Tab_25b_Attachment_1_PWS.pdf

Performance Work Statement (PWS) For

Defense Logistics Agency (DLA) Executive Coaching

Prepared by:

Defense Logistics Agency, DLA Human Resources, DLA Training 3990 E. Broad St.

Columbus, OH 43213

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Table Of Contents

SECTION 1: INTRODUCTION

SECTION 2: ELDP PROGRAM OVERVIEW

SECTION 3: ELDP LEVEL 2 LEARNING ACTIVITIES FOR WORK AND TEAM LEADS DEVELOPMENT

SECTION 4: ELDP LEVEL 3 LEARNING ACTIVITIES FOR LEADERSHIP DEVELOPMENT

SECTION 5: ELDP LEVEL 4 LEARNING ACTIVITIES FOR LEADERSHIP DEVELOPMENT

SECTION 6: LEADERSHIP COACHING REQUIREMENT OVERVIEW

SECTION 7: TECHNICAL CAPABILITY

SECTION 8: ADMINISTRATION / MANAGEMENT

SECTION 9: APPLICABLE DOCUMENTS

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SECTION 1: INTRODUCTION

A. The Defense Logistics Agency (DLA), DLA Human Resources Services, DLA Training, Workforce Development Division, Enterprise Leadership Team requires contractor support for the delivery of leadership coaching services for newly appointed DLA team leads, supervisors, and managers (supervisors of supervisors). These leadership coaching services are part of DLA’s Enterprise Leadership Development Program (ELDP) for Level 2 Team/Work Lead Certificate Program, Level 3 New Supervisor Certificate Program, and Level 4 Experienced Supervisor Development Program. The Level 2 program utilizes an in-house pre-assessment survey for its foundation, while the Level 3 and Level 4 programs are based on the Multi-Source Feedback survey conducted by a third party vendor.

B. The purpose of the leadership coaching activity is to:

a. 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.

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

i. Setting clearer and more realistic goals, and reaching those goals faster

ii. Making changes that can have significant impact personally, professionally, and organizationally

iii. Deciphering and prioritizing what are most important to the organization, and figuring out how to get there, and/or

iv. Strengthening professional focus, and better managing personal and organizational stress.

C. DLA’s Enterprise Leadership Development Program 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 leadership coaching. The l-on-1 leadership coaching activity offered to program participants through this requirement provides personalized and professional assistance assessing survey results (whether in-house or MSF). Building from the analysis and discussion of survey results the coaching sessions then focus on putting specific actions in place to increase leadership effectiveness while obtaining strategic results in real time. With the assistance of the leadership coach, the team lead or supervisor will consider survey results in light of a bigger discussion focused on the organization's strategic goals and objectives, and the individual's most significant business challenges. The result of the leadership coaching session is the development and implementation of an action plan to impact the individual’s immediate work unit and set-up a greater possibility for effecting on-going, long-term, positive change.

D. 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.

E. DLA’s leaders are geographically dispersed around the continental United States (CONUS) and

PWS - ELDP Leadership Coaching Page 3 of 22 internationally (OCONUS), holding both 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 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.

SECTION 2: ELDP PROGRAM OVERVIEW

A. Introduction:

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

B. The program has five levels:

a. Level 1 – Lead Self: This level incorporates all DLA civilian employees who are not team leaders, project leaders, supervisors, or managers. Level 1 coaching is not part of this requirement.

b. Level 2 – Team/Work Leaders: All DLA civilian employees who have "Lead" or "Leader" in their job title. Team/Work leaders facilitate their team's processes by working collaboratively with the team to ensure that they complete their tasks effectively and efficiently by maintaining good working relationships; and by coordinating with the supervisor and others on goals, priorities, team needs, and achievements.

c. Level 3 – New DLA Civilian Leaders (new supervisors): All DLA civilian employees who are selected to a supervisor or manager position in the Federal Wage System or the General Schedule and are required to serve a supervisor probationary period.

d. Level 4 – Experienced Leaders: All DLA supervisors and managers (supervisor of supervisors) who are not participating in the ELDP Levels 3 or 5. ELDP Level 4 consists of two different development tracks:

i. Supervisor track for all DLA supervisors and managers includes the two-day HRM Refresher course and 20 hours of leader self-development annually.

ii. Manager track for DLA supervisors of other supervisors includes the two-day Transitioning to Manager Course and Leadership Coaching.

e. Level 5 – Senior Leaders: All DLA civilian employees who are in the Senior Executive Service (SES). Level 5 coaching is not part of this requirement.

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SECTION 3: ELDP LEVEL 2 LEARNING ACTIVITIES FOR WORK AND TEAM LEADS

DEVELOPMENT

A. DLA established the ELDP Level 2 Team/Work Lead Certificate Program for all new and current Work and Team Leads and mandated the completion of the program. This program was implemented in April 2019 with an initial 1,050 participants, of which approximately 700 still require coaching. In addition to that group, approximately 120 Level 2 participants will be newly appointed into the program each year. This number varies year-by-year, and can only be estimated, not precisely calculated in advance. Although most of the Level 2 personnel are new to leadership, a small number have had some previous leadership experience with the military (some are retired military) or in the private sector. DLA's Team/Work Leads are most commonly promoted and/or re-assigned into their positions.

B. DLA ELDP Level 2 not only provides formalized training to develop basic skills and enhance current leadership skills, but also provides a great deal of transition support in the form of networking, feedback, and leadership coaching. The l-on-1 leadership coaching activity provides Team/Work Leads with personalized and professional assistance in assessing the results of their Pre-Assessment Survey and putting specific actions in place to increase leadership effectiveness while obtaining strategic results in real time. With the assistance of the leadership coach, the Team/Work Lead will consider the responses of the Program Pre-Assessment in light of a bigger discussion focused on the organization's strategic goals and objectives, as well as the Lead’s most significant business/work challenges. The result of the leadership coaching sessions is the Lead’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. Level 2 program requirements are outlined below, with specific learning activities identified for each:

a. View online orientation within the first 30 days of appointment via DLA LMS

b. Complete Program Pre-Assessment within the first 60 days of appointment via DLA LMS

c. Within 365 Days from date of assignment to a Lead position or assignment of the Level 2 Program required to complete:

i. Human Resources Management modules for Team/Work Leads (3 hours)

1. Alternative Dispute Resolution

2. Conduct and Discipline

3. Federal Labor Management Relations

4. Workplace Violence

ii. SkillSoft Leadership Advantage (SLA) courses on additional Level 2 competencies and Culture Needs (12 hours)

1. Accountability/Decisiveness

2. Influencing/Negotiating

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iii. Virtual Teams Training (4 hours) – Determined by job series (via the LMS)

d. Within 730 Days from date of assignment to a Lead position or assignment of the Level 2 Program required to complete:

i. Leading Teams and Projects Course (16 hours)

ii. Understanding and Managing Conflict Course (8 hours)

iii. Applied HRM for Team Leads Course ( 8 hours)

iv. Coaching Feedback Sessions (3 1-hour required sessions)

e. Elective Courses (Must select at a minimum 1 from the list below):

i. Situational Leadership Course (8 hours)

ii. Effective Briefings Course (24 hours)

iii. Problem Solving (Virtual: SLA≈ 2 hours)

iv. Decision Making Modules (Virtual: SLA≈ 2 hours)

f. Final Activity: Complete Program Post-Assessment

SECTION 4: ELDP LEVEL 3 LEARNING ACTIVITIES FOR LEADERSHIP DEVELOPMENT

A. DLA ELDP Level 3, a certificate program for newly appointed supervisors, was established in April 2004. Approximately 480 new supervisors are appointed in DLA every year. This number varies year-by-year, and can only be estimated, 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). While 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. New supervisors begin ELDP Level 3 upon appointment into the supervisory position. ELDP Level 3 is a formal, 2-year certificate program that includes approximately 150-160 hours of learning activities. 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:

a. Phase 1: First 3 months

i. Supervisor Certificate Orientation Video, 5 hours

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

b. Phase 2: 4–12 months

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

ii. Leadership Education and Development, 32 hours (classroom course)

iii. 1 Multi-Source Feedback Survey: Participation in the initial “Information session” (1-hour teleconference); participation in 1 Multi-Source Feedback survey (360-degree instrument);

subsequent participation in the “Results session” (1 hour teleconference)

c. Phase 3: 13–18 months

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

ii. l-on-1 Leadership Coaching, approximately 6 hours

iii. Up to 2 hours individual/preparatory work

iv. Four 1-hour leadership coaching sessions (with an optional fifth hour to be performed at the Level 3 participant’s discretion)

d. Phase 4: 19–24 months

i. Self-development electives, 24 hours (individualized development)

ii. 2nd Multi-Source Feedback Survey

C. At the end of Phase 2 and Phase 4, each Level 3 supervisor participates in a leadership development survey (hereafter referred to as the 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 3rd party MSF survey provider. The MSF survey complements the culture survey that DLA periodically administers enterprise wide.

D. 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 survey are an important source of information to begin the supervisor's four l-on-1 leadership 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.

E. Since leadership 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 leadership 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 managers.

SECTION 5: ELDP LEVEL 4 LEARNING ACTIVITIES FOR LEADERSHIP DEVELOPMENT

A. 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. Approximately, 200 Level 4 supervisors will require coaching annually. This number varies year-by-year, and can only be estimated, not precisely calculated in advance.

B. Upon determination that an individual has been hired, promoted, or reassigned into a second level or

PWS - ELDP Leadership Coaching Page 7 of 22 higher supervisory position for the first time with DLA they are assigned the following learning events:

a. Transitioning to Manager, 16 hours (classroom course)

b. 1-on-1 Leadership coaching, approximately 6 hours; up to 2 hours individual/preparatory work and four 1-hour leadership coaching sessions.

c. One MSF 360 Survey to include both an Information session (1-hour teleconference), and a subsequent results session (1 hour teleconference).

SECTION 6: LEADERSHIP COACHING REQUIREMENT OVERVIEW

A. Leadership Coaching Team: DLA will contract with the vendor for a team composed of a minimum of eight leadership coaches to provide 1-on-l leadership coaching to DLA supervisors and team leads.

The composition of the leadership coaching team will reflect diversity in experience, background, and areas of leadership coaching expertise.

B. Vendor Program Manager: The vendor’s program manager will serve as the primary representative of the leadership coaching team with the DLA program managers. The roles and responsibilities of the program manager shall be to:

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

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

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

d. Participate quarterly in MSF information and results sessions (ELDP Levels 3 and 4).

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

C. Leadership Coaching Services:

a. Annual Coaching Session Estimates:

i. The precise number of annual coaching sessions (each being 1 hour in length) required is unknown. The actual number of leadership coaching sessions performed annually will be dependent on several factors, such as:

1. The number of DLA supervisors appointed each year, as well as the number of supervisors who are assigned an alternative activity in lieu of leadership coaching;

2. Operational needs and/or interruptions (e.g., COVID’s impact); and

3. The number of DLA supervisors that leave supervision, transfer to another agency, or leave Federal Service.

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ii. The table below provides annual estimates for each ELDP level. These estimates are based on relevant historical program data, and only represent DLA’s best approximation of annual throughput rather than a guarantee.

Level 2 (3 coaching hours/person)

Level 3 (4 coaching hours/person)

Level 4 (4 coaching hours/person)

Aggregate

Total participants Total hours

Total participants

Total hours

Total participants

Total hours

Participants Hours

Base 450 1350 480 1920 200 800 1,130 4,070

OY1 350 1050 480 1920 200 800 1,030 3,770

OY2 250 750 480 1920 200 800 930 3,470

OY3 150 450 480 1920 200 800 830 3,170

OY4 150 450 480 1920 200 800 830 3,170

iii. In addition to the above numbers, a possibility exists of up to an additional 480 sessions being required under the Level 3 program (being the optional 5th hour that is mentioned in Section 4.B.c.4). It is, however, unlikely that this many hours will be required for this purpose as this hour is optional for Level 3 participants, and is often not used.

b. Level 3 and Level 4 Leadership Coaching Services:

i. Each quarter a new group of approximately 120 Level 3, and 50 Level 4 DLA supervisors will obtain survey results and then be matched with a leadership coach. DLA program managers shall assign a leadership coach and provide bios and information on the leadership coaching process to the supervisors. DLA program managers shall forward a spreadsheet showing the participant - leadership coach matches to the vendor’s program manager for the vendor’s program manager to distribute to each leadership coach.

ii. The vendor’s program manager shall participate in the quarterly MSF information and results teleconferences with the DLA training program manager and representative of the MSF provider. For Level 3 program, each quarter there will be two information sessions that are each approximately 1-hour long, and three results sessions that are each approximately 1 hour long. All five sessions will be conducted by teleconference on the same day and will be arranged by the DLA program manager.

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

1. One hour is provided to the leadership 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 leadership coaching sessions. This one-hour session is optional for the program participant.

2. The remaining four sessions will be spent in four individual leadership 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 leadership coaching sessions will be completed within a 2 to 4-month period of time. This timeframe maybe adjusted to accommodate special

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

iv. Through the four core leadership coaching sessions, the leadership 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:

1. Session 1

a. Discuss leadership coaching agreement and confidentiality statement.

b. 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.

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

2. Session 2

a. Identify and discuss key business challenges.

b. 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?”

3. Session 3

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

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

4. Session 4

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

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

v. Level 2 Leadership Coaching Services:

i. Each quarter a new group of approximately 38 Level 2 participants will obtain survey results and then be matched with a leadership coach.

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ii. For Level 2 participants, the vendor’s program manager shall assign a leadership coach and the DLA program managers will provide bios and information on the leadership coaching process to the Team/Work Leads

iii. The coach will guide the client along a process that is customized to their unique circumstances and business challenges. A total of up to three coaching sessions, each approximately 1 hour in length will be required for each DLA Team/Work Lead participating in one-on-one leadership coaching. There should be at least 2 weeks, and no more than 4 weeks, between each participant’s Level 2 coaching sessions. If beneficial, the participant may provide their bio or resume to coach prior to the first coaching session. These three sessions will be expended as follows:

1. Session One: Introductions and Define Goals

a. The leadership coach shall discuss confidentiality with the participant.

b. Participants are to discuss their background and a description of their team.

c. The participant’s assessment results shall be discussed.

d. The participant’s leadership strengths and challenges shall be discussed; and a key leadership challenge (real work), personal or professional shall be identified as a goal to work on during the coaching sessions.

2. Session Two: WHY – what is the rationale for your approach & HOW do you get there from here?

a. The leadership coach shall assist the participant in developing an action plan to enable the participant to accomplish their goal.

b. The leadership coach shall discuss with the participant how to successfully implement the action plan.

c. As appropriate, the leadership coach shall discuss how the participant might integrate their goal with organizational goals.

3. Session Three: Measures, Monitors, Course Corrections

a. The leadership coach shall discuss with the participant what organizational impact resulted from the participant’s actions.

b. The leadership coach shall discuss with the effectiveness of the actions taken.

c. The leadership coach shall discuss with the participant whether a course correction is needed, discuss why, and discuss what the specifics of any required course correction should be.

d. The leadership coach shall discuss lessons learned with the participant; as well as what next steps should consist of.

4. Leadership coaching sessions shall be conducted by telephone. The DLA supervisor shall contact the leadership coach by Government telephone at a pre-arranged day and time, unless the leadership coach has agreed and arranged to initiate the call on their own telephone/cell phone line. The cost of calls initiated by the leadership coach will not be reimbursed by the Government. If the leadership 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 shall connect the supervisor and coach by a telephone bridge at a day and time coordinated in advance by the leadership coach with the DLA supervisor and DLA program manager.

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iv. Leadership 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 leadership coach to utilize email to coordinate leadership coaching session dates/times.

SECTION 7: TECHNICAL CAPABILITY

A. Staffing Plan:

a. Leadership Coaches:

i. The contractor shall provide a resume for each leadership coach proposed to serve under this contract. Each resume shall include the following information:

1. A minimum of three years’ experience in a managerial position.

2. A post-undergraduate degree from an accredited university.

3. Certification from an accredited International Coach Federation (ICF) training program in leadership coaching at a minimum level of Associate Certified Coach.

4. A demonstration of a minimum of five years of leadership coaching experience with clients that include business corporations, private industry, academia, and/or the public sector.

5. A demonstrated experience with interpreting results for 360-degree instruments.

6. Three references from successful coaching partnerships to include name and phone number.

ii. In addition to the mandatory elements required to be included in each resume, submitted resumes may also include the following information:

1. Leadership coaching philosophy,

2. Special areas of leadership coaching expertise and focus,

3. Articles written or leadership publications other certifications, and

4. Geographic location.

iii. From the resumes submitted by the contractor for consideration, the DLA Program Manager will have final approval of leadership coaches to provide services under this contract.

iv. Leadership coaches are designated as key personnel for this requirement.

b. Program Manager:

i. The contractor shall submit a resume for an individual to act as Program Manager for this requirement. This resume shall demonstrates a minimum of three years of experience as a

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Specifically, resumes shall demonstrate experience:

1. Monitoring the scheduling, performance, and invoicing of a large number of individual assignments.

2. Tracking projected future work against the order amount, in order to ensure work performed doesn’t exceed the funded amount.

SECTION 8: ADMINISTRATION / MANAGEMENT

A. Missed Appointments:

a. DLA supervisors are expected to honor scheduling appointments made with their leadership coaches. However, extenuating circumstances may necessitate that a supervisor cancel or miss a pre-arranged appointment. The Government shall not be charged for the first session that is cancelled or missed by a DLA supervisor; instead the leadership 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 leadership coach may be charged to DLA, as recommended by the leadership 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 vendor’s program manager shall notify the DLA program manager with a recommendation for action. The DLA program manager shall make a determination whether the supervisor will continue leadership coaching sessions or be removed from the l-on-1 leadership coaching activity and shall notify the supervisor and leadership coach accordingly.

B. Leadership Coaching Reports:

a. Each quarter, prior to rollout of a new group of DLA leadership coaching clients, DLA program management will provide a spreadsheet listing the DLA supervisors and Team/Work Leads participating in the leadership coaching activity, Level 3 and 4 will provide the vendor with each participant’s matched leadership coach. This spreadsheet will list the name, organization, location, email, and phone number for each Team/Work Lead and supervisor.

C. Tracking:

a. The vendor shall manage, track, monitor, and report leadership coaching clients through the spreadsheet outlined in Section 8.B, above. The vendor shall use this spreadsheet to then submit monthly invoices for payment under the relevant task order, to update for periodic and quarterly changes, as well as respond to requests for cumulative and singular data reports from the DLA program managers and/or DLA COR on a regular (monthly) and periodic (as needed) basis.

D. Leadership Coaching Meetings:

a. As needed, the DLA program managers will coordinate with the 3rd party MSF provider to provide the leadership coaching team with a telephonic orientation session on the MSF leadership development survey prior to rollout of the first leadership coaching group. This will be accomplished at the beginning of this contract, and whenever a new leadership coach is added to the team if necessary.

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b. In addition, within one month of contract award date, the DLA program manager will conduct a start-up orientation session with the vendor Program Manager and leadership coaching team. On an ongoing basis, the DLA program manager, vendor program manager, and any other necessary government or contractor representative will meet as needed, 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 leadership coaching process is going, adjustments needed, problems encountered by the team, and other similar matters.

c. Additionally, quarterly Internal Process Reviews (IPRs) of 1 hour in length will be arranged and conducted by the DLA program manager with the vendor program manager and entire leadership coaching team. These IPRs will give the DLA program manager and leadership coaching team an opportunity to discuss the leadership coaching process and recommended adjustments, general progress of client-supervisors, and common trends or patterns emerging through the leadership coaching sessions. The DLA program manager will utilize the IPRs to share information on DLA and invite DLA leaders to dialogue with the leadership coaching team and build their joint knowledge and understanding.

E. Leadership Coaching Start-Up:

a. Within 10 workdays after contract award, the contractor shall provide the DLA program manager and COR with narrative bios of each leadership coach. These bios will be provided to DLA supervisors once the DLA program manager matches them to a leadership coach. The bios shall include the following relevant information: a small photograph of the leadership coach, business experience/background, leadership coaching training and/or certification and experience, leadership coaching philosophy, special areas of leadership coaching expertise and focus, articles written or publications, formal education, and interests/hobbies

b. Level 2 coaches are assigned to the coaching participants by the vendor’s Program Manager.

F. Leadership Coaching Administration:

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

i. Note: Only the Contracting Officer has the authority to make changes to the terms and conditions of the contract.

b. Contractor Evaluation:

i. At the end of each DLA supervisor's final coaching session, the leadership coach will provide each client with the 1-on-1 Leadership Coaching Feedback Form (see Section 9) to be completed and returned directly to the DLA program managers. Leadership coaches will be assessed by DLA leadership coaching supervisors via this form in each factor identified in Section 9 of this performance work statement. The DLA program managers will provide the leadership coaching team with a summary of supervisor feedback at least once annually.

c. Instructor Replacement for Cause:

i. DLA retains the right to direct the contractor to replace any leadership coach that:

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1. Receives a rating of "Poor" in one or more factors, provided by two or more DLA supervisors or Team/Work Leads during a 12-month period of time

2. Receives an average rating of “Poor” for Timeliness and Quality on returned l-on-1 Leadership Coaching Feedback Forms

3. Breaches confidence of a DLA supervisor/Team/Work Leads or critical information about the DLA mission/organization; or

4. Whose actions otherwise rise to a level of seriousness that they negatively impact DLA.

ii. In these situations, the DLA program managers shall provide a written notification/explanation to the contractor representative, who shall inform the involved leadership coach. Within 10 workdays of this notification, the DLA program managers may accept a response or reconsideration request from the contractor and/or leadership coach who is recommended for replacement. When a response or reconsideration request is provided, the DLA Contracting Officer – with the DLA Program Manager’s input - shall make a final decision within 10 workdays and notify the contractor representative in writing. If the final decision is to replace the leadership coach, the contractor will have 30 calendar days to provide replacement recommendations and resumes to the DLA program managers. Upon approval by the DLA program managers, the replacement leadership coach will be in position to accept new clients.

iii. Instructor Replacement for Vacancies:

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

iv. Background Checks:

i. 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, leadership 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 leadership coaching contract. The leadership coaching team is required to maintain complete confidentiality of all information shared by DLA, the DLA program managers, 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 leadership coach's services.

G. Government Responsibility:

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a. The Government will furnish l-on-1 leadership coaching program information and guidelines to DLA supervisors and Team/Work Leads; develop the leadership coach-supervisor leadership coaching/confidentiality agreement; and provide the format for monthly reporting. DLA program managers will provide leadership coaches with DLA information, as needed, to assist with the leadership coaching strategy, i.e., DLA regulations, policies, communication documents such as mission, goals, and objectives. Contact will be initiated via email by the leadership coach to schedule initial session with supervisor/team/work leads. The DLA supervisor/Team/work Leads will utilize government phone lines to contact the leadership coach. No telephone or cell phone costs will be reimbursed to leadership coaches.

b. The DLA program managers will arrange for an orientation session for the ELDP Level 3 and 4 supervisors/managers to discuss the MSF 360 survey. The DLA ELDP Level 3 and 4 program managers will host/schedule information sessions with leadership, coaching and MSF vendors.

H. Invoicing:

a. Invoicing shall be accomplished via the Procurement Integrated Enterprise Environment (PIEE) website’s Wide Area Workflow (WAWF) application ( https://piee.eb.mil/piee-landing/ ). In addition to formal submission of invoices through WAWF, the contractor shall forward a copy of the monthly invoice for the designated contract period to the DLA ELDP program managers to verify leadership coaching sessions have been completed on a monthly basis. This forwarded copy of the invoice shall be supported by the leadership coaching spreadsheet returned by the contractor representative as outlined in Section 8.C.a. This spreadsheet is not, however, to be included in the documents uploaded into WAWF. The vendor shall send invoices to the designated DLA ELDP Level 2, 3 or 4 program manager within 10 workdays after the end of the month. The invoice will include all leadership coaching sessions provided as part of the designated ELDP Level 2, 3 and 4 program requirements and shall reflect completed sessions during the previous month(s) by all members of the leadership coaching team. Invoices without an updated leadership coaching spreadsheet/report attached as supporting documentation will be considered improperly submitted, and rejected back to the vendor for resubmittal.

I. Point of Contact/Government Representative:

Program Manager:

Marybeth Collins DLA Human Resources Services, DLA Training Address: DLA Human Resources, DLA Training Attn: DLA Training, Building 11–6 3990 E. Broad St.

Columbus, OH 43218–3990 Phone: (614) 692-5066 Email: Marybeth.Collins@dla.mil

Contracting Officer:

Anthony Gerardi Phone: (614) 692-3851 Email: Anthony.Gerardi@dla.mil

J. Post Award Conference:

a. The selected service provider will be required to attend a post-award conference prior to the

PWS - ELDP Leadership Coaching Page 16 of 22 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 DLA Program Manager. The DLA Program Manager will arrange with the service provider as to the time, date, and location of the conference.

K. Performance Based Contract

a. This requirement is for a performance based contract.

L. Common Access Cards: Vendor will not require Common Access Cards to be able to perform.

M. Coaching Contingencies:

CONTINGENCY Examples

Contingency Conditions for Action(s)

Contingency Action Intended Result

Primary Coach becomes ill

Primary Coach is unable to conduct a scheduled coaching session

Coach will reschedule to a time that will accommodate the coach and the leader(s)

Session is conducted with minimum to no interruption to the schedule

Unavailability of government phone or phone system failure

The system cannot be accessed by any participants (i.e. coach or leader)

Coach will reschedule to a time that will accommodate the coach and the leader(s)

Session is conducted with minimal to no interruption to the schedule

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SECTION 9: APPLICABLE DOCUMENTS

1-on-1 Coaching Feedback Form

DLA ELDP LEVEL 2 TEAM/WORK LEAD PROGRAM

Please rate each of the following factors according to your level of satisfaction with the 1-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

Factors 1 2 3 4

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 kink of organization for which the leader-client is working an understanding of the leader-client’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 Pre-Assessment instruments

Coaching Attributes – The coach:

listened with openness and sensitivity

PWS - ELDP Leadership Coaching Page 18 of 22 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 development was occurring at the appropriate rate and in the correct direction

Overall Assessment:

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

Additional Comments: please add your comments about your experience with the coaching process, how it helped, how we can improve

Do I have your permission to share your feedback with your coach?

Name of Your Coach:

Your Name and Position at DLA

Date

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DLA ELDP LEVEL 3 PROGRAM COACHING FEEDBACK FORM

Factors Not at all or poor

Somewh at, or fair

Usuall y, or good

Always, or Exceptional

Technical Skills - The leadership coach:

Set the stage for the leadership 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 leadership coaching plan accordingly

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

Experience and Background – The leadership coach has:

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

An understanding of the client-leader’s level within the organization and the associated pressures, responsibilities and relationships

1-on-1 Leadership Coaching Feedback Form

Please rate each of the following factors according to your level of satisfaction with your1-on-1 leadership 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

PWS - ELDP Leadership Coaching Page 20 of 22

A solid knowledge of leadership and organizational

PWS - ELDP Leadership Coaching Page 21 of 22

Your Name:

Date:

Your Leadership Coach’s Name:

Factors Not at all or poor

Somewh at, or fair

Usuall y, or good

Always, or Exceptional development principles and techniques

Leadership Coaching Attributes – The leadership 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 leadership coaching experience?

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

Any additional comments?

PWS - ELDP Leadership Coaching Page 22 of 22