Inactive

REQUEST FOR INFORMATION NGA Leadership Development Program Description & Purpose 1.1 The National Geospatial-Intelligence Agency (NGA) in support of the agency leadership development program is seekin... REQUEST FOR INFORMATION NGA Leadership Development Program Description & Purpose 1.1 The National Geospatial-Intelligence Agency (NGA) in support of the agency leadership development program is seeking information on how an interested contractor could provide a digital media platform that offers synchronous and asynchronous access and interactivity on content, tools, and activities for individual, group, or cohort leadership development through stand-alone or blended learning techniques. 1.2 The purpose of this Request for Information (RFI) is to gain information on current Industry best practices and capabilities to meet NGA’s requirements. 1.3 THIS IS A REQUEST FOR INFORMATION (RFI) ONLY. This RFI is issued solely for market research purposes – it does not constitute a Request for Proposal (RFP) or a promise to issue an RFP in the future. This RFI does not commit the Government to contract for any supply or service whatsoever. Further, NGA is not at this time seeking proposals and will not accept unsolicited proposals. Responders are advised that the U.S. Government will not pay for any information or administrative costs incurred in response to this RFI. All costs associated with responding to this RFI will be solely at the interested party’s expense. Not responding to this RFI does not preclude participation in any future RFP, if any is issued. Background NGA has a mission-critical need to establish and expand access to leadership development and learning opportunities among all levels of the workforce. We are seeking recommendations that provide a holistic leadership development program concept and supporting capabilities. The National Geospatial-Intelligence Agency (NGA) has approximately 8500 government employees who are potential beneficiaries of its Leadership Development program. NGA’s employees are located at two main campuses in Springfiled, Virginia, and St. Louis, Missouri, and geographically dispersed locations world-wide. A portion of the workforce is on 24/7 shiftwork. The workforce is diverse and is composed of a wide array of professions. Currently, NGA’s Leadership Development is primarily focused on a competency model (technical (including supervisory), leader, and cross-cutting). The competency model has provided structure and identified specific behaviors. While the competency model is helpful, it is not ideal due to the singular focus of behaviors, the lack of context of the individuals and the situation, and the evolving nature of leadership and leadership development. The current primary methods of building competencies is through individuals taking classroom instruction and/or courses on Blackboard. The throughput of employees is constrained by the availability of instructors, classroom space at NGA’s two primary campuses, and travel budgets for teammates not located at one of the main campus sites. While coaching and mentoring is available, there is a lack of readily accessible resources, social support for learning, and other methods of learning. NGA is modernizing its leadership development training to expand it to a holistic program supporting the growth and development of NGA teammates as leaders throughout their career. Central to this is providing access to learning through formal and informal methods, including self-development, team development, cohort learning, and peer-coaching among all levels of the workforce. Access to curated content and learning opportunities is desired to be available at anytime, anywhere geographically, and at the point of need. This modernization effort increases emphasis on value based learning, neuroleadership and other emerging leadership and professional development best practices. This request is intended to provide insights on ways to supplement existing in person and virtual instructor led courses, content and online platforms (BlackBoard and SkillSoft). 2.1 Objectives of NGA Leadership Development Program Career-long leadership development from hire to retire Leadership development in the “doing” (conscious action) and “being” (unconscious emotions and beliefs) of leading Access anytime, anywhere to learning and practicing leadership skills for all NGA employees regardless of Pay Band (PB) level (rank) or position Existing capabilities: Currently, online learning content is stored and delivered through Blackboard and SkillSoft in the unclassified environment. Residential Leadership Training is Career Long Leadership Development Training designed around the issues that NGA is facing today, core values, Employee Engagement Survey results. This training provides NGA leaders at all levels with a learning experience to prepare them to lead individually and as part of a team within NGA and across the Intelligence Community and the broader NSG. There are courses for all band levels (one course each for PB1-3 and PB-4, and two courses for PB5 employees) and two course for senior executives. Selection for the training is competitive which meaning individuals are selected based on their application and eligibility. Currently, senior executive training opportunities are non-competitive. The courses are held at an off-site location approximately 75 miles from NCE and NCW. These experiential learning opportunities afford employees the requisite space to network and engage in undistracted collaboration, a significant value proposition for NGA’s geographically dispersed workforce. NGA provides the following courses leadership, professional development, and supervisory courses: Driving Transformational Change - Residential Fostering Trust and Accountability - Residential Guiding Cultural Change - Residential Piloting Leadership Perspectives - Residential Navigating Transformational Leadership - Residential Mapping Your Leadership Path - Residential Executive Core Qualifications Leadership Fundamentals Servant Leadership Interpersonal Leadership Leading at the Speed of Trust Emotional Intelligence Briefing for Impact Writing for Impact Dialogue Skills Strategic Planning and Implementation Managing and Leading as Integrator Building and Integrating Partnerships and Networks Managing Risk Impact and Influence in the Workplace Ripple Effect: Navigating and Leading Change The Mind’s Lie Constructive Conversations Supervisory Orientation - Supervisor HD Policies and Procedures - Supervisor Performance Management - Supervisor Supervisory Skills Applied - Supervisor The NGA competencies are as follows: Leader Competencies: Creativity and Innovation, Decisiveness, Flexibility, Initiative, and Interpersonal Savvy Senior leaders also include: Strategic Thinking, Vision Cross-cutting Competencies: Accountability for Results, Communication, Critical Thinking, and Engagement and Collaboration Supervisory Competencies: Conflict Management, Developing Others, Managing and Evaluating Work, Resource Management, and Team Building The majority of the services above are currently provided via contract HM0476-16-C-0033 with SAIC. Requested Information Input on the information contained in the responses may be solicited and reviewed by NGA non-Government consultants or experts who are bound by appropriate non-disclosure agreements. 3.1 Administrative Information to include the following as a minimum: 3.1.1. Name, mailing address, overnight delivery address (if different from mailing address), phone number, fax number, company website, and e-mail of designated point(s) of contact. 3.1.2. Business Type. Based upon North American Industry Classification System (NAICS) code [INSERT NAICS Code(s) and Description] applicable to this acquisition, the responder is to provide answers to the following questions: To be considered for a Small Business set-aside, at least 50 % of the cost of contract performance incurred for personnel shall be expended for employees of the responder.( FAR 52.219-14, Limitation of Subcontracting) RESPONSE Are you a Small Business? (FAR 19.102), If so, which type: ? YES ? NO Small Disadvantaged small business? (FAR 19.304) ? YES ? NO Service Disabled small business? (FAR 19.14) ? YES ? NO 8(a) Small Disadvantaged small business? (FAR 19.8) ? YES ? NO HUBZone small business? (FAR 19.13) ? YES ? NO Woman-Owned Small Business? (FAR 19.15) ? YES ? NO Involved in a mentor and/or protégé program? (DFARS 219.71) ? YES ? NO 3.1.3 Recommendation for alternative NAICS Code? Provide rationale for any NAICS Code applicable to the planned acquisition other than the NAICS code identified above. 3.1.4 DUNS Number: _________________ 3.1.5 Commercial and Government Entity (CAGE) Code: ______________________________ 3.1.6 Defense facility security clearance? What type? What level? _______________________ ______________________________________________________________________________ 3.1.7 Accounting system, if applicable? Date of last audit? Audit performed by? Determined adequate/inadequate? ___________________________________________________________ 3.1.8 Purchasing system? Date determined adequate or inadequate? ______________________ 3.1.9 Timekeeping system? Date of last audit? Who performed? Determined adequate/inadequate? 3.1.10 Do you hold a GSA Federal Supply Schedule (FSS) contract applicable to the NAICS code (s) identified above? If yes, provide contract number(s).___________________________________ 3.1.11 Are you registered in SAM?_________________________________________________ 3.1.12 Are you interested in: Prime contract? Teaming to include Joint Venture? Subcontractor opportunities? _________________________________________________________________ 3.1.13 Include additional details that are not already requested based on the constraints of the information request. 3.2 Experience 3.2.1 past performance. Provide relevant details on the responder providing the same or similar services offered or made in the last three (3) years in regards to a leadership development capability inclusive of accessible online, curated content and learning opportunities. Specify if the work performed was for the public, a commercial entity, non-governmental entity, governmental entity or NGA customer. Relevant details should include, but not be limited to, information regarding the contract value, size and length of the effort, responder performing as a prime or subcontractor, customary practices (warranty, financing, discounts, contract types, etc.) under which the sales of the service(s) are made, security details, the customary practices regarding customizing, modifying, or tailoring of a service(s) to meet customer needs and associated costs, the kinds of factors that are used to evaluate performance; the kinds of performance incentives used; the kinds of performance assessment methods commonly used; the common qualifications of the people performing the services; and requirements of law and/or regulations unique to these service(s), that can demonstrate the responder’s abilities and capacity to meet NGA’s objectives. 4.0 Responses 4.1 Interested parties are directed to respond to this RFI with a white paper addressing NGA’s need for leadership learning through formal and informal methods, including self-development, team development, cohort learning, and peer-coaching for all levels of the workforce. As well as access to curated content and learning opportunities available at anytime, anywhere geographically, and at the point of need. As a minimum, the white paper should describe what has been done, a brief description of capabilities, challenges overcome, a few success stories, and how the offeror can best fulfill NGA’s requirements. 4.2 White paper shall be in Microsoft Word for Office or compatible format and shall not exceed 15 pages with a one-inch margin on all sides. Font type shall be Times Roman 12 point. 4.2.1 Marketing materials may be used. They will count toward the 15 page limit. 4.3 Responses containing the white paper are due no later than 5:00 pm ET on 12 July 2021. Responses shall be limited to and submitted via e-mail only as a message attachment to Bradley Austin, Contracting Officer, at Bradley.r.austin@nga.mil, and Travarus Davis at Travarus.k.davis@nga.mil, with the message subject line “RFI Response - [INSERT Business name]”. 4.3 Proprietary information, if any, should be minimized and MUST BE CLEARLY MARKED. To aid the Government, please segregate proprietary information. Please be advised that all submissions become Government property and will not be returned. 5.0 Meetings and Discussions The Government representatives may or may not choose to meet with potential RFI service provider. Such meetings and discussions would only be intended to get further clarification of potential capability, especially any development and certification risks. 6.0 Questions Questions regarding this RFI should be submitted in writing by e-mail to Bradley Austin, Contracting Officer, at Bradley.r.austin@nga.mil, and Travarus Davis at Travarus.k.davis@nga.mil. 7.0 Summary This RFI is only intended for the Government to identify sources that can provide the needed services to fulfill the Government’s statement of objectives. The information provided in this RFI is subject to change and is not binding to the Government. The Government has not made a commitment to procure any of the RFI requirements discussed, and release of this RFI should not be construed as such a commitment or as authorization to incur cost for which reimbursement would be required or sought. All submissions become Government property and will not be returned.