.1.3. Family Navigator – An authorized agent in a professional position within the Department, with the authority and responsibility to provide support to families in the child welfare system addressing co-occurring child welfare challenges and fostering positive behavioral outcomes. Family Navigators offer supplemental support to the Child Protective Investigator throughout the investigative process.

A.1.1.4. The Workforce Learning and Development (WLD) also known as the “Training Team” – Team composed of Department training staff from the Office of Economic Self Sufficiency, the Office of Child and Family Well-Being, the Workforce Wellness Unit, Leadership Development Coordination, Curriculum, Evaluation, & Planning, and the Trainer and Facilitation team, which focuses on staff development, leadership, and wellness.

A.1.1.5. Coaching – Structured process where a professional coach assists individuals or teams in setting and achieving specific goals, typically focused on performance improvement within a defined timeframe. It involves providing guidance, feedback, and support tailored to the unique needs and objectives of the coaches, fostering skill enhancement, personal development, and goal attainment.

A.1.1.6. Consulting – The act of providing expert advice or guidance.

A.1.1.7. Behavioral Outcomes – Refers to the measurable changes in the actions, habits, and interpersonal interactions of employees as a direct result of trainings. The outcomes are observable behaviors that demonstrate the application of skills, knowledge, and attitudes learned during training to improve job performance.

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A.1.1.8. Annual Training Plan – Per Chapter 402, F.S., the Department is mandated to provide a systematic approach to staff development and training for persons providing child welfare services that will meet the needs of such in their discharge of duties. It shall approve the core competencies and related curricula that ensures that each person delivering child welfare services obtains the knowledge, skills, and abilities to competently carry out his or her work responsibilities. It is also required annual continuing education programs for persons holding child welfare certifications.

A.2. STATEMENT OF WORK

There are no additional provisions to this section of the Standard Contract.

A.3. PAYMENT, INVOICE AND RELATED TERMS

There are no additional provisions to this section of the Standard Contract.

A.4.GENERAL TERMS AND CONDITIONS

There are no additional provisions to this section of the Standard Contract.

A.5. RECORDS, AUDITS AND DATA SECURITY

There are no additional provisions to this section of the Standard Contract.

A.6. INSPECTIONS, PENALTIES, AND TERMINATION

There are no additional provisions to this section of the Standard Contract.

A.7. OTHER TERMS

There are no additional terms to this section of the Standard Contract.

A.8. FEDERAL FUNDS APPLICABILITY

There are no additional provisions to this section of the Standard Contract.

A.9. CLIENT SERVICES APPLICABILITY

There are no additional provisions to this section of the Standard Contract.

A.10. PROPERTY

There are no additional provisions to this section of the Standard Contract.

A.11. AMENDMENT IMPACT

There are no additional provisions to this section of the Standard Contract.

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EXHIBIT B – SCOPE OF WORK

B.1. SCOPE OF SERVICE

B.1.1. The Provider is tasked with conducting a training Needs Assessment and a Gap Analysis throughout all six (6) regions of the Department of Children and Families (Department) and developing an Initial and subsequent Annual Training Plan that features a tailored teaching development strategy centered on Workforce Leadership and Behavioral Outcomes. The Annual Training Plan will be specifically designed to meet the unique requirements of each region, addressing areas such as leadership development, cultural transformation, effective communication, and relationship building. Additionally, the Provider will deliver the trainings outlined in the Annual Training Plan in a manner that is approved by the Department, ensuring that all sessions are conducted effectively and align with the identified regional needs.

B.1.2. The Provider shall perform a Needs Assessment and Gap Analysis, which is an assessment of any deficiencies or challenges in the performance of newly appointed personnel, along with ongoing operational protocols for PAs, OMs, Family Navigators, and leadership. The analyses obtained will guide the Provider in determining training resources to be offered, identification of specific needs, or modifications to the Department’s training curriculum that aligns with its training objectives.

B.1.3. The Provider shall develop a comprehensive Development Plan for each of the six (6) regions within the Department, addressing the identified needs. This plan will outline the critical steps necessary to achieve the project’s goals and objectives, specify the required resources, establish a timeline for each task, and designate the team members essential for successful implementation.

B.1.4. The Provider will work with the Department’s Training Team for the duration of the contract to enhance training competencies while creating the Initial Training Plan and subsequent Annual Training Plans as outlined herein. In addition to creating customized training plans, the Provider will oversee the execution of training sessions, which may be conducted in-person, virtually, or in a hybrid format as determined as approved by the Department. These training sessions may encompass group activities, individual face-to-face meetings, or online engagement, subject to the Department’s approval.

B.1.5. Consulting Services B.1.5.1. Professional Coaching – Experienced and proficient consultants provide expert Coaching services for PAs, OMs, and leadership within the Office of Child and Family Well-Being, Office of Community Services, and other programs as determined by the Department. The Provider will deliver customized guidance, direction, and feedback to meet the specific needs of six (6) regions within the Department. The primary objective is to enhance work quality by focusing on skill development, facilitating crucial discussions, solving problems, and overcoming challenges to effective supervision, B.1.5.2. Project Management Services – As detailed in Section C.1. SERVICE TASKS, to effectively plan, implement, execute, and manage the Contract specifications through:

B.1.5.2.1. Facilitating discussions with Department staff to develop specialized regional training programs (Program), and provide suggestions for necessary modifications, development of new training resources, and personalized training evaluations.

B.1.5.2.2. Participating in subsequent annual regional training Programs.

B.1.5.2.3. Developing and executing the Training Plan including a Development Plan to meet requirements and enhance necessary skills, incorporating identified modifications to training

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Programs by introducing new subject areas and operational practices derived from the Needs Assessment and Gap Analysis.

B.1.5.2.4. Annual Training Plan – Create a customized Annual Training Plan focused on Workforce Leadership Development and Behavioral Outcomes. This Annual Training Plan should feature a customized Development Plan designed for the Department’s six (6) regions, based on insights gathered from the Needs Assessment and Gap Analysis. The Provider will also deliver the trainings detailed in the Annual Training Plan ensuring all sessions are conducted effectively and align with the identified regional needs.

Additionally, the Provider will assist the Department by proposing improvements for upcoming Annual Training Plans, offering suggestions for existing training initiatives, including the Coaching structure processes, and recommending changes or the development of training assessment forms. These initiatives are designed to assess the effectiveness of training program in each region, thereby improving the overall quality of work in accordance with the Needs Assessment and Gap Analysis.

B.2. MAJOR CONTRACT GOALS

B.2.1. The Provider is required to perform an annual Needs Assessment and Gap Analysis to pinpoint opportunities in training operational practices and the curriculum related to workforce leadership development and behavioral outcomes. Collaboration with the Training Team is essential in formulating an Annual Training Plan that includes a Development Plan with effective solutions tailored for all six (6) regions of the Department, including Program Administrators (PAs), Operations Managers (OMs), Family Navigators, and leadership within the Office of Child and Family Well-Being. The outcomes of the Needs Assessment and Gap Analysis will highlight the specific requirements for each region, facilitating the implementation of targeted strategies for the development of customized training curricula in future Annual Training Plans.

B.2.2. The Provider will ensure equal opportunities for all personnel within the Department by implementing a training program that emphasizes standardized, evidence-based leadership development. This initiative is designed to enhance skills related to leadership, cultural transformation, and change management, while also prioritizing positive behavioral outcomes. By focusing on these outcomes, the program aims to improve employee well-being, equip individuals with essential knowledge and practical skills to manage stress, address performance management issues, build resilient teams, and foster an environment that supports adaptability and sustained performance.

B.2.3. The tailored training program and consulting services provided by the Provider will support new and experienced PAs and OMs personnel, contributing to the Department’s initiatives for staff retention by enhancing their skill development to support their staff. The results from the Needs Assessment and Gap Analysis will pinpoint current organizational requirements (the present state) and the intended outcomes (the future state) and the role of leadership in those requirements, necessary for employee retention. This information will be incorporated into the Provider’s Needs Assessment and Gap Analysis report, which will also propose potential strategies to achieve the desired results. Recommendations will be provided for implementing effective approaches to help the Department meet its goals, along with advice on enhancing management practices to prioritize needs and identify solutions.

B.2.4. The consulting services provided will focus on offering strategic guidance regarding increasing productivity, nurturing a collaborative team environment, and developing a strong culture, ultimately supporting the enhancement of employee satisfaction. By implementing these strategic methods, the Department can fortify its workforce, improve productivity, boost morale, and minimize costs related to recruiting and training new personnel. These consulting services will

PCMT-03 5 v.24.1 deliver critical insights and guidance to PAs, OMs, and other leaders of the Office of Child and Family Well-Being on effective management practices. Ultimately, these initiatives will improve work performance quality by incorporating a focus on behavioral outcomes into roles, thereby enhancing the overall management and supervision of employees.

B.3. SERVICE AREA/LOCATIONS/TIMES

B.3.1. Service Area - Services will be conducted throughout the State of Florida.

B.3.2. Service Times – The Provider is required to ensure that its facilities and personnel are available to all individuals from 8:00 a.m. to 5:00 p.m., Monday to Friday, Eastern Time, except for holidays recognized in accordance with Florida Statue Chapter 110 Section 117. Any changes to the service hours or the acknowledgement of additional holidays by the Provider must be approved in writing by the Department.

B.3.3. Location Changes – The Provider is required to inform the Department in writing at least one week in advance of any changes to the office location or any modifications that may impact the Department’s ability to reach the Provider via telephone, facsimile, or email.

B.4. CLIENTS TO BE SERVED

This is a non-client services Contract.

CLIENT ELIGIBILITY

This is a non-client services Contract.

B.5. CLIENT DETERMINATION

This is a non-client services Contract.

B.6. EQUIPMENT

The Provider will be accountable for providing all necessary equipment required to execute and finalize the services outlined in this Contract. This includes, but is not limited to, computers, telephones, copiers, fax machines, supplies, and maintenance services.

B.7. CONTRACT LIMITS

The Provider is prohibited from delivering any services that are not specified within this Contract.

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EXHIBIT C – TASK LIST

The Provider shall perform all functions necessary for the proper delivery of services including, but not limited to, the following:

C.1. SERVICE TASKS

C.1.1. Needs Assessment and Gap Analysis (Deliverable 1) The Provider is responsible for conducting an annual Needs Assessment and Gap Analysis throughout the duration of this Contract to pinpoint any opportunities related to operational procedures as outlined in Sections B.1.1 and B.2.1. The findings will aim to implement necessary improvements in collaboration with the Department’s Training Team, facilitating the development of future Annual Training Plans and tailored training plans that align with the specific needs of each region under this Contract. The forthcoming Annual Training Plans will be designed to meet the training requirements of each region, thereby enhancing the capabilities of PAs, OMs, and other leaders within the Office of Child and Family Well-Being.

C.1.1.1. The Provider is tasked with performing a Needs Assessment and Gap Analysis which will be used to create a tailored training plan for each region at the beginning of the Contract and on an ongoing basis. This Analysis will encompass an overview of the assessment participation and Program partners involved, along with the following details:

C.1.1.1.1. Methodology – Summary of the methods used to collect data.

C.1.1.1.2. Participation – Description of the demographic and number of individuals represented in the data collected.

C.1.1.1.3. Summary – Overview of outcomes/results that demonstrates a need for trainings and consultations.

C.1.1.1.4. Gap Analysis – A thorough outline will be presented to identify the current gaps and demonstrate how the proposed training plan will enhance the Department’s existing curriculum and improve employee performance.

C.1.2. Consulting (Deliverable 2) C.1.2.1. Project Management Services The Provider will identify and recommend a project management methodology that aligns with the recognized standards set forth in the Project Management Body of Knowledge. The Provider will consistently apply professional project management practices throughout the tasks performed under this Contract. The Project Management Plan will facilitate a comprehensive approach to planning, executing, oversight, and organizing the project effectively.

The Project Management Plan shall include, at minimum:

C.1.2.1.1. A comprehensive Project Schedule outlining essential tasks and sub-tasks, along with relevant milestones, deliverables, and all necessary resources, including subcontractors.

The schedule must include estimates for the duration of each task.

C.1.2.1.2. Methods for collecting deliverables and reporting requirements may involve interviews, brainstorming sessions, storyboarding, or prototyping, among other techniques, as deemed suitable by the Provider to thoroughly understand the Contract requirements of the Department.

C.1.2.1.3. Requirement gathering should be formally documented and may occur as part of Project Management. It is anticipated to take place multiple times throughout the project for relevant deliverables and reports during the duration of the Contract.

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C.1.2.1.4. The Provider is responsible for creating and delivering meeting agendas, documentation of decision points, and summaries for the Department’s review, as necessary.

C.1.2.1.5. The Provider is responsible for sharing information with the Department using the communication methods outlined in the Project Management Plan.

C.1.2.1.6. The Provider will collaborate with the Department’s Contract Manager and personnel to gather, assess, document, and verify the Department’s requirements for reporting and deliverables throughout the duration of this Contract.

C.1.2.1.7. The Provider is required to attend meetings with the Department and any pertinent stakeholders to facilitate the coordination of Contract deliverables.

C.1.2.1.8. Risks in the project are characterized as uncertain future occurrences that may affect the project’s outcome, whereas issues refer to known events. Both risks and issues will be identified by the Provider and will be routinely addressed through meetings and written summaries. If necessary, they will be escalated to the Department’s leadership.

C.1.2.1.9. The Provider is responsible for developing a Project Risk Matrix, documenting and revising any identified issues and risks along with their corresponding contingency and mitigation strategies. It is crucial to identify and assess risks, comprehend their possible repercussions, and classify them correctly. These steps are vital for determining the appropriate resources to allocate for risk mitigation and for reducing their overall impact.

C.1.2.1.10. The Provider is required to keep a record of all decisions and modifications made throughout the project to ensure transparency.

C.1.2.1.11. The Provider must create a Change Management Plan which includes the Providers plans to ensure clear communication occurs (Communication Plan) and keep records of all adjustments to the project schedule that may lead to delays. If a modification causes a project delay, the Provider is required to notify the Department in writing within five (5) business days, detailing the reason for the delay and specifying the corrective measures to be taken to resolve the issue.

C.1.2.2. Initial Training Plan (Deliverable 2) C.1.2.2.1. The Provider will work alongside the Training Team to develop tailored training plans informed by the Needs Assessment and Gap Analysis.

C.1.2.2.2. The Department will also receive support in the form of recommendations for modifications to training materials and assessments, aimed at collecting feedback from participants after training and Coaching sessions.

C.1.2.2.3. The Provider will enhance the training competencies in collaboration with the Department’s Training Team while formulating the Initial Training Plan. In addition to developing tailored training plans, the Provider will ensure the delivery of the trainings, including in-person, virtual, and hybrid formats as required by the Department. These training sessions may also include group sessions, individual in-person meetings, or online interactions, pending the Department’s approval.

C.1.2.2.4. The Provider will collaborate closely with the Training Team to offer recommendations for the development of training materials, Coaching procedures, and training assessment forms, while also addressing any operational practice deficiencies identified through the Needs Assessment and Gap Analysis. Additionally, the Provider will assist the Department by assessing current curricula and creating new ones as needed.

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C.1.2.2.5. The Provider is required to collaborate with the Training Team to facilitate up to six (6) training sessions in each region annually. Furthermore, the Provider must guarantee that each training cohort comprises no fewer than eight (8) participants unless agreed upon with the Departments designated training manager. Training formats available include in-person, hybrid, and virtual sessions.

C.1.2.3. Annual Training Plan (Deliverable 3) The Provider is required to submit an Annual Training Plan to the Department by July 10 of each Contractual year. The Plan should include:

C.1.2.3.1. A detailed summary of the available services, encompassing the variety and quantity of training, consultation, and Coaching sessions organized by their delivery methods.

C.1.2.3.2. A timeline for implementation of Workforce Leadership Trainings.

C.1.2.3.3. In addition to developing tailored Training Plans, the Provider will ensure the delivery of the trainings, including in-person, virtual, and hybrid formats as required by the Department. The Annual Training Plan will encompass regional training recommendations along with actionable suggestions and subsequent steps for the Department, derived from data and insights gathered through training evaluations, needs assessments, observations, and lessons learned.

C.1.2.3.4. A detailed summary of every training assessment, accompanied by a data-driven strategic plan for the upcoming year, considering trends identified through staff engagement and evaluation outcomes.

C.1.2.3.5. The document should encompass recommendations, prospective future initiatives, and an Improvement Plan aimed at enhancing performance in the upcoming year, incorporating insights derived from staff engagement and evaluation outcomes.

C.1.2.3.6. A comprehensive strategic plan based on data is crucial for addressing the needs and gaps identified in the Needs Assessment and Gap Analysis, ensuring alignment with the training objectives.

C.1.2.3.7. The Provider will submit training curricula to the Department annually for review and once agreed upon approval. Following the Contract execution, the Provider will collaborate with the Training Team to create vital training materials listed below and in Attachment 1, Leadership Outcomes, and establish the designated learning platform, while also obtaining the curricula materials and access to the Department’s Learning Management System (LMS). Furthermore, the Provider will assess different training modalities using the Department’s approved Development Plan, offering choices for virtual instructor-led, online, or in-person delivery methods:

C.1.2.3.7.1. Create Collaboration C.1.2.3.7.2. Professionalism C.1.2.3.7.3. Leadership C.1.2.3.7.4. Emotional Intelligence C.1.2.3.7.5. Change Management C.1.2.3.7.6. Communication C.1.2.3.7.7. Coaching C.1.2.3.7.8. Staff Development C.1.2.3.7.9. Professional Development

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C.1.2.3.7.10. Problem Solving C.1.2.3.7.11. Critical Thinking C.1.2.3.7.12. Crucial Conversations C.1.2.3.7.13. Self-Regulation C.1.2.3.7.14. Set Professional Boundaries C.1.2.3.7.15. Wellness

C.1.2.4. Coaching Session and Consulting Services C.1.2.4.1. The Provider will deliver personalized Coaching sessions and consulting services for each region’s PAs, OMs, and other designated leaders as identified by the Department, focusing on skill enhancement, professional development, fostering critical discussions, resolving challenges, and overcoming barriers for effective leadership development, as outline in the Needs Assessment and Gap Analysis.

C.1.2.4.2. The Provider will deliver Coaching and consulting services comprising at least 15 minutes per session, totaling 150 sessions each year of the Contract for the PAs and OMs. These services can be conducted through group sessions, individual meetings, or online interactions, accommodating up to 80 PAs and 20 OMs. The Provider shall ensure that all coaches are professionals indicating mastery of skills in their fields and possess the necessary expertise to apply the most effective techniques in the specific consulting area.

C.1.2.4.3. The Provider will identify suitable metrics to assess, measure, and evaluate cultural competencies and adequacies without the use of surveys. Furthermore, the Provider will collaborate with the Department and convey the outcomes for the purpose of implementation.

C.1.2.5. Workforce Leadership Trainings (Deliverable 4) C.1.2.5.1. The Provider shall deliver Department approved trainings as specified in the agreed upon Initial and Annual Training Plans. Trainings sessions can be virtual, in-person, or a mixture of the two (2) formats.

C.1.2.5.2. The Provider shall submit training attendance logs, training agenda, and a status report based on the results of the training to the Contract Manager with each Quarterly Report.

C.1.2.5.3. The Provider shall provide training participants all training materials and resources.

C.1.2.5.4. The Provider shall provide training participants with a certificate of completion upon the conclusion of all training sessions.

C.1.2.5.5. The Provider shall evaluate the training session with pre- and post-training assessments and provide the results to the Department within 30 days of completion of the training.

C.1.2.5.6. The Provider shall administer Department approved satisfaction surveys as the conclusion of every training. The surveys shall be administered to all attendees with the purpose of gauging overall satisfaction and identifying any areas of improvement. The results shall be provided to the Department within 30 days of completion of the training.

C.1.3. Task Limitation – The Provider is prohibited from undertaking any activities outside the scope outlined in this Contract unless explicit written approval is obtained from the Department.

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C.2. Administrative Tasks

C.2.1.1. Staffing – The Provider is required to uphold a suitable organizational framework and maintain a workforce adequate to fulfill its Contractual obligations. Should the Department find that the staffing levels are insufficient, it will notify the Provider in writing, allowing the Provider thirty (30) business days to address and rectify the noted staffing shortfalls.

C.2.1.2. Provider Representative – The Provider shall appoint a representative to serve as the exclusive point of contact for the Department’s Contract Manager regarding all matters pertaining to the Contract. The responsibilities of the Provider representative encompass, but are not limited to, overseeing the Program, delivering accurate and timely reports and deliverables, submitting precise and prompt invoices, managing the project to guarantee the thorough and timely completion of all specified tasks and activities, assigning and supervising staff, and participating in all conference calls and on-site/off-site meetings with the Department as required. The provider representative must possess the authority to ensure that all services are rendered in accordance with the terms of this Contract.

C.2.1.3. Professional Qualifications – The Provider must ensure that its personnel have at least five (5) years of experience and the requisite expertise in fields such as culture change, consulting services, research, program evaluation, professional development, innovation, and training. This expertise should enable them to competently deliver the services specified in this Contract while focusing on achieving measurable and positive behavioral outcomes.

C.2.1.4. Subcontracting – The Provider is prohibited from subcontracting the services outlined in this agreement without obtaining prior written approval from the Department. However, with such approval, the Provider may engage in subcontracting for specific administrative tasks related to the Contract. It is required that the Provider incorporates the essential elements of all clauses pertaining to subcontract compliance from the main Contract into any approved subcontracts, regardless of their tier, as well as any clauses relevant to the specific aspects of the Provider’s performance being executed by or through the subcontract.

C.2.1.5. Staff Modifications – The Department’s Contract Manager must receive written notification regarding any modifications to the current personnel. This notification should include the candidate’s name, position title, start date, and proposed salary, which must remain within the budgeted amount allocated for the position as per the approved budget of the successful Provider. Additionally, the Provider is required to inform the Department’s Contract Manager in writing of any staffing changes that may influence the delivery of the Contracted services within five (5) business days. Moreover, the Provider is responsible for replacing any staff member whose continued participation could adversely impact the success of the Contract.

C.2.1.6. Reports C.2.1.6.1. The Provider is obligated to adhere to all reporting requirements set forth by the

Department. The Department can, at its discretion, request additional or more comprehensive reports. Additionally, the Department retains the authority to reject any reports deemed incomplete, insufficient, or unsatisfactory as defined by the terms of this Contract. The Provider shall amend or revise any such reports that are found to be incomplete, insufficient, or unsatisfactory without any additional compensation.

C.2.1.6.2. The Provider is required to gather and preserve the following records and documentation as part of the evaluation:

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C.2.1.6.2.1. All original documents or supplementary materials utilized to assess adherence to performance metrics and service obligations.

C.2.1.6.2.2. Copies of time and effort records for each employee compensated fully or partially with Contract funds to document staff contributions.

C.2.1.6.2.3. A summary report for each consulting and training session. The summary report must include the need, service provided, outcome/resolution and must include a unique identifier that corresponds with the names of the participants, as outlined in Sections C.1.2 and C.1.2.4.

C.2.1.6.3. All tasks and activities associated this Contract must be recorded in the reports outlined in Table 1. Reporting Schedule. These reports are to be submitted to the Department’s Contract Manager as identified in Section 1.3.4., in accordance with the schedule provided below. Unless stated otherwise, all reports shall be submitted electronically via email. Due dates may be modified through mutual consent between the Provider and the Department, provided that written approval is obtained from the Department. An email notification will serve as adequate documentation for any approved changes.

C.2.1.6.4. Reporting Schedule

The Provider is required to submit the reports outlined in Table 1.

C.2.1.6.4.1. Quarterly Reports for Services Provided (Deliverable 5) The Provider will obtain access from the Department and is required to organize all training sessions via the Department’s Learning Management System (LMS) or an approved designated learning platform. It is essential to ensure that attendance is documented at the conclusion of each session. Quarterly reports must indicate training, coaching, and any activity sessions conducted each month. Additionally, these reports must contain the required documentation as outlined below:

C.2.1.6.4.1.1. The Quarterly Reports shall include a summary that outlines the specific metrics employed by the Provider to identify proposed enhancements and the results obtained.

C.2.1.6.4.1.2. Quarterly Training Report – The Training Report for each quarter must encompass a comprehensive record of all training sessions held, detailing the date, time, and location of each session, the name of the instructor, the duration of the training, the list of registrants, attendance records, and the delivery method (whether virtual or in-person). Furthermore, it should include a detailed analysis of specific metrics aimed at enhancement, derived from the Needs Assessment and Gap Analysis, as well as the progress achieved towards these goals, as outlined in the Annual Training Plan.

C.2.1.6.4.1.3. Training Evaluation Report – The Provider is required to deliver training assessments to participants that adhere to the same format and procedures established by the Department. The Department reserves the right to request access to the information and results obtained from these assessments. Each assessment must clearly indicate the total number distributed to participants as well as the number completed and returned.

The feedback and findings from participants will inform the development of the Coaching, Consultation, and Training strategy, as outlined in the Annual Training Plan, which will offer recommendations and future

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C.2.1.6.4.2. Annual Coaching and Consultation Report and Training Report (Deliverable 6) The Coaching and Consultation Report must provide a comprehensive overview of all Coaching sessions and consultations conducted. This should include details such as the instructor’s name, duration of each session, topics covered, expected outcomes based on the Needs Assessment and Gap Analysis, and the method of delivery. To protect participant confidentiality, the Provider should implement a unique identifier system to differentiate participants, such as assigning a number to track both new and repeat sessions. This unique identifier must be included in the report for all participants, regardless of whether they are attending for the first time or returning. For repeat sessions, the Coaching and Consultation Report should indicate whether it is the 1st, 2nd, 3rd, etc., session with that individual. For instance, the annual Coaching and Consultation Report should summarize the total number of new sessions, total repeat sessions, and the distribution of 1st, 2nd, and 3rd, etc. repeat sessions. When submitting the report to the Department, it is essential to exclude participants’ names and only include their unique identifiers. The Provider is responsible for maintaining records that link participant to their unique identifiers and must provide this information to the Department upon request.

The Training Report must provide a thorough summary of all training sessions conducted in alignment with the sanctioned Training Plan. This report must detail the measures implemented to achieve the established goals and objectives across the six (6) Department regions. Additionally, the Training Plan must elaborate on the necessary resources and curriculum identified for each region, describe the instructional methods employed to ensure participants acquire and retain knowledge, and clarify the responsibilities of the team members engaged in the process.

C.2.1.6.4.3. Ad hoc Reports – The Department may request that the Provider submit additional reports concerning the services and activities rendered. The Provider is required to respond to any such information request within five (5) business days of receiving the request from the Department without additional compensation. Any extension for submission must be granted in writing by the Department.

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TABLE 1. REPORTING SCHEDULE

REPORTING SCHEDULE

Report Title Report frequency Report Due Date Contents

Quarterly Reports for Services Provided

Quarterly

Required to showcase at least thirteen (13) training sessions carried out monthly, as outlined in Section C.2.1.6.4.1

Quarter To Be Reported

• January 1 through March 31

• April 1 through June 30

• July 1 through September 30

• October 31 through December 31

Quarterly Report Due Date (Each year of this Agreement)

• No later than April 30

• No later than July 31

• No later than October 31

• No later than January 31

Annual Coaching and Consultation Report, and Training Report

Annually The tenth (10th) business day of April in each Contractual year

As required in Section C.1.6.4.2 The Project Management Plan must encompass the projected schedule for the project, detailing milestones as specified in Section C.1.1.

Additional Mandated Reports:

1. Ad Hoc Reports

Upon request Upon request As required.

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EXHIBIT D – DELIVERABLES

D.1. SERVICE UNIT

A service unit is characterized as a period of one quarter (unless otherwise noted in Section F.1.3, Schedule of Payments) during which authorized activities are performed in accordance with the requirements outlined in Exhibit B, Scope of Work, and Exhibit C, Task List. Additionally, it is essential to follow the timeline and specific provisions established in the approved Needs Assessment with Gap Analysis related to this Contract, and documentation must be completed as indicated in Exhibit C, Section C.2.1.6.4, Reporting Schedule. The implementation of the service unit must align with the terms and conditions of this Contract and be executed in a manner that has been approved by the Department.

D.2. DELIVERABLE DOCUMENTS

No. Document Due

1 Needs Assessment and Gap Analysis (Section C.2.1.6.4.1)

The Provider is required to submit the Needs Assessment and Gap Analysis within ninety (90) days from the effective date of the Contract, and subsequently on an annual basis.

2 Initial Training Plan (Section C.1.2.2.)

The Provider is required to submit the Initial Training Plan within forty-five (45) days following the submission of the Needs Assessment and Gap Analysis.

3 Annual Training Plan (Section C.1.2.3.)

The Provider is required to submit an Annual Training Plan to the Department by July 10 of each Contractual year.

4 Workforce Leadership Training Delivery (Section C.1.2.2.3)

The Provider shall deliver all trainings as specified in the Initial and Annual Training Plan across all six Department regions within the timeframes agreed upon by the Department.

5 Quarterly Reports for Services Provided (Section C.2.1.6.4.2)

The Provider is required to deliver each Quarterly Report to the Department’s Contract Manager by the 10th business day after the end of the preceding quarter.

Annual Coaching and Consultation Report, and Training Report (Section C.2.1.6.4.2)

The Provider shall submit the Annual Training Plan to the Contract Manager of the Department by the 10th business day following the conclusion of each Contractual year.

7 Assessments & Surveys Refer to Sections C.1.1.1.1. and C.1.1.1.2.

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D.3. ACCEPTANCE OF DELIVERABLES

D.3.1. Service Unit Deliverables Proof of the completion or delivery of service units must be submitted to the Contract Manager of the Department within the designated timeframe outlined in this section. Furthermore, this proof must receive approval from the Department before any invoice payment can be processed. The Provider acknowledges and consents that all activities related to the delivery or provision of these services are to be confirmed prior to submitting a payment request for the specified services.

D.3.2. Operational Reports and Deliverables In instances where this Contract mandates the submission of reports and deliverable documents to the Department, the Department’s acknowledgement of receipt shall not be interpreted as an endorsement or acceptance of those reports or documents. It is the clear intention of the parties that the acceptance of the required written reports constitutes a distinct action. The Department retains the authority to reject any reports deemed incomplete, insufficient, or unsatisfactory based on the criteria outlined in the Contract. At its discretion, the Department may grant additional time for the Provider to rectify any identified deficiencies, or, after affording the Provider a reasonable opportunity to make necessary corrections or improvements, the Department may determine that the Contract is in default.

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EXHIBIT E – MINIMUM PERFORMANCE MEASURES

E.1. MINIMUM PERFORMANCE MEASURES

E.1.1. The comprehensive Needs Assessment and Gap Analysis, both initial and annual, must be thoroughly completed (100%) in accordance with Section C.1.1, including the specific tasks outlined in Exhibit C, Task List. The Provider is obligated to submit a Needs Assessment and Gap Analysis report to the Department within ninety (90) days after the Contract is executed, and thereafter on an annual basis.

E.1.2. The Initial and Annual Training Reports must be thoroughly completed (100%), providing a comprehensive overview of the customized curricula for the Department regions, which have been specifically developed to meet their distinct needs and requirements as outlined in Section C.1.2.2 and C.1.2.3.

E.1.3. The Provider will deliver Coaching and consulting services comprising at least 15 minutes per session, totaling a minimum of 12 sessions per PA and OM per year. These services can be conducted through group sessions, individual meetings, or online interactions, accommodating up to 80 PAs and 20 OMs. The Provider shall ensure that all coaches are certified professionals in their fields and possess the necessary expertise to apply the most effective techniques.

E.1.4. All Quarterly Reports, as specified in Section C.2.1.6.4.1, must be completed and submitted in their entirety (100%) without delay.

E.1.5. The Provider shall perform 100% of the trainings as outlined in the Annual Training Plan, and in compliance with the Department approved timeline.

E.1.6. When compared to the pre-training assessment, post-training assessment will show 85% of attendees have increased knowledge in the corresponding Workforce Leadership Trainings.

E.1.7. Attendee satisfaction will be rated a minimum of 80% based on Provider administered satisfaction surveys.

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EXHIBIT F – METHOD OF PAYMENT

F.1. MINIMUM FINANCIAL SPECIFICATIONS

F.1.1. This is a fixed-price (fixed fee) Contract. The Department will compensate the Provider for the delivery of service units as outlined in the terms and conditions of this Contract, with the total payment not exceeding the amount stated in Section 1.1, contingent upon the availability of funds and performance of the Provider.

F.1.1.1. $TBD for State Fiscal Year 2025-2026 (November to June).

F.1.1.2. $TBD for State Fiscal Year 2026-2027.

F.1.1.3. $TBD for State Fiscal Year 2027-2028.

F.1.1.4. $TBD for State Fiscal Year 2027-2028 (July to October).

F.1.2. The Provider must submit a fully completed invoice within ten (10) business days following the conclusion of the previous quarter to initiate payment. Payment under the Contract will be postponed until the Department confirms that the services have been rendered.

F.1.3. The Department will assess payments upon receiving documentation that demonstrates compliance with the performance measures for acceptance of deliverables outlined in Section D.3. Payments to the Provider will be made in accordance with the Payment Schedule provided below.

PAYMENT SCHEDULE – FISCAL YEAR 1

No. Deliverable # of Units Amount

1 Needs Assessment and Gap Analysis One/Annually $ TBD

2 Initial Training Plan One $TBD

4 Workforce Leadership Training Delivery

TBD/cost reimbursable

(Provider will be compensated based upon actual costs, which are verified by submitted invoices)

$TBD

Quarterly Reports

Qtr.2 - One/Quarterly $ TBD

Qtr.3 - One/Quarterly $ TBD

Qtr.4 - One/Quarterly $ TBD

PAYMENT SCHEDULE – FISCAL YEAR 2 & FISCAL YEAR 3

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No. Deliverable # of Units Amount

1 Needs Assessment and Gap Analysis One/Annually $ TBD

3 Annual Training Plan One/Annually $ TBD

4 Workforce Leadership Training Delivery

TBD/cost reimbursable $TBD

Quarterly Reports

Qtr.1 - One/Quarterly $ TBD

Qtr.2 - One/Quarterly $ TBD

Qtr.3 - One/Quarterly $ TBD Qtr.4 - One/Quarterly $ TBD

PAYMENT SCHEDULE – FISCAL YEAR 4

No. Deliverable # of Units Amount

1 Needs Assessment and Gap Analysis One/Annually $ TBD

3 Annual Training Plan One/Annually $ TBD

4 Workforce Leadership Training Delivery

TBD/cost reimbursable $TBD

Quarterly Reports

Qtr.1 - One/Quarterly $ TBD

Qtr.2 - One/Quarterly $ TBD

F.2. FINANCIAL CONSEQUENCES

F.2.1. The financial implications outlined below are supplementary to those specified in Section 6.1 of this Contract.

F.2.2. If the Provider fails to submit the Needs Assessment and Gap Analysis to the Department within ninety (90) days following the execution of the Contract, a financial consequence of $100 per day will be imposed for non-compliance, unless the Department has provided approval for any delays.

F.2.3. If the Provider fails to submit the Initial Training Plan to the Department within forty-five (45) days following the submission of the Needs Assessment and Gap Analysis, a financial consequence of $100 per day will be imposed for non-compliance, unless the Department has provided approval for any delays.

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F.2.4. If the Provider fails to submit the Annual Training Plan by July 10 of each Contractual year, a financial consequence of $100 per day will be imposed for non-compliance with this requirement, unless the Department has provided approval for any delays.

F.2.5. If the Provider fails to complete all Coaching and consultation services (100%) within the timeframes outlined in the Annual Training Plan, a financial consequence of $100 per day will be imposed for non-compliance, unless the delay is attributable to the Department.

F.2.6. Quarterly Reports submitted by the Provider, along with documentation related to the deliverables, will be assessed by the Department to ensure compliance with the terms and conditions of this Contract. If the Provider failed to submit the quarterly reports by the 10th business day after the end of the previous quarter, a financial consequence of $100 per day will be imposed for non-compliance, unless the delay is attributable to the Department.

F.2.7. If the Provider fails to submit the Annual Coaching and Consultation report, and Training Report of each Contractual year, a financial consequence of $100 per day will be imposed for non-compliance, unless the Department has provided approval for any delays.

F.2.8. If the Provider fails to provide trainings as agreed upon in the Department approved Initial/Annual Training Plan(s), a financial consequence of $100 per day will be imposed for non-compliance, unless the delay is attributable to the Department.

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ATTACHMENT 1

LEADERSHIP OUTCOMES

By fostering a supportive culture, prioritizing professional growth, and strengthening leadership and communication, these practices improve employee satisfaction, efficiency, and retention within the child welfare sector.

1. Enhance Culture

a. Functional definition: Culture, as it relates to child welfare leadership, refers to the shared values, beliefs, behaviors, and practices that shape how people within the system interact with each other and with the children and families they serve. It is reflected in:

i. How decisions are made

ii. How leadership is exercised and modeled

iii. The expectations set for practice and accountability

iv. How staff are supported and developed

v. How families are viewed, engaged, and empowered

b. A strong child welfare culture led by effective leadership promotes safety, fairness, transparency, collaboration, and continuous learning. It influences not just what people do, but how and why they do it—ultimately impacting outcomes for children and families.

c. Create Collaboration: Fostering teamwork and collaboration.

d. Improve Culture: Building a positive, supportive work environment, even in high-pressure situations.

e. Wellness: Promoting staff wellness to maintain resilience and manage stress.

2. Professionalism

a. Set Professional Boundaries: Maintaining clear boundaries, especially under pressure, to ensure professionalism.

b. Professional Development of staff: Build your replacement.

3. Leadership

a. Change Management: Leading teams through change, adapting strategies as needed.

b. Coaching: Guiding staff, providing support, and enhancing their coping skills.

c. Staff Development: Developing skills that enable staff can respond to needs of the position and to build for their next position.

d. Decision-Making: Making timely and informed decisions under pressure.

e. Delegate: Effectively assigning tasks and responsibilities, empowering team members to act and make decisions.

f. Personality Assessment and how that integrates with others: How to recognize different personalities and needs based on each person’s personality.

g. Cheerleader: Encouraging the heart of staff, fostering celebration of good work

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h. Leading up & Leading down: Mastering feedback and conversations with the leadership around you

4. Emotional Intelligence

a. Functional Definition: Emotional Intelligence (EQ) in child welfare leadership:

i. Self-Awareness A leader recognizes their own stress and avoids letting it affect how they speak to staff during a crisis.

ii. Self-Regulation A leader receives difficult feedback from a child welfare…