Solicitation_Document_15-R-0023.docx

SOLICITATION/CONTRACT/ORDER FOR COMMERCIAL ITEMS

OFFEROR TO COMPLETE BLOCKS 12, 17, 23, 24, & 30

1. REQUISITION NUMBER

PAGE 1 OF

SP4702-15-R-0023

2. CONTRACT NO. 3. AWARD/EFFECTIVE DATE

4. ORDER NUMBER 5. SOLICITATION NUMBER 6. SOLICITATION ISSUE

DATE

7. FOR SOLICITATION INFORMATION CALL:

a.

NAME b. TELEPHONE NUMBER (No collect calls)

Laura Cherryholmes 614-692-9834 8.

OFFER DUE DATE/ LOCAL TIME

P.M.

DLA CONTRACTING SERVICES OFFICE - COLUMBUS

(WOSB) ELIGIBLE UNDER THE WOMEN-OWNED

ATTN: DCSO-C (Laura Cherryholmes)

PO BOX 3990

COLUMBUS, OH 43218-3990

HUBZONE SMALL BUSINESS

SERVICE-DISABLED VETERAN-OWNED SMALL BUSINESS

SMALL BUSINESS PROGRAM EDWOSB

8 (A)

NAICS:

611430

SIZE STANDARD:

$10,000,000.00

11. DELIVERY FOR FOB DESTINA- TION UNLESS BLOCK IS MARKED

SEE SCHEDULE

12.

DISCOUNT TERMS

13a. THIS CONTRACT IS A RATED ORDER UNDER DPAS (15 CFR 700)

13b. RATING

14. METHOD OF SOLICITATION

RFQ IFB RFP

15. DELIVER TO CODE 16. ADMINISTERED BY CODE SP4702 SEE PERFORMANCE WORK STATEMENT SAME AS BLOCK 9.

OFFEROR

CODE

DEFENSE FINANCE AND ACCOUNTING SERVICE PO BOX 182317

COLUMBUS, OH 43218-2317

TELEPHONE NO.

17b. CHECK IF REMITTANCE IS DIFFERENT AND PUT SUCH ADDRESS IN 18b. SUBMIT INVOICES TO ADDRESS SHOWN IN BLOCK 18a UNLESS BLOCK OFFER BELOW IS CHECKED SEE ADDENDUM

19.

ITEM NO.

20.

SCHEDULE OF SUPPLIES/SERVICES

21.

QUANTITY

22. UNIT

23.

UNIT PRICE

24.

AMOUNT

SEE SCHEDULE

(Use Reverse and/or Attach Additional Sheets as Necessary)

25. ACCOUNTING AND APPROPRIATION DATA 26. TOTAL AWARD AMOUNT (For Govt. Use Only)

27a. SOLICITATION INCORPORATES BY REFERENCE FAR 52.212-1, 52.212-4. FAR 52.212-3 AND 52.212-5 ARE ATTACHED. ADDENDA

27b. CONTRACT/PURCHASE ORDER INCORPORATES BY REFERENCE FAR 52.212-4. FAR 52.212-5 IS ATTACHED. ADDENDA

ARE ARE NOT ATTACHED

ARE ARE NOT ATTACHED

28. CONTRACTOR IS REQUIRED TO SIGN THIS DOCUMENT AND RETURN 1

COPIES TO ISSUING OFFICE. CONTRACTOR AGREES TO FURNISH AND

DELIVER ALL ITEMS SET FORTH OR OTHERWISE IDENTIFIED ABOVE AND ON ANY ADDITIONAL SHEETS SUBJECT TO THE TERMS AND CONDITIONS SPECIFIED

29. AWARD OF CONTRACT: REF. OFFER

DATED . . YOUR OFFER ON SOLICITATION (BLOCK 5), INCLUDING ANY ADDITIONS OR CHANGES WHICH ARE SET FORTH HEREIN, IS ACCEPTED AS TO ITEMS:

AUTHORIZED FOR LOCAL REPRODUCTION PREVIOUS EDITION IS NOT USABLE

STANDARD FORM 1449 (REV. 2/2012)

Prescribed by GSA - FAR (48 CFR) 53.212

19.

ITEM NO.

20.

SCHEDULE OF SUPPLIES/SERVICES

21.

QUANTITY

UNIT PRICE

24.

AMOUNT

32a. QUANTITY IN COLUMN 21 HAS BEEN

RECEIVED INSPECTED ACCEPTED, AND CONFORMS TO THE CONTRACT, EXCEPT AS NOTED:

32g. E-MAIL OF AUTHORIZED GOVERNMENT REPRESENTATIVE

PARTIAL FINAL

42b. RECEIVED AT (Location)

STANDARD FORM 1449 (REV. 2/2012) BACK

Solicitation/Contract Form Table of Contents Price Schedule

TABLE OF CONTENTS

PAGE

Section 1: Introduction and Background Section 2: Performance Work Statement Section 3: Evaluation of Vendor Proposal Section 4: Vendor Proposal Instructions and Requirements Section 5: Terms, Clauses and Provisions 35

ATTACHMENT 1: Past Performance Questionnaire ATTACHMENT 2: Quality Assurance Surveillance Plan (QASP)

Proposals are required to be received by 09/22/2015 at 12:00 P.M. Easter Standard Time to one of the following addresses:

Email: Laura.Cherryholmes@dla.mil If mailed via USPS regular mail or Private Couriers (i.e., UPS or Fedex):

Defense Supply Center Columbus DLA Contracting Services Office Columbus ATTN: DCSO-C/Laura Cherryholmes/020A2N112 P.O. Box 3990 Columbus, Ohio 43218 *Preferable method for submission of proposals is via E-mail

**Offerors must provide all of the documentation identified in FAR 52.212-1(b), with their proposals

PRICE SCHEDULE

DESCRIPTION OF SERVICES

The contractor shall provide executive coaching services for supervisors/managers/senior leaders of the Defense Logistics Agency (DLA). All work shall be accomplished in accordance with the Performance Work Statement.

TERM OF CONTRACT

The period of performance shall be for a basic year with four one-year options

BASE PERIOD:

TOTAL LINE SUPPLIES/SERIVCES ITEM NO.

0001 Level 3 per hour cost 1500 EST. Hour $ For the basic period

Minimum quantity = 150 Maximum quantity = 2625

0002 Level 4 per hour cost 400 EST. Hour $ For the basic period

Minimum quantity = 40 Maximum quantity = 875

PRICE SCHEDULE, CONTINUED

OPTION 1:

TOTAL LINE SUPPLIES/SERIVCES ITEM NO.

1001 Level 3 per hour cost 1500 EST. Hour $ For the Option Year 1

Minimum quantity = 150 Maximum quantity = 2625

1002 Level 4 per hour cost 400 EST. Hour $ For Option Year 1

OPTION 2:

TOTAL LINE SUPPLIES/SERIVCES ITEM NO.

2001 Level 3 per hour cost 1500 EST. Hour $ For the Option Year 2

2002 Level 4 per hour cost 400 EST. Hour $ For Option Year 2

OPTION 3:

TOTAL LINE SUPPLIES/SERIVCES ITEM NO.

3001 Level 3 per hour cost 1500 EST. Hour $ For the Option Year 3

3002 Level 4 per hour cost 400 EST. Hour $ For Option Year 3

Minimum quantity = 40 Maximum quantity = 875

OPTION 4:

TOTAL LINE SUPPLIES/SERIVCES ITEM NO.

4001 Level 3 per hour cost 1500 EST. Hour $ For the Option Year 4

4002 Level 4 per hour cost 400 EST. Hour $ For Option Year 4

Minimum quantity = 40 Maximum quantity = 875

Section 1: INTRODUCTION AND BACKGROUND

1.1 INTRODUCTION AND BACKGROUND

The Defense Logistics Agency (DLA), DLA Human Resources, DLA Training, requires contractor support for the delivery of executive coaching services for supervisors/managers/ senior leaders of the DLA. This contract may be utilized at any time during the contract award period on a case-by-case basis to provide “as needed” executive coaching for DLA supervisors, managers, and executives.

1.2 RFP ORGANIZATION

The RFP is organized into sections according to the following:

Section 1: Contains contracting information, provisions, terms and conditions.

Section 2: Provides the Performance Work Statement (PWS). It includes the objectives for the acquisition and states the performance and technical requirements.

Section 3: Provides instructions for submittal of the vendor’s proposal and defines what is required in this submission.

Section 4: Provides the evaluation factors and award process that will be the basis for selecting a vendor for award.

1.3 CONTRACT TYPE

The Government intends to award one firm fixed price contract.

1.4 PERIOD OF PERFORMANCE

The Period of Performance shall be for a basic year with four one-year options.

1.5 AWARD WITHOUT DISCUSSIONS

The Government intends to evaluate proposals and make award without discussions. Proposals should contain the vendor’s best terms within the proposed technical and business approach, to include all evaluation factors. Additionally, the Government reserves the right to conduct discussions and request revisions to proposals, if it is determined necessary.

1.6 NO AWARD

The Government reserves the right to not make an award as a result of this RFP if such award is determined contrary to the best interest of the Government.

1.7 PROPOSAL PREPARATION COSTS

The Government shall not be responsible or liable for any costs incurred by any parties in the preparation and submission of any technical proposal or price quote in response to this RFP.

1.8 SUBMISSION OF QUESTIONS

Should the vendor have any questions with regards to the RFP, they should submit them, via e- mail, to Laura Cherryholmes at Laura.Cherryholmes@dla.mil.

Any technical questions, requests for clarification or requests for data in connection with this RFP must be submitted in writing on or before September 15th, 2015 to allow the government adequate time to provide correct answers to the questions.

Vendors are strongly urged to follow-up the submission of any questions with a phone call to the Contracting Specialist to ensure that questions have been answered.

1.9 QUOTATION SUBMISSION INSTRUCTIONS

This RFP will be posted on FBO and is available to all Small Disabled Veteran Owned Businesses under NAICS 611430. Vendors MUST submit their proposals electronically to the Contracting Specialist at Laura.Cherryholmes@dla.mil.

All offers must be submitted on or before Noon, EST, on September 22, 2015.

Section 2: PERFORMANCE WORK STATEMENT

The Defense Logistics Agency (DLA), DLA Human Resources Services, DLA Training, Workforce Development Division, Enterprise Leadership Team, requires contractor support for the delivery of executive coaching services for newly appointed supervisors, and newly appointed managers (supervisors of supervisors) of DLA. These coaching services are part of DLA’s Enterprise Leadership Development Program (ELDP) Level 3 new supervisor certificate program and Level 4 experienced supervisor development program.

Project Description

A. Background

DLA’s Enterprise Leadership Development Program is a comprehensive program that provides leadership development opportunities needed to meet our challenging mission requirements today and into the future. Intentionally designed to begin leadership development early in an employee’s career rather than beginning leadership training once an individual is in a formal leadership position:

1. The program has five levels:

· Level 1—Sharpens foundational leadership skills for members of the general workforce who are not in formal leadership positions through training and experiential learning. Although training is not mandatory at Level 1.

· Level 2—To help Team and Project Leads more effectively lead small groups.

· Level 3—A structured 2-year program for new DLA Civilian Leaders in supervision or management positions to ensure that DLA leaders operate from a consistent knowledge and skill base.

· Level 4—Maintains and further builds the skills of DLA’s experienced leaders.

It provides more skilled leaders the flexibility to manage their own leadership plan, while also meeting the mandatory training requirements of NDAA 2010.

· Level 5—Maintains and further builds the skills of DLA leaders who are members of the Senior Executive Service Corps.

2. ELDP LEVEL 3 AND 4:

a. DLA established ELDP Level 3, a supervisor certificate program for newly appointed supervisors mandated to meet a consecutive 12 month supervisory probation period. This certificate program was implemented in April 2004. Approximately 400 new probationary supervisors are appointed in DLA every year. In FY 2013, from October 2013 through September 2014, DLA averaged 34 new supervisor appointments per month. This number varies year-by-year, and can be estimated, but not precisely calculated in advance. DLA's new supervisors are most commonly first-level supervisors (supervisors of non-supervisors), but may also include second-level and third-level supervisors (supervisors of supervisors). Most of the Level 3 supervisors are new to leadership; a smaller number have had previous supervisory experience with the military (some are retired military) or in the private sector.

b. Level 4 new managers are most commonly graduates of the ELDP Level 3 program but may also include transfers from other federal agencies or individuals hired directly into a second or third level supervisory position.

DLA’s leaders are geographically dispersed around the continental United States (CONUS) and internationally (OCONUS), holding field-level positions and headquarters-level positions.

Approximately 75 percent of all DLA leaders are located at or near the following major DLA activities: Ft. Belvoir, VA (where the DLA Headquarters is located); Philadelphia, PA; Richmond, VA; Battle Creek, MI; Columbus, OH; Harrisburg, PA; and Tracy, CA. Approximately 25 percent of all DLA leaders are located at other small satellite organizations that are hosted on larger Department of Defense installations around the country and around the world. Primary OCONUS organizations are located in Germany, Japan, Korea, and Hawaii.

ELDP Level 3 Learning Activities for Leadership Development:

Upon probationary appointment into the supervisor position, the new supervisor begins a formalized 2-year certificate program that includes approximately 150-160 hours of learning activities, i.e. ELDP Level 3. The certificate program consists of four phases of leadership development with specific learning activities assigned to each phase. These phases are outlined below, with specific learning activities identified for each:

Phase 1: First 3 months

· Supervisor Certificate Orientation, 1..5 hours (teleconference)

· DLA Online HRM Modules, 12–15 hours (computer-based training)

Phase 2: 4–12 months

· DLA Applied HRM for Supervisors, 40 hours (classroom course)

· Leadership Education and Development, 32 hours (classroom course)

· 1 Multi-Source Feedback Survey: Information session (1 hour teleconference); participation in 1 Multi-Source Feedback survey (360 degree instrument); Results session (1 hour teleconference)

Phase 3: 13–18 months

· Skill Soft Training, 24 hours (computer-based training)

· l-on-1 Coaching, approximately 8 hours

· Up to 4 hours individual/preparatory work

· Four 1-hour coaching sessions

Phase 4: 19–24 months

· Self-development electives, 24 hours (individualized development)

· 2nd Multi-Source Feedback Survey

At the end of Phase 2, each Level 3 supervisor participates in a leadership development survey

(Denison Consulting or equivalent and hereafter referred to as multi-source feedback or MSF survey). This instrument is a 360-degree leadership competency assessment. Administration of this instrument is coordinated between DLA and the provider of the MSF. The MSF survey complements the culture survey that DLA periodically administers enterprise-wide.

The purpose of the first MSF survey is to provide the supervisor with feedback on his or her leadership strengths and areas for continued growth. The results of the MSF are an important source of information to begin the supervisor's four l-on-1 coaching sessions. At the end of the 2- year Level 3 program (Phase 4), the supervisor participates in MSF for a second time to gauge how perceptions of his or her leadership behavior have changed over time.

Since executive coaching is most effective with willing clients who are engaged in the process, there are some DLA supervisors who opt out of the l-on-1 coaching activity from the beginning, or who fail to follow through with four full sessions. In these cases, an alternative activity has been established to be assigned by the DLA program manager.

ELDP Level 4 Learning Activities for Leadership Development:

Upon determination that an individual has been hired, promoted or reassigned into a second level or higher supervisory position for the first time with DLA they are assigned the following learning events:

1. Transition to Manager, 16 hours (classroom course)

2. 1-on-1 Coaching, approximately 8 hours; up to 4 hours individual/preparatory work and four 1-hour coaching sessions. As part of coaching, the level 4 supervisor completes 1 Multi-Source Feedback Survey: Information session (1 hour teleconference); participation in 1 MSF survey (360 degree instrument); Results session (1 hour teleconference).

B. Purpose/Objective:

The DLA ELDP Level 3 and Level 4 not only provides formalized training to develop basic or enhance current leadership skills, but also a great deal of transition support in the form of networking, feedback, and coaching. The l-on-1 coaching activity provides supervisors with personalized and professional assistance in assessing the results of the MSF survey and putting specific actions in place to increase leadership effectiveness while obtaining strategic results in real time. With the assistance of the coach, the supervisor will consider the results of the MSF in light of a bigger discussion focused on the organization's strategic goals and objectives, and the supervisor's most significant business challenges. The result of the coaching session is the supervisor's development and implementation of an action plan to impact his/her immediate work unit and set-up a greater possibility for effecting on-going, long-term, positive change.

The purpose of the coaching activity is to:

1. Assist the supervisor in identifying leadership behavior that may be contributing to, or hindering, his or her overall leadership effectiveness, and determine ways of enhancing, or changing, behavior in critical factors of leadership success.

2. Assist the supervisor in developing a plan that helps him or her in

· setting clearer and more realistic goals, and reaching those goals faster

· making changes that can have significant impact personally, professionally, and organizationally

· deciphering and prioritizing what is most important to the organization, and figuring out how to get there, and/or

· strengthening professional focus, and better managing personal and organizational stress.

C. Requirements:

1. Coaching Team: DLA will contract for a team composed of a minimum of four executive coaches operating in consortium to provide 1-on-l coaching to DLA supervisors. The composition of the coaching team will reflect diversity in experience, background, and areas of coaching expertise. From this coaching team, one member will be designated as the lead coach and serve as the primary representative of the coaching team with the DLA program managers. The roles and responsibilities of the lead coach will be to:

a. Represent the entire coaching team in discussions with the DLA program managers.

b. Draft, review, and coordinate coaching guidance and template documents used by the coaching team.

c. Conduct meetings with the coaching team to ensure a unified and consistent coaching approach.

d. Participate quarterly in MSF information and results sessions.

e. Serve as the contact point for the DLA program managers in addressing and resolving coaching issues and concerns.

2. Coaching Services: Based upon DLA's average monthly supervisor appointment rate for the past 2 years, it is estimated that approximately 500–525 supervisors will progress through the coaching activity in Level 3. Additionally, it is estimated that another 175 supervisors will transition from 1st level to 2nd level supervision in the Level 4 program annually. This results in approximately 1900 coaching sessions annually (four sessions each) for Level 3 and 4 combined, with an additional 675–700 sessions targeted to the coaching team for preparation and coordination (see section C2c below). The amount of coaching sessions expended will be dependent upon the number of DLA supervisors actually appointed each year, minus the number of supervisors who are assigned an alternative activity. Coaching services will be provided as follows:

a. Each quarter a new group of approximately 169–175 DLA supervisors will participate in MSF and then be matched with a coach. Some quarters the number of supervisors may exceed 175 or be less than 169. The DLA program manager will provide coach bios and information on the coaching process to the supervisors, as developed with the coaching team. DLA supervisors will indicate their preferred coaching matches, which the DLA program manager will finalize and inform the coaching team. To the maximum degree possible, supervisors will be matched with their top preferred coach which will likely result in coaches being assigned differing amounts of total clients. The DLA program manager will coordinate with the MSF provider for reports to be forwarded to each coach for their matched clients.

b. The lead coach or other designated coach will participate with the DLA training program manager and representative of the MSF provider in conducting quarterly MSF information and results teleconferences. Each quarter there will be two information sessions that are each approximately 1-hour long, and two results sessions that are each approximately 1 hour and 15 minutes long. All four sessions will be conducted by teleconference on the same day and will be arranged by the DLA program manager.

c. A total of up to five sessions, each approximately 1 hour in length will be required for each DLA supervisor participating in one-on-one executive coaching. These five sessions will be expended as follows:

(i) One hour is provided to the coach for each supervisor to allow for review of MSF survey results, introduction/welcome to the supervisor as a new client, and coordination/preparation for individual coaching sessions.

(ii) The remaining four sessions will be spent in four individual coaching sessions, conducted not more than once every two weeks, and not less than once a month. On average, it is expected that the four coaching sessions will be completed within a 2 to 4-month period of time. This timeframe maybe adjusted to accommodate special needs of the DLA supervisor or coach.

(iii) Additional coaching sessions may be provided to a DLA supervisor as requested in advance by the supervisor and coach, and approved by the DLA Training program manager. Approval will be subject to budget constraints and other business concerns.

d. Coaching sessions will be conducted by telephone, with the DLA supervisor contacting the coach by Government telephone at a pre-arranged day and time, unless the coach has agreed and arranged to initiate the call on his/her own telephone/cell phone line. The cost of calls initiated by the coach will not be reimbursed by the Government. If the coach and the DLA supervisor are located in the same geographic area and wish to conduct sessions in person, such is acceptable; however, no travel costs will be paid. If the DLA supervisor is located internationally with no access to an outside phone line, the DLA program manager will connect the supervisor and coach by a telephone bridge at a day and time coordinated in advance by the coach with the DLA supervisor and DLA program manager.

e. Coaching sessions will be conducted at a time that is convenient for the DLA supervisor, particularly those who are located in various time zones across the country and internationally, and those who work various shifts throughout a 24-hour day, 7- day workweek. It is acceptable for the coach to utilize email to coordinate coaching session dates/times.

f. DLA supervisors are expected to honor scheduling appointments made with their coaches. However, extenuating circumstances may necessitate that a supervisor cancel or miss a pre-arranged appointment. The Government will not be charged for the first session that is cancelled or missed by a DLA supervisor; instead the coach will arrange a make-up session with the supervisor. However, a second missed appointment by a DLA supervisor for which rescheduling cannot be accommodated by the coach may be charged to DLA, as recommended by the coach and approved by the DLA program manager. In such cases when DLA is being charged for a missed appointment, or when a pattern of repeated cancellations occurs, the coach will notify the DLA program manager with a recommendation for action. The DLA program manager will make a determination whether the supervisor will continue coaching sessions or be removed from the l-on-1 coaching activity, and will notify the supervisor and coach accordingly.

3. Coaching Reports: Each quarter, as soon as possible prior to rollout of a new group of DLA coaching clients, the DLA program manager will provide a spreadsheet listing DLA supervisors participating in the coaching activity and matched coach. This spreadsheet will list supervisors' names, organizations, locations, and phone numbers. Within 10 workdays after the end of each month, the coaching team and/or contractor representative will return the spreadsheet to the DLA program manager and Contracting Officer’s Representative (COR) detailing coaching sessions accomplished in the previous month. These monthly spreadsheets will be utilized in the preparation of the quarterly report. The quarterly report will be a cumulative compilation for the entire contract period broken out under individual tabs for the designated quarterly MSF/coaching time period and sent electronically to the DLA program manager and COR via email. These monthly spreadsheets will be utilized in the preparation of the quarterly report.

4. Coaching Meetings: As needed, the DLA program managers will coordinate with the MSF provider to provide the coaching team with a telephonic orientation session on the MSF leadership development survey prior to rollout of the first coaching group. This will be accomplished at the beginning of this contract, and whenever a new coach is added to the team. In addition, within one month of contract award date, the DLA program manager will conduct a start-up orientation session with the contractor representative and coaching team. On an ongoing basis, the DLA program manager, lead coach, and contractor representative will meet once a month, by telephone at a pre-determined day and time, for a status check of approximately 1 hour in length. This status check will focus on how the coaching process is going, adjustments needed, problems encountered by the team, and other similar matters. Additionally, quarterly IPRs of 1 hour in length will be arranged and conducted by the DLA program manager with the entire coaching team and contractor representative. These IPRs will give the DLA program manager and coaching team an opportunity to discuss the coaching process and recommended adjustments, general progress of client-supervisors, and common trends or patterns emerging through the coaching sessions. The DLA program manager will utilize the IPRs to share information on DLA and invite DLA leaders to dialogue with the coaching team and build their joint knowledge and understanding.

5. Coaching Start-Up: Within 10 workdays after contract award, the contractor will provide the DLA program manager and COR with narrative bios of each coach. These bios will be provided to DLA supervisors as an information aid in their selection of the coach with whom they would like to be matched. The bios will include a small photograph of the coach and address the following: business experience/background; coaching training/certification and experience; coaching philosophy; special areas of coaching expertise and focus; articles written or publications; formal education; and interests/hobbies. It is expected that coaching service will commence within 30–45 days following contract award.

D. Technical Capability:

1. Staffing Plan

a) Contractor proposals shall provide a staffing plan to include a resume for each coach recommended to serve under this contract. The resume will include the following: geographic location; business experience/background; formal education/training; coaching training/certification and experience; other certifications; 360-degree instruments and other leadership assessment tools; coaching philosophy; special areas of coaching expertise and focus; articles written or publications; and three references. From the resumes submitted by the contractor for consideration, the DLA Program Manager and COR will have final approval of coaches to provide services under this contract.

b) To expand further on the required coaching qualifications, the staffing plan shall provide proof of training received in coaching principles, techniques, and process from an established training program or coaching certification provider. Each coach will have a minimum of five years of coaching experience with clients that include business corporations, private industry, academia, and/or the public sector. Coaches who have established an ongoing coaching partnership with a business or government entity are preferred. Coaches must be knowledgeable of 360 degree instruments and experienced in interpreting results. Additional training and certifications in other assessment tools for example: DISC Profile, Myers-Briggs Type Inventory, Strength Deployment Inventory (SDI), etc.

c) Over the course of the contract, should vacancies occur within the coaching team; the contractor will notify the DLA program manager and identify potential replacements prior to rollout of the next group of DLA coaching clients. The contractor will provide the DLA Program Manager resumes for any proposed replacement coaches as indicated above for approval. The DLA program manager may conduct telephone interviews of recommended coaches prior to the final approval. If a coach vacates prior to the conclusion of all four coaching sessions of each DLA supervisor with whom he/she is matched, the lead coach will provide a plan to the DLA program manager for completion of remaining coaching sessions with remaining coaches of the team.

d) The DLA program manager may recommend, through the Contracting Officer, termination of the services of a coach at any time over the life of the contract based upon substantive and substantiated feedback, breach of confidence, or other matters reflecting negatively on DLA or the DLA Level 3 Supervisor Certificate Program. See section G below.

e) Based upon the trusted nature of the client-coach relationship, and the mission of the Defense Logistics Agency as a component of the Department of Defense, coaches may be subject to a background check (at the expense of the government) prior to and/or at any time during the life of this coaching contract. The coaching team is required to maintain complete confidentiality of all information shared by DLA, the DLA program manager, and DLA supervisors regarding their jobs and the DLA mission/organization. Breach of client or DLA confidentiality may be grounds for the immediate termination of a coach's services.

f) Listed below are the performance expectations of coaches, adapted from Profiles in Coaching: The 2004 Handbook of Best Practices in Leadership Coaching, copyright 2003 by Linkage Press, published by Linkage Inc.

1. Technical Skills--The coach:

· sets the stage for the coaching engagement by establishing ground rules, reporting lines, confidentiality, and trust

· assesses the current situation fully and accurately

· achieves alignment and agreement of action plans around critical needs and achievable objectives

· develops and executes an approach for obtaining and evaluating feedback that will lead to a successful outcome

· recognizes emerging problems and adjusts the coaching plan accordingly

· provides instructions and techniques to the client-supervisor to aid him or her in sustaining performance improvement after the 1-on-l coaching experience

2. Experience and Background--The coach has:

· a working knowledge of the kind of organization for which the client-supervisor is working

· an understanding of the client-supervisor's level within the organization and the associated pressures, responsibilities and relationships

· a solid knowledge of leadership and organizational development principles and techniques

· experience reviewing and advising on the results of 360 degree assessment instruments

3. Coaching Attributes--The coach:

· listens with openness and sensitivity

· maintains strict personal and business confidentiality

· establishes the highest levels of trust and personal connection

· asks probing questions that draw forth relevant information

· judges actions or words to calibrate whether development is occurring at the appropriate rate and in the correct direction

2. Administration/Management of Coaching Clients

In coordination with providing coaching services, the contractor proposal shall have, and shall verify, a minimum of five years’ experience in the administration/management of large/massive number of coaching clients (client numbers equivalent those specified in paragraph C.2.). The proposed contractor will verify it’s capability to manage, track, monitor, and report coaching clients thru a proven/established electronic database and/or spreadsheet. The contract awardee will use the established database/spreadsheet to monitor/track coaching clients to submit monthly invoices for payment, to update periodic and quarterly changes to the electronic database/spreadsheet, as well as respond to requests for cumulative and singular data reports from the DLA program managers and/or DLA COR on a regular and periodic basis.

E. Coaching Methodology/Specific Tasks:

1. For DLA ELDP Level 3 and 4, coaching is used as an "arm of strategy," i.e., facilitating supervisors and managers to develop in ways that make a significant difference to themselves in their growth as leaders, and also to DLA in the accomplishment of organizational strategic goals and objectives. Leadership coaching directly supports Goal #3 of the DLA Strategic Plan by developing leaders who are capable of managing change, creating a culture of learning and growth, and focused on continuous improvement in support of the war fighter.

2. The 1-on-1 coaching activity supports supervisors by helping them gain clarity on how to best focus their attention and have the highest overall organizational impact. Each coach will work with the matched DLA supervisor as he or she receives, reviews, interprets and acts on the MSF survey results. The results of each supervisor's MSF report, and subsequent dialogue on his/her leadership strengths and areas for improvement, will serve as the beginning point of a larger discussion between the coach and supervisor on leadership/organizational challenges that the supervisor is facing and the next step in his or her leadership development. The coach will assist the supervisor in devising one or two leadership goals and developing an action plan that engages key stakeholders as part of the solution. The goal of this activity is not to burden the supervisor with a checklist of action items and post-coaching session taskings. Rather, the goal is for the coach to facilitate the supervisor's identification and implementation of real-world solutions for more effectively managing his/her real-world business challenges and obtaining breakthrough results.

(i) Through the four coaching sessions, the coach will guide the supervisor along a process that is customized to his/her unique circumstances and leadership/business challenges, yet always aligned with and focused on the strategic goals of the organization. In general, the sessions will proceed for the DLA supervisor as follows:

Session 1

· Discuss coaching agreement and confidentiality statement.

· Discuss supervisor's background: What brought him/her to this career point and where the supervisor is headed with his or her career goals and progression.

· Review MSF results with supervisor; consider behaviors and perceptions that may be aiding or hindering results.

Session 2

· Identify and discuss key business challenges.

· Identify top two goals, linking strategy with action, and facilitate the supervisor's exploration of this question: “Where do I leverage my crowbar for the greatest personal and organizational impact?”

Session 3

· Identify stakeholders: Who needs to be involved in the solution?

· Develop action plan: How to get there (to the solution) from here (where the supervisor, organization, stakeholders, etc., are at this point-in time).

Session 4

· Devise plans for implementing visible follow-up and follow-through, the cornerstone of the process.

· Discuss how the supervisor can become a coach and replicate this process with his/her own team.

F. Coaching Administration:

The l-on-1 coaching activity will be managed by a program manager and COR assigned to the DLA Training, located in Columbus, OH. This program manager will represent DLA in managing and coordinating all aspects of the coaching activity with the exception of any contractual matters which must be routed through the contracting officer.

Note: The Program Manager or COR cannot commit the Government for any actions that will result in any additional cost to the contract.

G. Contractor Evaluation:

1. At the end of each DLA supervisor's final coaching session, the coach will provide each client with the 1-on-1 Coaching Feedback Form (see Attachment 1) to be completed and returned directly to the DLA program manager. Coaches will be assessed by DLA coaching supervisors via this form in each factor identified in section D of this performance work statement. The DLA program manager will provide the coaching team with a summary of supervisor feedback at least once annually.

2. The DLA program manager retains the right to direct the contractor to replace any coach who:

· receives a rating of "Poor" in one or more factors, provided by two or more DLA supervisors during a 12-month period of time

· receives an average rating of “Poor” for Timeliness and Quality on returned l-on-1 Coaching Feedback Forms

· breaches confidence of a DLA supervisor or critical information about the DLA mission/organization; or

· other matters reflecting negatively on DLA or the DLA ELDP.

3. In these situations, the DLA program manager will provide a written notification/explanation to the contractor representative, who will inform the involved coach. Within 10 workdays of this notification, the DLA program manager may accept a response or reconsideration request from the contractor and/or coach who is recommended for replacement. When a response or reconsideration request is provided, the DLA program manager will make a final decision within 10 workdays and notify the contractor representative in writing. If the final decision by the DLA program manager is to replace the coach, the contractor will have 30 calendar days to provide replacement recommendations and resumes to the DLA program manager. Upon approval by the DLA program manager, the replacement coach will be in position to accept new clients from the next group of supervisors who progress through MSF.

H. Government Responsibility:

The Government will furnish l-on-1 executive coaching program information and guidelines to DLA supervisors; develop the coach-supervisor coaching/confidentiality agreement; and provide the format for monthly reporting. DLA program managers will provide coaches with DLA information, as needed, to assist with the coaching strategy, i.e., DLA regulations, policies, communication documents such as mission, goals, objectives. Telephonic coaching sessions which involve different area codes from the coach will be initiated by the DLA supervisor using the government phone line to call the coach at a time prearranged between the coach and supervisor, unless otherwise initiated by the coach. The DLA program manager will provide a bridge call for overseas supervisors who do not have access to a government phone line to contact the coach. No telephone or cell phone costs will be reimbursed to coaches.

When coaching sessions are conducted in person, the Government will provide a meeting place at the Government facility, arranged for by the DLA supervisor. The DLA program manager will arrange for an orientation session on the leadership development survey and the DLA ELDP program managers that must be attended by each selected coach prior to engagement in the first coaching session.

I. Payment:

Payment of coaching costs will be accomplished via Wide Area Work Flow (WAWF). In addition to submission of cost thru WAWF, the contractor shall forward a copy of the monthly invoice for the designated contract period and will be submitted thru the DLA program managers to verify coaching sessions have been completed on a monthly basis. Submitted invoices shall be forwarded to the designated DLA ELDP Level 3 or 4 program managers within 10 workdays after the end of the month. The invoice will include all coaching sessions provided as part of the designated ELDP Level 3 or 4 program requirements, and shall reflect completed sessions during the previous month(s) by all members of the coaching team. The invoice must be supported by the coaching spreadsheet returned by the contractor representative outlined in section C3 -Requirements, Coaching Reports. Invoices will not be forwarded by the DLA program managers for payment without receipt of an updated coaching spreadsheet/report.

Point of Contact/Government Representative

E. Broad St.

Columbus, OH 43218–3990

J. Post Award Conference The selected service provider will be required to attend a post-award conference at the Defense Supply Center, Columbus, OH prior to the commencement of the service. The purpose of the conference is to highlight essential requirements, coordinate implementation timelines and answer any questions the service provider may have prior to commencement of work. During the period between the decision announcement and the conference, the service provider should submit any questions in writing to the Administrative Contracting Officer (ACO). The ACO will arrange with the service provider as to the time, date and location of the conference

1-on-1 Coaching Feedback Form Please rate each of the following factors according to your level of satisfaction with your1-on-1 coaching experience, based upon the following scale:

1- Not at all, or Poor 2- Somewhat, or Fair 3- Usually, or Good 4- Always, or Exceptional

Not at all or poor Somewhat, or fair Usually, or good Always, or Exceptional

Technical Skills - The coach:

Set the stage for the coaching engagement by establishing ground rules, reporting lines, confidentiality, and trust

Assessed the current situation fully and accurately

Achieved alignment and agreement of action plans around critical needs and achievable objectives

Developed and executed an approach for obtaining and evaluating feedback that led to a successful outcome

Recognized emerging problems and adjusted the coaching plan accordingly

Provided instructions and techniques to aid in sustaining performance improvement after the 1-on-1 coaching experience

Experience and Background – The coach has:

A working knowledge of the kind of organization for which the client-leader is working

A solid knowledge of leadership and organizational

Not at all or poor Somewhat, or fair Usually, or good Always, or Exceptional development principles and techniques

Coaching Attributes – The coach:

Listened with openness and sensitivity

Maintained strict personal and business confidentiality

Established the highest levels of trust and personal connection

Asked probing questions that drew forth relevant information

Judged actions or words to calibrate whether develop- m was occurring at the appropriate rate and in the correct direction

Overall Assessment:

Overall, I would rate the quality of my coaching experience as

What did you like most about your coaching experience?

What improvements might you suggest about DLA’s coaching experience?

Any additional comments?

Your Name: Date:

Your Coach’s Name:

This “Action Plan for Leaders” serves as a “road map” for development strategies which are intended to enhance an individual’s leadership skills, attributes, and performance.

DEVELOPMENTAL OBJECTIVES: My objectives for the next few months and/or year are:

ASSESS WHERE YOU ARE NOW: Strengths, Weaknesses, Information from Feedback Received, Performance Indicators that You’ve Noted Coaching Action Plan for Leaders

NAME

POSITION

EMPLOYEE – Signature

DATE

GOAL #1 -

By When

Progress Expected Outcomes/Measures

How will you demonstrate your acquired competency?

Then, build to confronting bigger areas.

Lack of stress from running from conflict situations.

Lack of fear from confronting conflict in the workplace.

Will demonstrate this by directly confronting conflict as it occurs.

GOAL #2 -

By When

Progress Expected Outcomes/Measures

How will you demonstrate your acquired competency?

GOAL #3 –

By When

Progress Expected Outcomes/Measures

How will you demonstrate your acquired competency?

Section 3: VENDOR PROPOSAL INSTRUCTIONS AND REQUIREMENTS

3.1 VENDOR INSTRUCTIONS

3.1.1 This section specifies the format and content that vendors shall use for responding to this Request for Proposal (RFP). Vendors are required to respond in accordance with these instructions. The goal is not to restrict the vendors in the manner in which they will perform their work but rather to ensure a certain degree of uniformity in the format of the responses for evaluation purposes. In order to receive full consideration, firms are encouraged to ensure that the information provided within their proposal is factual, accurate and complete.

3.1.2 The vendor is responsible for providing adequate documentation to enable a thorough evaluation of the proposal. The vendor shall submit a proposal that clearly and concisely describes and defines the vendor’s response to the objectives/requirements contained in the RFP. Unnecessary elaboration or other presentation beyond that sufficient to present a complete and effective proposal are not desired. Elaborate art work, expensive paper or bindings, and expensive visual or other presentation aids are neither necessary nor desired. Responses which merely repeat the Performance Work Statement will not be considered as being responsive to the requirement of this RFP.

3.1.3 Period for Acceptance of Offers: The offeror agrees to hold the prices in its offer firm for 90 calendar days from the date specified for receipt of offers, unless another time period is specified in an addendum to the solicitation.

3.1.4 Offeror Submittal Requirements: In order to be further considered for award, offeror shall submit the following as part of their proposal:

· Signed 1449

· Completed clause fill-ins

· Completed pricing Documents and CLINS

· Acknowledgement of any solicitation amendments

· Requirements included in Section 3

· Complete Technical Proposal to include past performance submission

· All four Option years must be quoted to be considered for award.

3.1.5 Deadline for Proposals: Proposals are required to be received by 09/22/2015 at 12:00 P.M. Eastern Daylight Time to the following email addresses: Laura.Cherryholmes@dla.mil.

3.1.6 The Government will issue a single firm fixed price award resulting from this RFP to the responsible vendor whose proposal conforming to the RFP will be most advantageous to the Government, price and other factors considered. Therefore, it is important that your initial proposal submittal is on the most favorable terms and complies with all instructions contained in this request. The Government also reserves the right not to issue an award as a result of this request if such an award is determined to be contrary to the best interests of the Government. Selection will be based upon a comparative assessment of proposals against all the vendor selection criteria set forth in this RFP.

3.1.7 The proposal must demonstrate to the Government’s satisfaction that the vendor will provide a program that will ensure the successful accomplishment of the objectives consistent with the stated performance and technical parameters. The Government will evaluate the vendors on the basis of the material presented in the written proposals. However, the Government may use information other than that provided by the vendor in its evaluation, including past performance information. Proposal information provided for one factors may be used to assess the other factors if the Government deems it appropriate.

3.1.8 Assurances of experience, capability, qualifications, without a clear demonstration to support this claim, will adversely influence the evaluation of the proposal. The proposal shall contain all the pertinent information in sufficient detail in the area of the proposal where it contributes most critically to the discussion of the same information. When necessary, the vendor shall refer to the initial discussion and identify its location within the proposal.