User Research and Journey Mapping:

• Conduct quarterly user research to understand user needs and pain points related to the L&D mobile engagement;
• Create Enterprise personas and user journey maps to identify opportunities for improving the mobile user experience.

Design and Delivery of L&D Offerings:

• Conduct bespoke Training Needs Analyses (TNAs) for respective training audiences (technical and non-technical);
• Formulate the design and delivery of L&D solutions to appropriately address the TNAs;
• Employment of Learning Management Systems.

Mobile Engagement Strategy:

• Develop and implement L&D mobile engagement strategies, engagement plans and communication plans that align with OCIO initiatives;
• Collaborate with designers, developers, and product managers to create user-friendly learning experiences;
• Effectively lead, manage and deliver simultaneous projects, ensuring all projects meet their requirements and are delivered on time, to cost and quality standards, while realising any identified benefits;
• Create and manage project milestones; critical learning pathways; and potential risks and issues, ensuring that appropriate and effective mitigation strategies and contingency plans are prepared.

Metrics Tracking and Analysis:

• Track and analyse bespoke metrics to measure the success of mobile engagement and initiatives;
• Identify areas for improvement and make recommendations based on data analysis.

Change Management:

• Develop a change management plan to support the adoption of OCIO initiatives through mobile channels;
• Identify and address potential resistance to change from mobile users;
• Train employees on new OCIO processes and workflows.

Stakeholder Management:

• Identify key stakeholders across the NATO Enterprise who will be impacted by or influence OCIO initiatives;
• Develop and maintain relationships with stakeholders to ensure alignment and buy-in;
• Communicate effectively with stakeholders to keep them informed of project progress and address any concerns;
• Conduct institutional analysis and quality assurance reporting directly to senior NATO Enterprise leadership.

Content Management:

• On a monthly rotation adapt at least 4 compelling content artefacts for internal stakeholders via communication channels, including newsletters, intranet, and other platforms;
• Collaborate with at least 10 different NATO Enterprise entities to ensure consistency and alignment with OCIO organizational messaging;
• On a weekly basis, review and contribute to the creation of digital content, ensuring information flow is up-to-date and user-friendly;
• On a bi-monthly basis review and update implementation strategies to improve content curation, enabling better engagement and accessibility across the NATO Enterprise.

Collaboration:

• Engage daily with OCIO L&D staff and project teams to gather information for L&D portfolio delivery;
• Leadership & Employee Engagement;
• On a monthly rotation support the planning and execution of internal events, workshops, and employee development programs;
• Design and support the preparation of engagement and key leadership development, ensuring alignment with the overall OCIO communication strategy;
• Support the dissemination of important updates and messages from leadership to employees.

Feedback and Analysis:

• Establish feedback mechanisms to assess the effectiveness of internal communications;
• Design and analyse Enterprise-wide engagement metrics to evaluate engagement and make recommendations for improvement;

Due to the AGILE approach of this project, there is a need to define a set of specific arrangements between the OCIO and the contractor that specifically defines the deliverables to be provided as well as their associated acceptance criteria. This includes deliverable planning, execution and review processes, which are detailed below:

Planning:

• Objective: Plan the objectives for the upcoming quadrimesterly block;
• Kick-off meeting: Conduct a kick-off meeting at the beginning of each quadrimesterly block to plan the objectives and deliverables as described in Section 5 (Deliverables and Payment Milestones);
• Agree on the required level of effort: Determine the necessary level of effort for each task within the quadrimester and allocate resources accordingly;
• Deliverable Strategy & Rollout Plan: Develop and update the Delivery Strategy & Rollout Plan and the Quadrimester Performance Monitoring Matrix (QPMM) at the beginning of each quadrimester (Months 1, 5, and 9).

Execution:

• Objective: Execute the agreed plans with continuous monitoring and adjustments;
• Bi-Monthly Deliverables: The contractor will produce and deliver bi-monthly reports as specified in the deliverables section (e.g., combined reports on engagements, Quadrimester Rollout Progress Reports);
• Regular Meetings: Conduct regular meetings between the OCIO and the contractor to review progress, address issues, and make necessary adjustments to the processes or production methodology. Meetings will be held physically in the office or in loco;
• Progress Tracking: The contractor will use a shared dashboard or tool to track the status of the deliveries and any issues;
• Quality Assurance/Quality Check: The contractor shall ensure that the quality standards agreed for the deliverables are maintained throughout the quadrimester;
• Quality Control: The OCIO will perform the final quality control of the agreed deliverables and provide feedback on any issues.

Review:

• Objective: Review the performance and identify areas for improvement;
• Bi-Monthly Review Meetings: At the end of each bi-monthly period, there will be a meeting between the OCIO and the contractor to review the outcomes against the acceptance criteria comprising goals, agreed quality criteria, and Key Performance Indicators (KPIs);
• Quadrimester Review: At the end of each quadrimester (Months 4, 8, and 12), conduct a review of the contractor's performance based on the quadrimesterly reports and the overall progress of the project.