SATPC0040849 TAB 04 4 SOW updated 2.pdf

STATEMENT OF WORK

04/22/2026

FUNCTIONAL AREA:

Talent Development

SERVICE DELIVERY LEVEL:

OCHCO enterprise division level

1.0 BACKGROUND

A.S.C.E.N.D. (Accelerating Supervisor Capabilities, Effectiveness, and Development) is a newly designed pilot leadership development program. This six-month, cohort-based professional development experience is tailored to mid-career supervisors with 5–10 years of supervisory experience across NASA and will be offered twice per year to cohorts of up to 50 participants.

A.S.C.E.N.D. is designed to strengthen core supervisory capabilities and advance leadership readiness, with updated content and structure to reflect evolving leadership needs and strategic priorities. The program features refreshed delivery methods and learning experiences aimed at expanding impact and scalability, while reinforcing values central to effective government leadership, mission readiness, and operational excellence. As a pilot, A.S.C.E.N.D. will serve as a model for future supervisory development efforts across the Agency and help inform long-term strategies for cultivating high-performing leaders.

The program is grounded in the OPM Executive Core Qualifications (ECQs), NASA Administrators Leadership Expectations, and NASA Supervisor Core Competencies, with a primary focus on:

• Leading People

• Achieving Mission Results

2.0 SCOPE

Program Objectives

The Contractor shall develop a pilot leadership development initiative and delivery a total of (3) three cohort programs that:

• Builds on prior supervisory development efforts

• Introduces refreshed design, updated learning methods, and a delivery structure tailored to current workforce needs

• Incorporates mission-aligned content that reflects NASA's mission, culture, and strategic priorities

• Positions A.S.C.E.N.D. as a foundational model for future supervisory development programs

The A.S.C.E.N.D. program includes an experiential learning module that will be delivered by a separately awarded third-party contractor. The design and delivery of this module is outside the scope of this award, and the Contractor is not responsible for its content development and facilitation.

However, the Contractor shall:

Maintain flexibility in program design and module sequencing to accommodate the placement of the experiential module, which may be scheduled at any point within the six-month program arc based on NASA's operational and programmatic needs.

Attend the experiential module in a non-facilitative, observational capacity to enabled with the A.S.C.E.N.D. program design, learning objectives, and participant development arc.

Coordinate with NASA following the experiential module to identify any integration adjustments needed to subsequent modules and incorporate those adjustments into program delivery.

Support post-program measurement, sustainment, and reporting activities that encompass the full cohort experience, including outcomes from the experiential module.

2.1 Program Delivery and Execution

The Contractor shall collaborate with NASA to design and deliver the A.S.C.E.N.D. Program, leveraging a proven structure and learning approach aligned with NASA's leadership development priorities. The Contractor will facilitate the program with program support from the NASA staff, with the shared goal of delivering a high-impact leadership development experience that prepares participants for higher-level leadership responsibilities across the Agency.

The Contractor is responsible for the design and implementation of following program components:

Activity/Session Format Duration Program Orientation Virtual 2 hours Kickoff Session Virtual 4 hours Module 1 In-Person 3 instructional days Intersession 1 Virtual 4 hours Module 2 In-Person 3 instructional days Intersession 2 Virtual 4 hours

Note: An additional in-person experiential module will be delivered by a separately awarded third-party contractor and is outside the scope of this award in terms of content design and facilitation.

However, the Contractor is expected to attend this module in an observational capacity to monitor alignment with the A.S.C.E.N.D. program design and learning objectives, and to ensure the experiential content is appropriately integrated into the broader participant development experience. The placement of this module within the program schedule is subject to change based on NASA's programmatic needs; the Contractor shall maintain scheduling flexibility to accommodate this. The Contractor shall support all post-program actions including measurement, sustainment, and reporting that encompass the full cohort experience.

The program design phase will begin upon contract award and continue through the Program Orientation. The first cohort is scheduled to launch Summer 2026, with a second cohort commencing approximately six months thereafter.

The Contractor shall support all aspects of program design and delivery, including:

• Agenda design and facilitation planning

• Instructional material development and facilitator guides, ensuring all materials are 508 compliant

• Coordination with speakers and subject matter experts

• Execution of both in-person and virtual sessions

All content shall be aligned with the ECQs, NASA Supervisor Core Competencies, and NASA's leadership framework and strategic objectives, as referenced in the Appendix.

2.2 Cohort Development

The program is designed to develop mid-career supervisors (5–10 years of supervisory experience) who are prepared to stretch in their roles and embrace new leadership challenges. Each cohort will consist of up to 50 participants from across NASA.

The Contractor will be responsible for delivering program activities that:

• Promote cross-functional collaboration among participants

• Encourage strategic thinking and foster innovation

• Support the development of enterprise-level leadership capabilities aligned with NASA’s mission and strategic goals

• Champion the awareness and adoption of NASA authorized IT tools, development models, and resources

2.3 Program Logistics and Administration

The Contractor shall:

• Coordinate closely with NASA's internal program team to manage all logistics related to participant communications, scheduling, distribution of session materials, and coordination of guest speaker engagements

• Provide comprehensive reporting and evaluation tools to assess participant engagement, measure learning outcomes, and evaluate overall program effectiveness

• Adapt program delivery methods as necessary whether virtual, hybrid, or in-person in alignment with NASA's guidance and operational requirements

• Design curriculum aligned with the OPM ECQs, NASA Administrators Leadership Expectations, and NASA Supervisor Core Competencies, as referenced in Appendix, that equips federal supervisors with the leadership competencies, compliance knowledge, and strategic mindset necessary to lead effectively, including:

o Supporting workforce modernization and hybrid leadership models o Promoting ethical, transparent, and accountable supervision o Strengthening mission alignment and public trust through effective leadership o Encouraging evidence-based decision-making and continuous performance improvement

• Develop pre- and post-program assessments to demonstrate measurable participant growth

Instructional content shall emphasize inclusive leadership practices, legal compliance (including EEO), and real-world application of supervisory responsibilities.

3.0 REQUIREMENTS

3.1 Requirement Details

A.S.C.E.N.D. is a six-month, part-time leadership development program designed to strengthen leadership capabilities, foster collaboration across the Agency, and build a support network for mid-career supervisors with 5–10 years of supervisory experience.

The program focuses on enabling participants to:

• Apply core leadership principles to effectively supervise within a technical, mission-driven environment

• Lead teams with clarity, accountability, and purpose

• Navigate organizational systems, performance expectations, and supervisory responsibilities

• Build strong cross-functional relationships across NASA centers

• Reflect on their leadership growth and plan for continued development

Program Structure

• Duration: Six (6) months, part-time

• Delivery: Hybrid format combining virtual and in-person sessions

• Contractor Scope: Two (2) in-person modules and four (4) virtual sessions (as detailed in

Section 2.1)

• Cohort Assessments: Pre and Post program assessments to capture knowledge and confidence gain.

• Program Evaluation: Post-program evaluations will be conducted in coordination with

NASA’s Leadership and the NASA A.S.C.E.N.D Program Manager.

Contractor Staffing and Responsibilities

The selected Contractor shall provide support the following:

Program Execution & Facilitation

• Collaborate with NASA to design and deliver the program, including content updates and facilitation

• Support delivery of all program modules and events in collaboration with NASA staff

• Facilitate sessions using best practices in leadership development, instructional design, and adult learning

• Experiential Module Attendance and Integration Oversight

• Attend the in-person experiential module delivered by the third-party contractor in an observational, non-facilitative capacity

• Monitor the delivery and application of experiential content to assess alignment with

A.S.C.E.N.D. learning objectives, program design, and participant development goals

• Document observations and provide a written integration assessment to NASA's

A.S.C.E.N.D. Program Manager within five (5) business days following the experiential module

• Incorporate any identified integration adjustments into subsequent module design and delivery in coordination with NASA

• Maintain scheduling flexibility to accommodate the placement of the experiential module at any point within the six-month program arc as determined by NASA

Coordination & Communication

• Serve as primary liaison with NASA personnel overseeing programmatic requirements

• Coordinate logistics for virtual and in-person sessions, including scheduling, materials, and technology

Reporting & Evaluation

• Develop and administer pre- and post-program participant evaluations

• Track and report leadership development metrics

• Ensure timely and accurate delivery of all program deliverables, including invoices

In-Person Module Requirements

• Duration: Three (3) instructional days per module o Monday: Travel day o Tuesday–Thursday: Full instructional days (8 hours each, including a 90-minute lunch and two 15-minute breaks) o Friday: Travel day

• Instructional content must be directly aligned with core leadership themes, including:

o Leading Self and Others with Integrity o Managing Performance and Compliance o Leading Strategically in a Modern Government in adherence to the NASA mission

• Modules must be cohort-based and experiential, allowing participants time to apply new leadership behaviors collaboratively

• Each full-day session will include wellness/resilience activities (i.e. stress reset breathing), 90-minute lunch break, and two 15-minute breaks

• Dates and location at a designated NASA facility will be confirmed during the program design phase

Virtual Intersession Requirements

• Orientation: 2 hours

• Kickoff and Intersessions: Half-day sessions (4 hours each) o Suggested Kickoff Topic: Intro to Leadership o Suggested Intersession 1 Topic: Leadership Foundations o Suggested Intersession 2 Topic: Leadership Activation

• Content must reinforce key A.S.C.E.N.D. learning objectives, and create space for feedback, discussions, and goal setting and be designed for effective virtual delivery and participant engagement

• Session dates will be confirmed during the program design phase

Facilitation, Personnel, and Content Development

The Contractor shall provide qualified personnel with demonstrated expertise in leadership development, adult learning, and program delivery, with prior experience working with NASA development courses/programs to fulfill the following responsibilities:

• Develop a Facilitator Workbook that includes detailed session scripts, facilitation guides, and instructional strategies for each module

• Develop a Participant Workbook that includes learning objectives, content summaries, activities, and copies of module slide decks

• Ensure the Program Slide Deck is included in both facilitator and participant materials

• Be responsible for printing and shipping all instructional materials for 50 participants and designated faculty

Assessment Administration

The Contractor shall provide certified personnel to administer assessments to all 50 participants.

The specific assessment(s) to be used will be confirmed during the program design phase and shall be selected from NASAs pre-funded assessment inventory, which include the following:

• CliftonStrengths (StrengthsFinder)

• DiSC Management Profile

• Thomas-Kilmann Conflict Mode Instrument (TKI)

Other Direct Costs

ODC Category Description Other Printing and shipping of program materials

Note: Travel costs are not listed as a separate ODC. Per Section 4.3, all anticipated travel costs must be incorporated into the Contractor's total proposed price.

NASA Will Provide:

• A Project Manager who will work closely with the Contractor on all aspects of design and program execution

• Additional faculty, as needed, to deliver content and activities

• Assessments and related individual and group reports

• Internal coaches for each program participant

• An internal mentoring platform to help participants connect with Agency leaders

• Coordination of internal NASA Executive speakers and external partners

• Gettysburg Leadership Experience content and case study material

• Administration of all site logistics and related administrative details

3.2 Knowledge and Expertise

Learning and Development Foundation

The Contractor shall demonstrate detailed knowledge of Learning and Development, including associated programmatic regulations, policies, practices, concepts, and procedures sufficient to execute and assess program requirements. This includes demonstrated expertise across the full instructional design lifecycle, needs assessment, design, development, delivery, and evaluation of leadership development programs serving mid-career professionals in complex, mission-driven organizational environments.

Game Theory Design and Instruction

The Contractor shall demonstrate specialized expertise in game theory-based instructional design, including the application of game mechanics, competitive and cooperative structures, and challenge-based learning frameworks to leadership development content. This capability shall be evidenced by:

• A portfolio or demonstrated experience designing game-based learning experiences that drive behavioral change and leadership skill application

• Expertise in improvisational training techniques that build participant agility, adaptive thinking, and real-time communication skills

• Proficiency in story-based instructional design that grounds leadership concepts in realistic, mission-relevant scenarios

• The ability to construct interactive learning environments, both virtual and in-person, that enhance participant problem-solving, collaboration, and decision-making under ambiguity

• Experience integrating game-based and improvisational methods into cohort-based programs where peer interaction and shared challenge are central to the learning design

These capabilities shall be reflected in the Contractor's proposal through representative work samples, case studies, or demonstrated program outcomes.

Human-Centered Design Framework

The Contractor shall have detailed working knowledge of human-centered design framework and rubric used in the design and activation of development programs that leverages a personality framework to individualize the learning experience. Demonstrated capability shall include:

• Application of human-centered design framework to program architecture, module sequencing, and content design

• Skilled development and administration of individualized learning plans using human-centered design framework, tailored to each participant's personality profile and developmental needs

• Design of structured inter-module practice activities that encourage participants to apply skills between sessions, with mechanisms for informally sharing progress and reporting back to the cohort and facilitators

• Integration of human-centered design framework across both virtual and in-person modalities to ensure consistency of the individualized learning experience throughout the full six-month program

Assessments and Individual Development Guidance

The Contractor shall provide certified administrators for the assessments listed in Section 3.1 and shall demonstrate the ability to:

• Debrief all listed assessments in a group setting

• Connect assessment results directly to participants' individualized learning plans and leadership development goals

• Deliver professional individual development guidance either through certified performance support on staff or through a structured peer support model embedded in program design that supports participants in translating assessment insights into sustained behavioral change

• Design and facilitate structured individual development conversations that build self-awareness, accountability, and leadership confidence across the six-month program arc

• Integrate individual development touchpoints between modules to reinforce skill practice and support continued development

The Contractor shall demonstrate that personnel assigned to individual development and assessment roles hold relevant certifications (e.g., ICF credential, assessment-specific certifications) and have experience providing individual development support to mid-career leaders in government or comparable complex organizational settings.

Confidentiality: NASA recognizes and acknowledges that this Agreement creates a confidential relationship between NASA and the vendor and that information provided by NASA, whether written, oral, or otherwise, may be confidential in nature. The vendor will not disclose NASA confidential information, except where required by law

Data Access: NASA will have any access to raw interview, focus group, or survey/assessment data collected by vendor.

Science of Wellbeing — WellQ 360

The Contractor shall demonstrate expertise in the science of wellbeing as a foundational element of leadership development, including working knowledge of evidence-based frameworks related to stress physiology, sleep science, resilience, and cognitive performance. Specifically, the Contractor shall:

• Design and deliver wellness-integrated learning experiences that connect the science of wellbeing; including stress management, sleep, and recovery, to leadership effectiveness and decision-making quality

• Incorporate resilience-building and wellness activities into each in-person module in a manner that is evidence-based, practically applicable, and relevant to the demands of federal supervisory roles

• Help participants understand the relationship between personal wellbeing and leadership performance, equipping them with tools and habits that sustain high performance across the program and beyond

The Contractor shall provide evidence of experience delivering wellbeing-integrated leadership content, including any relevant certifications, partnerships, or published frameworks used to support this work.

Productivity, Process Improvement, and Technology

The Contractor shall have detailed knowledge in providing productivity and process improvement recommendations in the context of leadership development program delivery. The Contractor shall be proficient in delivering services across virtual, hybrid, and in-person environments and shall incorporate and leverage existing NASA-authorized human capital technology (e.g., MS Teams, SharePoint) as appropriate to enable seamless delivery of services per task order requirements.

Program Support Capabilities

Support for the A.S.C.E.N.D. Leadership Development Program shall include, but not be limited to:

Capability Area Description

Leadership Development Design and delivery of cohort-based leadership content aligned with ECQs and NASA Supervisor Core Competencies

Game Theory Design & Instruction

Application of game-based, improvisational, and story-based methods to leadership learning experiences

Human-Centered Design Framework

Individualized learning plan development, inter-module skill practice design, and progress reporting

Assessment Administration and Debrief

Certified administration and facilitated debrief of all assessments listed in Section 3.1

Development Guidance Individual and group development guidance integrated across the program arc to support behavioral change and leadership growth

Capability Area Description

Science of Wellbeing Evidence-based integration of wellness, stress, sleep, and resilience content into leadership development activities

Mentoring Structured mentoring support in coordination with NASA-provided internal mentors and coaching resources

Program Design and Development

Full instructional design lifecycle support from needs assessment through evaluation

Organizational Development

Facilitation and team development activities supporting cohort growth

Learning Environment Support

Management and optimization of virtual, hybrid, and in-person learning environments

Reporting & Metrics Development and delivery of program evaluation tools, leadership development metrics, and pre/post-program reporting

3.3 Performance Standards

All services and deliverables shall be consistent with industry standards, technological capabilities, and applicable Federal, NASA, and OCHCO policies and guidelines.

4.0 DELIVERABLES

4.1 Delivery Schedule:

The Contractor shall provide deliverables within mutually agreed-upon timeframes. NASA and the Contractor will jointly establish the schedule for the first and all subsequent cohorts based on availability. Below is the proposed delivery schedule for the first cohort.

Activity/Session Format Start Date End Date Program Design N/A Date of Award TBD Orientation Virtual Aug 6, 2026 Aug 6, 2026 Kickoff Session Virtual Aug 20, 2026 Aug 20, 2026 Module 1 In-Person Sept 14, 2026 Sept 18, 2026 Intersession 1 Virtual Oct 15, 2026 Oct 15, 2026 Module 2 In-Person Nov 16, 2026 Nov 20, 2026 Intersession 2 Virtual Dec 10, 2026 Dec 10, 2026 Post-Program Actions N/A Feb 1, 2027 Feb 28, 2027

An in-person experiential module will be delivered by a separately awarded third-party contractor.

The placement of this module within the program schedule is subject to change based on NASA's programmatic and operational needs. While this module is not reflected as a Contractor deliverable in the schedule above, the Contractor is required to attend and shall account for associated travel costs in their total proposed price in accordance with Section 4.3. The Contractor shall deliver a written integration assessment to NASA within five (5) business days following the experiential module.

All instructional materials shall be delivered in compliance with Section 508 of the Rehabilitation Act.

4.2 Disposition of Deliverables:

NASA shall have unlimited rights to all data, analysis, models, tools, and processes developed in support of this task. All work products will be the property of the federal government produced under this Task Order.

4.3 Travel Costs:

The Contractor shall include travel costs associated with attendance at the experiential module in their total proposed price. Specific dates and location will be confirmed during the program design phase. Vendors are encouraged to account for this scheduling uncertainty in their pricing assumptions and to document those assumptions in their proposal.

To assist vendors in accurately estimating travel costs, the following in-person sessions are within scope of this award and will require Contractor travel:

Session Format Anticipated Dates Location

Module 1 In- Person Sept 14-18, 2026

NASA Center

(TBD)

Module 2 In- Person Nov 16-20, 2026

NASA Center

(TBD)

Experiential Module

In- Person

TBD — Flexible placement within program arc Gettysburg (TBD)

Vendors should anticipate travel for a minimum of two (2) part-time FTEs per in-person module when preparing their total proposed price. Specific NASA center locations will be confirmed during the program design phase; vendors are encouraged to account for this uncertainty in their pricing assumptions and document those assumptions in their proposal.

5.0 TRAINING AND DEVELOPMENT

The Contractor will obtain all necessary certifications required for administration of assessments prior to planned deployment of assessments.

6.0 PERIOD OF PERFORMANCE

The Period of Performance will begin one week after the award is issued and will remain active through Dec 2028. The base performance requirement includes the delivery of one pilot program, with the Government reserving the option to add up to two additional program offerings during the Period of Performance.

7.0 PLACE OF PERFORMANCE

Services requested shall support the NASA A.S.C.E.N.D program which is to be conducted in a hybrid learning environment with a mix of virtual, and in-person sessions on-site at host Centers (TBD) for each module.

8.0 SECURITY REQUIREMENTS

Performance of this task requires a signed Non-Disclosure Agreement (NDA). In-person access to Government facilities is required for learning modules. All facilitators must be US citizens and have a valid passport or REAL ID to access federal facilities.

9.0 TERMS AND CONDITIONS

The Government will evaluate quotes using a comparative evaluation process in accordance with

FAR Part 13.

Award will be made to the vendor whose quote represents the best value to the Government, considering both price and non-price factors.

10.0 PAYMENT SCHEDULE

The total contract value covers the delivery of three (3) distinct cohorts, with each cohort representing one-third (1/3) of the total contract value. The Contractor shall invoice after each milestone has been executed and accepted by the Government.

The milestone payment schedule below applies individually to the total allotted value of each cohort:

Milestone 1: Program Design Complete → 20% of Cohort Value Milestone 2: Program Orientation and Kick-off Delivered → 10% of Cohort Value Milestone 3: In-person Module 1 Complete → 15% of Cohort Value Milestone 4: Virtual Intersession 1 Complete → 10% of Cohort Value Milestone 5: In-person Module 2 Complete → 15% of Cohort Value Milestone 6: Virtual Intersession 2 Complete → 10% of Cohort Value Milestone 7: Final Program Deliverables & Acceptance → 20% of Cohort Value

11.0 CONTRACTOR ROLES AND RESPONSIBILITIES

The contractor shall furnish all personnel, training, specialized equipment, materials, and transportation not otherwise provided by the Government.

The contractor shall maintain and notify the Government of any changes to the task order contract management structure including the roles and responsibilities of contract management and team leads and the lines of communication between contract management, any subcontractors, and

NASA.

Contractors shall adhere to the following guidelines:

Use of Artificial Intelligence (AI) During Contract Performance (SEP 2025) which requires contractors to disclose the use of AI technologies at any time during the fulfillment of the contract.

This requirement statement must be included in all contracts (including orders); and

Artificial Intelligence (AI) Acquisitions (SEP 2025) which provides additional contractor requirements when the contract is acquiring covered AI systems or services as defined by OMB memo M-25-22. This requirement statement must be included in all contracts (including orders) when acquiring covered AI systems or services. Covered AI systems or services and exceptions are listed below as defined OMB memo M-25-22)

APPENDIX:

1. OPM Executive Core Qualifications

2. NASA Administrators Isaacman’s Leadership Expectations:

• Command of Responsibilities: Each leadership team member must be prepared to speak to the following at any time:

o Which projects and associated personnel are performing well, how success is measured, why they are succeeding and how it can be applied to other agency programs.

o Which projects and associated personnel are underperforming alongside the challenges impeding success and a menu of recommendations for remediation.

o The owners of each project or outcome.

o Where assistance is required–be that resources, staffing or decisions.

• Extreme Focus: In advance of a future Directive, please begin to take steps necessary to focus your resources on the greatest of priorities. Discourage excessive attendees to meetings, standing meetings should be kept to a minimum, establish metrics to measure the maximum scientific output for the resources afforded through a further optimized manager to doer ratio. Trust The mission must always come first.

• Communication: Frequent, clear, and concise.

• Organization: Always have a plan.

• Urgency: Bias for action–don’t wait for tomorrow if something meaningful can be done today. The world is waiting.

• Ownership: Don’t wait for someone else to solve the problem, and encourage a culture of radical ownership at all levels of the agency.

• Humility: You already work at NASA, it is a privilege.

• Unity: Discuss and debate privately; commit and execute once a decision is made.

3. NASA Supervisor Core Competencies – Summary Table for Vendor Awareness

Competency Description / Behavioral Expectations https://www.opm.gov/policy-data-oversight/senior-executive-service/executive-core-qualifications/

Accountability Communicate goals and expectations; hold staff accountable; accept responsibility for team outcomes; model performance excellence and effective delegation.

Communication Articulate ideas clearly; actively listen; provide and request constructive feedback; communicate calmly under stress; produce clear written products.

Conflict Management

Address issues openly; act to maintain respectful interactions; mediate conflicts using appropriate resources; implement changes to ensure fairness.

Continual Learning

Seek feedback; pursue self-development; apply learning to improve organizational results; coach employees through challenges.

Creativity & Innovation

Encourage new ideas; question conventional approaches; use creative tools (such as brainstorming); integrate stakeholder input into new initiatives.

Customer Service Seek and act on customer feedback; improve processes; address service deficiencies; hold employees accountable for quality service delivery.

Decisiveness Make timely decisions with available data; adjust course when needed; use evidence-based approaches; incorporate cross-functional input.

Developing Others

Provide meaningful feedback; support development plans; ensure employees have needed information; develop talent for the benefit of the organization.

Financial Management

Meet financial commitments; consider implications of decisions; allocate budgets effectively; suggest solutions for organizational needs.

Flexibility Adapt to changing conditions; shift priorities; realign resources; use feedback for continuous improvement.

Human Capital Management

Recruit and select based on mission needs; address performance issues;

recognize contributions; consider impacts of personnel decisions.

Influencing & Negotiating

Build consensus; negotiate effectively; obtain buy‑in for changes; represent the organization in external agreements.

Integrity / Honesty

Lead ethically; encourage open communication; provide channels for concerns; foster an environment of integrity.

Interpersonal Skills

Treat others with respect and empathy; build strong team relationships;

model humility and emotional intelligence.

Partnering Build networks and alliances; collaborate across boundaries; work with stakeholders to implement initiatives.

Problem Solving Identify and analyze issues; validate data; develop and implement improvement plans; clarify complex processes.

Public Service Motivation

Encourage commitment to public service; support participation in service activities; ensure responsible use of public resources; improve oversight processes.

Resilience Lead through change; maintain effectiveness under pressure; address setbacks constructively; support employees through stress.

Strategic Thinking

Align goals to organizational strategy; develop staffing and project plans;

encourage responsible risk‑taking; design forward‑looking processes.

Team Building Foster teamwork and trust; recognize performance; promote cross-functional collaboration; leverage diverse team strengths.

Technical Credibility

Apply technical expertise; mentor staff; make data-driven decisions across technical domains; develop relevant policies.

Technology & Data Management

Identify data/tech requirements; manage change around technology;

promote data literacy; develop analytical capabilities in staff.