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HomeMy WebLinkAboutRESPONSE - RFP - 8400 LEADERSHIP DEVELOPMENT ASSESSMENT & TRAININGSubmitted by Transition Leadership Incorporated Tim Athey Ph.D. To The City of Fort Collins 10/26/16 PROPOSAL #8400 LEADERSHIP DEVELOPMENT, ASSESSMENT, AND TRAINING 1 Leadership Development, Assessment, and Training For The City of Fort Collins 10/28/16 Section 1: Scope of Proposal A. About Transition Leadership Transition Leadership is a Fort Collins owned company operated by Tim Athey, Ph.D. We provide leadership development and coaching services to public and private organizations in the U.S. and abroad. Transition Leadership is incorporated in the State of Colorado and has been in business since 1997. The company helps organizations achieve outstanding business results through results-oriented leadership coaching and development services. The diverse group of coaches and instructors who partner with us are highly experienced professionals with a proven track record of excellence in the coaching, consulting, and training fields. All coaches used by Transition Leadership are residents of Fort Collins or adjacent Northern Colorado cities and bring deep level of understanding of the challenges facing the City of Fort Collins community. In addition to our coaching expertise, the Transition Leadership team brings extensive experience in strategic business planning, leadership training, adult education, assessment/feedback, and facilitation. Several of the Transition Leadership coaches and instructors bring significant experience with the prior LEAD 1.0, 2.0, and 4.0 programs for the City of Fort Collins. We have collectively delivered hundreds of hours of feedback, coaching, training/assessment workshops, and many other targeted engagements with key organizational leaders and teams. The results of our work with LEAD program participants have consistently resulted in measurable improvements in performance, career progression and promotion, and clear evidence of ROI on the investments made in leadership development by the City of Fort Collins. As a team, we are intimately familiar with the challenges facing the managers and employees of the City of Fort Collins and will bring that accumulated knowledge and experience to bear in the delivery of our services. B. Leadership Development Roadmap Leadership development is an investment in the future. The focus of this investment should be not only on improving current performance, but accelerating the readiness of people to take on the key leadership challenges of the future. This process works best when it is focused on the skills and competencies required for success at each level of leadership. This way, the assessment, training, and coaching solutions provided are tied to specific learning objectives, behavioral outcomes, and career challenges relevant to the leadership roles that people must play. The following leadership development roadmap reflects the key competencies that the Transition Leadership team considers to be most critical to each level of leadership in the City of Fort Collins. It is TRANSITION LEADERSHIP Strategies for Individual and Organizational Success Tim Athey, Ph.D. Office: 970/206-9905 3301 Sagewater Ct. Mobile: 970/225-1712 Fort Collins, CO 80528 Email: tim@timatheyphd.com 2 based on our collective experience in working with the City of Fort Collins as well as current research and practice in the field of leadership development. The competencies outlined in the roadmap are drawn from the Korn-Ferry Global Leadership Model (2014) and define the important questions that should be addressed by any development strategy for the City of Fort Collins:  What is the leadership role that must be played at each level of management?  What are the most important competencies that must be mastered for success at that level?  What is the development/succession path for people aspiring to higher levels of management?  What are the core values that must be reinforced at every level? Leadership Development Roadmap C. Leadership Development Proposal The Transition Leadership team represents a group of nine experienced instructors who have delivered a wide range of training workshops across a broad range of organizations and management levels. We have assembled a curriculum of best-in-class licensed and custom assessment and training programs to support the training components of the City of Fort Collins leadership development process. The proposed assessment and development curriculum, including estimated cost, for each LEAD level is provided in the pages that follow. 3 LEAD 1.0 - Leadership Training/Assessment Proposal The LEAD 1.0 program is focused on developing emerging leaders. This can include high performing individual contributors who have identified potential for taking on future leadership roles and newly promoted first level managers/supervisors. The primary challenges at this level are defining oneself as a leader, understanding how to communicate and relate effectively to others, understanding the City of Fort Collins business, and clarifying one’s own career goals. Key Competencies Learning Experience Assessment Tools(s) Instructor Objective(s) Cost Self Awareness Strengths- Based Leadership Strengths Finder Bob Slade Participants will identify their personal strengths to learn ways to leverage those strengths for personal/professional success. $2500 for one- day workshop; participants buy the book Communicate Effectively DiSC DiSC Profile Diane Kessel- Knight Participants will assess their own work style, understand the style of others, and learn ways to bridge their style with others. $1,850 for one-day; $1,250 for 28 DiSC profiles Crucial Conversations None Bob Slade Participants will learn the Crucial Conversations skills/approach to communicating effectively and handling conflict with others. $5000 for two- day workshop; client buys materials Interpersonal 4 LEAD 2.0 - Leadership Training/Assessment Proposal The LEAD 2.0 program is focused on experienced department managers and supervisors and/or high potential individual contributors who have completed Lead 1.0 and may soon be promoted to a supervisory role. The primary development focus at this level is “managing others”. The key development challenges at this level include managing a team of direct reports, getting results through others, coaching and managing performance, and holding people accountable for results. Key Competencies Learning Experience Assessment Tools(s) Instructor Objective(s) Cost Builds Effective Teams Building High Performance Teams Team Management Profile (TMP) Tim Athey Ph.D. Participants will learn current approaches to team formation, team design, and effectiveness; develop skills for building trust, commitment, and team results. $5,000 for one-day workshop; $4,500 for 30 TMP Profiles Drives Engagement Inspiring Trust None Barb Lucey Participants will learn why trust is central to employee engagement and how they can take steps to build trust with their people. $4,000 for one-day workshop; instructor provides materials Persuades Principles of Influence and Persuasion None Bob Slade Participants will learn the skills 5 LEAD 3.0 - Development Training/Assessment Proposal The LEAD 3.0 program is focused on Division and Department Directors and/or high potential department managers/supervisors who have completed LEAD 2.0 and may soon be promoted to a Director role. The primary development challenges at this level include aligning teams on goals/objectives, collaborating across Departments and functions, adjusting to a range of different leadership situations, and making good decisions effectively under pressure. Key Competencies Learning Experience Assessment Tools(s) Instructor Objective(s) Cost Plans And Aligns Execute With Excellence None Tim Athey Ph.D. With Selected ELT Members Provide participants with an understanding of business planning and alignment tools; facilitate a discussion with selected ELT members on ways to improve strategy execution/alignment in CFC. $1,500 for half day facilitated workshop Collaborates Building Winning Partnerships None Barb Lucey Provide participants with a framework and skills for building partnerships, working across boundaries, and improving collaboration $4,000 for one- day workshop; instructor provides matl’s Situational Adaptability Thinking Agility Emergenetics Sean Moore Provides participants with 6 LEAD 4.0 - Development Proposal The LEAD 4.0 program is focused on Executives and Service Area Directors and/or high potential Division and Department Directors who have completed LEAD 3.0 and may soon be promoted to a Service Area Director role. The primary development focus at this level is “managing the enterprise” and working effectively as an Executive Leadership Team member. The key development challenge includes thinking strategically, leading with vision, managing complexity, balancing stakeholder needs, and becoming an agile and resilient leader. In addition, senior managers/executives learn best from each other through stimulating and thought provoking peer dialogue, not formal training or classroom instruction. Key Competencies Learning Experience Assessment Tools(s) Instructor Objective(s) Cost Strategic Mindset Thinking Strategically Birkman Profile Tim Athey Ph.D Quarterly Executive Roundtable briefing on each executive leadership competency and why it is important to effective leadership Review of Birkman assessment results in the context of each competency and the implications for ELT performance Video/case study review and discussion (e.g., business case or Ted Talk) related to that competency Application to ELT ongoing effectiveness $5,000 for four quarterly half- day sessions $150/ participant for Birkman Profile Drives Purpose And Vision Leading With Vision Balances Stakeholders Managing Competing Priorities Manages Complexity 7 D. Leadership Coaching Approach In addition to the training and assessment services proposed, Transition Leadership will also provide world- class leadership coaching to support the learning of all LEAD 1.0 to Lead 4.0 participants. The approach taken by our professional coaches is illustrated in the figure below: 1. Develop The Person. Coaching is, first and foremost, focused on developing individual leadership potential. Its value lies in helping leaders leverage their strengths, compensate for weaknesses, and improve the positive impact they have on others. Transition Leadership coaches subscribe to the following definition of coaching, “Partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential” (Source: International Coach Federation, 2016) 2. Improve The Results. Leaders get results through others. Consequently, coaching will be delivered in the context of the departmental/team goals that individual leaders must achieve. The measure of effective leadership is not what individuals do themselves, but how well they can engage and mobilize others. 3. Achieve The Vision. Leadership coaching will be directly tied to the important outcomes the organization wants to achieve. The coaching process should be viewed by participants as a strategic investment in the future and focused on helping them translate the vision/strategy into tangible results. 4. Build The Culture. The coaching process will reinforce both the core values and the emerging expectations that the organization wants to establish with its people. Because coaching can be a powerful tool for changing individual and team behavior, it should be aligned with the values and culture desired. 5. Sustain The Learning. The ultimate value of coaching is to build broad organizational capacity for sustained learning and performance. The coaching process will focus on improving short-term performance AND help people “learn how to learn” through reflection, self-development, and applied learning techniques. 8 E. The Coaching Process Coaching is not simply a series of conversations, but a focused individual learning process. This model represents the important elements of the leadership coaching process that will be used by Transition Leadership coaches in this coaching program. The key steps in the coaching process are summarized as: 1. Coach Selection. The pairing of coaches with participants is an important consideration. Participants will be given a briefing of what coaching is, considerations in selecting a coach, provided with detailed bios on each coach, and given an opportunity to briefly meet all coaches. Participants will identify their three top choices and an effort made to pair participants with their preferred coach. 2. Assessment/Feedback. Participants will take a series of assessment tools as part of the leadership development process. Transition Leadership coaches are skilled in the use of 360 feedback, DiSC, EQ, Emergenetics, and other tools to help support individual learning. This feedback will be integrated into their individual development goals and ongoing coaching. 3. Development Planning. Based on the assessment and feedback information, coaching conversations, and other input, coaches will work with each participant to define specific coaching goals. These goals will be documented in a development plan that will be used to guide the participant’s learning throughout the leadership development and coaching process. 4. Coaching Delivery. Coaching will be delivered roughly on a monthly basis to participants. The coaching sessions will be delivered in one-hour meetings and may include dialogue between coach and participant, role playing, skill practice, homework assignments, and other learning activities as determined by the participant and coach. 5. Learning Transfer. The primary advantage of coaching is that it not only provides one-on-one development, but also helps participants transfer their learning from the training and coaching experience to their personal and professional lives. Transition Leadership coaches will help participants identify real-time applications of their learning to their own leadership challenges. Improved Performance and Results 9 6. Evaluation/Debrief. At the conclusion of the coaching process, coaches will work with participants to consolidate their learning and prepare for a post-program 360 evaluation. Following the evaluation, coaches will also work with participants to debrief their feedback and identify future development goals. In addition, an evaluation of coaching effectiveness will be gathered from all participants on their coaches. 7. Improved Performance/Results. As part of the evaluation/debrief, participants will be asked to “quantify” the impact of their coaching/learning process on business outcomes. In addition, the 360 feedback follow up survey results will be reviewed to identify overall areas of improvement for all participants. A summary of coaching results will be provided to the City of Fort Collins L&OD Manager. F. Leadership Coaching Program Components Transition Leadership proposes to deliver its coaching services at a rate of $195/hour. This rate is significantly below market for coaching services of this nature and is offered to the City of Fort Collins in consideration of its non-profit status and the volume of coaching work being offered. The key components and costs of the coaching services for each of the LEAD programs is summarized below. LEAD Program Coaching Delivery Hours Cost LEAD 1.0 Coaching Delivery 12 hours of individual coaching per participant for 28 participants. 336 hours $65,520 LEAD 2.0 Coaching Delivery 10 hours of individual coaching per participant for 30 participants. 300 hours $58,500 LEAD 3.0 Coaching Delivery 8 hours of individual coaching per participant for 30 participants. 240 hours $46,800 LEAD 4.0 Coaching Delivery 6 hours of individual coaching per participant for 12 participants. 72 hours $14,040 Total Coaching Delivery for All Four LEAD Programs 948 hours $184,860 Support Services Coaching Program Orientation, Planning, and Management Hours Cost Program Management Meetings with ELT members, L&OD Staff, and other stakeholders to communicate and finalize the coaching plan for all four coaching programs. 8 hours $1,560 Coach Orientation Meeting with coaches to provide orientation for all LEAD programs, coaching process, and expected outcomes. 8 hours $1,560 Presentations on Coaching Process to LEAD Participants Presentation to each LEAD program class to provide overview of coaching process and introduce coaches for purposes of coach selection. 8 hours $1,560 Coaching Learning Transfer Sessions 10 G. Coaching Metrics Coaching has been proven to result in greater learning and performance outcomes compared to other methods (Coachsource, 2014). In addition, the evidence from prior coaching programs delivered by Peak Consulting (a Transition Leadership partner in this proposal) over the past 5 years has demonstrated the following positive outcomes:  The results from the 2015 LEAD 1.0 program indicate significant positive impact on demonstrated leadership skills (48% showing positive improvements based on 360 feedback), promotions (14 participants promoted over the life of the program), and ROI (87.5% of participants demonstrated cost savings as a result of their learning experience; Source: City of Fort Collins L&OD Department, 2015).  Previous LEAD 1.0 programs have demonstrated an ROI of 72.5% on the program investment, with the coaching portion of the program saving the City of Fort Collins $51,875 in 2014 and $123,070 in 2015 (Source: City of Fort L&OD Department, 2016).  The coaching component of the LEAD 1.0 program has consistently received high participant satisfaction rating over the course of the program (Source: Peak Leadership Evaluation, 2015).  Some of the key areas of improvement identified include time management, project execution, delegation, self-confidence, and decision making. The coaching delivered by Transition Leadership will be measured using the following metrics:  Alignment with Strategic Goals. Each participant will review the City of Fort Collins Strategic Plan and Q14 results to identify three goals/outcome areas that they intend to positively impact as a result of their LEAD experience. At the conclusion of the program, each participant will then evaluate the degree of impact (direct or indirect) they believe they have had on that goal/outcome  Individual Development Goals. Based on individual assessment/feedback (360, DISC, EQ Assessment) each coaching participant will define specific development goals that will guide the coaching process. At the conclusion of the program, each participant will work with their coach to evaluate the progress they have made on each goal.  Specific Skill Improvements. Each participant will identify 10 specific skills based on their 360 Voices results that will be evaluated for improvement at the conclusion of the LEAD program. Transition Leadership will work with the L&OD staff to determine the most efficient ways to gather this improvement data from participants (e.g., KF Voices follow up survey, internal feedback survey, etc.). o CoachMetrix. One of the tools currently employed by Transition Leadership is the use of the CoachMetrix planning/tracking system. Transition Leadership will discuss with the L&OD Staff the use of CoachMetrix as a pilot in the 2017 LEAD programs. More details on the CoachMetrix tool can be accessed at https://coachmetrix.com/.  Coaching ROI. Each participant will be asked to review the outcomes of the LEAD program described above and estimate the actual financial impact of their learning and performance improvements on their Department’s operation. Transition Leadership coaches will provide participants with the process for conducting this ROI analysis.  Coaching Effectiveness. Each participant will be provided with the opportunity to evaluate their overall coaching experience using an internal survey provide by Transition Leadership. At the conclusion of each LEAD program, Transition Leadership will provide the City of Fort Collins L&OD Department with a summary evaluation of coaching outcomes and recommendations for future programs. Transition Leadership is devoted to delivery measurable outcomes for the City of Fort Collins through all of its assessment, training, and coaching efforts. 11 Section 2: Assigned Personnel and Availability A. Key Personnel and Availability. The Transition Leadership coaching team includes the following eight professional coaches and instructors:  Tim Athey, Ph.D. Tim is the President of Transition Leadership and has 20 years of professional coaching experience with managers, executives, and leadership teams, 8 years of internal HR/OD experience with HP, and 8 years of Individual/Family Counseling experience with Larimer County Human Services. He is a Professional Certified Coach (PCC) with ICF and Adjunct Coach for the Center for Creative Leadership.  Gretchen Tobin. Gretchen has 16 years of professional coaching experience with executives, middle managers and first level managers. She was previously a Director of Marketing for HP, was the previous Project Manager for the City of Fort Collins LEAD program, and has been certified as an Associate Certified Coach (ACC) with ICF.  Bob Slade. Bob has over 20 years of experience in the training, coaching, counseling, and HR/OD professions. He has previously worked at HP, CU Health (previous PVH), and New Belgium. He has an MSW from DU and has been certified through the Coaches Training Institute.  Diane Kessel-Knight. Diane has over 20 years of experience in the training, organizational development, and coaching professions. She was previously a VP of Training for a national restaurant franchise, has an MBA from SMU, and has been certified as an Associate Certified Coach (ACC) with ICF.  Gregg Piburn. Greg has over 20 years of experience in the training, consulting, and coaching professions. He was previously Director of Public Relations at HP, has a BA in Journalism from CSU, and extensive experience working with municipal and county government agencies.  Marie Zimenoff. Marie has over 15 years of experience in the counseling, career development, and coaching professions. She has extensive experience in student advising, an MS Ed in Counseling/Career Development from CSU, and is certified as a Leadership Coach with Academies.  Sean Moore. Sean has over 15 years of experience in the training, OD, and coaching professions. He has a BA in Communications from DU, extensive training in neuro-psychology and personality assessment, and is certified as a Professional Certified Coach (PCC) with ICF.  Abby Veloquette - Executive Coach and Instructor. Abby has over 5 years of experience in the training, communications, and coaching profession. She has a Ph.D. in Organizational Learning and Performance from CSU, extensive experience working with non-profit organizations, and is certified as an Associate Certified Coach (ACC) with ICF.  Barbara Lucey – Instructor. Barb has over 20 years of experience as a trainer, facilitator, and OD professional. She has an MBA, is certified in the DDI Interaction Management training series, Covey Trust workshops, and extensive experience working in city/county government in King County, WA. All Transition Leadership coaches/instructors have been briefed on this proposal and understand the time commitment required to deliver these services. All coaches/instructors have agreed to commit their time to the implementation of this proposal, if accepted, and to adjust their schedules to ensure delivery of all training and coaching components outlined in this proposal. In addition, all Transition Leadership coaches adhere to the International Coach Federation Code of Ethics (attached). Detailed bios on the above coaches will be provide upon request. 12 B. Project Timeline The LEAD programs represent a significant investment of time, resources, and effort for the City of Fort Collins. What is not represented in this proposal is the investment of work time and opportunity cost associated with participants investing the necessary time and energy to fully engage in the development process. For this reason, it is recommended that these programs follow a phased implementation process through 2017 and 2018. In addition, Transition Leadership is aware that the City of Fort Collins has just completed the implementation of three consecutive LEAD 1.0 programs. Consequently, the “pipeline” for LEAD 1.0 participants is like to be reduced at this point and significantly increased for LEAD 2.0 participants. In addition, it has been five years since the previous LEAD 4.0 program was completed. In addition, there have been several retirements and new hires to the ELT since then, indicating that the time is right to renew the LEAD 4.0 effort. Taking these things into consideration, the recommended project timeline is represented below. 2017 Implementation Timeline LEAD 2.0 Q1 17 • Program Kick Off • Administer KF Voices 360 • Complete StrengthsFinder, DiSC, 360 Feedback Debrief, and Development Plan Q2 17 – Q3 17 • Deliver Training Workshops Q4 17 • Complete Training Workshops • Conduct Post-Program 360 Feedback • Evaluate Coaching Impact LEAD 4.0 Q1 17 • Program Kick Off • Administer KF Voices 360 • Complete Birkman Profile • Deliver Executive Roundtable #1 Q2 17 – Q4 17 • Deliver Executive Roundtable #2 - #4 • Evaluate Program 2018 Implementation Timeline Regarding the implementation of LEAD 1.0 and LEAD 3.0 in 2018, Transition Leadership will work with the City of Fort Collins L&OD Department to define an appropriate implementation schedule for those programs based on program demand, organizational needs, and funding considerations. 13 Section 3: Sustainability Transition Leadership and its partners possess a strong commitment to social, environmental, and economic sustainability. Given the fact that we all have lived and worked in the Fort Collins area for many years, we consider ourselves not only to be members of the local community but also stewards of the quality of life that we continue to enjoy in Fort Collins. As such, Transition Leadership and its partners commit to the following sustainability goals:  All members of the Transition Leadership team have taken the Climate Wise pledge and are committed to being active contributors to decreasing our carbon footprint in Northern Colorado.  Because Transition Leadership represents a virtual team of home-office based professionals, we minimize the energy, space, and material overhead associated with having a separate work office.  Transition Leadership partners have committed to recycling, energy conservation, and paperless documentation and communication in our home/offices.  Transition Leadership partners live and work in the Fort Collins area. Consequently, we will minimize the commuting time, and subsequent greenhouse gas emissions, associated with the delivery of services to the City of Fort Collins compared to non-local service providers.  Transition Leadership partners will make every effort to minimize automobile travel associated with the delivery of services to the City of Fort Collins by scheduling multiple meetings/coaching sessions for participants, using public transportation when possible, and other means to reduce emissions. Section 4: Cost and Work Hours The detailed costs for delivery of the training, assessment, coaching, and other services have been provided in previous sections of this proposal. A summary of the overall program costs is provided below: Program Training/Assessment Cost Coaching Cost TOTAL LEAD 1.0 $24,360 for 7 workshops and 3 assessments for 28 participants $65,520 for 336 hours of individual coaching at $195/hour $89,880 LEAD 2.0 $28,500 for 5 workshops and 2 assessments for 30 participants $58,500 for 300 hours of individual coaching at $195/hour $87,000 LEAD 3.0 $20,970 for 5 workshops and 3 assessments for 30 participants $46,800 for 240 hours of individual coaching at $195/hour $67,770 LEAD 4.0 $6,800 for 4 workshops and 1 assessment for 12 participants $14,040 for 72 hours of individual coaching at $195/hour $20,840 TOTAL $80,630 $184,860 $265,490 Program Management 96 hours of planning, orientation, communication, and program management services for delivery of assessment, training, and coaching services. $18,720 TOTAL Program Cost Delivery of 20 workshops, 9 assessments, and proposed coaching for 100 participants including program management/support services. 284,210 14 Section 5: Firm Capability The Transition Leadership coaching team brings a strong and diverse background in public/municipal as well as private sector work. A summary of our experience includes:  Tim Athey, Ph.D. has significant public sector experience as a Program Manager for Larimer County Human Services (1978 – 1984). In addition, as part of his graduate training at CSU, he helped design and deliver leadership assessment centers for the City of Fort Collins Power and Water Departments (1984/1985), coordinated a joint public/private sector Futures Study for the Fort Collins Chamber of Commerce (1987), and designed/implemented an employee survey process for the Loveland Light and Power Department (1987). More recently, Tim provided executive coaching and training services to the City of Fort Collins LEAD programs (2011 – 2016).  Gretchen Tobin provided executive coaching, training, and program management services to the City of Fort Collins LEAD programs (2011 – 2016).  Bob Slade has significant public sector experience as a Clinical Social Worker for Larimer County Human Services (1975 – 1980) and provided executive coaching and training services to the City of Fort Collins LEAD programs (2011-2016).  Dianne Kessel-Knight has provided executive coaching and training services to the City of Fort Collins as a DiSC facilitator and, more recently, provided executive coaching and training services to the City’s LEAD programs (2013 – 1016)  Sean Moore has provided executive coaching and leadership training services to the City of Loveland (2012 – 2016). Section 6: Conclusion This proposal represents the collective thoughts of the Transition Leadership team on how to sustain the momentum and outstanding results that have been achieved by the partnership between Peak Consulting and the City of Fort Collins over the past five years. Our goal is to build on this momentum and leverage our accumulated experience in working with the organization to take its leadership development efforts to the next level. Given the significant challenges facing the City of Fort Collins leadership team to plan for the retirement of long-service managers from the organization, build the bench strength to fill these emerging leadership roles, and improve the overall level of leadership effectiveness, we are excited about the opportunity to partner with the City to meet these important challenges. We look forward to discussing our qualifications to deliver on this proposal in more detail. Thank you. 15 Appendix 1: ICF Code of Ethics Transition Leadership coaches and instructors bring the highest degree of professional and ethical standards to their work. We subscribe to the ICF Code of Ethical Conduct for your training and coaching work. A detailed description of this code of ethics is provided at: http://coachfederation.org/about/ethics.aspx?ItemNumber=854 Appendix 2: Assessment Tool Descriptions Several assessment tools are being recommended for use in this proposal. Rather than provide examples of the output of these tools that would add to the length of this proposal, following are the web links to online examples providing a detailed description of each tool, including sample reports: DiSC Profile - https://www.discprofile.com/resources-and-tools/sample-reports/ Emergenetics - https://www.emergenetics.com/apac/sample_reports/allan_sample_esp_report/ Watson-Glaser - http://www.thinkwatson.com/assessments/watson-glaser/ Birkman Profile - https://birkman.com/assessment-solutions/the-birkman-method/ Appendix 3: Training Program Licensing The following training programs are licensed to be delivered by certified trainers: Bob Slade – Certified Trainer  Strengths-Based Leadership (Gallup, Strengths-Based Publishing)  Crucial Conversations (Vital Smarts)  Influence/Persuasion (Influence At Work) Sean Moore – Certified Trainer  Emotional Intelligence (MHS Inc.)  Power/Politics (Hagburg Associates) Barb Lucey – Certified Trainer  Inspiring Trust (Franklin Covey)  Delegating with Purpose (DDI)  Building Winning Partnerships (DDI) All other training programs provided in this proposal are self-licensed by the instructors delivering them. More specific information on the content and use of these programs can be obtained directly from those trainers. Meeting with coaches to identify participant-wide leadership challenges for L&OD Staff (2 one-hour meetings per year for each LEAD program with all 8 coaches) 64 hours $12,480 Program update and management meetings Quarterly update/review meetings with L&OD Staff to review LEAD 1.0 program progress and make required adjustments (4 one-hour meetings per quarter) 4 hours $780 Communication with ELT and Managers Quarterly update/review meetings with ELT members and other stakeholders to review progress and gather feedback on LEAD program outcomes (4 one-hour meetings per quarter) 4 hours $780 Total Support Services for All Four Programs 96 hours $18,720 Total Coaching and Support Services Cost for All Four LEAD Programs 1,044 hours $203,580 Agile Leadership Being Resilient 360 Feedback KF Voices 360 Survey Tim Athey Ph.D. Provide participants with 360 feedback on key competencies and establish development plan for new skills. TBD TOTAL Estimated Assessment/Training Cost for 12 Participants in LEAD 4.0 (Does not include KF Voices 360 survey) $6,800.00 insight into their thinking style and preferences; develop skills in their situational awareness, mental agility, and creativity $3,000 for one- say workshops; $2,970 for 30 Emergenetics profiles Decision Quality Judgment and Decision Making Watson- Glaser Critical Thinking Appraisal Tim Athey Ph.D. Provide participants with insight into their problem solving/decision making abilities; learn the tools/skills for making better decisions and “judgment calls” $4,000 for one- Day workshop; $1500 for 30 Watson-Glaser appraisals; Instructor provides matl’s Organizational Savvy Understand Power and Politics Stages of Power Assessment Sean Moore Provide participants with insight into how to leverage their formal/informal power to achieve results; develop skills in political savvy and boundary management. $4,000 for one- day workshop; instructor provides assessment and materials 360 Feedback KF Voices 360 Survey Tim Athey Ph.D. Provide participants with 360 feedback on key skills and define a development plan for new skills. TBD TOTAL Estimated Training/Assessment Cost for 30 Participants in LEAD 3.0 (Does not include KF Voices 360 survey) $20,970 and strategies for effective influence and persuasion based on R. Cialdini’s Science of Persuasion principles. $7,500 per workshop; instructor provides materials Ensures Accountability Delegating With Purpose None Barb Lucey Participants will learn the delegation process and develop skills for delegating work and instilling accountability. $2500 for half-day workshop; Instructor provides materials Develops Talent Leader As Coach DiSC Tim Athey Ph.D. Provide participants with a framework for understanding their role as a leader/coach and building effective feedback and coaching skills using the DiSC framework as a coaching guide. $5,000 for one-day workshop; DiSC profiles provided by CFC 360 Feedback KF Voices 360 Survey Tim Athey Ph.D. Provide participants with 360 feedback on key competencies and define a development plan for new skills. TBD TOTAL Estimated Assessment/Training Cost for 30 Participants in LEAD 2.0 (not including KF Voices 360 survey; CFC provides DiSC profile) $28,500 Savvy Emotional Intelligence EQi 2.0 (MHS) Sean Moore Participants will learn skills in self- awareness, self-control, social awareness, and relationship management. $3,000 for one-day workshop; $1,960 for 28 EQi profiles Business Insight Executing Business Strategy None Tim Athey Ph.D. Participants will gain a high-level understanding of the CFC strategic planning and BFO process and learn basic skills for prioritization, time management, goal setting, and accountability. $5000 for one- day workshop; Instructor provides materials Self Development Finding Your Voice None Greg Piburn Participants will integrate their assessment feedback to explore how they want to define themselves as authentic, future leaders. $3,000 for one-day workshop; Instructor provides materials Career Planning Career WOW Marie Zimenoff Participants will explore their future career goals and establish a plan for developing as a future leader. $650 for two- hour class; Instructor provides materials 360 Feedback KF Voices 360 Survey Tim Athey Ph.D. Provide participants with 360 feedback on key competencies and establish a development plan for building new skills. TBD TOTAL Estimated Training/Assessment Cost for 28 Participants in LEAD 1.0 (not including KF Voices 360 survey) $24,360