A.02.10.02 - Sources Sought - PWS Attachment.pdf

Performance Work Statement (PWS) U.S. Army Corps of Engineers, Kansas City District

Leadership Development Program

August 2026

1.0 GENERAL INFORMATION

1.1 PURPOSE

The Kansas City District, U.S. Army Corps of Engineers (USACE) seeks the professional services of an accredited academic institution or consultant to develop and administer a part-time leadership development program (LDP) for a maximum of 12 USACE employees who are typically college-educated, and at or near mid-career. Disciplines of participants in the program include, but are not limited to, science, engineering, and administration. The overall objective of this program is to help these employees learn, grow, and develop into effective leaders and managers within USACE, and the Kansas City District in particular.

The base contract period is January 1, 2027 through December 31, 2027, with options to extend the contract as follows:

OPTION YEAR 1 – January 1, 2028 through December 31, 2028 OPTION YEAR 2 – January 1, 2029 through December 31, 2029 OPTION YEAR 3 – January 1, 2030 through December 31, 2003 OPTION YEAR 4 – January 1, 2031 through December 31, 2031

1.2 PROGRAM DESCRIPTION

1.2.1 Overview

The LDP is a part-time, yearlong, multi-faceted leadership and management development program. The program includes an analysis of one’s leadership style; guided preparation of an Individual Leadership Development Plan (ILDP); attendance at formal graduate-level classroom training, visits to Headquarters, Division, and field sites; attendance at District Staff Meetings; participation on team projects; briefings to the District Commander; and a mentoring relationship with a senior manager.

1.2.2 Background

The LDP was designed in direct response to the need to systematically develop the leadership and management skills of the District’s current and future leaders and managers. The LDP is based on the premise that, while some people are “born leaders,” the vast majority of leaders are grown and developed. The commitment of the Commander and District executives to leadership and management development is reflected in the direct involvement of these leaders in many components of the LDP. The transfer of the success-oriented, organizational culture and interrelationships, which our current leaders have cultivated over a period of years, is facilitated through various LDP activities.

1.2.3 Goals

DRAFT

• Identify and develop a pool of high potential leaders and managers for USACE to draw upon in the future;

• Develop awareness and understanding of the visions and values of current USACE leaders and managers;

• Increase awareness of the culture and protocol of the District;

• Assist LDP participants in clarifying and establishing their own values;

• Provide a forum for future leaders and managers to exchange ideas, understandings, and appreciation for organizations and disciplines within the District;

• Foster group dynamics among LDP participants, which will improve communication within the District across organizational lines;

• Provide a District-wide, focused approach to effective management methods and standards of competence;

• Provide career enhancement through increased self-awareness, improved skills and a broadened understanding of District activities;

• Optimize use of executive development funds for leadership and management development;

• Differentiate between leadership and management skills and understand the need for both sets of skills.

1.3 KEY FACTORS FOR PROGRAM SUCCESS

1.3.1 Flexibility to capitalize on opportunities and additional learning experiences, which occur throughout the year, although, not anticipated in the original design of the year's developmental activities. Additionally, flexibility is needed to be able to address the specific needs of the selected LDP participants.

1.3.2 Continuity from one learning activity to another, to be provided by the Contract Program Facilitator by personally attending and participating in all the key LDP activities and bringing together learning from separate activities into a cohesive whole. Lessons learned from one year to the next help overcome program design weaknesses and build on LDP strengths.

1.3.3 Development to occur simultaneously at three levels, shown with desired outcomes:

• Internal Development (internal to the person):

– To provide a heightened awareness of one’s strengths and weaknesses as they pertain to leadership and management.

• Interpersonal Development (among classmates and project teammates):

– To develop and refine skills necessary to be an effective leader-manager; such as interpersonal communication, conflict management, innovation, situation leadership, stress management, values and ethics, management of change, budgeting, and other related topics.

– To provide enhanced knowledge of how to be an effective team player.

• Organizational Development (throughout the Kansas City District and within the Northwestern Division):

– To provide participants with greater insight into the visions, values, missions, and culture of USACE; specifically, the Kansas City District.

2.0 DEFINITIONS & ACRONYMS

USACE (U.S. Army Corps of Engineers): This federal agency is responsible for a wide range of civil and military engineering missions, including water resources management and design, plus construction of a variety of structures. The history of the USACE is highlighted by such accomplishments as construction of the Panama Canal, development of the first atomic bomb, and construction of the St.

Lawrence Seaway.

NWD (Northwestern Division): The Kansas City District of the USACE reports to the NWD, located in Portland, Oregon. The NWD in turn reports to Headquarters in Washington, DC.

Kansas City District: The Kansas City District of the USACE conducts environmental and engineering studies; designs and constructs river and hydropower projects; administers laws for protection and preservation of navigable waters and wetlands of the united States; acquires, manages, and disposes of civil works and military real estate; and provides operations and maintenance support to Facilities Engineers at military facilities.

Commander: The Chief Executive Officer for the Kansas City District is known to

District staff as “Commander” and to the general public as “District Engineer.”

CB (Corporate Board): This group is made up of the District Engineer, the Deputy Project Manager, and Chiefs of various Kansas City District divisions and departments (e.g., Chief, Engineering Divions; Chief, Construction Division;

Chief, Real Estate Division; Chief, Contracting Division; etc.)

Contract Program Facilitator: Employed by the Contractor, this individual administers all aspects of the day-to-day operation of the LDP for the Contractor. The Contract Program Facilitator is responsible for: program planning, development, and administration; coaching, counseling and advising participants; facilitating LDP activities; organizing the mentoring program;

maintaining liaison with the Kansas City District; and evaluating the effectiveness of LDP activities.

Mentors: Each LDP Participant is paired with a mentor who is a district leader. The primary objective of the mentoring program is to assist the LDP Participants in broadening their knowledge of the culture of the USACE, including formal and informal channels of communication and influence. Mentors are also available to listen and to provide advice, assistance, moral support, and consultation to LDP Participants.

Leadership Development Program Coordinators: USACE Employees who provide leadership for all aspects of the LDP. The Coordinators set agendas for meetings, chair the meetings, and follow up on action items. The Coordinators serve as liaisons between the Contract Program Facilitator, the CB, and the Commander on all key LDP activities. The Coordinators also provide advice and assistance to the LDP Contract Programs Facilitator, LDP participants, and mentors and supervisors of LDP participants. The Coordinators prepare a comprehensive evaluation of the LDP on an annual basis, to include the evaluation prepared by the Contract LDP Administrator.

LDP Participants: These Kansas City District employees currently serve in, or have been identified as having high potential for promotion to, leadership/management positions. Additionally, these individuals have been competitively selected for the LDP Program. Historically LDP Participants have ranged in age from their late twenties to early fifties; have been college-educated; have served in grade GS-09 through GS-13 positions; and have come from a variety of career fields including science, engineering, contracting, and administration.

ILDP (Individual Leadership Development Plan): The purpose of the ILDP is to improve participants’ leadership skills. The participants’ leadership strengths and weaknesses will be determined through use of diagnostic tools at the initial retreat. The ILDP should identify areas of improvement; define specific actions for improvement; and identify desired results. The ILDP is intended to be a tool that will enable participants to improve leadership skills throughout their careers.

LDP Announcement: Each year the LDP is announced to all Kansas City District employees as a competitive training opportunity. The announcement describes the program and application procedures.

CEU (Continuing Education Units): Certification of class attendance for demonstrating continuing education for employees with professional licenses.

3.0 PERFORMANCE WORK STATEMENT

The Contracting Organization (Contractor) shall plan for and conduct program development, curriculum planning, and administration of the part-time LDP including pre-program period activities such as development of the draft curriculum and other pre-start up activities. At no time will the LDP classes be without a Contract Program Facilitator. In the event that the Contract Program Facilitator is unavailable, at least one backup person of equal qualifications shall be designated and ready to act in his or her place with approval by the Government.

Each task will be provided for every service year (base year and option years, if exercised), unless specified.

3.1 CONSULTATION SESSIONS

Contract Program Facilitator will team with USACE mentors, supervisors, and the CB (senior leadership) to develop and implement a comprehensive leadership program. The Contract Program Facilitator shall meet with USACE staff a maximum of 12 hours to develop and access the program. These meetings shall be held in the Federal Building at 601 East 12th Street in Kansas City, Missouri.

Allow consultation time for a program review meeting with USACE no later than two weeks prior to the orientation session and initial retreat. At this session, the Contractor shall provide the proposed diagnostic tools, orientation agenda, class topics (including proposed learning materials), oral presentation, improvement plan, and schedule for the program. The Contracting Officer or government representative has final approval on these items. On a periodic basis, the Contract Program Facilitator is expected to meet with USACE to provide a status report on LDP activities and to address concerns, resolve problems, or obtain guidance. In addition, the Contractor may be requested to attend the district’s CB to observe and comment on LDP presentations.

3.2 ORIENTATION

A LDP orientation/goal-setting session shall be held to initiate the program with a minimum of a half-day duration. The Contract Program Facilitator and the LDP Coordinator conduct the orientation jointly. The Government shall provide the facility; and audiovisual equipment (overhead projector and pens, computer and computer projector, flip charts and pens). No Contractor-provided speakers are required for the orientation. Topics to be covered during the session include but not limited to:

• Introduction of LDP participants, Contract Program Facilitator, and LDP

Coordinator

• Explanation of roles and responsibilities of the LDP participants, LDP

Coordinator, and Contract Program Facilitator

• Calendar of events - time commitments

• Dynamics of being a member of a learning group

• Background information on diagnostic tools to be used in the retreat

• Background on team projects and individual development plans

• Mentoring Program

• Objectives of the initial two and ½ day retreat

• Rationale for field visits

• Question and answer session

3.3 CLASSROOM TRAINING

3.3.1 Nature of Training

The Contractor shall provide 80 hours of formal graduate-level classroom training to present a variety of contemporary leadership and management concepts, presented by leading professionals in their fields.

3.3.2 Class Schedule

Classes have traditionally been scheduled as follows, although the Contractor is encouraged to provide a schedule that best meets the need of each class session. Class sessions may last more than one day if the curriculum is better served by a multi-day class session. No more than two (2) days of class per month will be permitted. No less than 2 weeks between classes will be permitted.

8:00 a.m. – 9:00 a.m. Oral Presentations 9:00 a.m. – 12:00 noon Instruction 12:00 noon – 1:00 p.m. Working Lunch 1:00 p.m. – 4:30 p.m. Instruction 4:30 p.m. – 5:00 p.m. Class Business

3.3.3 Classroom Facility

Classes shall be conducted in a space provided by USACE in either the Richard Bolling Federal Building in Kansas City, Missouri or other provided Government facility. Classes will typically be held in the metropolitan Kansas City area, no more than 25 miles from the Federal Building, located at 601 E. 12th Street. The Contractor shall provide all handouts, audiovisual aids including flip charts, pens, computer, digital video camera and tripod, and any other similar equipment. The LDP Coordinator shall be responsible for arranging appropriate classroom space and communicating/coordinating with the Contractor on locations and any special requirements. Current guidelines from the Centers for Disease Control and Prevention will be followed for meeting in the classroom space.

3.3.4 Meals

Meals are not included in this contract.

3.3.5 Class Topics

The Contractor shall facilitate a minimum of 10 class sessions of the topics or equivalent topics listed below, to make up the required 80 hours of classroom instruction. Required topics provided below include those that support the leadership competencies and attributes of the Office of Personnel Management (OPM)’s Guide to Senior Executive Service Qualifications and have been historically used in the past. The Contractor is encouraged to provide alternative applicable leadership topics.

Additional recommended topics are also provided. Innovation in developing the LDP curriculum is highly encouraged. The curriculum should avoid duplication of material and should provide a logical progression of material that builds upon knowledge gained from one topic to the next. The material for each topic shall be presented with a balance between lecture, group discussion, and small group or individual activities.

Multiple topics may be covered in the same lesson/curriculum. A dynamic, interactive class environment shall be provided. In addition to the 10 class sessions associated with the below required topics and competencies, USACE will be responsible for facilitating a Leadership Panel day. The Contractor is not required to participate in this panel day but should provide input and recommendations into its development leading up to it.

Below is a list of required topics along with some of the competencies associated with each followed by a list of other recommended topics:

Required:

• Leading Change

• Competencies: innovation, strategic thinking, flexibility, external awareness

• Leading People

• Competencies: conflict management, developing others, team building, communications, interpersonal skills

• Results Driven

• Competencies: accountability, decision-making, problem solving

• Business Acumen

• Competencies: financial management, human capital management, digital fluency

• Building Coalitions

• Competencies: political savvy, influencing and partnering

• Enterprise-Wide Perspectives

• Competencies: external awareness and systems thinking

• USACE 101: Program Overviews

• Kansas City District responsible for providing speakers

• Should be incorporated into multiple sessions throughout the year

Strongly Recommended:

• Leading remotely

• Leadership/Management Skills

• Leadership in a Technical Organization

• Coaching/Mentoring

• Performance Evaluation/Management

• Ethics

• Managing Multiple Priorities, Projects, Objectives and Deadlines

• Strategic Planning and Leadership

• Life/Work Balance

• Total Quality Management and Customer Service

• Learning Organization

Required as part of program, but completed by USACE (separate and in addition to the 10 classroom sessions):

Leadership Panel

Actual topics can be adjusted, if needed, based on the needs of the LDP participants and on current trends related to management. Class dates will be negotiated. LDP participants shall not be scheduled into regularly scheduled university classes. Length of formal classroom modules will vary depending on subject coverage, time required for mastery, beneficial mix of developmental methodologies, and scheduling preferences of the LDP participants and Contract Program Facilitator. LDP activities shall be designed in a manner that provides sufficient time for group process development for varying personality styles to gather and synthesize information and experiences, and for practice in using new behaviors and/or techniques. The Contracting Officer, or government representative, shall have final approval of the final list of classroom topics. For each class, the Contractor shall obtain written feedback from participants regarding class topic(s), materials, and speaker; and shall provide such to the government representative on a monthly basis.

3.3.6 Class Contract Speakers

The Contractor shall provide speakers for all class sessions, except as specified in Para 3.3.5. A minimum of 8 distinct \ different contract speakers shall be provided. Speakers shall be utilized as part of the curriculum to achieve program objectives. They should be experienced in public speaking, and shall represent a mix of professionals from business, government, industry, and universities.

3.3.7 Learning Material/Application Reports

LEARNING MATERIAL: Materials (i.e. books, articles, podcasts, or other media) on leadership and effective management shall be utilized in the LDP. It is the intent of the LDP Coordinator to reuse books from previous years of the LDP as appropriate. As such, the Contractor need not provide any copies of books for use by the LDP participants, nor any additional copies for use by USACE. The Contractor shall have available a list of audio books, videos, and other resources proposed for lending to LDP participants throughout the year. The Contracting Officer, or government representative, shall have final approval of materials for the program. The Contractor shall work with the LDP Coordinator to determine which of the previous books are available and applicable to the course curriculum for the current fiscal year.

APPLICATION REPORTS: Each LDP participant will complete a written application report for each required learning material or facilitated discussion. The purpose of the application report is to summarize the key points of the learning material, to reflect on how the information may be applied in the person’s day-to-day activities or the person’s organization, and to critique the learning material based on applicability and knowledge gained. The Contract Program Facilitator shall review each application submitted by the LDP participants, and shall provide the participants with feedback regarding content, application of concepts, and writing skills.

Suggestions for improving the application reports shall also be provided to each LDP participant. The Contract Program Facilitator shall note those learning materials which do not receive good reviews by the class and shall include this information in written evaluations to be provided to

USACE.

3.3.8 Oral Presentation Skills

One major component of each class session will be to improve LDP participants’ oral presentation skills. At a minimum, the Contractor shall develop questions/topics related to the learning material or topic of each class session. The class participants will present a 5-minute prepared oral presentation utilizing PowerPoint or other presentation media in front of the class on these questions/topics—at least 5 formal oral presentations per LDP participant shall be given throughout the year. The Contractor is encouraged to be innovative in developing a plan to improve participants’ oral presentation skills. In addition, the Contractor shall also incorporate impromptu speaking opportunities into each class. The presentations shall be recorded in a digital format for later review if needed. The Contractor shall develop a plan to provide opportunities for oral presentations at class sessions, and to provide feedback to each LDP participant on how to improve his or her oral presentation skills.

3.3.9 Reflective Essays/Writing Skills

Each LDP participant is required to submit a monthly reflective essay to the Contract Program Facilitator; the LDP Coordinator(s); and his/her mentor and supervisor. The purpose of these monthly essays is for the participant to reflect on the month’s activities, how the individual has applied or will apply what has been learned in his/her personal and professional life, and to help participants to gain insights into their progress on their ILDPs. The Contractor shall review each of these monthly essays, and shall provide feedback to the participants regarding content, application of skills learned, performance in program activities, progress on the ILDPs, and writing skills. Suggestions for improving the essay shall be provided to each LDP participant. Feedback should lead to development of long-term goals and objectives for continued improvement after completion of the program.

3.3.10 Diagnostic Tools for the First Class and Throughout the Year

As part of the first class, the Contractor shall at a minimum, administer, score, and provide individual feedback and instruction for the diagnostic tests listed below. The Contractor shall also provide an assessment tool to assist LDP participants in determining how their leadership knowledge, skills, and behaviors improve throughout the year. At the program review meeting described under Consultation Sessions, the Contractor shall submit a brief description (two or three pages is adequate) of the methods to be used to assess the leadership and leadership development training needs of the LDP participants throughout the year. The information submitted shall also cover how the Contractor will structure and administer learning activities to meet the participants’ needs. The Contractor shall identify the diagnostic tools to be used. Tools that have traditionally been used in the LDP include:

• Myers-Briggs Type Indicator (MBTI)

• Learning Styles Inventory (LSI)

• DISC Personality Profile

• Leadership Practices Inventory

• SELF Profile

• FIRO-B

• Social Styles Preference

• Thomas-Kilman Conflict Mode Instrument

• 360 degree feedback

The Contractor is encouraged to propose the use of other effective diagnostic tools.

3.3.11 Individual Leadership Development Plans

Under the guidance of the Contract Program Facilitator, the LDP participants explore the components of leadership, analyze individual leadership styles, and begin preparing an ILDP. The purpose of the ILDP is to improve participants’ leadership skills. The participants’ leadership strengths and weaknesses will be determined through use of diagnostic tools at the initial retreat. The ILDP should identify areas of improvement;

define specific actions for improvement; and identify desired results. The ILDP is intended to be a tool that will enable participants to improve leadership skills throughout their careers.

3.4 INTERIM AND FINAL WRITTEN EVALUATION OF LDP PROGRAM

The Contract Program Facilitator shall furnish the LDP Coordinator with written reports evaluating the effectiveness of LDP components and activities and providing recommendations for changes and improvements. At a minimum, the Contractor shall provide an interim and a final written evaluation of the program.

The interim evaluation shall be provided five months after initiation of the program, and the final evaluation shall be provided within 30 days after graduation. T h e Contractor is encouraged to be innovative in developing an effective evaluation system for the program that provides concrete information regarding the strengths and weaknesses of the program and specific recommended changes to improve the program. The written evaluations should include the results of any testing/evaluations that have been completed to show how LDP participants have improved in leadership skills and knowledge. All aspects of the program shall be covered in the evaluations, including effectiveness of books, speakers, class topics, diagnostic testing, counseling sessions, mentoring program, etc.

3.5 ILDP COUNSELING SESSIONS

The Contract Program Facilitator shall meet with each participant a minimum of four times during the year (typically at the one-fourth points of the class) for one hour per individual each session to review, discuss, and refine the participants ILDP. These sessions shall be used to aid the participant in developing actionable goals, monitoring progress, identifying actions, and encouraging success. Meetings will typically be held in the District office during normal business hours.

3.6 GRADUATION

A formal graduation ceremony will be held to recognize the achievements of the LDP participants, and to celebrate the success of the year's activities. The Contract Program Facilitator shall attend the LDP graduating ceremony in the Federal Building at 601 E. 12th Street. The ceremony will last a maximum of 4 hours. The Kansas City District will provide the facility and will make all arrangements for the formal ceremony.

The Contractor shall also attend the informal graduation to be conducted during August or September. This may take place after normal business hours.

Attendees will pay for their own meals.

3.7 YEAR END RETREAT

The Contractor shall conduct a one-day, year-end retreat for additional reflection, introspection, and planning for future personal development. Discussions shall include which aspects of the program work best, which should be adjusted for the following year, which learning materials/class topics should be retained, and which should be changed for the next year. A significant portion of the final retreat time should be dedicated to how each individual will continue to work on personal development. In addition, goals should be established for each participant. The Contractor shall prepare a formal After Action Report for this retreat which will summarize any recommendations for the next year’s program.

No overnight accommodations are required. No outside speaker is required for the final retreat--only the Contract Program Facilitator must attend.

3.8 UNSCHEDULED MEETINGS AND APPEARANCES

Occasionally the Contract Program Facilitator will be requested to meet with the LDP Coordinator, LDP participants’ Supervisors, or District Managers; or to participate in special events and meetings, which are not specified in the PWS.

A maximum of sixteen hours of these meetings per year is estimated, and the Contractor will be paid at the hourly rate specified, as the meetings are performed.

3.9 FORT LEONARD WOOD (FLW) RETREAT CONDUCTED BY THE

GOVERNMENT

A 3–4-day, off-site retreat will be conducted at Fort Leonard Wood, Missouri for the LDP Participants. The Contractor is not involved in arranging the retreat but will be asked to attend one day of the retreat each year.

4.0 ADDITIONAL INFORMATION

4.1 FIELD TRIPS CONDUCTED BY THE GOVERMENT

The Contractor is not involved in arranging or participating in the field trip element of the program – this paragraph is provided for information only. One

(1) five-day field trip and two (2) one-day field trips are scheduled and arranged by the LDP Coordinator. The five-day trip will entail visiting USACE Headquarters, Congressional Representatives, Department of Army staff, and other government agencies the USACE works with or to the Northwestern Division Headquarters in Portland, OR. The one-day field trips will be arranged by the LDP participants, to visit such sites as USACE construction and operating project offices, as well as other public and private sector organizations located in Kansas City. The purposes of these field trips are to:

• Provide a framework for understanding the USACE's role as well as USACE culture in general.

• Begin identifying strengths and weaknesses within the organization, which might be addressed by a team project.

• Provide insights into private sector leadership/management practices by visits to private sector organizations.

• Structure an informal setting in which the LDP participants begin to form personal relationships.

4.2 TEAM PROJECTS CONDUCTED BY THE GOVERNMENT

The Contractor is not involved in arranging or participating in team projects – this paragraph is provided for information only. Leadership "theory" and "practice" meet face-to-face as LDP participants form teams to work on projects, which focus on challenges and opportunities facing the Kansas City District. The teams identify projects, develop and advocate project proposals, identify required resources, develop timeline, gain approvals, prepare project reports and recommendations, and brief the Commander and District leaders. Team projects provide opportunities for the LDP participants to work closely in a smaller group toward jointly developed goals through participation on a project from conception to conclusion.

5.0 COSTS TO BE BORNE DIRECTLY BY THE GOVERNMENT

The following items will be provided by USACE, and need not be included in Contractor proposals:

5.1 Travel and per-diem of USACE employees for approved LDP activities outside the Kansas City area.

5.2 Transportation of USACE employees within the Kansas City commuting area for approved LDP activities.

5.3 All costs associated with team projects and field trips.

5.4 Use of USACE facilities, such as meeting rooms and audio-visual equipment, for special/unscheduled meetings, with prior approval of the LDP Coordinator.

6.0 MISCELLANEOUS CONDITIONS AND ISSUES

6.1 CHANGES IN CONTRACT PROGRAM FACILITIATOR

Once a contract has been awarded, and a Contract Program Facilitator has been accepted, substitution of the Contract Program Facilitator shall only be made upon the written approval of the Contracting Officer.

6.2 INVOICING PROCEDURES

The Contractor shall submit invoices on a monthly basis in accordance with FAR clause 52.232-1. Monthly billings may be combined but must be itemized by Contract Line Item Number (CLIN) (bid item). Submit invoices to LDP Coordinator (name and contact information provided prior to each service year).

7.0 QUALITY AND SUMMARY OF PERFORMANCE REQUIREMENTS

7.1 QUALITY CONTROL

The Contractor shall be responsible to ensure that all services provided are of high quality and are performed in accordance with the requirements of this PWS.

7.2 QUALITY ASSURANCE

The Government may periodically evaluate the Contractor’s performance in accordance with the Quality Assurance Surveillance Plan. See Appendix A.

7.3 PERFORMANCE REQUIREMENTS SUMMARY

The Contractor service requirements are summarized below. The performance threshold briefly describes the minimum acceptable levels of service required for each requirement.

Performan ce Objective s

Performance Standard

Acceptable Quality Levels

Monitori ng Metho d

Remedy

Program Consultation PWS Para 3.1 Orientation PWS Para 3.2 Classroom PWS Para 3.3, 3.4

ILDP

Sessions PWS Para

3.5 FLW

Retreat PWS Para 3.9

Government approval through the Leadership Development Program Coordinator or Contracting Officer’s Representative

Acceptable or Unacceptab le performanc e, as defined in the QASP

100% inspection of the Contractor’ s deliverable s or services

Unacceptable services shall be re-performed by the Contractor according to the Government’s instructions

Year End Retreat PWS Para 3.7

Government approval through the Leadership Development Program Coordinator or Contracting Officer’s Representative

Acceptable or Unacceptab le performanc e, as defined in the QASP

100% inspection of the Contractor’ s deliverable s or services

Unacceptable services shall be re-performed by the Contractor according to the Government’s instructions

Graduation PWS Para 3.6

Government approval through the Leadership Development Program Coordinator or Contracting Officer’s Representative

Acceptable or Unacceptab le performanc e, as defined in the QASP

100% inspection of the Contractor’ s deliverable s or services

Unacceptable services shall be re-performed by the Contractor according to the Government’s

Unscheduled Meetings and Appearances PWS Para 3.8

Government approval through the Leadership Development Program Coordinator or Contracting Officer’s Representative

Acceptable or Unacceptab le performanc e, as defined in the QASP

100% inspection of the Contractor’ s deliverable s or services

Unacceptable services shall be re-performed by the Contractor according to the Government’s