Coaching services

Description

Durham University intends to implement a Dynamic Purchasing System (DPS) to deliver external coaching requirements to both senior academic and senior support staff. The tender will follow the restricted procedure under the Public Procurement Regulations 2015 (PCR 2015). The DPS will run for a period of four (4) year initially with the option to extend for a further 1 + 1 year(s). The framework will be structured in the following way: Lot 1: Academic Coaching, Lot 2: Professional Services Coaching, Lot 3: Team or Group Coaching, Lot 4: Specialist Coaching. There are no restrictions in supplier(s) applying for multiple lots, if they feel they have the appropriate experience and qualifications. Based on historical data, the estimated spend on external coaching services over a four (4) year period is GBP 180 000. The University does not guarantee any level of business however, under this agreement. Summary of the role(s) within lot 1, without limitation: Vice-chancellor and warden Deputy vice-chancellor and provost Vice-provost (research/education/global/colleges and student experience) Executive faculty deans Head of school/department/institute Executive dean Head/principle of college Over forty percent (40 %) of academic staff are of non-UK origin. Based on historical activity, the anticipated spend is GBP 67 009 over a four (4)-year period. The University however does not guarantee any level of business under this agreement. Summary of the role(s) within lot 2, without limitation: Chief operating officer Chief financial officer Chief information (digital) officer Director of human resources Director of estates University Secretary head(s) of professional services departments/sections Director of marketing/communications Librarian Based on historical activity, the anticipated spend is GBP 60 484 over a four year period. Not all roles will require coaching. This will be an individual decision depending on a number of factors. We do not guarantee any level of business under this agreement. The University, like any Higher Education institution, is structured very differently to any other public sector organisation. Requirements for team coaching can involve a number of variations and at different levels within the organisation. The University may require the use of team/group coaching to help change workplace culture, enhance communication and trust, build engagement, reduce interpersonal or interdepartmental friction, increase creativity and innovation etc. There may also be a requirement for coaches to work with teams, helping with organisational transition or assisting in creating new/old team cohesiveness. Recent examples of team/group coaching include (but not limited to): Alumni and supporter engagement team coaching assignment: • to develop a unity of ownership and enthusiasm for and confidence in a developing mission and strategy and provide an opportunity to reinvigorate the team efforts behind a common purpose which will provide opportunities for individual and collective talent realisation. Career coaching consultancy support as part of a coaching network session: • informal and inclusive network event valuable for both experienced in-house coaches and colleagues who are interested in the approach but have no practical experience. Introducing new ideas/techniques in the coaching/mentoring practice and sharing best practice top tips. Coaching network facilitation: • covering the concept of coach and coachee and exploring whether there is a place for storytelling (personal experience in particular) within this setting and what role it would play in developing a powerful coaching session and its potential to block progress. Human resources team coaching workshop programme; • focusing on team cohesion and dynamics and how to deal with change and transition and understand how the two are very different. Staff development day: • coaching/facilitation of team development to support new structure(s) and transitional changes within the organisation and department concerned allow expressiveness in a safe environment and developing ways to move forward constructively. The above examples may take the form of one-off events or run over multiple days. Based on historical activity, the anticipated spend is £50,123 over a four (4) year period. We do not however, guarantee any level of business under this agreement. Specialist coaching is a structured, sustained process for enabling development of a specific aspect of a professional/academic practice. Specialist coaches are fellow professionals with knowledge and expertise that are relevant to the goals and objectives of the professional learner. It involves activities that promote and enhance development of a specific aspect or leadership practice to develop a deeper and more sophisticated understanding of existing and new. Examples include but not limited to: • computing and Information Services (Information Technology) where the focus is such that it is specific to a particular aspect that someone wants to develop where knowledge and experience of the sector would be beneficial to the understanding; • health and Safety and the regulatory knowledge required where the focus is such that it is specific enough to a particular aspect that someone wants to develop and where knowledge and experience of the sector would be beneficial to the understanding; • research coaching to help staff at any level to develop the quality of their research and their research profile, standing and strategy e.g. an individual in mid-career who needs to refocus, change direction or improve their research status can benefit from external coaching from someone with equal perspective and experience of the subject matter, but from a different sector. Please note the above list is not exhaustive. Although historical activity dictates spend in this area to be relatively low at GBP 1 350 over a four year period, this is an emerging area primarily driven by user needs and therefore difficult to quantify in terms of forecast spend. We do not however, guarantee any level of business under this agreement.