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					GENERAL SERVICES ADMINISTRATION

Federal Supply Service
Authorized Federal Supply Schedule Price List

On-line access to contract ordering information, terms and conditions, up-to-date
pricing, and the option to create an electronic delivery order is available through
GSA Advantage!, a menu-driven database system. The INTERNET address for
GSA Advantage! is: http://www.GSAAdvantage.gov.

Schedule for - Mission Oriented Business Integrated Services (MOBIS)
Federal Supply Group: 87          Class: 874
Contract Number: GS-10F-0293L
For more information on ordering from Federal Supply Schedules
click on the FSS Schedules button at http://www.fss.gsa.gov
Contract Period: 6-1-2001 through 5-31-2006
Pricelist Effective January 1, 2004

Contractor:    Heifetz, Halle Consulting Group, L.L.C.
8555 NE Parrett Mtn Rd
Newberg, OR 97132-9321

Business Size: Small Business

Telephone:     (503) 625-1265
FAX Number: (503) 625-5559
Web Site:      http://www.leading-change.com
E-mail: change1@mindspring.com
Contract Administration:      Stan Halle, Managing Director

CUSTOMER INFORMATION:

1a.Table of Awarded Special Item Number(s) with appropriate cross-reference to page numbers:
874-1, 874-2, 874-3, 874-4, and 874-6

1b. Identification of the lowest priced model number and lowest unit price for that model for each
special item number awarded in the contract. This price is the Government price based on a unit
of one, exclusive of any quantity/dollar volume, prompt payment, or any other concession
affecting price. Those contracts that have unit prices based on the geographic location of the
customer, should show the range of the lowest price, and cite the areas to which the prices apply.

1c. If the Contractor is proposing hourly rates a description of all corresponding commercial job
titles, experience, functional responsibility and education for those types of employees or
subcontractors who will perform services shall be provided. If hourly rates are not applicable,
indicate "Not applicable" for this item.

2. Maximum Order: 1000000

3. Minimum Order: 2500

4. Geographic Coverage (delivery Area): FOB Domestic and Overseas
5. Point(s) of production (city, county, and state or foreign country): Same as company address

6. Discount from list prices or statement of net price: Government Net Prices (discounts already
deducted). See prices attached

7. Quantity discounts: None

8. Prompt payment terms: 2%-10 days, Net 30 days or 1%-15 days, Net 30 days

9a. Notification that Government purchase cards are accepted up to the micro-purchase threshold:
Yes

9b. Notification whether Government purchase cards are accepted or not accepted above the
micro-purchase threshold: Contact Contractor

10. Foreign items (list items by country of origin): None

11a. Time of Delivery (Contractor insert number of days): Specified on the Task Order

11b. Expedited Delivery. The Contractor will insert the sentence "Items available for expedited
delivery are noted in this price list." under this heading. The Contractor may use a symbol of its
choosing to highlight items in its price list that have expedited delivery: Contact Contractor

11c. Overnight and 2-day delivery. The Contractor will indicate whether overnight and 2-day
delivery are available. Also, the Contractor will indicate that the schedule customer may contact
the Contractor for rates for overnight and 2-day delivery: Contact Contractor

11d. Urgent Requirements. The Contractor will note in its price list the "Urgent Requirements"
clause of its contract and advise agencies that they can also contact the Contractor's representative
to effect a faster delivery: Contact Contractor

12. F.O.B Points(s): Destination

13a. Ordering Address(es): Same as contractor

13b. Ordering procedures: For supplies and services, the ordering procedures, information on
Blanket Purchase Agreements (BPA's), and a sample BPA can be found at the GSA/FSS
Schedule homepage (fss.gsa.gov/schedules).

14. Payment address(es): Same as company address; EFT preferred

15. Warranty provision: Contractor's Standard Commercial Warranty

16. Export Packing Charges (if applicable): N/A

17. Terms and conditions of Government purchase card acceptance (any thresholds above the
micro-purchase level): Contact Contractor

18. Terms and conditions of rental, maintenance, and repair (if applicable): N/A
19. Terms and conditions of installation (if applicable): N/A

20. Terms and conditions of repair parts indicating date of parts price lists and any discounts from
list prices (if applicable): N/A

20a. Terms and conditions for any other services (if applicable): N/A

21. List of service and distribution points (if applicable): N/A

22. List of participating dealers (if applicable): N/A

23. Preventive maintenance (if applicable): N/A

24a. Special attributes such as environmental attributes, (e.g., recycled content, energy efficiency,
and/or reduced pollutants): N/A

24b. If applicable, indicate that Section 508 compliance information is available on Electronic
and Information Technology (EIT) supplies and services and show where full details can be
found (e.g. contactor's website or other location.) The EIT standards can be found at:
www.Section508.gov/.

25. Data Universal Numbering System (DUNS) number: 62-4380366

26. Notification regarding registration in Central Contractor Registration (CCR) database:


HEIFETZ, HALLE CONSULTING GROUP, L.L.C. (HHCG)
MOBIS CONTRACT #GS-10F-0293L -- revised 2006/02/14
DUNS #62-438-0366
EIN #91-1650728
Web Site: http://www.leading-change.com
eMail: change1@mindspring.com
SINs 874-1, 874-2, 874-3, 874-4, and 874-6

CONTENTS:
1. Pricing
2. Detailed Descriptions of SINs 874-1, 2, 3, 4 & 6
3. Professional Staff
4. HHCG Corporate Experience

For more information, please visit our Web Site, phone or eMail us, for:
-------------------------------------------------------------------
1. PRICING

Ref: MOBIS-Section: L-FSS-10FT-501
PRICE PROPOSAL (Revised 2006-02-14)

Heifetz, Halle Consulting Group, L.L.C. (HHCG)
8555 NE Parrett Mountain Rd.
Newberg, OR 97132
(503) 625-1265; Fax (503) 625-5559; Cell (503) 319-3011
SINs: 874-1:   CONSULTING SERVICES
      874-2:   FACILITATION SERVICES
      874-3:   SURVEY SERVICES
      874-4:   TRAINING SERVICES
      874-6:   PRIVATIZATION SUPPORT SERVICES AND DOCUMENTATION

Pricing:
HHCG has only one labor category called Principal Consultant (also called Managing Director).
Thus all SINs (except 874-4) are priced the same way. Our rates, effective 2006/01/27 thru
2006/05/31, are $290.47 per hour and $2,323.78 per day. These rates include the Industrial
Funding Fee of 0.75%.

As required, SIN 874-4 pricing is proposed on a cost-per-participant and cost-per-course basis,
using our hourly and daily rates to build up HHCG's cost estimates (individually by course
offered).

Reasonableness of HHCG Pricing:
All of HHCG's pricing is based on our current hourly and daily rates, effective since 2006/01/27.
These rates are the same we charge all clients -- Government (Federal, State and Local) as well as
Commercial/Industry.

As a very small business (3 owners/partners; no employees), we do not use a formula to build up
our rates (e.g., Hourly Wage + Overhead + G&A). Instead we go by the best information we
have available regarding what our competition is charging. Most of our direct competitors are
private companies and are not readily forthcoming with their rates. Our up-to-date market
analysis comes from Alden Cushman, Director of Research at Kennedy Information Research
Group (a research provider to the Consulting Industry & Executive Recruiting Industry). Based
on his research report "Fee and Pricing Trends in Management Consulting" puts us within the
range of reasonable rates as follows. We view HHCG as a cross between categories #1 and #3
(2001 Data):

1. Sole Proprietors (Senior Level Consultants) -- $1500-2500/day; average = $2150/day
2. Small Firms under 12 employees (Senior Consultants) -- $1500/day
3. Small Firms under 12 employees (Principal/Owner Consultants) -- $2300/day

(Note: this report can be purchased directly from their WebSite:
http://www.kennedyinfo.com/mc/krgfeespr.html )

Another way we validate the reasonableness of our rates is via the many U. S. Government and
State Government (Washington) projects that HHCG has been contracted to work on. All of our
work proposed and awarded whether FFP (firm fixed price), time and materials, level of effort
(cost-based), competed or sole source, has been based on our current rates. Copies of these
contracts and sample invoices will be made available electronically or in hard copy at your
request.

Descriptions of the Labor Categories Offered:
As noted above, HHCG has only three owners, called Managing Directors. We each have
extensive consulting experience operating at all levels, from Boards of Directors in Fortune 500
firms to executives of all types (CEOs, COOs, CTOs, CFOs, EVPs, etc.) to operating managers to
blue collar workers, bench scientists, etc. We have over 80 cumulative years of experience in
management consulting and related fields. We would be pleased to provide any further
information re: our backgrounds, bios, etc.,

------------------------------------------------------------------------------------------------------------
2. DETAILED DESCRIPTIONS of SINs 874-1, 2, 3, 4, 6, & 8

SIN 874-1: CONSULTING SERVICES

Heifetz, Halle Consulting Group (HHCG) assists clients in implementing change at the structural
level (organization or job redesign, clarified goals), the systems or process level (measurement,
feedback, communication, or reward systems), and/or the behavioral or action level (group and
personal skills, team building, conflict resolution). These services have proven to be highly
effective in helping leadership drive improvements in management, organization or business
processes.

Strategic, Business and Action Planning
HHCG offers strategy and tactical planning sessions, as well as customized workshops to create
better plans at any level of organizational functioning. Planning sessions can be as short as a few
hours or can last several days, depending upon the situation. We utilize a customized mix of the
best diagnostic and planning models, tools and techniques we have found over the past 18+ years
in business. Some are widely known - such as the Open Systems Planning Model, the Porter
Model for Competitive Strategy Development, the Change Formula, and Force Field Analysis.
Some of the most useful tools are at the leading edge of organizational understanding, and are not
yet widely known - such as the Balanced System Model, the Change Cycleã, and Paradigm Shift
Workshops. These models allow management to grasp the overall health, functioning, and
success of your organization, and within the framework of this understanding, develop
appropriate plans.

Change Management
HHCG has a special expertise in this area. Our book, Leading Change, Overcoming Chaos,
presents a roadmap for organizational change (The Change Cycle), as well as a comprehensive
treatment of how to achieve change. We offer a full range of Change Management services
including all aspects of planning and implementation of the desired change. In addition to
strategic planning and hands-on, real time assistance throughout an entire change effort, we have
adapted essential aspects of change management into a 2 day training session.

Our approach to managing change combines ideas derived from systems theory with a highly
participative process designed to build ownership and commitment throughout the organization.
Several models have proven to be especially useful. Here is a sampling of the tools we use: The
Change Formula enables managers to sort out the key dynamic factors necessary to accomplish
your proposed change, and to begin to formulate a strategically sound plan of action. The Change
Cycle gives managers a roadmap to follow throughout the process of planning and implementing
a change. It enables you to anticipate and plan for many of the challenges that you will face
along the way. Force Field Analysis gives management a tool for strategically assessing the
likely effectiveness of your change effort, in the face of its situational barriers. Critical Incident
Analysis is valuable to capture learning from past experiences, and in real time problem solving
as a change effort unfolds.

Systems Alignment, Cycle Time Reduction & Productivity Improvement
The Open Systems Planning Model is used to help define the core process within an organization,
and how each system and work unit is meant to function within that core process. This model
also allows for detailed analysis of the interfaces between work units or systems. Customers and
suppliers are added to complete the picture. System alignment depends upon clearly defined
performance specifications at all the interfaces within the organization. This Model helps define
how you wish the organization to function as a systemic whole, greatly facilitating alignment
across key system interfaces.

Cycle time improvement is approached by first analyzing an entire production cycle. Sources of
slowdown, unnecessary scrape and rework, or quality control problems are located throughout the
core process, as well as at the interfaces with customers and suppliers. Once the source(s) of
excess cycle time are identified, we work with clients to implement the needed changes. This
type of analysis also produces a blueprint of the entire internal production process that becomes
the baseline for further improvements.

Developing High Performance Work Teams & Performance Metrics
High performance work teams can be created through a combination of continuous improvement,
training, alignment of work processes, and effective interfaces. We begin by analyzing the
current situation through a Systems Study, using several organizational models. Information is
gathered through interviews and from current performance data. Key managers are involved
throughout. We offer implementation assistance such as change management training, critical
incident analysis, job and systems redesign, real-time problem solving, and management
coaching. We help develop appropriate performance metrics, along with the necessary
measurement, feedback, audit and reward systems. We also identify key indicators of system
malfunction (e.g. "red flag" and quality control problems) as well as morale and job satisfaction
indicators.

Leadership Development
A key concept here is "Every employee a leader." Developing leadership skills at all levels of an
organization can be a critical component for success. We offer training in a variety of leadership
skills, including creating and implementing a compelling Vision, building broader commitment
and buy-in, effective planning methods, meeting design and roles, process analysis techniques,
personal coaching, improving work group interactions, and communication skills. An Early
Warning System can be developed and deployed to ensure that issues gat raised & addressed
early.

Organizational Assessments & Program Evaluation
This is a comprehensive analysis of organizational or program level products, markets, results,
strategy, long term viability, new product development, systems and processes, goals and
objectives, and organizational structure. We study relevant performance, market, and product
information, and perform supplemental interviews throughout the organization. Using a
combination of proven methods and analytic tools, we provide management with a clear and
detailed picture of how your organization is currently functioning, with strengths and weaknesses
explained systemically. We conduct Strategic Health Checks, 360 Degree Assessments, and
Customer Satisfaction Studies, all of which can be harnessed to drive organization
transformation.

Tasker Management
The effective management of incoming taskers requires maintaining a difficult balance between
satisfyling key stakeholders while buffering the team/organization from too many perturbations.
An effective Triage System for Tasker Management is essential.
------------------------------------------------------------------------------------------------------------
SIN 874-2: FACILITATION SERVICES

Heifetz, Halle Consulting Group (HHCG) offers 'high-end' facilitation services as part of on-
going consulting efforts, in coordination with team building meetings, large group strategy
planning sessions, partnering sessions, change effort planning, etc. If you only need basic
meeting facilitation, there are many very competent professional-facilitators who do just that.
However, if you want to work through core issues that are blocking a change effort, making a
team or group of leaders ineffective, or preventing an organization from achieving its goals, then
HHCG can help. When undertaking improvements in management, organization and business,
'high-end' facilitation can leverage both your planning and implementation efforts.

Overall Meeting Planning, Facilitation and Debriefing:
HHCG will assist in meeting planning to help client's achieve your goals. This would include
agenda preparation and list of tools to be used to work individual and group processes. After the
meeting is completed, a debriefing session is held to evaluate the degree to which goals were
accomplished, conduct a lessons-learned evaluation, and plan next steps.

Using Problem Solving Techniques:
Problem solving techniques such as an Issue Escalation Process and Communication Protocols
can be developed to help teams work more effectively together, whether within or across
organizations. The Roles and Responsibility Matrix Process can be used to clarify tasks and hand-
offs within and between groups. Brainstorming Techniques can be used find solutions when stuck
at a seeming impasse or when thinking creatively about the future.

Resolving Disputes, Disagreements, and Divergent Views:
During the meeting, the facilitator can work as a neutral party to make sure that all viewpoints are
expressed, and to keep the discussion focused and moving towards solutions. Tools to help this
process include Confidential & Non-Attribution Interviews (for issue identification), Cost/Benefit
Analysis, Tradeoff Analysis, etc.

Other tools can be used to help people come to agreement. An Expectation Exchange can be used
to improve working relationships and clarify roles and responsibilities between two or more
people. Also, Personal Coaching (aka Leadership Development) can help increase personal
effectiveness within a team setting, or to facilitate the development of stronger leaders.

Running More Effective Meetings:
We can help a team or an organization make the best use of your time by learning how to plan for
and run more effective meetings. This would include preparation of a clear and focused agenda
(purpose, products, process), specific roles at a meeting (e.g., leader, facilitator, scribe and
participants), as well as pre-meeting planning with key stakeholders.

Recording Discussion Content and Focusing Decision-Making:
As facilitators we summarize and capture discussion points live. This allows the facilitator to
push the group to make decisions, as well as to delineate a path forward with appropriate
assignments, timelines, and due dates. Recording may be done via computer and LCD projector,
or chart pads and markers as appropriate to the room and situation.

Preparing Draft and Final Reports for Dissemination:
HHCG edits and prepares notes and computer graphics for distribution to all attendees. Meeting
notes provide each participant a written summary of discussion, decisions, and assignments. This
type of record is essential for reinforcement of follow-through activities.
------------------------------------------------------------------------------------------------------------
SIN 874-3: SURVEY SERVICES

Heifetz, Halle Consulting Group (HHCG) provides the full range of qualitative survey services.
Qualitative research can provide detailed, customized information in support of many leadership
objectives. We have extensive experience applying these techniques in a wide variety of
organizational settings - where improvements in management, organization and business are
imperative. For example, qualitative research using face-to-face or phone interviews can greatly
enhance the understanding of issues in process and productivity improvement analyses,
organizational assessments and multi-organization partnering processes.

Our technique of in-depth interviewing allows a better understanding of respondent's attitudes
and opinions. This type of questioning often uncovers issues only hinted at or missed by
quantitative or mail-in surveys. One of the great benefits of qualitative research is flexibility. We
will pursue unanticipated, yet relevant subjects, beyond the interview-guide, if the need and
opportunity arises. All of this will be done with the approval of the project managers.

Wide Range of Utility:
Qualitative research is utilized in a wide range of situations, such as:
* Customer, supplier or teammate satisfaction
* Change effort readiness, mid-course correction
* Pre- or post-merger issue identification
* Leadership feedback and development opportunities
* Employee attitudes
* Cultural compatibility issues
* Organizational diagnostics

Planning Survey Design:
HHCG helps managers define the types of information required to meet the needs of your
project/goals. This process is iterative, ensuring early buy-in before data collection effort
commences.

Define And Refine Questionnaires:
We work closely with our clients to understand your specific information needs and design
questionnaires and interview guides to collect this information. These are tested and refined to
ensure that key areas are covered in-depth.

Collection Methodology:
Several techniques are available to meet the needs of any project: confidential, non-attribution
personal interviews, small group interviews (2-4 people) and focus group discussions (8-10
people). Depending on the needs of the project and budget, the interviews can be conducted in
person or by phone. Focus groups are always done in person.

Experienced Interviewers:
HHCG's three Managing Directors are experienced in interviewing people from all walks of life
and at all business levels: from housewives to CEOs, from four star generals to school kids, from
school superintendents to school bus drivers, from Wall Street stock brokers to union officials,
from Mayors to building managers.

Subject Area Expertise:
Our expertise lies primarily in the ability to elicit candid responses even on the most sensitive of
issues - across any function and in any industry. Past projects, however, have also given us
insights into specific industries and functional areas, including:
* Defense, Aerospace, Avionics
* Transportation
* Energy/Environment
* Social and Health Services
* Community Coalition Building
* Government/Industry partnering
* Telecommunications
* Forest Products
* Pharmaceuticals; Medical Devices
* Education
* Manufacturing
* Investment Banking; Venture Capital
* Consumer Products & Marketing
* Advertising Testing
* New Product Development
* Technology commercialization

Analysis of Data:
Qualitative data is carefully analyzed to help uncover inherent strengths, weaknesses,
opportunities & threats; lessons learned, challenges ahead, as well as other patterns. From this
data, a specific path forward, recommendations, and strategies can be developed ranging from --
planning a Partnering or Team Building Process -- to developing a change management plan for
the merger of several organizations.

Production of Reports:
Results will be described and summarized, including methodology and sample characteristics.
Reports will include a discussion of recommendations, often a strategic approach, and key
follow-up actions,including, if appropriate, a trade off analysis of various approaches. In person
presentation of findings is usually done to enhance understanding and planning for a path
forward.

------------------------------------------------------------------------------------------------------------
SIN: 874-4 TRAINING SERVICES

SCHEDULE OF AVAILABLE TRAINING COURSES
(Course Price Data Sheet)

-----------------------------------------------------
Title of Course: #1 GOVERNMENT/INDUSTRY PARTNERING, COMMUNITY
COALITION BUILDING
Length of Course (# of Hrs/Days): 2 to 3 days training

Total Price of Course: (excludes travel costs to be billed at actuals)
$22,076.00 (16 participantds-2 day)
$27,885.28 (16 participants-3 day)
$30,209.20 (40 participants-2 day)
$34,856.80 (40 participants-3 day)
Minimum Number of Participants: 16
Price Per Participant:
$1,379.75@ (16 participants-2 day)
$1,742.83@ (16 participants-3 day)
$755.23@ (40 participants-2 day)
$871.42@ (40 participants-3 day)

Commercial Price: <Same as above>
Maximum Number of Participants: 40
Government Discount from the Commercial Price (See below)

Description of Class:
HHCG has extensive experience in creating and sustaining partnerships. Partnering is a critical
factor for both proactive risk management and ultimate program success. It does not waive the
rights of any party or substitute for the contractual relationship already in place. It creates highly
effective working relationships across organizational boundaries, allowing more focused use of
today's limited resources to get the job done. A multi-party coalition or enterprise can be formed
using the same techniques.

Customized Partnering Workshops are the key in creating more effective working alliances.
These two-to-three day sessions are an important part of partnership formation, whether a multi-
discipline team within a company or an alliance between divisions, organizations or sectors (e.g.
Government, industry, public interest, regional, multi-national). The result is an aligned team,
sharing a common vision, and working together to achieve important goals. Prior to a partnering
session, confidential non-attribution interviews are conducted with each team member to gain an
understanding of past successes, current challenges, along with each one's objectives and
concerns. This information is used to design a customized workshop that solves existing
problems and paves the way to a smoother working relationship. These sessions are not just a
feel good exercise - instead, groups work on real issues. Outcomes include a clear Vision of
success, a set of operating principles, detailed action plans, and a process for conflict resolution
and better communication.

Price includes all preparation, interviews (participants and 360-view by others), analysis, pre-
session questions for attendees, follow-up agreements and support. Related out-of-pocket
expenses, such as travel, phone, postage, etc., will be billed as actuals.

Quantity or Other Applicable Discounts:
If multiple Partnering Offsites are contracted for (e.g., every 3 or 6 months for a year), HHCG
would negotiate with the USG to identify areas for savings.
NOTE: This Training Class cost includes the 0.75% Industrial Funding Fee (IFF).

-----------------------------------------------------
Title of Course: #2 TEAM BUILDING TRAINING
Length of Course (# of Hrs/Days): 2 to 3 days training
Total Price of Course: (excludes travel costs to be billed at actuals)
$22,076.00 (16 participantds-2 day)
$27,885.28 (16 participants-3 day)
$30,209.20 (40 participants-2 day)
$34,856.80 (40 participants-3 day)
Minimum Number of Participants: 16
Price Per Participant:
$1,379.75@ (16 participants-2 day)
$1,742.83@ (16 participants-3 day)
$755.23@ (40 participants-2 day)
$871.42@ (40 participants-3 day)

Commercial Price: <Same as above>
Maximum Number of Participants: 40
Government Discount from the Commercial Price (See below)

Description of Class:
While similar to Partnering, this training focuses primarily on internal issues of a single team.
Training is customized, typically involving a two-to-three day offsite. Confidential interviews
(with all participants plus a diagonal slice of other observors, stakeholders, or influencers)
precede the offsite to identify current functional status and key challenges facing the team. Our
approach is to emphasize working on actual issues during the training, thus dealing with teaming
issues within the context of a work setting. The whole team establishes common ground and
operating principles for working together, while breakout groups work specific issues. Analysis
and resolution of past & current problems provides the basis for true team building. This may be
supplemented by individual coaching before or after the offsite itself.

Price includes all preparation, interviews (participants and 360-view by others), analysis, pre-
session questions for participants, follow-up agreements and support. Related out-of-pocket
expenses, such as travel, phone, postage, etc., will be billed as actuals.

Quantity or Other Applicable Discounts:
If multiple Team Building Offsites are contracted for (e.g., every 3 or 6 months for a year),
HHCG would negotiate with USG to identify areas for savings.
NOTE: This Training Class cost includes the 0.75% Industrial Funding Fee (IFF).

-----------------------------------------------------
Title of Course: #3 CHANGEMANAGEMENT TRAINING
Length of Course (# of Hrs/Days): 2 to 3 days training
Total Price of Course: (excludes travel costs to be billed at actuals)
$22,076.00 (16 participantds-2 day)
$27,885.28 (16 participants-3 day)
$30,209.20 (40 participants-2 day)
$34,856.80 (40 participants-3 day)
Minimum Number of Participants: 16
Price Per Participant:
$1,379.75@ (16 participants-2 day)
$1,742.83@ (16 participants-3 day)
$755.23@ (40 participants-2 day)
$871.42@ (40 participants-3 day)

Commercial Price: <Same as above>
Maximum Number of Participants: 40
Government Discount from the Commercial Price (See below)

Description of Class:
Our book, Leading Change, Overcoming Chaos, presents the concept of the Seven Stage Change
Cycle, as well as specific guidelines for achieving organizational change. We have condensed this
information into a two-day training session. We provide managers with a working knowledge of
change dynamics to guide your organization through an entire change effort. Several important
tools are introduced:

   The Change Formula enables managers to sort out key dynamic factors necessary to
    accomplish your proposed change, and to begin to formulate relevant strategies and actions.

   The Change Cycle provides a roadmap for both planning and implementing a change.

   Force Field Analysis helps assess potential effectiveness of your change strategies, in the face
    of its situational barriers.

   Critical Incident Analysis helps teams learn from past experiences and solve problems in real
    time.

Outcomes: participants have a basic understanding of these tools, have applied them to your
current situation, and have developed actions to achieve your desired change.

Price includes all preparation, interviews (participants and 360-view by others), analysis, pre-
session questions for attendees, follow-up agreements and support. Related out-of-pocket
expenses, such as travel, phone, postage, etc., will be billed as actuals.

Quantity or Other Applicable Discounts:
If multiple Change Management Training Offsites are contracted for (e.g., every 3 or 6 months
for a year), HHCG would negotiate with USG to identify areas for savings.
NOTE: This Training Class cost includes the 0.75% Industrial Funding Fee (IFF).

-----------------------------------------------------
Title of Course: #4 STRATEGIC PLANNING TRAINING
Length of Course (# of Hrs/Days): 2 to 3 days training
Total Price of Course: (excludes travel costs to be billed at actuals)
$22,076.00 (16 participantds-2 day)
$27,885.28 (16 participants-3 day)
$30,209.20 (40 participants-2 day)
$34,856.80 (40 participants-3 day)
Minimum Number of Participants: 16
Price Per Participant:
$1,379.75@ (16 participants-2 day)
$1,742.83@ (16 participants-3 day)
$755.23@ (40 participants-2 day)
$871.42@ (40 participants-3 day)

Commercial Price: <Same as above>
Maximum Number of Participants: 40
Government Discount from the Commercial Price (See below)

Description of Class:
A flexible two-to-three day training session provides managers with a working knowledge of
strategic planning as a process, plus specific models and tools. Depending upon unique needs,
managers are trained in any combination of the following tools and techniques: Open Systems
Planning Model, Sustainable Competitive Advantage, Force Field Analysis, Industry &
Competitive Analysis, and The Change Formula. In addition, participants learn how to develop a
compelling Vision, organizational definition and focus, and linkages to business plans. Tools and
techniques are introduced by examples from other organizations, and then applied to the
participants' organization. Outcomes: a working knowledge of strategic planning, as well as
preliminary work on your own strategic plan. Additional training and support are offered to
managers as you apply your learning.

Price includes all preparation, interviews (participants and 360-view by others), analysis,
homework, session design, follow-up agreements and support. Related out-of-pocket expenses,
such as travel, phone, postage, etc., will be billed as actuals.

Quantity or Other Applicable Discounts:
If multiple Strategic Planning Training Offsites are contracted for (e.g., every 3 or 6 months for a
year), HHCG would negotiate with USG to identify areas for savings.
NOTE: This Training Class cost includes the 0.75% Industrial Funding Fee (IFF).

-----------------------------------------------------
Title of Course: #5 LEADERSHIP DEVELOPMENT TRAINING
Length of Course (# of Hrs/Days): 8 two-day training sessions
Total Price of Course: (excludes travel costs to be billed at actuals)
$99,922.40 (8 participants-8x2day)
$108,927.00(15 participants-8x2day)
Minimum Number of Participants: 8
Price Per Participant
$12,490.30@ (8 participants-8x2day)
$7,261.80@ (15 participants-8x2day)

Commercial Price: <Same as above>
Maximum Number of Participants: 15
Government Discount from the Commercial Price (See below)

Description of Class:
This is a series of 8 two-day workshops designed to explore the role of the leaders throughout the
organization, and give people enhanced planning and management skills. The length of this series
can be varied to suit specific needs. This hands-on training in fundamentals includes:
* Assessing an organization's readiness for significant improvement efforts
* How to develop and utilize a Vision and Operating Principles
* How to do an Industry Analysis and Sustainable Competitive Advantage
* Building broader commitment and buy-in; developing achievable action plans
* Change Formula analysis and the Task Cycle
* Organizing and running more effective meetings
* Conflict Resolution techniques, listening and communications skills

Price includes all preparation, interviews (participants and 360-view by others), analysis,
homework design, follow-up agreements and support. Related out-of-pocket expenses, such as
travel, phone, postage, etc., will be billed as actuals.

Quantity or Other Applicable Discounts:
If multiple Leadership Teams are contracted for (e.g., two or more teams of ten each), HHCG
would negotiate with USG to identify areas for savings.
NOTE: This Training Class cost includes the 0.75% Industrial Funding Fee (IFF).
-----------------------------------------------------
Title of Course: #6 EXECUTIVE COACHING
Length of Course (# of Hrs/Days): 5 participants at 2hr+ each for the initial session
Total Price of Course: (excludes travel costs to be billed at actuals)
$41,828.00 (8 participants -10hr+)
$75,813.15 (15 participants -10hr+)
Minimum Number of Participants: 8 Executives
Price Per Participant
$5,228.50@ (8 participants -10hr+)
$5,054.21@ (15 participants -10hr+)

Commercial Price: <Same as above>
Maximum Number of Participants: 15 Executives

Government Discount from the Commercial Price (See below)

Description of Class:
HHCG offers individualized coaching for executives designed to address specific business and
leadership challenges. These sessions are tailored to the unique demands of the situation. It
offers a chance to work one-on-one and focus on those issues that stand in the way of success.
The focus could be on project dynamics, personal leadership skills, change effort management,
political considerations, commitment building, or others arenas that are needed to improve an
individual's effectiveness as a leader. As part of the preparation, we conduct several confidential
360-degree interviews with peers, subordinates and supervisors to help identify the most
significant opportunities for improvement. A confidentail Coaching Coaching Profile is prepared
and utilized to pin down the specifics of an action plan for improvement. Executive Coaching can
be done in conjunction with Expectations Exchanges (see Training Course #7) to work out the
current or potential interface between two or more individuals.

Price includes fees for all preparation, interviews (participants and 360 degree-view by others),
analysis, homework design, follow-up agreements and support. Related out-of-pocket expenses,
such as travel, phone, postage, etc., will be billed as actuals.

Quantity or Other Applicable Discounts:
If multiple Leadership Teams are contracted for Executive Coaching (e.g., two or more teams of
ten each), HHCG would negotiate with USG to identify areas for savings.
NOTE: This Training Class cost includes the 0.75% Industrial Funding Fee (IFF).

-----------------------------------------------------
Title of Course: #7 EXPECTATIONS EXCHNAGES
Length of Course (# of Hrs/Days): Four 4hr+ Sessions
Total Price of Course: (excludes travel costs to be billed at actuals)
$22,075.88 (4 participants -4hr+)
$39,504.16 (8 participants -4hr+)
Minimum Number of Participants: 4 Expectation Exchanges
Price Per Participant (per Expectations Exchange)
$5,518.97@ (4 participants -4hr+)
$4,938.02@ (8 participants -4hr+)

Commercial Price: <Same as above>
Maximum Number of Participants: 8 Expectation Exchanges
Government Discount from the Commercial Price (See below)

Description of Class:
The Expectations Exchange is a powerful tool designed to improve the effectiveness of the
interface between two (or more) leaders and, in so doing, improve the working relationship
between your respective organizations (function-to-function; division-to-division; work unit-to-
work unit; etc.). These sessions are tailored to the unique demands and issues that exist at that
interface. Using a modified total quality approach to clarify internal customer/supplier
information flow and the mutual determination of what each party needs from the other in order
to be successful. The result is a formal 'agreement' between the parties that is periodically audited
and modified as the situation evolves.

Expectations Exchanges can be done in conjunction with Executive Coaching (see Training
Course #6) to work on improving the effectiveness of specific individuals.

Price includes all preparation, interviews (participants and 360-view by others), analysis,
homework design, follow-up agreements and support.

Quantity or Other Applicable Discounts:
If multiple Leadership Teams are contracted for Expectations Exchanges (e.g., two or more teams
of ten each), HHCG would negotiate with USG to identify areas for savings.
NOTE: This Training Class cost includes the 0.75% Industrial Funding Fee (IFF).
------------------------------------------------------------------------------------------------------------
SIN 874-6: PRIVATIZATION SUPPORT SERVICES & DOCUMENTATION

Heifetz, Halle Consulting Group (HHCG) provides critical services to both Government and
Industry who are considering Privatization - Partnering, Customer Satisfaction Baselining, and
Planning Support. In our experience, Privatization represents a major upheaval for all parties,
significant cultural incompatibilities, and the need to build and sustain an atmosphere of trust.

-----------------------------------------------------
Public-Private Partnership Support
We strongly believe that Partnering is a critical factor for both proactive risk management and
ultimate Privatization success. It creates highly effective working relationships across
organizational boundaries, allowing more focused use of today's limited resources to get the job
done. Any initiative that seeks to improve management, organizational or business practices with
multiple organizations can benefit from Partnering.

HHCG has extensive experience in creating and sustaining partnerships. Services include
strategy sessions, planning workshops, leadership training, executive coaching, interface
clarification and management, resolution of group and personal conflicts, and real time problem
solving throughout the implementation of the partnership. For example, customized workshops
are used to create a more effective working alliance. The result is an aligned team, sharing a
common vision, and working together to achieve important goals.

Prior to a Partnering session, confidential non-attribution interviews are conducted with each
team member to gain an understanding of past successes, current challenges, along with
individual objectives and concerns. This information is used to design a customized workshop
that solves existing problems and paves the way to a smoother working relationship. These
sessions are not just a feel good exercise. During the workshop, groups work on real issues.
Outcomes: a clear Vision of success, a set of operating principles, detailed action plans, and an
agreed upon process for conflict resolution and communication.

-----------------------------------------------------
Customer Satisfaction Baselining
 Qualitative research can provide detailed, customized information in support of Privatization
objectives. Understanding where things stand with your customers prior to Privatization provides
an essential baseline and roadmap toward success. We have extensive experience applying these
techniques in a wide variety of organizational settings - where improvements in management,
organization and business are imperative.

Our technique of in-depth interviewing allows a better understanding of respondent's attitudes
and opinions. This type of questioning often uncovers issues only hinted at or missed by
quantitative or mail-in surveys. One of the great benefits of qualitative research is flexibility. We
will pursue unanticipated, yet relevant subjects, beyond the discussion guide, if the need and
opportunity arises. All of this will be done with the approval of the project managers.

HHCG helps managers define the types of information required to meet the needs of your
project/goals. We work closely with our clients to understand your specific information needs
and design questionnaires and interview guides to collect this information. These are tested and
refined to ensure that key areas are covered in-depth.

Several techniques are available to meet the needs of any project: confidential, non-attribution
personal interviews, small group interviews (2-4 people) and focus group discussions (8-10
people). Depending on the needs of the project and budget, the interviews can be conducted in
person or by phone. Focus groups are always done in person.

Qualitative data is carefully analyzed to help uncover inherent strengths and weaknesses, lessons
learned, challenges ahead, as well as other patterns. From this data, a specific path forward,
recommendations, and strategies can be developed ranging from planning a Partnering or Team
Building Process, to developing a change management plan for Privatization.

Results will be described and summarized, including methodology and sample characteristics.
Reports will include a discussion of recommendations, often a strategic approach, and key
follow-up actions, including, if appropriate, a trade- off analysis of various approaches. In person
presentation of findings is usually done to enhance understanding and planning for a path
forward.

-----------------------------------------------------
Strategic, Tactical and Operational Level Planning Support
HHCG offers strategy and tactical planning sessions, as well as customized workshops to create
better plans at whatever level of organizational functioning is needed. Planning sessions can be
as short as a few hours or can last several days, depending upon the situation. We utilize a
customized mix of the best diagnostic and planning models, tools and techniques we have found
or developed over the past 28 years. Some are widely known - such as the Open Systems
Planning Model, the Porter Model for Competitive Strategy Development, the Change Formula,
and Force Field Analysis. Some of the most useful tools are at the leading edge of organizational
understanding - such as the Balanced System Model, the Change Cycleã, and Paradigm Shift
Workshops.
These models allow management to better understand the overall health, functioning, and success
requirements of your organizations, and within the framework of this understanding, develop
appropriate plans to make your Privatization initiative succeed.

------------------------------------------------------------------------------------------------------------

3. PROFESSIONAL STAFF for All SINs 874

Stan Halle, Managing Director

Stan Halle has worked in Change Management, organizational behavior & development, strategic
planning, and finance for over twenty-nine years. He specializes in Government/Industry
partnering initiatives, economies in transition, building alignment within and across teams,
leadership development, process reengineering, and fostering greater individual and team
effectiveness. Areas of particular interest include addressing challenges due to cultural
incompatibility, consolidation, customer dissatisfaction, mission change, industry restructuring,
rapid growth, total quality, technology commercialization, and 'post-merger corporate
indigestion'. For HHCG, Stan is the Principal Contracting Authority, handles taxes, licensing and
invoicing. Focus Areas include: Defense & Aerospace, Telecommunications/Electronics,
Electro-Optics, Manufacturing, Engineering, Pharmaceuticals, Medical Devices, Forest Products.
Other Functional Areas include: leadership coaching, customer satisfaction, collaborative team
building & training, privatization, investment banking, venture capital, and M&A.

In addition to his work with Heifetz, Halle Consulting Group, Stan has held the following
positions:
* Associate Director, Bear, Stearns & Co. Inc. (investment banking and venture capital)
* Unit Manager and Practice Leader for Organizational Strategy, Arthur D. Little, Inc.
(consulting)
* Managing Consultant, Cresap, McCormick, & Paget
* Assistant to the Comptroller, City of New York
* Engineering Liaison, NASA

Stan is currently co-authoring a book entitled Power Tools for Managing Change with one of his
partners, Michael Heifetz, as a companion to Leading Change, Overcoming Chaos. He has also
written a number of articles for APICS Magazine on paradigm shifts and various Change
Management topics. He's run several workshops on Leading & Managing Effective Change. He
was a featured speaker/panelist in the 1998 Conference Board's Conference on Managing Change
in San Diego and was featured on Forbes Radio's "Best Consultants in America" which aired all
of January 2003 on American Airlines. Stan's education includes Bachelors in Electrical
Engineering from Pratt Institute and an MBA from Harvard University.

-----------------------------------------------------
Laurel Heifetz, Managing Director

Laurel Heifetz has worked in market research, group dynamics, organization behavior,
interpersonal dynamics, and Change Management for eighteen years. She specializes in
organizational assessments, partnering initiatives, customer satisfaction, collaborative team
building, Government/Industry partnering, and planning for cultural change. For HHCG, Laurel
handles information technology, communications, travel and accounting. Focus Areas include:
Defense & Aerospace, Manufacturing, Consumer Products, Energy, Environment, Social &
Health Services. Other Functional Areas include: leadership coaching, professional development,
market research, new product test & development, telecommuting.

Prior to joining HHCG, Laurel worked in government, advertising, and publishing:
* Qualitative Research Director, Washington State Energy Office
* Project Manager, Washington State Department of Ecology
* Market Research Manager, D'Arcy, McManus & Masius Advertising, Chicago, IL. (Accounts:
Standard Oil, American Dairy Association, Gerber Baby Foods)
* Market Research Manager, Needham, Harper & Steers Advertising, Chicago, IL. (Accounts:
McDonald's, Betty Crocker, Oscar Mayer, new product development.)

Laurel's education includes a B.A. in Psychology from the University of Michigan and an M.A. in
Psychology from the University of Chicago. Laurel and Michael are co-authoring Personal
Transformation, a book that applies Change Management techniques at an individual level. She
is currently completing a book of poetry.

-----------------------------------------------------
Michael Heifetz, Managing Director

Michael Heifetz has worked in organizational and leadership development, total quality, and
labor management for thirty-one years. He has had the opportunity to design, lead and manage
large successful change efforts both inside large organizations and as an outside advisor. For
HHCG Michael handles strategic planning, new products & services, and investments. Focus
Areas include: Telecommunications, Transportations, Defense, Manufacturing, Forest Products,
Consumer Products. Other Functional Areas include: leadership coaching, diversification,
strategic planning, organization development, process reengineering, TQM, coalition building,
new business development.

In addition to his work with Heifetz, Halle Consulting Group, Michael has held the following
positions in industry including:
* Corporate Director for Strategy and Business Development, Schneider National Inc.
(transportation)
* Marketing Manager, Quaker Oats Co.
* Business Consultant, Booz-Allen, and Hamilton specializing in organizational development,
marketing strategy, and market research

Michael's education includes a B.A. and an M.A. in Psychology from University of Florida and
extensive post-graduate work with the Committee on Human Development at the University of
Chicago. He is the author of Leading Change: Overcoming Chaos and was featured in the TV
series "the Changing Culture of the Workplace" aired on PBS and cable networks in mid-1996.
Michael was also a keynote speaker at the 1996 "Executive Quality Management Summit" in
Chicago. Through Threshold Institute, our community outreach program, we are able to apply
Change Management technology to a variety of local issues, which Michael is capturing in a
practical handbook for grass-roots community action.

-----------------------------------------------------
HHCG's U.S. & State Government Experience:
* Defense Contract Management Agency: Conducted an in-depth 360-degree Assessment of
the organization as well as the top 22 members of their Senior Leadership Team to launch a major
Agency-wide transformation. Effort included interviews of a wide range of customers throughout
DOD and NASA, and a cross-section of DCMA's workforce; team building, coaching, change
management planning and implementation assistance.
* Program Executive Office-Ground Combat and Support Services: Designed and conducted
an in-depth organizational assessment and cultural compatibility study. Applied change
management perspective/tools to assist in a complex merger.
* Program Manager Unit of Action-Future Combat Systems (UA-FCS): Conducted a
Strategic Lessons Learned study of DoD MDA, Coastguard Deepwater, NASA International
Space Station, and Army Armored Systems Modernization for how the USG should work with an
LSI (Lead Systems Integrator). Provided advice to leadership, helped establish the One Team, &
worked on improving IPT Gov't/LSI working relationships.
* Technical Program Manager (TPM) Future Force Warrior (FFW): Conducted several
StrategicHealth Checks to identify and help implement improvements to internal-USG and
Gov't/LTI (Lead Technnology Intergrator) working relationships. Providing advice, coaching,
Expectations Exchanges, etc. to help address identified weaknesses and emerging concerns.
* Research Development & Engineering Command DCG for Systems of Systems
Integration (SOSI): Conducted a Startegic Health Check of the internal workforce, stakeholders
& customers (including TRADOC, ASAALT, PEO-CSCSS, PM-UA/FCS, RDECs, Army Labs
and AMSAA). Developing recommendations for mission clarification, better use of resources,
and addressing both workforce and customer concerns.
* U.S. Army Tank Automotive and Armaments Command for the CG: Designed a survey of
key customers and co-workers, analyzed data to help Board of Directors shift their strategic focus
and plan a path forward.
* U.S. Army Tank Automotive and Armaments Command for the CG and DCG: Conducted
an in-depth organizational assessment; helped develop a more effective organization (structure,
interfaces, and multi-site/multi-functional culture); assisted in implementation.
* Multiple Army & FMS Programs: Designed and executed in-depth surveys for situational
analysis, designing & facilitated dozens of Partnering Workshops; helped create strategies for
success, communications protocols, issue escalation procedures, operating principles, and a clear
path forward.
* Paladin/FAASV Program Office, U.S. Army & Paladin Production Division: Designed and
facilitated a two-day workshop to bring together multiple DoD agencies, advisors & contractors,
explored the notion of a M109 Fleet Management Pilot, and help build preliminary alignment &
support.
* Bradley Program Office (U.S. Army): Conducted a survey of their Prime Contractor and
presented feedback on how the Bradley Program Office was doing as a customer; included
suggestions for internal process improvements.
* Residential Care Services, Div. of the WA State Dept. of Social and Human Services
(DSHS): Facilitated a 'visioning process' for the Management Team, on-going strategic planning
sessions and work with middle managers to resolve concerns and questions

-----------------------------------------------------
HHCG's Industry Experience (often with U.S. Government counterparts):
* Electo Optical Systems (Australia) for the CEO: Conducted a 360 Degree Assessment and
Health Check to help build the transoceanic Leadership Team. Providing extensive coaching,
advice to each key leader as well as the Board of Directors. Helping address key personnel,
organizational and working relationship issues.
* United Defense, LP Naval Ordinance Station Louisville (NOSL): Designed & conducted a
survey of key U.S. Navy customers to identify specific areas of strengths and weaknesses at
NOSL. Suggestions were made to management on steps to alleviate customer concerns and
identify strategies for improving performance. Result: successful privatization of NOSL.
* Paladin Production Division (UDLP): Helped developed a 'five-party' partnering agreement;
facilitated multiple Partnering sessions, Paladin was awarded 'Program Manager of the Year' due
to the innovative nature of their partnering efforts.
* Hughes Missile Systems Company: Helped the Leadership Council and the Engineering
Leadership Team better understand how comprehensive change is lead and managed; helped
teams build alignment across multiple organizations and cultures.
* Crusader Program, United Defense: Lead the Advisory Integrated Product Team; helped
build better working relationships among principal parties (USG & Industry) at the executive,
program & working levels; implemented IPPD program-wide.
* United Defense, LP, Ground Systems Division (GSD): Designed and conducted a survey of
key U.S. Army customers to identify needs, expectations, and key priorities as well as customer
perceptions of GSD's strengths and weaknesses. This data was used to identify potential
strategies for GSD Army Program success in the future.
* FMC Ground Systems Division: Designed and lead two successive offsites; provided follow-
up support on key initiatives to: establish the Leadership Board; improve ECPs; and improve the
Bids & Proposal and Contract Closeout processes.
* FMC Food Processing Systems Division: Designed & conducted process review & training
(skill building in Change Management tools); helped reinforce new culture where change had
become a 'way of life'.
* Weyerhaeuser Technology Center (Federal Way, WA): Developed and conducted a 5 1/2-
day training package on "Business Development, Principals & Applications", in response to a
corporate mandate to commercialize or spin-off their substantial investment in new process and
product technology; eight separate teams took the course focusing on business strategy, planning
and on-the-issue training.
* Weyerhaeuser Solid Waste Management: Provided advisory and planning for the startup of a
series of solid waste disposal facilities serving both local/regional communities & industry.
* Universal Avionics Systems Corp.: Designed and conducted a four-day workshop with
Management on how to create a new culture and plan/manage all the changes required in starting
a new division; ongoing project with several more sessions planned to provide more equipping in
Change Management skills.

-----------------------------------------------------
Experience of HHCG's Individual Managing Directors
* Schneider National: Designed and conducted organization assessments and redesign of seven
acquired trucking companies, redefined department functions, roles, procedures and
accountabilities; helped shift to a matrix structure; implemented one of the industry's first use of
performance-based compensation - gain sharing.
* Pacific Bell/Pacific Telesis: Helped shift from monopoly/reactive to a competitive/ proactive
culture; streamlined maintenance & service from standard operating procedures to a greater
focused on problem solving, empowerment & training.
* Southern New England Telephone: Developed a ten-year strategic plan to guide the SNET
through the Bell System breakup and aftermath. Conducted several additional studies to identify
the tradeoffs, critical shifts and actions needed to launch several new businesses.
* Ciba-Geigy Ltd: Developed a world-wide strategic planning process and organization
alternatives for seven countries involved in pharmaceutical research & development. Conducted
extensive training in the new SPP. Provided on-site implementation assistance for over ten
months to put these recommendations into effect.
* Energy Office, Washington State: Designed and facilitated the qualitative research for a 2-
year telecommuting demonstration; explored environmental, organizational, and personal aspects
at 25 public and private organizations in western Washington.
* ARC Research, New York: Designed, managed and facilitated qualitative research projects for
accounts including the U.S. National Park System, General Motors, Children's Television
Workshop, Chubb, and Liz Claiborne.
* NASA-Delta Rocket Launch Vehicle: Conducted several problem-solving studies to make the
launch vehicle more effective and efficient. Discovered a new chemical fuel combination that
has potentially revolutionized rocket propulsion.

------------------------------------------------------------------------------------------------------------
HHCG Corporate Experience

Contents:
* Three MOBIS-type Efforts Undertaken by Heifetz, Halle Consulting Group (HHCG)

-----------------------------------------------------
MOBIS Experience #1 - Services: Consulting, Survey, Facilitation, & Training
Agency: (Military) Office of the Deputy for Systems Acquisition and Life Cycle Management
(DSALCM) and the Tank Automotive & Armaments Command (TACOM). The DSALCM is
responsible for the development, fielding and sustainment of weapon systems, vehicles,
armaments, and supplies for the U.S. Army, USMC, and U.S. Allies.
Project:
1) Evaluate the effectiveness of the DSALCM organization;
2) Provide change effort planning and implementation assistance for the subsequent re-
organization TACOM-wide;
3) Help create & support Team DSA Leadership Council Leadership (TDLC);
4) Help TACOM Senior Leaders become a more effective team

Duration: October 1999 through May 2001

Objectives:
1. To evaluate the impact of a prior re-organization on the workforce; and the effectiveness
of the current organizational structure
2. To facilitate a process for developing a more effective organization for TACOM (structure,
interfaces, and multi-site/multi-functional culture)
3. To assist in implementing the new organization applying change management perspective and
tools

Background:
A bold concept entitled 'TACOM of the Future' was implemented early 1999, after more than a
decade of reorganizations, cutbacks, and DoD initiatives. Leadership & workforce were numb
from all these changes and were having difficulties realizing the benefits promised. DSALCM, in
particular, determined that professional guidance was necessary to assess the impacts of these
changes and help determine a viable path forward.

Methodology (Six main Phases):
1. Conduct a Management Assessment to help DSALCM Leadership better understand the causes
of current organization issues and determine mitigating actions to the adverse impact of
"TACOM of the Future". Heifetz, Halle Consulting Group's (HHCG) role was to:

* Design questionnaire, interview key executives and associates at three sites (confidential,
individual, hour long interviews)
* Analyze qualitative data
* Perform a change management assessment using the following tools: Cultural Compatibility
Assessment, Change Formula, and Force Field Analysis
* Present findings, recommendations, and a path forward with trade-off analysis

2. Assist DSALCM Senior Leaders address reorganization issues (reps from Picatinny, Rock
Island, and Warren), review Management Assessment, and setup teams to begin implementation
planning.
HHCG's role was to:
* Help define offsite agendas, provide facilitation and follow-up support
* Provide change management perspective, share how other organizations handled similar issues,
assist Leadership in applying relevant tools and strategies
* Conduct individual coaching sessions and expectation exchanges between leaders (a tool used
to improve working relationships and clarify roles and responsibilities between two or more
people.)
* Help identify critical issues for DSALCM and TACOM's Commanding General

3. Help TACOM setup and support five Working Integrated Process Teams (WIPTs) and an
Overarching IPT (involving over 75 participants) to evolve the organization and culture
Command-wide. HHCG's role was to:
* Suggest strategies to preserve what's working and address implementation issues from previous
reorganization, including lessons learned from past efforts
* Design a methodology where key employees with critical ownership and knowledge of business
processes would research, gather employee input, and recommend the most effective choices for
organizational change
* Assist the OIPT as neutral advisors, supporting innovative thinking by providing outside
perspective

4. Assist in implementing the new organization. HHCG's role was to:
* Help Senior Leaders develop a cultural Vision for TACOM and the desired attributes for
current & future leaders/managers
* Define specific roles for a Transition Manager and Senior Advocate to help drive and
implement the change effort
* Offer strategies and action suggestions to build workforce commitment, manage expectations,
and communicate more effectively re: the change effort rationale

5. Help set-up, facilitate and support Team DSA Leadership Council for the newly organized
Deputy for System Acquisition HHCG's role was to:
* Consult on strategy, and action planning, develop priorities and path forward
* Help DSA Staff with offsite planning, facilitation, charting, and follow-up
* Provide change management assistance and issue intervention

6. Work with TACOM Senior Leaders on more effective teaming. HHCG's role was to:
* Interview Senior Leaders, their deputies, a cross-section of TACOM workforce and high level
external customers (AMC and Pentagon)
* Analyze findings, develop recommendations, and design/conduct two-day teaming-
effectiveness Offsite
* Provide confidential individual feedback and coaching

Results:
* The new organization helped preserve the benefits realized from 'TACOM of the Future' while
beginning to eliminate many of the implementation issues from the recent past - a change
allowing more focus on mission accomplishment
* The change went very smoothly, including communication with the workforce on intent,
rationale, and expectations as well as demonstrations of leadership alignment; almost flawless
handling of countless administrative details
* Cross-functional relationships & cooperation at working levels continues to improve
* Leadership now more focused on strategic issues and being proactive in facing the challenges
of Army Transformation and other major initiatives

Contacts:
* BG(ret) Edward Harrington (DSALCM from 8/99 through 2/01), then Director of Defense
Contracts Management Agency, DoD; now a consultant (617) 447-5972
* Janet Bean, Integrated Business Strategy & Systems, TACOM 810-574- 5571
* Dianne Duggan 810-574-3991 or Pat Plotkowski 810-574-8963 - DSALCM (& now DSA)
Operations Staff

-----------------------------------------------------
MOBIS Experience #2 - Services: Consulting, Facilitation, and Training
Agency: (State Social Services Agency) Residential Care Services (RCS) Division of the
Washington State Department of Social and Human Services (DSHS). RCS is the agency
responsible for the oversight, monitoring and accreditation of nursing homes, boarding homes and
adult family homes
Project: Change Effort Planning and Implementation Assistance for State-wide Agency
Reorganization of Residential Care Services
Duration: October 1999 through June 2001; several subsequent interventions
Objectives:
To help the management of Residential Care Services plan, prepare for, and implement major
change in the reorganization of their Agency while maintaining their current high level of service
and performance.

Methodology:
1. Helped RCS Leadership Team develop an overall framework for their reorganization process
that established the major phases (content, timing, desired outcomes, challenges, etc.):
* Provided definition and guidance for RCS's strategic and action planning and implementation
* Worked with RCS Director and Deputy on meeting planning, agenda, discussion content,
focused decision making, and debriefing
* Developed and updated a CPM (critical path method) Master Plan as an oversight and
monitoring tool, given all the parallel and sequential complexities of this reorganization effort

2. Facilitated a 'visioning process' for the Management Team to help build a compelling vision of
the future-("Residents First - Advocates in the 21st Century")

3. Suggested Change Management strategies and tactics that helped the Leadership Team:
* Build workforce buy-in and commitment to the proposed change
* Set appropriate expectations with upper management and employees as to timing and impact
* Anticipate and prepare for issues that could arise
* Identify 'early-warning indicators' that the change might be running into difficulties
* Overcome resistance to change
* Implement an effective communications strategy to address employee concerns
4. Helped define new organizational structure and desired culture; our role:
* Identify implications and suggest problem-mitigating strategies as various organizational
alternatives were explored
* Find methods to make the interactions between the Field and Head Quarters more effective
* Examine and discuss tradeoffs

5. Provided Change Management Training: Change management tools and perspective including,
Force Field Analysis, Change Formula, Role/Responsibility Matrix

6. Provided Leadership Training: skill building and personal coaching for effectiveness

7. Called in for an Issue Intervention re: major concerns of middle management (just after
the initial announcement of the organizational changes being implemented):
* Facilitated meeting of middle managers to discuss concerns and questions
* Briefed upper management on middle managers concerns
* Helped facilitate resolution of issues

8. Designed a change management module and gave a half-day class for the newly hired Field
Managers and Regional Administrators

9. Proposed using a Transition Manager; advised Leadership re: setting up and chartering
several Transition Teams (to work most pressing issues)

Results:
* Residential Care Services successfully completed a comprehensive State-wide re-organization
from three programs made up of 9 Areas and 8 Districts into a single integrated organization with
7 Regions - bringing it into parity with the rest of DSHS. This was successfully done under
severe constraints - 'budget and full-time equivalents neutral'. Despite the reshuffling of positions,
responsibilities, reporting relationships, and overall structure, the level of service to clients was
not adversely affected.
* This new Agency structure was designed to accommodate continued growth as well as
anticipated program transfers into RCS in the future.
* Buy-in of employees continues to build through two-way communications and working key
issues.

Contacts:
Residential Care Services Division, 640 Woodland Square Loop SE, P.O. Box 45600, Lacey, WA
98504-5600
* Patricia Lashway, Director (360) 725-2401
* Joyce Stockwell, Deputy Director (360) 725-2404

-----------------------------------------------------
MOBIS Experience #3 - Services: Survey, Facilitation, Alternative Dispute Resolution,
Training
Agency: (Military) Program Management Office (PMO) for the HERCULES M88A2Vehicle,
of the Tank Automotive and Armaments Command (TACOM), U.S.Army -responsible for the
design, development and fielding of the M88A2, a vehicle that can tow a disabled Abrams
M1A2-tank.
Project: Four Stage Partnering Project for HERCULES Program
Duration: April 1998-January 2000
Objectives by Phase:
Phase I: April 1998 Partnering between PMO/UDLP/DCMC (Defense Contract Management
Center) and PCO (Principal Contracting Officer of TACOM)
* Establish a more effective working relationship for Team HERCULES re: M88A2 Full Scale
Production and Systems Technical Support (STS)
* Jointly lead and manage this dual program, including programmatic and financial decision-
making
* Openly share & coordinate marketing

Phase 2: June 1998 Partnering between an Expanded Team HERCULES, including: Material
Developer -- PMO-HERCULES, DCMC, and the PCO, User Community - AC&S, CASCOM,
and OC&S, Operational Evaluator - OEC; United Defense, L.P.
1. Build and formalize a more effective expanded-Team HERCULES
2. Focus on M88A2 Full Scale Production and systems technical support - lead and manage this
dual program as a Government/Industry Partnership
3. Coordinate efforts to assist Army & Industry by providing timely information and addressing
concerns raised by Congress
4. Coordinate marketing initiatives (goal: higher volumes to drive down unit cost), including US
National Guard, US Marine Corps and U.S. Allies (e.g., new co-production contract with Egypt)

Phase 3: October 1999: Intra-Government Partnering between Managers from HERCULES
PMO, Heavy-Commodities Business Unit (CBU)/TACOM -M88A1, and Tank Automotive
Research Development and Engineering Center (TARDEC). Note: M88A1 is the predecessor to
the M88A2, with significant commonality. TARDEC supplies engineering services to both
programs.
1. A common vision of the future re: success for the both programs and Team
2. Operating Principles and the framework for a Teaming Agreement
3. Agreement on the major challenges ahead and a process to address them
4. What each organization needs from the others in order to be successful

Phase 4: January 2000: Partnering for all of Team Recovery with Heavy-CBU, TARDEC &
PMO-HERCULES leadership & work force
1. To set the foundation and begin building the commitment and buy-in for a broad-based Team
Recovery
2. To make progress towards a more seamless integration between the M88A1 & HERCULES
M88A2 Programs - recognizing the importance and complementary nature of the two missions
3. To increase the Team Members awareness of both the value of & essential need to work
together - especially given the high degree of commonality and low density.

Methodology- (Common to all four phases):
1. Conduct confidential non-attribution individual interviews with all participants as well
as other key personnel not attending
2. Analyze this qualitative data to gain an understanding of the unique situation, past
baggage, and challenges ahead
3. Prepare a neutral, summary of survey findings to present at each Partnering offsite as a
starting point to clear up misunderstandings and build common ground
4. Design/conduct a two day Partnering offsite to address each team's unique issues as well
as to lead the team through specific Partnering Tasks as described in the Army Materiel
Command's Partnering Process:
* Vision of success & common goals
* Problem solving techniques:
* Brainstorming the most critical issues facing the program
* Assignments for multi-agency groups to solve these issues
* Discuss what each group needs from others and their management to resolve these issues
and be successful
* Operating Principles - how team members will treat each other
* Issue Escalation Process - agreement on rules for resolving disputes disagreements, and
divergent views
* Draft Partnering Agreement
5. Hold planning meeting with leaders to refine agenda, prepare for the offsite
6. Conduct the Partnering Offsite - usually two-days with 15-35 team members
7. Provide coaching sessions for managers/selected employees offering: leadership skills,
management-by-objectives, time management, mediating employee conflicts, stress reduction
techniques, and planning and running effective meetings
8. Provide follow-up assistance: strategies to sustain momentum, critical incident
intervention, sounding board, problem resolution, meeting notes

Results:
* Proactive risk management and problem avoidance/resolution, avoids disputes and costly
litigation
* Promotes Dept of Defense acquisition streamlining and cycle-time reduction initiatives
* Increased trust and common focus allows a timely, cost effective effort
* Greatly improved communications, fosters "no surprises"
* Employees fell empowered, increased job satisfaction and working relationships

Contacts:
* BG(ret) Don Schenk -- was PM-CMS (Combat Mobility Systems); then PM Future Combat
System; now consultant (248) 740-2784
* Debra Davis - USG PM-Light Tactical Vehicles; now married (Debra Saletta) working as
Principal Deputy to RDECOM-DCG-SOSI (703) 806-0917
* John Tile - Contractor PM-HERCULES (Industry) (717) 225-8024

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Rev: 2006/02/14
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