**[STATEMENT OF WORK]{.underline}**

**COACHING, COUSELING AND MENTORING SERVICES FOR THE OFFICE OF HUMAN
RESOURCES, FEDERAL AVIATION ADMINISTRATION**

# C.1 [Introduction]{.underline}

This effort requires a support services contractor to provide
professional counseling, coaching and mentoring services in support of
the FAA's Office of the Assistant Administrator for Human Resources
Management (AHR). The contractor will assist AHR in developing and
coaching human resource managers to promote an effective workplace
environment for productivity purposes, to prevent dysfunctional
managerial or unhealthy relationships in the workplace among peers
and/or subordinate employees, and to develop methods to promote enhanced
organizational effectiveness.

**C.2 [Background/Purpose]{.underline}**

There is a concern that even one management team within any organization
within the Federal Aviation Administration (FAA) that suffer from
dysfunctional managerial behaviors or unhealthy relationships can have a
direct impact on the optimum productivity and organizational success.
There is further concern that these divisive managerial attitudes can
create dysfunctional workplaces. Dysfunctional characteristics cause
unstable relationships, unresolved conflict, lack of trust, the forming
of divisive alliances, poor communication, low morale, and the
projection of blame onto others when problems arise.

The concern is that when managers are not functioning at full
performance, the performance of individual subordinates can start to
decline, as well as the team efforts, which can impact productivity and
profitability.

Dysfunctional situations are usually a long time in the making. They
gradually escalate to that level over a period of time. It is commonly
understood that most dysfunctional behaviors are both identifiable and
curable. To create real change in these organizations will require real
commitment on the part of all involved parties. Making a dysfunctional
management team functional and cohesive will require courage,
collaboration, and consistency on the part of all involved parties.

The objectives of the FAA's HR plan to address the dysfunctional
behavior for these various management concerns will entail the
identification of the causes of the dysfunction not just focus on the
issues. The cause of the problems within these HR organizations is much
more important than the symptoms. If the root cause is not identified,
the situation will, in time, return and need to be addressed all over
again.

**C.3 [Scope of Work]{.underline}**

The contractor shall provide assessment, coaching, counseling and
mentoring services to those FAA HR organizations as identified by the
Headquarters Office of Human Resources. The contractor will identify the
key issues and cause of any dysfunction within in each identified HR
organization. The contractor shall provide a report of the assessment
and a detailed plan on how he will introduce and influence change within
those organizations along the lines of those key issues and causes
identified.

The key issues may include, but not be limited to, the following:

1.  *Low morale*- sometimes caused by a lack of communication and
    confidence in management.

2.  *Absence of Trust*- oftentimes characterized by a reluctance to be
    vulnerable with one another and unwilling to admit mistakes,
    weaknesses or needs for help.

3.  *Leadership*- management must understand that their styles, methods,
    examples, and practices all have an affect on the organization and
    must be willing to learn new ways of leading and motivating.

4.  *Lack of Teamwork*- oftentimes characterized by a lack of
    collaboration between the senior management team as well as with the
    front line supervisors.

5.  *Unresolved Conflict*- of course a lack of trust makes it difficult
    to engage in unfiltered, passionate debates about key issues,
    causing situations where team conflict can easily turn into negative
    attitudes and unproductive behaviors. If not resolved, this
    perpetuates and fosters dysfunction.

6.  *Avoidance of Accountability*- oftentimes characterized by an
    inability to be honest and take ownership of problems and issues. An
    immediate plan of action to create a functional cohesive team for
    the future is a must.

7.  *Cynicism in the Ranks*- sometimes exhibited by employees spending
    too much time, effort, and energy into talking about the wrong
    issues, whereby team members put their own needs ahead of the
    collective goals of the organization.

**C.4 [Tasks]{.underline}**

**C.4.1 [Assessment]{.underline}**

The contractor shall provide consultation efforts to the AHR manager(s),
as designated by the Headquarters Office of Human Resources, to assist
with the development of a positive organizational culture that fosters
productive, engaged employees and managers who feel empowered,
supported, and valued. Through data collection and assessments of
individual managers and teams the contractor shall assist the management
team, initially through an assessment of the current state of the
management practices and organization.

The contractor shall assess, as a minimum, the following areas during
the performance of this contract:

1.  Current performance of AHR managers and employees relative to
    immediate organizational objectives and agency goals;

2.  Management consistency and leadership effectiveness;

3.  Communications effectiveness;

4.  Sharing and delegation of tasking; and

5.  Use of industry best practices and techniques in HR management and
    tasking.

The contractor shall prepare an assessment report in contractor format.
This assessment report shall include, but not be limited to:

1.  A narrative and graphical depiction of the current management
    practices and organization state;

2.  Efficiency and schedule drivers in the process and practices;

3.  Successful aspects that must be retained;

4.  Potential items in the processes and practices to change;

5.  Proven and applicable industry best practices;

6.  Risks inherent in the current process and practices that must be
    discontinued;

7.  Requirements unique to the FAA that impact success in achieving the
    AHR mission; and

8.  Functional roles and responsibilities that impact the execution of
    AHR tasking.

As a minimum, the contractor shall outline strengths and weaknesses in
the report, provided in contractor format, so as to display a thorough
understanding of the current state of the designated AHR
organization(s), manages and operations. The contractor shall present a
briefing to the Assistant Administrator of the Office of Human
Resources, concurrent with delivery of the assessment report to
demonstrate an understanding of the issues relevant to the dysfunctional
behavior affecting optimal performance at the locations identified, and
to outline and present a recommended course of action towards addressing
the symptoms of the issues. The briefing will be held at government
facilities in Washington, D.C., unless otherwise agreed to between the
Contracting Officers Technical Representative (COTR) and the contractor.

**C.4.2 [Consultation]{.underline}**

The contractor shall provide consultation efforts to the affected FAA HR
organizations, managers and employees, to develop a positive
organizational culture that fosters happy, engaged employees and
managers who feel empowered, supported, and valued.

Through data collection, assessments, training, and team building the
contractor shall assist the management team accomplish the following:

-   perform competently

-   establish consistency and predictability

-   communicate accurately, openly and transparently

-   share and delegate control

-   show concern for others

**C.4.3 [Coaching/Mentoring]{.underline}**

The contractor shall provide management and leadership coaching and
mentoring, via one-on-one sessions, open forum or group sessions, and
discussion and team building workshops, as appropriate, given the issues
found at the various management teams and organizations to be assessed.
Given that managers can change, influence, create the supportive
environment, and reinforce desired behaviors, the contractor shall
assist each organization to become more adept at creating the right kind
of climate and chemistry among management that will positively impact
employee motivation, morale, and achievement, as well as, improve the
overall productivity of the organization.

The contractor shall work with each identified management group
collectively (senior, OMs, and Front-line) and each manager individually
in order to evaluate and observe management styles, mindsets, skills,
competencies and areas for growth and development. The contractor will
provide this individualized approach in order to help identify and
facilitate immediate change in attitude and behavior.

The contractor will provide assistance to the management and leadership
teams with the goal for the organization to become a work environment
that is values driven, performance based, inspirationally led by
competent managers, energized, customer/citizen focused, learning
oriented and open in its communication.

## **C.5 [Monthly Report of Activities]{.underline}**

> In addition to reporting requirements already identified in the
> schedule, the contractor shall render within 5 working days after the
> end of the month, a summary of activities conducted for that month and
> planned activities for the ensuing month.

# 

# C.6 [Travel, Materials, and Other Direct Costs]{.underline}

> It may be necessary for the contractor to travel or expend funds for
> incidental materials or other direct costs, only as authorized by the
> Contracting Officer. The government estimated budgeted amounts for
> these items are as follows: Travel: \$10,000. ODCs: \$6,000. These
> figures include the option period. Travel, materials and other direct
> costs incidental to the performance of the consultation, coaching,
> counseling and mentoring provided hereunder will be included within
> the firm, fixed-price amount of this purchase order. There should be
> no profit or fee associated with these costs.

**[C.7 Period of Performance/Deliverables]{.underline}**

**C.7.1 PERIOD OF PERFORMANCE**

The performance under this contract will commence with the effective
award date of contract and continue through 6 months from that date,
with one additional 12-month option period. Performance past the first
six month base period is subject to the exercise of options provisions
contained herein and the availability of funds. If determination is made
to exercise the option, the performance may be extended as follows:

**[Option Number]{.underline}** **[Period of Performance]{.underline}**

One 7 months after contract award (ACA) -- 18 months ACA

**C.7.2 EXERCISE OF OPTION(S)**

a\. This contract is renewable for an additional one year increment at
the unilateral option of the Government. An option shall be exercised by
issuance of a unilateral modification for the subsequent option
requirement, for continued services outlined in Section C, Statement of
Work.

b\. The Government has the right to unilaterally exercise the option(s)
specified herein at the established prices in Sections B.

**C.7.3 Deliverables and Schedule**

the deliverables and delivery schedules are set forth below:

+-------------------+------------------------+-------------------------+
| **Task            | **Deliverable**        | **Schedule**            |
| Reference**       |                        |                         |
+-------------------+------------------------+-------------------------+
| C.4.1 Assessment  | Report and Briefing    | Within \# days ACA      |
+-------------------+------------------------+-------------------------+
| C.4.2             | Report and Briefing    | Within \# days after    |
| Consultation Plan |                        | briefing Assessment     |
+-------------------+------------------------+-------------------------+
| C.4.3             | Report on Coaching and | Within \# days after    |
|                   | Mentoring Activities   | briefing Assessment     |
| Coaching and      |                        |                         |
| Mentoring Plan    |                        |                         |
+-------------------+------------------------+-------------------------+
| C.5 End of Month  | Report and Briefing    | End of Each Month       |
| Activity Report   |                        |                         |
+-------------------+------------------------+-------------------------+

**[Contract Administration]{.underline}**

> a\. FAA [Contracting Officer]{.underline}:
>
> FEDERAL AVIATION ADMINISTRATION
>
> Tim Spencer, Contracting Officer
>
> 800 Independence Avenue, S.W.
>
> Room 408
>
> Washington, DC 20591
>
> Phone: (202) 267-8267
>
> b\. FAA [Contracting Officer's Technical Representative
> (COTR)]{.underline}
>
> FEDERAL AVIATION ADMINISTRATION
>
> Attn: Gene Lane
>
> 800 Independence Avenue, S.W.
>
> Room 524
>
> Washington, DC. 20591
>
> Phone: (202) 267- 3082
>
> The COTR is responsible for the technical administration of the
> contract and the technical liaison with the Contractor. The COTR is
> not authorized to change the scope of work or specifications in the
> contract, to make any commitments or otherwise obligate the Government
> or authorize any changes which affect the contract price, delivery
> schedule, period of performance, or other terms and conditions of the
> contract.
>
> The COTR is responsible for monitoring progress and overall technical
> management of the work hereunder and shall be contacted regarding
> questions or problems of a technical nature. In no event, however,
> will any understanding or agreement, modification, change order, or
> other matter deviating from the terms of the contract between the
> Contractor and any person other than the Contracting Officer be
> effective or binding upon the Government, unless a contract
> modification or letter of direction is executed by the Contracting
> Officer prior to completion of this contract.
>
> On all matters that pertain to contract terms, the Contractor shall
> contact the Contracting Officer. When, in the opinion of the
> Contractor, the COTR requests effort outside the existing scope of the
> contract, the Contractor will promptly notify the Contracting Officer.
> The Contractor under such request shall take no action unless and
> until the Contracting Officer has issued a letter of direction or a
> contract modification. (See also section G.2 below.)