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Business Management Support ServicesWorkforce Management and ConsultingDepartment of Veterans AffairsRequest for Information/Sources SoughtMay 14th, 2013I. Introduction: This is for information and planning purposes only and shall not be construed as a solicitation or as an obligation on the part of the Department of Veterans Affairs (VA). The VA is currently conducting market research to locate qualified, experienced and interested potential sources. Responses will not be considered as proposals, nor will any award be incurred by interested parties in responding to this sources sought announcement. The Veterans Health Administration (VHA) is seeking interested sources (contractors) for a near-future solicitation. At this time, no solicitation exists. Therefore, DO NOT REQUEST A COPY OF THE SOLICITATION. II. Background: The National Center for Organization Development (NCOD) plays a number of vital roles in the continuing evolution of the operations of the Department of Veterans Affairs (DVA). Through the provision of a wide portfolio of services to the highly diverse elements of the enterprise, the Center endeavors to help the organization improve its effectiveness in many areas including assisting the organization in effectively managing large scale systems change. NCOD provides change management assessment and intervention for facilities and CO program offices throughout the Department of Veterans Affairs. NCOD assembled a team of staff members in 2010 to develop a VA specific change management process to address small and large scale systems change. The group started with an extensive review of the literature, as change management is a “hot” topic currently in Organization Development. This literature search yielded several important findings:Most change projects fare poorlyOnly 1/3 of change projects show full or partial success. (Turner and Crawford, 1998; Standish Group Chaos Study, 2004; McKinsey, 2004)2/3 of change projects will experience at least one major setback and up to 1/3 will experience three major setbacks. (Turner and Crawford, 1998)Change project failure has a financial impactUp to 20% of change projects completely fail and are abandoned or never used, often at significant cost to the organization. (Standish Group Chaos Study, 2004)Overall about 45% of change projects actually deliver a negative return on investment (McKinsey, 2004)Adding change management impacts return on investmentChange projects which included an excellent change management component (top quartile) showed ROI of 143%. (McKinsey, 2004)Change projects with poor or no change management component (bottom quartile) showed ROI of 35%. (McKinsey)Adding change management impacts outcomesChange projects with excellent change management components are six times more likely to meet their intended goals. (Everest Global, 2009)Of companies scoring highest in performance, 96% always or often used change management. (Price Waterhouse Cooper, 2004) A key take away from the review of the literature: Poor change management results in a slower speed of adoption, lower ultimate utilization and lower proficiency which takes away from ROI. Effectively managing the human side of change can help accelerate adoption, increase overall participation and improve the benefit each and every employee realizes from a change, increasing the ROI a project delivers.The group then set out to either adopt or develop a model for change management to assist leaders and employees of the DVA to understand the phases of change and then to intervene appropriately, given that phase of change. The adopted model is based on the work of Arthur Freedman, Ph.D., who is an organization development and change scholar. He has written several books including the Wiley-Blackwell Handbook of the Psychology of Leadership, Change, and Organizational Development (2013) and Action Learning for Developing Leaders and Organizations (2009), just to name a few. The group went on to develop two assessment instruments to assist DVA organizations to assess where they are in the Phases of Change (POCA) and Leading Change. Upon completion of these assessments, NCOD deploys organization development coaches to assist sites in responding to the findings of the assessment and to intervene as appropriate.III. Requirements:VA is seeking a contractor who can provide the following services:Consultation/Coaching on Large and Small Scale Change ManagementOn-site (a minimum of one on-site consultation, including travel expenses) and phone consultation (a minimum of one time per month) to NCOD team members leading large and small scale change management assessment and intervention at the request of VA leadershipPossible consultation directly to VA leadership in area of expertise of change management.Didactic Training on Large and Small Scale Change Management Joint didactic training/presentation with NCOD team members on change management case studies to 1) identify best practices; 2) update intervention strategies and materials; and 3) spread learning throughout the NCOD organization.The following Information is requested in response to this RFI:Please include: Company Name, Company Address, Point of Contact, Telephone Number, e-mail Address. Companies should provide clear and unambiguous evidence to substantiate their capability to fulfill these requirements.? Experience Please provide no more than five (5) contracts that your company has performed within the last three (3) years that are of comparable complexity and scope for each domain requirement for which your company is responding:Describe your Self-Performed* effort (as either a Prime or Sub-Contractor) as it relates to the requirements in Section III: Requirements. Please be specific and provide a complete reference to include at a minimum the project name (and the government contract number, if applicable), contract award amount, start and completion dates, and the project owners’ contact information. Additionally, please provide the Contract Type: Firm Fixed-Price, Time and Material, etc.*Self-Performed means work performed by the company themselves, NOT work performed by another company for them for any of the project examples provided.A narrative case study that describes the details of each project and why it is relevant to this requirement, including difficulties and successes.? A table listing all companies involved in the relevant project(s), including the technical expertise and percentage of work that each company provided.B. Capabilities / QualificationsA written response providing clear and unambiguous evidence to substantiate the capacity to fulfill this requirement. Company business size and socioeconomic status (i.e., Large Business, Small Business, Service-Disabled Veteran Owned Small Business, Women-Owned Small Business,) the number of years in business, affiliate information: parent company, joint venture partners, potential teaming partners.3.Specify any teaming arrangements and how those arrangements will impact the structure of services their company can provide including technical expertise provided by each company.? Please specify the percentage of work the each company will perform. If the company holds a Federal Supply Schedule (FSS) Contract, list the GSA Contract Number and relevant Special Item Numbers (SINS) applicable to this requirement. This notice does not restrict the Government to an ultimate acquisition approach. All firms responding to this sources sought notice are advised that their response is not a request that will be considered for contract award. All interested parties shall be required to respond to the resultant solicitation separately from their response to this sources sought notice.The Point of Contact (POC) for this RFI is:Joseph SenkovichContracting OfficerVHA Program Contract Activity Central6150 Oak Tree BoulevardSuite 300Independence, OH 44131Please submit electronic responses (via email) to Joseph Senkovich at Joseph.Senkovich2@ no later than 4:00 PM EDT on Tuesday, May 21nd, 2013.DisclaimerThis notice is issued solely for information and planning purposes only and does not constitute a solicitation. All information received in response to this notice that is marked as proprietary will be handled accordingly. In accordance with FAR 15.201(e), responses to this notice are not offers and cannot be accepted by the Government to form a binding contract. Responders are solely responsible for all expenses associated with responding to this RFI. End Document ................
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