R -- Mentorship Training

This is a total small business set aside,combined synopsis/solicitation for commercial items prepared in accordance with the format in FAR Subpart 12.6, as supplemented with additional information included in this notice. Purchase Request Number F7DPKD41880100. The incorporated provisions and clauses are those in effect through Federal Acquisition Circular 01-24. Award will be made using Simplified Acquisition Procedures, therefore the evaluation procedures at FAR 13.106-2 will be used. The vendor shall follow the attached Statement of Need when completing quote. The NAICS Code is 611513; size standard $6,000,000 dollars. A firm-fixed price award will be made to the responsible offer or submitting the quote that provides the best value to the Government. Evaluation will be judged on compliance with Statement of Need and price. All responses will be considered, but must be submitted on the requirement included in this synopsis. To be eligible to receive an award resulting from this solicitation, contractor must be registered in the DoD Central Contractor Registration (CCR) database, NO EXCEPTIONS. To register, you may apply at http://www.ccr.dlsc.dla.mil. Responses to this notice shall be provided in writing via e-mail to 2LT Terence Balmaceda at contact@example.gov or TSgt Susan Brett-Farnsworth at contact@example.gov no later than 20 Aug, 2:30 P.M. (CT). Offerors must also include a completed copy of the provisions at FAR 52.212-3, Offeror Representations and Certifications'Commercial Items which can be obtained at http://www.arnet.gov/far. The provision at 52.212-1, Instructions to Offerors-Commercial, applies to this acquisition. The following clauses also apply: 52.212-4 Contract Terms and Conditions-Commercial Items. Paragraph (c) of this clause is tailored as follows: (c Changes. Changes in the terms and conditions of this contract may be made only by written agreement of the parties, with the exception of : (1) Administrative changes such as changes in the paying office, appropriation data, etc. (2) No cost amended shipping instructions (ASI) if(A) The ASI modifies a unilateral purchase order, and (B) The contractor agrees verbally or in writing, (3) Any change made before work begins if(A) The change is within scope of the original order, (B) The contractor agrees; ( C ) The modification references the contractor's verbal or written agreement. 52.212-5, Contract Terms and Conditions - Commercial Contract Terms and Conditions Required to Implement Statutes or Executive Orders - Commercial Items with these additional FAR clauses marked: 52.222-21, Prohibition of Segregated Facilities; 52.222-26, Equal Opportunity (E.O. 11246); 52.222-35, Affirmative Action for Special Disabled and Vietnam Era Veterans (38 U.S.C. 4212); 52.222-36, Affirmative Action for Handicapped Workers (29 U.S.C. 793); 52.222-37, Employment Reports on Special Disabled Veterans and Veterans of the Vietnam Era (38 U.S.C.4212); 52.225-13, Restriction on Certain Foreign Purchases; 52.222-41, Service Contract Act of 1965, As Amended; 52.222-42, Statement of Equivalent Rates for Federal Hires; 52.219-6, Notice of Total Small Business Set-Aside; 52.232-33, Payment by Electronic Funds Transfer-Central Contractor Registration (31 U.S.C. 3332); 52.203-6 (Commercial Alt I) Restrictions on Subcontractor sales to the Government; 52.219-8, Utilization of Small Business Concerns; 52.219-14, Limitations on Subcontracting; 52.203-3, Gratuities; 52.204-7, Central Contractor Registration; 52.252-1 Solicitation Provisions Incorporated by Reference and 52.252-2, Clauses Incorporated by Reference (Feb 1998). In addition, DFAR +1 (555) 000-0000 with these additional clauses being applicable: 252.204-7004, Required Central Contractor Registration; 252.225-7001, Buy American Act and Balance of Payments Program; 252.225-7002, Qualifying Country Sources as Subcontractors; 252.232-7003, Electronic Submission of Payment Requests; 252.212-7000 Offeror Representations and Certifications-Commercial Items. Statement of Need for AFPC/DPC Mentoring Training Purpose Statement: The face and focus of our work centers are constantly evolving. This evolution makes the Mentoring Program even more important. We need to develop employees through a mentorship framework that will provide an avenue for them to reach their greatest potential. The mentorship program is a three pronged approach of leadership development, training, and education. Mentor and Mentee jointly develop a - career path for career advancement by not only nurturing the employee, but also ensuring a shared understanding of the mission and the organization's future. The mentor and mentee will jointly structure their own relationship. The training sessions should be an avenue for the mentor and mentee to learn or fine tune their respective rolls; interact with other employees involved in similar endeavors; and learn the necessary skills that will enhance the mentorship process. The attached - Framework for the DPC Mentorship Program, will provide more background on the AFPC/DPC Program. The list of suggested topics below is a basic structure. We will consider other topic suggestions with all course structure and content approved by Kimberly Litherland, our technical point of contact. Audience: Approximately 8 mentors & 26 mentees will be selected and matched. Project timeline: 25 Sep 04 - 30 Sep 05 Program location: AFPC/DPC, Randolph AFB Training location: HQ AFPC/DPC Palace Compass Academy 8930 Fourwinds Drive, Windsor Executive Plaza San Antonio TX 78239-1970 Typical training hours: 0730-1130 and/or 1230-1630 Course Material: Course materials and related support materials will be provided by the instructor. AFPC/DPCHR will provide name tents, easel and easel paper, and pencils for each student. Please see the attached reporting instruction for audio visual equipment available at the training facility. Project: 1. On a quarterly basis, provide 4 training sessions, 4 hours each, to mentors. 2. On a quarterly basis, provide 4 training sessions, 4 hours each, to mentees. 3. During the one-year mentoring cycle, provide 2 joint sessions for mentors and mentees. Training session topics will be jointly agreed to by contractor and AFPC/DPC Mentor Program Technical Point of Contact AFTER AWARD, Ms. Kimberly Litherland, a minimum of 30 days prior to each session. Ms. Litherland can be reached at: e-mail: contact@example.gov; or phone: +1 (555) 000-0000; and fax: +1 (555) 000-0000. Administrative issues (i.e., contract, audio visual, class location etc.) should be directed to HQ AFPC/DPCHR, contact@example.gov, +1 (555) 000-0000 or contact@example.gov, +1 (555) 000-0000; fax: +1 (555) 000-0000. Payment: Due quarterly. Partial payment (half prior to course and half after course conducted) will be considered prior to each session if requested by the contractor in order to assist in material expenses. Suggested Topics: Mentorship definition Mentorship roles Mentoring styles Mentor/Mentee Communication Listening skills for mentors and mentees Establishing agreements between mentors and mentees Maintaining enthusiasm What to do if the mentor and mentee relationship doesn't work Benefits of being a mentee/mentor Defining goals or skills that need improvement Avoiding negative behavior: criticism, giving advice, rescuing people for mentors How to measure results Productive confrontations Fostering Positive Self-Image Mentee self-development Other suggested topics agreed to by the AFPC/DPC Mentor Technical Point of Contact, Kim Litherland Framework for the DPC MENTORSHIP PROGRAM DPC GOALS AND OBJECTIVES: Develop employees through a mentorship framework that helps employees reach their greatest potential through leadership development, training, and education. A program that seeks to develop a structured - career path that affords employees an opportunity to seek career advancement. A program that nurtures employees through mentoring, ensuring a shared understanding of our mission and where we are headed. Mentoring relationships can be highly structured - short term, highly structured - long term, informal - short term, informal - long term; DPC will not dictate to each mentor/mentored employee how - structured their particular relationship will be. APPLICABILITY: Voluntary program which applies to all DPC employees to include Palace Acquire (PAQ) Interns and Students (STEPs and SCEPs). Interested employees will complete the DPC Mentorship Program Application Form. Several panels (Mr Huerta, Ms Lee McGehee, and Division Chiefs) will review all applications, conduct one-on-one interviews with each, and make appropriate - mentorship track assignments. RATIONALE: Mentorship Program will be open to all employees who wish to participate. A great source of our future specialists/leaders lies in our clerical/assistant ranks. We create vacancies at the lowest level, hire the right individuals, and then mentor them so they are prepared for the jobs we need them to be in 10 years from now (similar to approach taken for AF PAQs). However, not all employees will be interested in mentorship leading to AF-wide potential. Some employees are not mobile and will want to remain here, at the Personnel Center. Therefore, two different mentorship tracks will be developed targeted for these desired outcomes. MENTORED EMPLOYEE REQUIREMENTS: o Employees must be assigned to AFPC/DPC o Employees may volunteer to participate o Employees will get out of the program what effort is put forth o Effort will include on and off duty time by the employee - this is defined as extra-curricular/self-development efforts as well as efforts to improve one's self in his/her functional area - On duty: Continual efforts demonstrated to learn functional area. Effort put forth for mentorship program will be high initially and then taper off as one grows in the relationship - Off duty: amount of effort demonstrated will be up to the employee - Feedback sessions will assess if enough time is being spent by employee in required areas (input provided by Mentor to mentored employee) MENTOR REQUIREMENTS: o Mentors will be selected by AFPC/DPC - Will not be on a volunteer basis, although volunteers will be requested - Will allow for mentored employee to request mentor outside of AFPC/DPC chain of command (i.e., other personnel in DPK, Re-engineering Office, across AF/DoD, etc.) o Mentors will be assigned to an employee or a group of employees. - Mentoring in a one-on-one environment is best; more quality time is spent with the mentored employee. However, there may be instances in which two or three mentored employees may be assigned to a mentor due to the number of participants and the few mentors available. If one-on-one mentoring cannot be accomplished due to the sheer number of participants, grouping similar employees by career tracks and by functional areas may be needed (i.e., PAQs, Students, all GS-13s, GS-12s on AF Track Program, etc.) - Mentors will be paired with mentored employees based upon functional area (if possible), mentored employee's background, goals, and grade level. Additional considerations may include: - Students paired with a journeyman specialist - PAQs paired with a Branch Chief/Region Chief/Division Chief - GS-12/13s paired with a Region/Division Chief o Mentors may not be the mentored employee's immediate supervisor o Accountability will be monitored via Mentored Employee Feedback MENTORSHIP PROGRAM EXPECTATIONS: o Meet DPC Objectives (stated above) o Length of the Mentorship Program: for life! Idea is to have a mentor and keep that person indefinitely. If not for life, then certainly for the duration the mentored employee remains at AFPC. o Length of time spent with assigned mentor: Up to each Mentor to determine length of time spent when both parties meet. o DPC assessment of Mentorship Program: it is important to measure our investment (time and resources); therefore, this will be accomplished through the DPC Mentorship Program Feedback form completed by the mentored employee and the mentor. Form will be submitted to DPC Mentorship Program Coordinator to DPC. - Periodic is defined as quarterly. o DPC Mentorship Program does not interfere with Air Force DPC Mentorship Program (both programs are different; DPC employees can elect to be in one or the other, or both) TRAINING OF MENTORS ON THE FOLLOWING: - What is Mentorship?? - Expectations of being a DPC Mentor (there is a difference between being a supervisor/manager and being a mentor to an employee; these difference will be spelled out in the training provided to all selected mentors) - Attributes of the Mentor / Mentored Employee - Tips for Providing Feedback to Mentored Employee - Methods of Effective Mentoring o Written/Oral Communication o The Relationship (Formal or Informal; Short-term, Long-term) o Frequency of Contact DPC PROGRAM ATTRIBUTES: - Two-Track Program focusing on Career Pyramids for each o AF-wide Track o AFPC Track o Within each track, accommodations will be made to pair mentors/employees by groups and/or functional area (i.e., IT employee mentored by IT mentor) - Program Coordinator will access Mentorship Program by holding quarterly - feedback sessions with Mentors and Mentored Employees o Feedback o Recommendations - Establish - meet-n-greet meetings o AFPC/DPC o AFPC/CD o VIPs visiting the building (time permitting) - Establish Networking Opportunities for Mentored Employees o Forum for groups of similar employees (students, PAQs, 13s, etc.) to meet and discuss career goals, concerns, etc. o Attendance at - socials when VIPs are visiting Center (Conferences, Meetings, Training Courses, etc.) - Establish visibility with AFPC Leadership (DPC, DPCM, DPCT, DPCX, CD) o Breakfast/Lunch/One-on-One Sessions o Shadowing Leadership at various meetings/Staff Assistance Visits o More visibility in work area by Senior Leadership (walking around, thank-you letters/emails, etc.) - Sessions to be performed by Mentors, Senior AFPC Leadership, or by contracted personnel through our Training Section are as follows: (Sessions defined as: one-on-one with mentor, several mentored employees meeting with a designated mentor (if set up this way), quarterly training session with all mentored employees, etc.) o EDUCATION of the - PERSONNEL DP Functional Area q Personnel (AF/DP) Organization Structure o Merging of Career Fields (military, family support, education and civilian) into a Human Resource Career Field q Civilian Personnel Organization Structure o Organizational Chart (DoD, Air Force, MAJCOM, CPFs) o Roles and Responsibilities of Each q Air Force Civilian Career Program o What is it? What is/are the Goals/Objectives/Purpose? - Career Program Policy Council - Policy Council Members o PROFESSIONAL DEVELOPMENT q Career Development o Discuss Career Development Pyramid (based upon identified track selected) o Master Development Plan of Career Program o Civilian Personnel Covered Positions o Career Broadening Opportunities o AFPC - What positions are covered, what grade levels are applicable, what benefit does it serve? - Consideration given to positions within AFPC, local area, MAJCOM, other agencies in area, etc. o Career Program - What is it, what positions are covered, what benefit does it serve? - Discuss opportunities across AF and across functional areas (applying for Career Program Career Program opportunities) o Total Person Score o Development of Individual Development Plan (IDP) o Mentorship Program q Education o Personal Development through Attainment of Bachelors/Masters - Tuition Assistance available through Career Program - Tuition Assistance available through Local Training Funds o Professional Military Education (in residence, seminar, correspondence) q Training Opportunities o Career Program Opportunities - leadership and functional - Career Enhancement Plan (career program funded courses - CCDP, PME, etc.) - Civilian Career Development Program (CCDP) Courses - Gunter School House Training o Locally Funded Training - leadership and management (Contractor or DPC Academy could teach supervisory classes, coaching, mentoring, problem solving/resolution skills, interpersonal skills, effective communication skills, etc.) o AFPC Training Opportunities (through Academy) - more functional related q Professional Organizations (in local area) o San Antonio Personnel Management Association o San Antonio Diversity Consortium o Alamo Federal Executive Board - Executive Leadership Program o Other Local Professional Business Associations q Self-Development (On/Off Duty Endeavors by Mentored Employees) o Effective Public Speaking - DPC will try and provide employees opportunities; for instance, one could research and brief a staffing related issue, stress in the workplace, proper etiquette of email, etc. o Effective Writing Skills o Resume Writing o Writing ECQ Package o Writing Award Packages on Subordinates o Interview Skills (Individual and Panel) o Professional Appearance o Effective Networking Skills o Reading books from CSAF Reading List o Community Service - volunteer work accomplished, worthy causes associated with, extra curricular activities engaged in 2003-2004 DPC MENTORSHIP PROGRAM CALENDAR 1st Quarter (Oct03-Dec03) MENTOR: 5 Dec 03, 0730-1130 MENTEE: 5 Dec 03, 1230-1630 TOPIC: Expectations of a Mentorship Program & DISC Tool Assessment (tool used to improve communication, ease frustration and conflict, and develop effective managers/teams; it explores behavioral issues across four primary dimensions - dominance, influence, steadiness, and conscientiousness) 2nd Quarter (Jan04-Mar04) MENTEE: 28 Jan 04, 0800-1200 TOPIC: Making the Most of Being Mentored o Mentoring Then and Now - Review Benefits - Assess Different and Special Role - Mentoring Investment - Mentee Relationship o Proactive Mentee - Develop Self Empowerment - Identify Intrinsic Motivation and Autonomy - Create Flexible Life Plan - Turn Adversity into Opportunity o Assessing Mentee Skills - Ask Productive Questions - Use Trust-Building Behaviors - Capture Essence of Mentor's Help/Offerings - Internalize Input - Build Productive Partnership - Review and Re-Evaluate Ground Rules o Reviewing Behavioral Styles MENTOR: 29 Jan 04, 0800-1200 TOPIC: The Challenge of the Legend o Mentoring as an Art and Vision - Review Many Forms - Assess What You Have Experienced - Mentor Investment - Empower Mentor - Develop Self o Understanding Mentee's Needs - Read Mentee Signals - Foster Positive Self-Image - Deal with Mutual Parameters o Recognizing and Applying Positive Behaviors - Types of Mentor Assistance - Listen for Motivation and Feelings - Productive Confrontation - Assess and Consider Behaviors to Avoid - Evolution of Partnership o Reviewing Behavioral Styles JOINT: 30 Mar 04, 0800-1600 TOPIC: Mentee-Mentor Gains, Balancing Relationships, Listening Assessment, Team Building o Mentor-Mentee Gains - Review Growth of Partnership - Assess Gains - Review Expectations - Update Mentor-Mentee Agreement o Balancing the Relationship - Assess Resistance to Change - Consider Inertia, Power, etc. o Listening Assessment - Discover Preferred Approach - Understand 5 Listening Approaches - Value Different Listening Approaches - Developing Listening Strategies Plan o Team Building via Role-Play 3re Quarter (Apr04-Jun04) MENTEES: 28 Jun 04, 0800-1600 TOPIC: Interview and Briefing Skills o Morning Session: Focus on Interview Skills (Preparing, Practicing, and Evaluating) o Afternoon Session: Focus on Briefing Skills (Researching, Preparing, Presenting) o All Mentees will be asked to prepare for upcoming interview or to select a topic for upcoming presentation in August Session 4th Quarter (Jul04-Sep04) JOINT : 19 Aug 04, 0800-1600 TOPIC: Mock Interviews and Practice Briefings o Selected Mentees will participate in mock Panel Interview on Position Vacancy o Selected Mentees will present Briefing on Selected Topic Mentors will be broken up into two groups; those who will interview mentees for position vacancy and those who will listen/evaluate mentee presentations. JOINT SESSION: 21 or 23 Sep, 0800-1600 TOPIC: Tapping Your Leadership Potential o Morning Session: Discussion/Lecture on Leadership Characteristics o Afternoon Session: Guest Speaker (TBD) -- Motivational Speaker to Incorporate all Lessons Emphasized this Year