Loading...
HomeMy WebLinkAboutRFP - 8400 LEADERSHIP DEVELOPMENT ASSESSMENT & TRAININGAddendum 1 Page 1 of 4 ADDENDUM NO. 1 SPECIFICATIONS AND CONTRACT DOCUMENTS Description of RFP 8400 Leadership Development, Assessment & Training OPENING DATE: 3:00 PM (Our Clock) November 1, 2016 To all prospective bidders/proposers under the specifications and documents described above, the following changes/additions are hereby made and detailed in the following sections of this addendum: 1. Please note that due date for proposals has been pushed out to accommodate revisions to be made to proposals in accordance with Exhibit 1. The Opening Date is now: 3:00 PM (OUR CLOCK) NOVEMBER 1, 2013 2. Exhibit 1 – QUESTIONS & ANSWERS 3. The City will be deploying two, cohort leadership programs (Lead 2.0) in 2017 and one Executive Leadership program in 2017. All other program level services will be developed and deployed as needed. Please contactJill Wilson, Buyer at (970) 221-6216 with any questions regarding this addendum. RECEIPT OF THIS ADDENDUM MUST BE ACKNOWLEDGED BY A WRITTEN STATEMENT ENCLOSED WITH THE RFP STATING THAT THIS ADDENDUM HAS BEEN RECEIVED. Financial Services Purchasing Division 215 N. Mason St. 2nd Floor PO Box 580 Fort Collins, CO 80522 970.221.6775 970.221.6707 fcgov.com/purchasing Addendum 1 Page 2 of 4 EXHIBIT 1 QUESTIONS & ANSWERS 1. Q: It appears that you are asking for a comprehensive proposal for the delivery of all services to support all four levels of leadership development (1.0, 2.0, 3.0, and 4.0), including coaching services. So, to be clear, you are wanting the proposal to represent a complete program design and curriculum for each of the four levels? A: Proposals do not need to represent a complete design and curriculum for each of the four levels. The coaching vendor will concentrate on leadership coaching, facilitating groups, and lastly teaching. If the coach(s) have subject matter expertise, it would be useful to understand the scope and depth of classroom instruction or virtual delivery as there may an opportunity to design specific skill building as a part of the leadership development program; and that collaborative approach will involve Human Resources/Learning & Org. Development as key competencies will be identified and serve as the framework for the leadership development program. 2. Q: The City is already working with a number of vendors for some of your assessment and training services. If I choose to include specific vendors in my proposal, do you want me to provide specific program cost estimates for each of those providers as well? The City may already have agreements in place with those providers outside the scope of this proposal. A: Including vendor costs for any sub-contracting would be very useful information and as a minimum, listing what can be accomplished inside of the contract for services and what would be sub-contracted out for services is critical as there is a limited budget. The City does have an agreement with an assessment vendor and with several subject matter experts to provide classroom instruction. Additionally, there are internal practitioners that may expertise in Everything DiSC, Crucial Conversations, etc. 3. Q: What inspired you to issue this RFP? Are there specific talent management challenges the City is facing and would like to solve in part through this program (high turnover, weak leadership pipeline, low employee engagement, other)? A: Per City Code, all contracts must be rebid after five years and the current contract is in the fifth year. The City is investing in leadership development to sustain its talent pipeline to fill key position, equip and build capabilities with our current leadership to support the excellent service our community expects and deserves, and lastly identifying emerging leaders, as a retention strategy, to ensure we are attracting top talent to our organization. 4. Q: Are the any differences in program objectives by level? A: Presently, work in underway to identify results for each level by using Impact Maps. Additionally, a job architecture project was initiated in Q2-2016 and two outcomes of that project will be creating career paths in the organization and selecting a competency framework to drive performance. The objectives for each leadership level will feature the performance results and behaviors identified by this work. Currently, the purpose of Lead 2.0, which will launch first, is to accelerate the development of key skills that have the greatest impact on a manager’s ability to cause effective action in others to achieve the City’s vision, mission and strategic objectives. Addendum 1 Page 3 of 4 5. Q: Is the list of activities for each level of leader (pg. 4-5) a broad list of potential developmental activities, or a list of required developmental activities? A: The list of activities is a broad list of potential activities. Activities will be bound by budget, time and intended performance results; however, the framework of individual focus, team focus and organizational focus pertain to all levels of the leadership development program. 6. Q: Are you open to considering different assessments than the assessments suggested (e.g. Voices 360)? A: No. Currently, the City’s contract with Korn / Ferry is still current so all 360 assessments will be provided by Korn / Ferry. 7. Q: Is there a particular interpersonal assessment tool you prefer? Or are you looking for a recommendation? A: Yes, the City uses the Everything DiSC behavioral work style profile and there is little interest in a recommendation to use a different interpersonal assessment. Currently, there will be 9 certified internal practitioners and those practitioners will be leveraged in the leadership development programs. 8. Q: Would the training curriculum require design and development of custom training content and courses or is the scope limited to creating a curriculum based on readily available training material that can be subscribed to? If custom development is in scope, please identify the desired volume for each of the roles and across the phases listed in the RFP. A: The proposal should consider customized curriculum for specific subjects. While the City has some readily available training material, the possibility of customizing curriculum based on the need for key skill development may be a possibility. The desired volume for each of the roles and phases will to be explored and designed in a collaborative approach. 9. Q: Will the City reimburse for travel related expenses related to providing on-site services? A: Yes. 10. Q: Must we possess a certification in Stress Factors, Korn/Ferry-Voices 360 and DISC to be considered for selection? A: Yes. 11. Q: Are all four levels - Executive, Advance, Intermediate and Emerging/Beginning – intended to be offered concurrently or sequentially. A: Sequentially; although, if budget and time allows, there may be an opportunity to concurrently deploy several of the levels at the same time. 12. Q: What is the intention or expectations of timeline for the entire program? A: Presently, the proposed timeline for 2017 is to deploy two (2), Lead 2.0 leadership cohort groups and one (1), Lead 4.0 program for the Executive Leaders. The deliverables for 2018 will be determined by Q2-2017. 13. Q: How much time do you expect between the two instances of the 360 assessment? A: For Lead 2.0, the proposed time instances between the pre and post 360 assessment is six months and for Lead 4.0, ten months. Historically, the time instances for Lead 1.0 has been eight months. Addendum 1 Page 4 of 4 14. Q: Where a specific tool is defined in the RFP (I.e. Korn Ferry 360), are you open to recommendations of other tools that align with your objectives? A: While the City is interested in vendor recommendations, based on experience/expertise in the industry, the City has a current contact with Korn / Ferry so Korn / Ferry products need to be used for 2017-2018. 15. Q: How is firm experience in providing leadership development specifically for municipal government agencies and quasi-government agencies compared to experience delivering these same capabilities for other types of organizations considered in the weighting for Firm Capability? A: While there is interest in a firm’s experience with providing coaching services in a government agency; the City’s experience with the service provider will provide an overall template for expectations. The City has been using a service provider since 2011, and coaching has been delivered to approximately 200 leaders, who have obtained remarkable results. 16. Q: Is the referenced “Team Development Model” a specific or customized model in use by the City of Fort Collins? A: The City’s Team model is a specific model that was designed with best practices research in mind. 17. Q: Is there a preference for combining participants in the different leadership levels during common program activities (i.e. Workshops, Classroom-based Trainings) or keeping them separate?  If participants in different levels need to remain separate, do you require that the upper level completes the entire program (all components) before the next level can begin?  If the programs can overlap, are there critical components to be completed before the next level can begin that same component (i.e. Level 4 must complete the full 360 process before Level 3 can begin the 360 process)? A: Currently, there is no design to combine participants from different levels. The City’s aim is to develop leaders and to engage in peer-to-peer learning within their cohort groups, which represents distinct leadership levels in the organization, i.e. positional power. The City does have an interest to design leaders teaching leaders as a cross-functional and generational component so any recommendations would be welcomed. To address the last question, programs will overlap as the proposed 2017 deliverables are to deploy two Lead 2.0 cohort groups and one Lead 4.0 cohort group. Groups to be deployed in 2018 will be discussed by Q2-2017. 18. Q: Is the expectation that the location for Training and Workshop program components will be in the City of Fort Collins? A: Yes, all program components will be facilitated in a City facility. 19. Q: Are there specific organizational imperatives linked to program outcomes? A: While the specific performance results for each level are under construction, the City’s imperative is to develop key skills to drive performance to achieve the City’s vision, mission and strategic objectives.