24-SIMACQ-PHD-BD3-0100_ SOW _12022024 Final.pdf

STRATEGIC MANAGEMENT CONSULTING SERVICES

STATEMENT OF WORK

1.0 SCOPE

1.1 Purpose:

Enhance strategic planning and performance management for the Naval Surface Warfare Center Port Hueneme Division (NSWC PHD) using the International Association of Strategy Professionals (IASP) strategy planning and execution methods. The Contractor will review current strategy methods and documents and develop a Customized Strategic Management Performance System for NSWC PHD:

2025-2035 comprehensive strategic plan (SP) 2025 and 2026 strategic operations plan (SOP) 2025 and 2026 Training Plan (TP) Performance Monitoring system for command and department strategic initiatives

1.2 Background:

NSWC PHD is undergoing a transformational change in strategic planning and will develop the 2025-2035 strategy in accordance with the Internal Association of Strategy Professionals (IASP) Book of Knowledge (BOK). The intent is to incorporate past NSWC PHD strategies and tools to develop a customized Strategic Management Performance System. Strategic planning is a process that helps define an organization’s direction, goals, and objectives, and how to achieve them. Strategic planning is forward-looking and involves:

Defining the organization's mission and goals Assessing the environment Identifying trends and issues Aligning organizational priorities Establishing how to achieve goals Ensuring employees and stakeholders are working toward common goals Assessing and adjusting direction in response to change

2.0 TECHNICAL REQUIREMENTS

2.1 Strategic Plan Development:

2.1.1 The contractor shall assist in developing a 10-year strategic plan that aligns with the goals and objectives of NSWC PHD. The contractor shall work closely with the strategic planning office and other stakeholders to ensure alignment with NSWC PHD and higher Department of the Navy (DoN) and Department of Defense (DOD) priorities. The contractor shall submit a management plan documenting actions to be taken during the period of performance (CDRL A001).

2.1.2 The contractor shall conduct analysis and evaluation of the current strategic direction and organizational capabilities and the internal and external environment affecting NSWC PHD. The contractor shall facilitate workshops, develop and execute internal and external scans, conduct analysis, and provide recommendations on strategic priorities, resource allocation, and performance metrics.

2.1.3 The contractor shall validate and/or develop with the Executive leaders the Command Strategic direction (Mission, Vision, Values, and Goals). The contractor shall assist in identifying and addressing performance gaps, potential barriers to change; develop a comprehensive communication plan (CDRL A002) to minimize resistance and increase employee engagement; and identify methods to create a positive organizational culture conducive to implementing and sustaining the strategic changes.

2.1.4 The contractor shall compile set of strategies to meet desired strategic direction (objectives). The contractor shall provide change management support for strategic planning to cascade command-level objectives into strategic initiatives at both the command-level and within each department.

2.1.5 The contractor shall evaluate and select the strategies to include in the Strategic Plan (CDRL A003). The Strategic Plan shall include:

o Executive Summary o Scope and Timeframe o Mission, Vision, Values o Overarching Goals and High-level Strategy o Key Drivers of Success o Strategic Objectives and Strategy Map o Key Performance Indicators (KPI) and Performance Targets o Command-level Strategic Initiatives (SI)

2.1.6 Senior Executive Strategic Offsite Meeting Facilitation: The contractor shall plan and facilitate the four quarterly strategy sessions (Q1: Jan-Mar, Q2: Apr-Jun, Q3: Jul-Sep, Q4: Oct-Dec). These sessions are in-person, 2-day events that review prior quarter activity and future Strategic Plan development activities. At the quarterly strategic sessions, the contractor shall explain activities prior to introducing each concept to a Senior Executive group of approximately 45 persons, and guide concept development in small group exercises. The government will schedule and identify meeting locations.

The contractor shall submit a curriculum (including presentation materials) and session plan (CDRL A004). Contractor shall provide a summary of decisions and actions in a recommendations report (CDRL A005). Three sessions, Q1, Q2 and Q3 are held in the Ventura County and Los Angeles County commute areas and Q4 session will be held as follows:

2025 – Santa Barbara County, California 2026 – Riverside County, California 2027 – White Sands, New Mexico

2.2 Strategic Operations Plan:

2.2.1 The contractor shall provide IASP exam preparation training “Mastering Strategy Boot camp: Strategic Management Performance System Certification” for NSWC PHD department strategic integrators to an audience of approximately 20 persons. Training will be held on NSWC PHD campus and may be attended virtually or in person. The contractor shall provide all necessary presentation and training materials, worksheet templates, and resources (CDRL A006). The annual Boot camp shall be conducted for a total of 40 hours and held in Q2 or Q3 and shall include the George Washington University Center (GWU) Center of Excellence in Public Leadership (CEPL) Strategic Management Performance Certificate upon successful test completion.

2.2.2 The contractor shall facilitate development of department strategic initiatives that cascade from the command strategic direction (strategic goals and initiatives) ensuring alignment and buy-in across the organization.

2.2.3 The contractor will develop a Strategic Operations Plan per IASP BOK documenting initiatives, milestones, schedules, measures and targets for performance, and show alignment to the Strategic Plan (CDRL A007).

2.3 Performance Tracking and Monitoring:

2.3.1 The contractor shall track and report on strategic performance comparing to past performance against NSWC PHD strategic goals and initiatives.

2.3.1.1 The contractor shall include a plan for development and implementation of a performance tracking system that captures key performance indicators (KPIs) and associated target performance for strategic goals and objectives (CDRL A008).

2.3.1.2 The contractor shall provide quarterly reports and at completion of each strategic planning milestone (see 2.1.1) to enable decision-makers to assess the effectiveness of their strategies, identify areas for improvement, and expedite data-driven decisions to drive organizational success (CDRL A009).

2.4 Personnel Requirements:

2.4.1 The contractor organization must have partnerships with DoD affiliated strategy associations, strong academic partnership with an accredited institution of higher education, as well as a recognized performance management organization. The contractor must also align strategy practices with industry standards set by the IASP.

2.4.2 Key Personnel

RESOURCE CATEGORY LEVEL

Dedicated, Part-time experts certified by the IASP with extensive experience in strategic performance management, strategic foresight, and change management processes. Contractor shall have a minimum of 15 years’ strategy experience and have 5 references of past performance with successful outcomes.”

Strategy Management Professional (SMP)

Certification

Part-time practitioners certified by the International Association for Strategy Professionals with experience in the strategic performance management processes. Contractor shall have a minimum of 10 years’ strategy experience and have 5 references of past performance with successful outcomes.”

SMP or Strategy Planning Professional (SPP)

Certification

2.4.3 The Contractor shall determine the total number of key personnel within each resource category, there must be at least 1 per category. Key personnel shall meet the stated requirements.

2.5 The Contractor shall provide a Contracting Officer’s Management Report (CDRL A010).

3.0 OTHER

3.1 Security: The Consultants must obtain and maintain a secret security clearance.

3.2 Place of Performance: The places of performance for this task are specified locations within the continental United States.

3.3 Period of Performance (PoP):

Base Year ARO – 12 Months

Option Years (OY) OY 01 PoP: ARO – 12 Months OY 02 PoP: ARO – 12 Months

Contract Deliverable Requirements List (CDRL)

CDRL Title Deliverable Format

Recipients Due Date

A001 Strategic Management Plan

PDF or MS Word compatible

KO, TA Due 15 days after award

A002 Comprehensive Communication Plan

PDF or MS Word compatible

KO, TA Annually

A003 Strategic Plan PDF or MS Word compatible

KO, TA Due 30 days after Q4 session

A004 Curriculum and Session Plan

PDF or MS Word compatible

KO, TA Due 30 days prior to session start

A005 Decisions, Actions and Recommendations Report

PDF or MS Word compatible

KO, TA ASREQ

A006 Boot camp Presentation and Training Materials

PDF or MS Word compatible

KO, TA Annually

A007 Strategic Operations Plan

PDF or MS Word compatible

KO, TA Annually

A008 Strategic Performance Tracking Report

PDF or MS Word compatible

KO, TA Monthly

A009 Performance Analysis Report

PDF or MS Word compatible

KO, TA Quarterly

A010 Contracting Officer’s Management Report

PDF or MS Word compatible

KO, TA Monthly, Due the 15th of each Month