AFSLDP PWS - Recompete_19Jan2024.pdf

Department of the Air Force Leadership Development Program

DEPARTMENT OF THE AIR FORCE SENIOR LEADER COURSE TRAINING PROGRAM

SERVICES

DEPARTMENT OF THE AIR FORCE LEADERSHIP DEVELOPMENT PROGRAM (DAFLDP)

For

HEADQUARTERS (HQ) USAF DEPUTY CHIEF OF STAFF, MANPOWER, PERSONNEL AND

SERVICES (AF/A1),

THE DEPUTY ASSISTANT SECRETARY FOR ACQUISITION, INTEGRATION, OFFICE OF

THE ASSISTANT SECRETARY OF THE AIR FORCE FOR ACQUISITION (SAF/AQX)

Date: 19 January 2024

"DRAFT"

Controlled by: AFDW/PK CUI Categories: PROCURE Distribution/Dissemination Controls:

OPEN PRE-AWARD

POC: LEOPOLDO ROMO

TABLE OF CONTENTS

SECTION I

1.0. INTRODUCTION

1.1. GENERAL

1.2. SCOPE

1.3. BACKGROUND

SECTION II

2.0. REQUIRED SERVICES/SUPPORT

2.1. TASK 1 - PROGRAM MANAGEMENT SUPPORT

2.1.1. SUBTASK 1 – COORDINATE A PROJECT KICK-OFF MEETING

2.1.2. SUBTASK 2 – PREPARE A MONTHLY STATUS REPORT (MSR)

2.1.3. SUBTASK 3 – CONVENE TECHNICAL STATUS MEETINGS

2.1.4. SUBTASK 4 – PREPARE A PMP

2.1.5. SUBTASK 5 – PMP UPDATES

2.1.6. SUBTASK 6 - PREPARE TRIP REPORTS

2.1.7. SUBTASK 7 – QUALITY CONTROL PROGRAM

2.1.8. SUBTASK 8 – PREPARE MEETING REPORTS

2.1.9. SUBTASK 9 – PREPARE PROBLEM NOTIFICATION REPORTS (PNRs)

2.1.10. SUBTASK 10 – MONTHLY SPENDING PLAN UPDATE REPORT

2.1.11. SUBTASK 11 – CONVENE IN PROGRESS REVIEWS (IPR)

2.1.12. SUBTASK 12 – TRANSITION-IN PLAN

2.1.13. SUBTASK 13 – TRANSITION-OUT PLAN

2.2. TASK 2 – SENIOR LEADER MANAGEMENT AND DEVELOPMENT PROGRAM SUPPORT

2.2.1. SUBTASK 1 – FACILITATE AND SUPPORT SENIOR LEADER MANAGEMENT

2.2.2. SUBTASK 3 – SUPPORT FOR COMPENTENCY ASSESSMENT

2.3. TASK 3 – SENIOR LEADER DEVELOPMENT PORTFOLIO SUPPORT

2.3.1. SUBTASK 1 – SENIOR LEADER DEVELOPMENT PORTFOLIO

2.3.2. SUBTASK 2 - SENIOR LEADER PORTFOLIO PERFORMANCE MANAGEMENT

2.3.3. SUBTASK 3 - SENIOR LEADER DEVELOPMENT (SLD) COURSES SUPPORT (CORE AND

SUPPLEMENTAL)

2.3.4. SUBTASK 4 – SUPPLEMENTAL FUNDING FOR SENIOR LEADER DEVELOPMENT (SLD)

COURSES SUPPORT

2.3.5. SUBTASK 5 – TARGETED REGIONAL, CULTURAL, ENVIRONMENTAL, AND POLITICAL

SEMINARS (SUPPLEMENTAL)

2.3.6. SUBTASK 6 - AIR FORCE CIVILIAN LEADERSHIP COURSE (AFCLC) (CORE)

2.3.7. SUBTASK 7 - DESIGN, MAINTAIN, ANALYZE, UPDATE, AND DELIVER SENIOR LEADER

DEVELOPMENT (SLD) COURSES

2.3.8. SUBTASK 8 – PLAN, ORGANIZE, MANAGE, AND FACILITATE THE DAF COACHING PROGRAM

2.4. TASK 4 – GENERAL OFFICER TRANSITION ASSISTANCE PROGRAM AND CIVILIAN SENIOR EXECUTIVE (CSE)

TRANSITION SEMINAR

2.4.1. SUBTASK 1 – ACTIVE-DUTY GENERAL OFFICER TRANSITION ASSISTANCE PROGRAM (GO

TAP)

2.4.2. SUBTASK 2 – RESERVE GO TAP

2.4.3. SUBTASK 3 – CSE TRANSITION SEMINAR

2.5. TASK 5 – SENIOR LEADER ORIENTATION COURSE

2.5.1. SUBTASK 1 – SENIOR LEADER ORIENTATION COURE (SLOC)

2.6. TASK 6 – ADVANCED SENIOR LEADERSHIP DEVELOPMENT PROGRAM (ASLDS)

2.6.1. SUBTASK 1 – CUSTOM COMPETENCY AND LEADERSHIPASSESSMENT

2.6.2. SUBTASK 2 – ADVANCED SENIOR LEADER DEVELOPMENT SEMINAR (ASLDS)

2.6.4. SUBTASK 4 – SPECIALIZED SENIOR LEADER TRAINING OPPORTUNITIES FOR GENERAL

OFFICERS AND SENIOR EXECUTIVE SERVICE

2.6.5. SUBTASK 5 – SPECIALIZED SENIOR LEADER TRAINING OPPORTUNITIES

2.7. TASK 7 – ADVANCED SENIOR LEADERSHIP DEVELOPMENT PROGRAM II (ASLDPII)

2.8. TASK 8 – ACQUISITION WORKFORCE PROFESSIONAL DEVELOPMENT TRAINING AND

INDIVIDUAL COURSE EXPERIENCES

2.8.1. SUBTASK 1 - SENIOR LEADER EXECUTIVE INDUSTRY / COMMERCIAL EXPERIENTIAL

TRAINING

2.8.2. SUBTASK 2 – SCHEDULE ASSURANCE WORKSHOPS

2.9. TASK 9 – SAF/MG AIR FORCE CONTINUOUS IMPROVEMENT & INNOVATION EXECUTIVE (CI2E)

COURSE (SAF/MG)

2.9.1. SUBTASK 1 – CONTINUOUS IMPROVEMENT & INNOVATION EXECUTIVE (CI2E) COURSE ANF

FOLLOW-ON COURSE SUPPORT

2.10. PROVIDE SENIOR EXECUTIVE DIVERSITY AND INCLUSION TRAINING

SECTION III

3.0. SERVICE SUMMARY

3.1. PURPOSE

3.2. COMPONENTS

3.3. RIGHT TO SURVEIL

SECTION IV

4.0. DELIVERABLES

4.1. DELIVERABLE FORMAT

4.2. SCOPE OF INSPECTION AND ACCEPTANCE

4.2.1. SCOPE OF INSPECTION

4.2.2. BASIS OF ACCEPTANCE

4.3. DRAFT DELIVERABLES

4.4. WRITTEN ACCEPTANCE / REJECTION BY THE GOVERNMENT

4.5. PERFORMANCE DEFICIENCY NOTIFICATION

4.6. METHODS OF NOTIFICATIONS

4.7. REMEDIES FOR PERFORMANCE DEFICIENCIES

4.8. MONTHLY STATUS REPORT (MSR)

4.9. PROGRAM MANAGEMENT PLAN (PMP)

4.10. PROBLEM NOTIFICATION REPORTS (PNR)

4.11. TRAVEL EXPENSE REPORT

4.12. TECHNICAL REPORTS/AD-HOC REPORTS

4.13. TRANSITION-OUT PLAN

4.14. ANNUAL COR REPORT

4.15. TASK ORDER SCHEDULE AND MILESTONE DATES

4.16. PUBLIC-RELEASE OF CONTRACT DOCUMENTS REQUIREMENT

4.17. DELIVERABLES MEDIA

4.18. PLACE(S) OF DELIVERY

4.19. NOTIFICATION OF LATE DELIVERY

SECTION V

5.0. CONTRACT ADMINISTRATION

5.1. GOVERNMENT FURNISHED EQUIPMENT (GFE)

5.2. INVOICE REQUIREMENTS

5.3. OTHER DIRECT COSTS (ODCs)

5.4. SYSTEM FOR AWARD MANAGEMENT

5.5. DOCUMENTS AND RECORDS MANAGEMENT

5.5.1. FOR OFFICIAL USE ONLY (FOUO)

5.5.2. PRIVACY ACT

5.5.3. RECORDS

5.6. UNCLASSIFIED AREA NETWORK

SECTION VI

6.0. GENERAL INFORMATION

6.1. RECOGNIZED HOLIDAYS

6.2. HOURS OF OPERATION

6.3. PERSONNEL MANAGEMENT

6.4. PLACE OF PERFORMANCE

6.5. SECURITY REQUIREMENTS

6.5.1. ACCESS TO CLASSIFIED INFORMATION

6.5.2. PHYSICAL SECURITY

6.5.3. PASS AND IDENTIFICATION

6.5.4. TRAFFIC LAWS

6.5.5. WEAPONS

6.5.6 COMMUNICATIONS SECURITY (COMSEC)

6.5.7. CONTRACTOR IDENTIFICATION

6.5.8. DRUG, TOBACCO AND ALCHOLOL USE POLICY

6.5.9. SAFETY CONCERNS

6.6. PROJECT POLICY

6.7. INHERENTLY GOVERNMENTAL FUNCTIONS

6.8. ETHICS

6.9. ORGANIZATIONAL CONFLICT OF INTEREST

6.10. POST AWARD CONFERENCE/PERIODIC PROGRESS

6.11. QUALITY CONTROL PLAN

6.12. CONTRACTING OFFICER’S REPRESENTATIVE (COR)

6.13. SPECIALIZED NON-KEY – PERSONNEL SKILLS

6.13.1. SUBTASK 1 - ENTERPRISE LEADERSHIP SEMINAR (ELS)

6.13.2. SUBTASK 2 - CUSTOM COURSES (e.g., ASLDS, AFCLC, SLOC, etc.)

6.14. EMERGENCY OPERATIONS/MISSION ESSENTIAL PERSONNEL

6.15. CONTRACTOR MANNING

6.16. GOVERNMENT PURPOSE DATA RIGHTS

6.17. CONTRACTOR EMPLOYEE IN-PROCESSING/OUT-PROCESSING

6.17.1. IN-PROCESSING

6.17.2. OUT-PROCESSING

6.18. TRANSITION SERVICES

6.18.1 TRANSITION-IN PLAN

6.18.2. TRANSITION-OUT PLAN

6.19. IN-PROGRESS REVIEWS

6.20. NON-PERSONAL SERVICES

SECTION VII

7.0. KEY PERSONNEL

7.1. KEY PERSONNEL REQUIREMENTS

7.1.1. PROGRAM MANAGER

7.1.2. FORCE DEVELOPMENT (FD) PROJECT MANAGER

7.1.3. SENIOR LEADER DEVELOPMENT DIRECTOR

7.2. KEY PERSONNEL SUBSTITUTION

SECTION VIII

8.0. SPECIAL CONTRACT REQUIREMENTS

8.1. TRAVEL REGULATIONS

8.2. TRAVEL

8.2.1. LOCAL TRAVEL

8.2.2. CONUS TRAVEL

8.2.3. OCONUS TRAVEL (e.g., to EUCOM and/or PACOM Area of Responsibility)

8.3. TRAVEL AUTHORIZATION REQUESTS

8.4. TRIP REPORTS

ATTACHMENT A

TABLE 3, LIST OF ACRONYMS

SECTION I

1.0. INTRODUCTION

1.1. GENERAL

This is a non-personal services contract to provide leadership development for Department of the Air Force (DAF) Total Force General Officers (GO), Civilian Senior Executives (CSE), Colonels (Col), Chief Master Sergeants (CMSgt) and General Schedule (GS) 15s or equivalent civilians. This program will also be made available to the Department of Defense equivalents to the stated ranks and positions.

1.2. SCOPE

The scope includes a full range of technical, functional, and managerial expertise to support the continual development, sustainment, enhancement, and facilitation of the Department of the Air Force Leadership Development Program (DAFLDP). The DAF's goal is to employ a process to create and grow leaders capable of taking the DAF to the next level of excellence and to ensure that all future leaders are provided with the opportunity to receive the commensurate level of leadership development at the appropriate points in their career. The DAFLDP provides a systematic approach, in which leadership development becomes an integral part of professional development. The DAFLDP is an Air Force Chief of Staff (CSAF) initiative.

The CSAF continues to support the DAF's mission and goal of enhancing force development and leadership training and the DAFLDP competencies set the standard against which DAF leadership is measured.

1.3. BACKGROUND

Leadership is the art and science of influencing and directing people to accomplish the assigned mission.

A leader’s ability to be successful depends on the two fundamental elements: understanding the mission to be accomplished; and understanding how to motivate, prepare, and direct their people to accomplish it. The DAF needs leaders to accomplish national objectives set for national security to defend the safety of our people and nation.

The DAF’s goal is to employ a process to enable the development of exceptional leaders capable of taking the DAF to the next level of excellence -- leaders who understand how to collectively leverage individual skills to accomplish the mission and who are capable to meet any challenge they face.

The DAF has established Airman’s Foundational Competencies (AFCs) and adopted the Department of Defense’s (DOD’s) Executive Core Qualifications (ECQs), which are critical to leadership development.

AFCs replaced the Institutional Competencies (ICs) published in AF Doctrine Document (AFDD) 1-1, Leadership and Force Development, which provides doctrinal guidance for leadership and force development (FD). The Air Force Leadership Development Model (AFLDM) addresses the leadership development of Total Force senior leaders (SL) (GOs, CSEs, Cols, CMSgts, and GS-15 or equivalent civilians). AFCs and DOD ECQs set the standard against which AF SL development is built. For additional information see, AF Handbook (AFH) 36-2647, Competency Modeling.

AFCs and DOD ECQs are a measurable cluster of knowledge, skills, abilities, and other attributes (KSAO) Airmen must possess in order to successfully provide required organizational capabilities by performing a given task to a given standard under a given condition.

The AFCs and DOD ECQs do more than describe the AFLDM. They underpin the Continuum of Learning (CoL), which is the DAF’s construct for delivering connected and deliberate FD. The CoL refers to a career-long process of individual development of Airmen. FD takes individual capabilities and, through education, training, and experience, produces skilled, knowledgeable, and competent Airmen who can apply the best tools, techniques, and procedures to produce a required operational capability.

It is the DAF’s goal to ensure that all future leaders are provided with the opportunity to receive a commensurate level of leadership development at the appropriate point in their career – the right person for the right development at the right time.

SECTION II

2.0. REQUIRED SERVICES/SUPPORT

The scope of this effort is to provide a full range of technical, functional, and managerial expertise to further support the continual development, enhancement, sustainment, and facilitation of the DAFLDP by providing analysis, subject matter expertise, guidance, and support to FD and SL training as well as systems.

The contractor shall provide a combination of on and off-site support as identified in each of the task areas.

Support being provided from the contractor’s facility shall require the contractor to travel to the Pentagon and other Government locations on a routine basis within and outside the National Capital Region (NCR).

The contractor shall be required to travel to locations within 100 miles of the NCR approximately ninety

(90) times per year and locations within the Continental United States (CONUS) approximately twenty

(20) times per year.

This is a PWS with performance-based types of monitoring utilized for quality assurance (QA) surveillance. The performance objectives, standards, and methods of measurement for this PWS are provided in the Quality Assurance Surveillance Plan (QASP) and referred to as Performance Requirements throughout this PWS.

In support of this mission, AF/A1 requires expert services across a range of capabilities. The contractor shall provide the DAF required services described in the following to ensure the AFCs and DOD ECQs become an integral part of the DAF’s leadership development opportunities.

Task 1: Program Management Support. The contractor shall provide all necessary personnel, administrative, financial, transition, and managerial resources to appropriately maintain the program management schedule necessary to support this PWS.

Task 2: Senior Leader Management and Development Program Support. The contractor shall provide the following support: process/course/program improvement strategies; administration of tasks common to the management teams; facilitation and hosting of major force development meetings/seminars; subject matter expertise; and guidance on FD topics relevant to Total Force (Civilian, Enlisted, and Officer) populations.

Task 3: Senior Leader Development Portfolio Course Support.

The contractor shall analyze (supported by course critique results, competency gap assessments, etc.), recommend, develop, schedule, track, and implement SL programs/courses within and for the DAFLDP’s portfolio, as well as support the improvement of current DAF designated programs and/or identification of additional course requirements.

Furthermore, the contractor shall provide administrative support to the Government for each course procured through the contract or by the Government to include course portfolio; logistic coordination;

materials not included by the course provider; management of courses through Senior Leader Career Management System (SLCMS); and executive–level coaching support for courses when required.

The contractor shall ensure course providers/sub-contractors map their curricula to the proficiency levels of the institutional sub-competencies.

The contractor shall secure a fully integrated, executive-level learning and lodging environment which shall include adequate and sufficient classrooms and lodging, at a caliber commensurate with standard commercial practices for such participants. The location of the training should accommodate the scope of work for executives, include food and beverage services (when applicable), and the facility location must be approved by the government.

Task 4: GO Transition Assistance Program (TAP), Reserve GO TAP and CSE Transition Seminar.

The contractor shall accomplish the planning, preparing, managing, organizing, facilitating, and executing the GO TAP and CSE Transition Seminar.

Task 5: Senior Leader Orientation Course (SLOC) Support. The contractor shall accomplish the planning, preparing, managing, organizing, facilitating, and executing the SLOC.

Task 6: Advanced Senior Leadership Development Program (ASLDP). The contractor shall accomplish the planning, preparing, managing, organizing, facilitating, and executing the ASLDP

Task 7: Advanced Senior Leadership Development Program II (ASLDPII). The contractor shall accomplish the creation, planning, preparing, managing, organizing, facilitating, and executing the

ASLDPII.

Task 8: Provide Acquisition Workforce Professional Development Training and Individual Course Experience. The contractor shall provide acquisition workforce professional development, training, and courses to senior leadership. The content of the training should address areas related to national security, foreign affairs, executive leadership, instruction in leadership, process improvement, innovation, change management, leadership styles, strategic planning, organizational change, personal negotiation styles, and investing in and managing relationships for greater impact.

Task 9: Provide Continuous Improvement and Innovation for Executives Course and Expanded Content Executive/Senior Leadership Course. The contractor shall deliver four (4) three- day Continuous Improvement and Innovation for Executives program courses which augment General Officer (GO), Senior Executive Service (SES), Command Chief Master Sergeant (CCM), and Career Field Manager (CFM) leadership skills with an understanding of how to manage performance and strategically align continuous process improvement (CPI) using multiple process improvement methodologies, strategic deployment, and management strategies. The contractor shall deliver customized or off-the-shelf training on Government-selected topics of interest, as identified. For example, the course could include immersion in process improvement concepts and a hands-on review of an industry operation that provides first-hand exposure to CPI tools and concepts in practice. In addition, the 3-day course could include industry Senior Executives testimonials that complement course content with real-world experiences in applying Lean to daily, weekly, and monthly management processes. The course usually takes place in Durham, NC. DoD equivalents to the above stated ranks and positions may be considered for attendance on a case-by-case basis.

Task 10: Provide Emerging Requirements Flexibility. The contractor shall accomplish the planning, preparing, and organizing of training for emerging requirements.

2.1. TASK 1 - PROGRAM MANAGEMENT SUPPORT

The contractor shall provide program management support and oversight of all activities performed by contractor personnel, including subcontractors, to satisfy the requirements identified in this PWS. The contractor shall identify a Program Manager (PM) by name, who shall serve as the primary interface and point of contact (POC) with the Government program authorities and representatives on technical program/project issues. The contractor shall provide management, direction, administration, QA, and leadership in the execution of this PWS. The contractor shall facilitate Government and contractor communications and all activities necessary to ensure the accomplishment of timely and effective support, performed in accordance with the requirements contained in this PWS.

The contractor shall use industry and academia’s best standards and proven methodologies to assure all activities are identified, documented, and tracked. The project will continuously be evaluated and monitored for timely and quality service. The contractor shall notify the AFDW/PK Contracting Officer (CO) or AF/A1D Contracting Officer’s Representative (AF/A1D COR), in writing of any technical, financial, personnel, or general managerial problems encountered throughout the PWS PoP.

2.1.1. SUBTASK 1 – COORDINATE A PROJECT KICK-OFF MEETING

The contractor shall schedule, coordinate, and host a Project Kick-off Meeting no later than (NLT) ten

(10) days after contract award at the location approved by the Government. The meeting shall provide the opportunity to discuss technical, management, and logistic issues; travel authorization; and reporting procedures. At a minimum, the attendees shall include key contractor personnel, key Government representatives, AFDW/PK CO, and AF/A1D COR. The contractor shall provide a Kick-Off Meeting Agenda NLT five (5) days after task order award (Section 4, Deliverable 01) that will include, but not limited to, the following:

a. Introduction of personnel

b. Overview of project tasks

c. Overview of organization

d. Schedule

e. Performance metrics

f. Discussion of draft Program Management Plan (PMP)

g. Travel notification and processes

h. Security requirements (Building access, badges, Common Access Cards [CAC])

i. Invoice procedures Monthly meeting dates

j. Reporting Requirements, e.g., Monthly Status Report (MSR)

k. Point of contacts

l. Roles and responsibilities

m. Overview of incoming transition plan to include process and timeframes

n. Prioritization of contractor activities

o. Any initial deliverables

p. Other logistic issues

q. Quality Control Plan (QCP)

r. Sensitivity and protection of information

s. Additional issues of concern (Leave/back-up support)

The contractor shall provide a draft copy of the agenda for review and approval by the AFDW/PK CO and AF/A1D COR prior to finalizing. The contractor will provide presentation slides to all attendees prior to the meeting. (Section 4, Deliverable 02).

2.1.2. SUBTASK 2 – PREPARE A MONTHLY STATUS REPORT (MSR)

The contractor PM shall develop and deliver an MSR using Microsoft (MS) Office Suite applications by the 10th of each month via electronic mail (email) to the AF/A1D COR (Section 4, Deliverable 03). The report shall briefly summarize, by task, the management and technical work conducted during the month.

The contractor shall provide at a minimum the following information:

Activities during reporting period, by task to include a brief description of the task, on-going activities, new activities, activities completed, deliverables submitted for that period, and progress to date on all above-mentioned activities.

2.1.3. SUBTASK 3 – CONVENE TECHNICAL STATUS MEETINGS

The contractor PM shall convene a contract activity and status meeting with the AF/A1D COR, and other key Government stakeholders when technical issues and/or concerns regarding the DAFLDP are identified or arise. The purpose of this meeting is to ensure all stakeholders are informed of the current activities of concern, status, and provide opportunities to identify other activities as well as establish priorities, and coordinate resolution of identified problems or opportunities. The meeting shall provide an opportunity to discuss and respond to questions and inquiries from AF/A1 staff offices on corresponding sections of the spend plan that affect those offices, PWS requirements initiatives on the planning of activities per specific time periods, and work with appropriate offices to better define requirements. The contractor PM shall provide minutes of these meetings, including attendance, issues discussed, decisions made, and action items assigned, to the AF/A1D COR following each meeting (Section 4, Deliverable 04).

2.1.4. SUBTASK 4 – PREPARE A PMP

The contractor shall develop and deliver a draft and final PMP (Section 4, Deliverable 05 and 06) that is based on the contractor’s proposed solution outlining the proposed management approach, the tasks and deliverables necessary to meet the PWS objectives to include: milestones, tasks, and subtasks required in this PWS. The contractor shall present and brief the draft PMP at the Kick-off meeting. The contractor shall document all support requirements in the PMP. Following the Kick-off meeting, the contractor shall revise the PMP to incorporate Government comments. The PMP shall contain, at a minimum, the following for each task:

a. All technical activities identified and organized in a Work Breakdown Structure (WBS) at a level of detail sufficient for the contractor to manage the work at no less than at a week-by-week basis and associated responsibilities and partnerships between Government organizations.

b. All standards followed in support of these requirements.

c. A description and expected result of each WBS level or milestone in the PMP

d. An estimate of the duration and level of effort (LOE) (by labor category) for all elements of the

WBS

e. A matrix of all deliverables and planned delivery dates

f. Task methodologies

g. Standard operating procedures (SOPs) for all tasks

h. A matrix of all personnel (subcontractors and/or consultants) assigned to the program and total aggregate level of effort for all tasks, including position, office location, building access status, and DAF computer equipment (if any)

i. Task dependencies and interrelationships

j. Contractor organizational structure

k. Process management and controls

l. Quality control and processes (include the contractor’s QCP)

m. Any unique hardware and software utilized by the contractor

n. Subcontracting plan, including scope and terms of all active subcontracts (if any)

o. POCs (Point of Contacts)

p. General operating procedures for:

1) Travel

2) Work hours

3) Leave

4) Deliverables

5) Staff training policies

6) Problem/issue resolution procedures

The PMP shall contain a separate schedule for each organization area that contains deliverable milestones and deadlines.

The contractor shall incorporate the Government comments into the baseline PMP and provide for Government approval within 30 days.

2.1.5. SUBTASK 5 – PMP UPDATES

The PMP is a living document. The contractor shall update the PMP as required (Section 4, Deliverable 07).

2.1.6. SUBTASK 6 - PREPARE TRIP REPORTS

The contractor shall submit Trip Reports five (5) business days after completion of a trip outside of commuting distance (50 miles) of the NCR (Section 4, Deliverable 08).

The Trip Report shall include the following information:

a. Personnel traveled

b. Dates of travel

c. Destination(s)

d. Purpose of trip

e. Cost of the trip

f. Approval authority

g. Summary of events

The contractor shall keep a historical summary of all long-distance travel, to include, at a minimum, the name of the employee, location of travel, duration of trip, total cost, and purpose.

2.1.7. SUBTASK 7 – QUALITY CONTROL PROGRAM

The contractor shall ensure that a high quality of service is maintained throughout the life of this PWS.

The contractor shall employ realistic and substantial methods and monitoring techniques for improving the overall quality of the DAFLDP. The contractor shall update the Quality Control Program periodically to include the following: the contractor’s overall approach and procedures for meeting each of the Performance Requirements to include their Acceptable Quality Levels (AQLs) within the QASP to include communicating with the Government; resolving deficiencies; and identifying potential improvements.

a. A description of the contractor’s internal review process to include who will perform the review, the frequency, the method and a listing of services/products/capabilities under review.

b. The benchmark metrics that shall be used to evaluate internal program performance and identify improvement areas.

c. The process for achieving the performance objectives of the QASP.

d. The contractor’s approach and procedures for handling corrective action, without dependence upon Government direction, and for implementing potential improvements to program services/products/capabilities.

e. The contractor shall update the QCP submitted with its quote (Section 4, Deliverable 09) periodically as changes in program processes are identified.

2.1.8. SUBTASK 8 – PREPARE MEETING REPORTS

The contractor shall submit meeting reports to document the results of meetings (Section 4, Deliverable

04) three (3) business days following the completion of each meeting when the Government has identified the need for a meeting report. The meeting report shall include the following information:

a. Attendees and their contact information – at minimum identify organizations represented.

b. Dates

c. Location

d. Purpose

e. Summary of events

The contractor shall reconcile their meeting report with official meeting minutes if published and advise the AF/A1D COR accordingly.

2.1.9. SUBTASK 9 – PREPARE PROBLEM NOTIFICATION REPORTS (PNRs)

The contractor shall file a PNR (Section 4, Deliverable 10) to notify the AF/A1D COR of PWS issues such as potential cost/schedule overruns/impacts, assumptions upon which tasks were based that have changed or were incorrect, etc. The PNR shall include a plan detailing the proposed resolution.

2.1.10. SUBTASK 10 – MONTHLY SPENDING PLAN UPDATE REPORT

The contractor shall provide a Monthly Spending Plan Update Report providing financial and requirement details regarding the DAFLDP effort to the AF/A1D COR. The report shall consist of two parts, (1) a spending plan update, and (2) the AF/A1 requirements worksheet update. The report shall be submitted electronically in Word and/or Excel format (see Section 4, Deliverable 11). The update report shall include details on obligated, budgeted, and expended funds for each CLIN for each SL initiative. The contractor shall provide updates at the start of each subsequent year of the five-year ordering period on DAFLDP spending plan for PWS initiatives, planning or activities for specific time periods, and identify updates to the AF/A1 requirements sheet supporting and affecting the DAF SL offices. Changes from month to month in the spending plan and requirements worksheet shall be flagged, identified, and explained. The contractor shall include the following items in the Monthly Spending Plan Update Report:

a. Spending Plan

1) For each CLIN

a) CLIN Number and Name

b) CLIN Ceiling Amount and Funded Amount

c) Total amount of CLIN funds obligated.

d) Funds left to be obligated on the funded amount and on the ceiling amount.

2) A summary table for all CLINs, showing.

a) Funded Ceiling

b) Funds obligated on a contractor’s source document.

c) Percent of ceiling funds obligated.

d) Budgeted funds remaining but yet to be obligated.

e) Percent of ceiling for funds obligated and budgeted.

f) Amount of ceiling un-budgeted

3) For each initiative in each CLIN

a) Obligating source document that obligates the funds for the initiative.

b) Reference to the AF/A1 Requirements Worksheet

c) Identification of the SL initiative

4) Status of the obligating source document

a) Total Costs associated with the SL initiative.

b) Time phasing of the total costs for each SL initiative, spread over the program year by month as to when the funds are expected to be spent and when actually spent.

b. Requirements Worksheet (organized by DAFLSWG Sponsor POC, which is, organized by sections for AF/A1D, AF/A1LG, SAF/MRL, AF/A1LO, AF/A1LE, AF/REG, NGB/SLMO (including former NGB/CF and ANG/SELMO offices), AFPC/DP2LCE, AF/A1DI SAF/MG, SAF/DI, and SAF/AQX.

1) Identification of the SL initiative:

a) This identification must match or track back to the identification of the SL initiative and reference contained in the spending plan.

2) An explanation of the SL initiative:

a) This may be a reference to a particular section of the DAFLDP PWS or other tasking document provided by AF/A1 or may be a short description of the initiative being satisfied.

3) Identification of the Sponsor POC, by name, if known.

4) Obligating source document.

a) This identification must track back to the obligating source document contained in the Spending Plan

5) Name of the individual or organization that is satisfying the requirement.

6) Total amount funded for the initiative, by CLIN, including travel.

7) Total amount funded for the initiative.

8) Changes from one month to the next shall be highlighted and explained in each monthly update.

2.1.11. SUBTASK 11 – CONVENE IN PROGRESS REVIEWS (IPR)

The contractor shall conduct formal In Progress Reviews (IPRs) to be held quarterly at the place of performance or location agreed upon by Government (Section 4, Deliverable 12). IPRs shall include the AF/A1D COR, other key Government stakeholders, and additional Government and contractor representatives deemed necessary by the AF/A1D COR. The IPR shall provide a forum for Government review of progress, planning, and issues related to the PWS. The contractor shall email IPR quarterly meeting minutes to all participants. IPRs shall include schedule by task; previous month’s activities by task; analysis of previous quarter activities, course evaluations, etc.; recommendations for course adjustments; planned activities for next quarter by task; issues/actions required by the Government.

2.1.12. SUBTASK 12 – TRANSITION-IN PLAN

The contractor shall ensure that there will be minimum service disruption to SL course offerings and no service degradation during and after transition. All transition activities shall be completed 60 calendar days after the start date of the award. The contractor shall propose a draft Transition-In Plan with their technical proposal (Section 4, Deliverable 13).

2.1.13. SUBTASK 13 – TRANSITION-OUT PLAN

The contractor shall provide a Transition-Out Plan NLT than 90 calendar days prior to expiration of the contract (Section 4, Deliverable 14), the plan shall facilitate the accomplishment of a seamless transition from the incumbent to and incoming contractor. In addition, the contractor will continue to accomplish all tasks as outlined in the contract during this period. The contractor shall identify how it will coordinate with the incoming contractor and Government personnel to transfer knowledge regarding the following:

a. Project management processes

b. Points of contact

c. Location of technical and project management documentation

d. Status of ongoing technical initiatives

e. Appropriate contractor to contractor coordination to ensure a seamless transition.

f. Transition of key personnel

g. Schedules and milestones

h. Actions required of the Government

i. Coordination of IT related programs, issues

The contractor shall also establish and maintain effective communication with the incoming contractor.

and Government personnel for the period of the transition via weekly status meetings.

a. Permitting employees to be interviewed for possible employment by a succeeding contractor(s);

however, the contractor will have the first right of refusal.

b. Releasing any employee who chooses to be employed by a succeeding Contractor.

c. Orienting assigned employees of the succeeding Contractor during the last 60 days of the period of this contract if directed by the CO. The Government shall make available to such employees existing Government Furnished Equipment (GFE) such as desks, chairs, telephones, and other normal office equipment and office supplies during the orientation period.

2.2. TASK 2 – SENIOR LEADER MANAGEMENT AND DEVELOPMENT PROGRAM SUPPORT

The contractor shall assist the Department of the Air Force Senior Leader Working Group (DAFSLWG) by providing support to the management and development of DAF SLs (e.g., GOs, CSE, Cols, GS-15 or equivalents civilians, CMgts, and DoD rank and position equivalent) by implementing and enhancing the DAFLDP through efficient and effective design, oversight, and management of SL development.

2.2.1. SUBTASK 1 – FACILITATE AND SUPPORT SENIOR LEADER MANAGEMENT

The contractor shall support the DAFSLWG by facilitating and supporting the following: provide a quarterly report detailing all meetings held; propose course updates and recommend portfolio adjustments through examination of curriculum and outcome objectives for current courses; analysis of course evaluations results; and competency gaps assessments (Section 4, Deliverable 15):

a. Subject Matter Expert (SME) consultations with each individual DAFSLWG up to bi-weekly.

AF/A1DI will be notified of all meetings with individual DAFSLWG offices.

b. Quarterly DAFSLWG Director’s meeting, these meetings span 1-2 hours, and the agenda will include but not limited to: previous quarter course execution; plans for next quarter and/or remaining portion of the performance period; course analysis; course survey evaluations and competency gaps assessments. The contractor will provide a summary of course survey evaluations; programs; results; and competency gaps analysis through researching innovative, state-of-the-art industry and academic best practices. The contractor will provide recommendations to address portfolio shortfalls (Section 4, Deliverable 15 and 16).

c. Monthly action officer (AO) meeting, these meetings will include, but not limited to; past month execution and evaluations results; and following quarter and the remaining period of performance course; and execution, and fiscal year Just In Time (JIT) course planning and execution. The contractor will provide an annual in-depth review of all courses to include a strategy for targeting appropriate development/attendees.

d. Provide administrative support for SL development panels and FM/DT (Working group, two briefs, and panel) as requested by AF/A1DI to include Officer, Enlisted, Civilian Force Development Panels (FDPs) and FM/DT Meetings (4 meetings). Administrative support shall include: facilitating slide and agenda development, protocol support, event execution, after action support, panel advisor support (as requested), and printed materials (e.g., printing and assembling briefing books for key panel members, as requested). Also, provide the same level of administrative support for one (1) to three (3) off-sites at alternate locations outside of the NCR (Section 4, Deliverable 16)

2.2.2. SUBTASK 3 – SUPPORT FOR COMPENTENCY ASSESSMENT

360 Assessments: Web-based 360 evaluation tool for advanced leadership development provides DAF

SLs, a full circle perspective on their leadership competencies through self, peer, supervisor, and subordinate feedback.

Battery of Leadership Assessments: Leadership and personality assessments (e.g., Hogan Development Survey, Leadership Circle Profile, etc.) are utilized by the DAF in order to facilitate leadership awareness and development. The assessments are delivered during custom developed courses for the DAF to meet specific needs of targeted population. The contractor shall provide support to AF/A1D and DAF for leadership assessments by performing the following:

a. Host, maintain, and provide 360-degree feedback and leadership assessment capabilities to support attendees of SL development custom courses, approximately 150 to 250 assessments annually.

b. Based on the results of the 360 evaluations, the contractor shall provide executive level coaching by a certified coach, for individuals or groups NLT 30 days post completion of evaluation. The results will assist with the interpretation of 360 evaluation report findings and the development of individual-focused plans to further competency proficiency. The contractor will deliver 500 assessments annually with the ability to increase in increments of 30.

c. The contractor will be required to provide follow-on executive-level coaching when requested by the Government, approximately 12 additional hours for approximately 60 individuals annually.

2.3. TASK 3 – SENIOR LEADER DEVELOPMENT PORTFOLIO SUPPORT

The DAF offers a broad range of developmental opportunities to senior leaders (GOs, CSEs, Cols, GS-15 or equivalents civilians, and CMSgts) to deliver specific competencies that span one’s DAF career ranging from individual leader development courses to custom seminars designed to increase strategic understanding of the complex environment in which the DAF operates.

2.3.1. SUBTASK 1 – SENIOR LEADER DEVELOPMENT PORTFOLIO

The Senior Leader (SL) development portfolio provides a course catalog for all programs/courses (contractor and Government provided) available to DAF SLs. The contractor shall review and maintain the SL development portfolio.

Contractor support shall analyze, develop, schedule, track, and implement programs/courses for the portfolio, as well as supporting the improvement of current DAF designated programs. The contractor shall research innovative, state-of-the-art industry and academia best practices and provide recommendations addressing developmental shortfalls within the portfolio.

The contractor shall ensure the portfolio maintains at a minimum, but not limited to the following information:

a. Course description

b. Course location and logistics

c. Target population

d. Schedule (dates and time of program sessions and length of the program)

e. The course objectives and format

f. Airmen’s Foundational Competencies (AFCs) & sub-competencies delivered in each course

g. Department of Defense (DOD) Executive Core Qualifications (ECQs) and sub-competences delivered in each course (as outlined on https://www.dcpas.osd.mil/CTD/Training)

h. Courses to Joint Talent tracking relationships

i. Courses to Great Power Competition relationships

j. The DAF POC for the program (when applicable)

k. The vendor POC for the program (when applicable)

l. Any pre-work or special requirements for the program

m. Indexes and/or crosswalks aligning courses to competencies, competencies, sub- competencies, and target population

The contractor is responsible for the overall management of the portfolio content and all course documentation maintained, ensuring the portfolio is updated annually. The contractor shall ensure the DAFLDP portfolio is interactive not stationary.

The contractor shall provide an annual assessment report of how well the portfolio/course learning objectives are aligned with DOD ECQs and AFCs and how well balanced the portfolio is for each target population (e.g., CSE versus Col), and how well received each program is amongst attendees (Section 4, Deliverable 18).

The contractor shall address DAF SL and management team POC’s inquiries pertaining to portfolio.

The contractor shall maintain the current portfolio on Government Senior Leader Development SharePoint and maintain a historical record of the SL portfolio offerings.

Implement changes to the portfolio based upon AF/A1D and the DAFSLWG offices’ inputs (Section 4, Deliverable 19). Obtain AF/A1D’s approval prior to publishing the annual portfolio.

2.3.2. SUBTASK 2 - SENIOR LEADER PORTFOLIO PERFORMANCE MANAGEMENT

Track and report individual SL course attendance, payment, and costs through SLCMS. Reports shall be provided to AF/A1D (Section 4, Deliverable 20) on a quarterly basis and include:

a. Participant attendance

b. Rate of class occupancy

c. Cancellation rate for classes

d. Analysis of personnel type who attended classes

e. Costs per individual attendee

Process SF-182 for all civilian training requirements and JIT purchased courses. Ensure SF-182 is processed through appropriate Government offices.

2.3.3. SUBTASK 3 - SENIOR LEADER DEVELOPMENT (SLD) COURSES SUPPORT (CORE AND

SUPPLEMENTAL)

Several SL development programs/courses have been specifically designed/procured to meet DAF SL educational needs. The specifically designed courses include, but are not limited to, AF Civilian Leadership Course (AFCLC) and Advanced Senior Leader Development Seminar (ASLDS). The procured programs/courses include but are not limited to: Leadership at the Peak (LAP), Leading Strategically (LS), Enterprise Leadership Seminar (ELS), and Enterprise Perspective Seminar (EPS). All https://www.dcpas.osd.mil/CTD/Training courses offered through the contract will address specific professional education, development requirements, and AFCs or DOD ECQs. In order to maintain the efficiency of these offerings, ongoing analysis and improvement of these courses is needed (Section 4, Deliverable 19).

The contractor shall:

a. Provide course support to include application process, funding documentation and logistics.

b. Provide evaluative support and analysis to AF/A1D in determining the value of various SL courses. The contractor shall ensure the most effective methods of delivering and providing leadership training opportunities for the AFCs and DOD ECQs being provided.

c. Analyze the course offerings to ensure they reflect current needs.

d. Course evaluations (collected from course participants and from course provider if an additional course evaluation is conducted) on the applicability and worthiness of each course offering.

e. The contractor shall review and analyze the course feedback as part of the overall portfolio assessment (Section 4, Deliverable 21 and 25). If significant negative feedback or a trend of declining feedback is obtained, the contractor will make recommendations to AF/A1D to adjust the portfolio accordingly.

f. Assess each course’s learning objectives alignment with AFCs and/or DOD ECQs and sub-competencies and proficiency levels, past performance. If the analysis results illustrate that a course offering is not meeting the institutional sub-competency proficiencies and benchmark metrics, the contractor shall provide recommendations to AF/A1D for improvements and/or proposed solution.

g. Identification of any courses that no longer meet the objectives based on, but not limited to:

1) Program/course performance rated low (for example, an analysis course critiques)

2) Programs not delivering the expected AFCs, DOD ECQs, and sub-competencies

3) Programs considered too long or too short

4) Program costs

h. Recommendations on what programs the DAF should consider purchasing.

i. Report the results of its analysis to the corresponding DAFSLWG offices identifying any changes or enhancements necessary to improve the programs or required adjustments to the curriculum to better match the desired outcomes.

j. Provide recommendations to AF/A1D for improvements and/or proposed solution during the quarterly DAFSLWG meeting (Section 4, Deliverable 22).

k. Respond to all DAF and Department of Defense (DOD) inquiries relating to its program/course assessments.

2.3.3.1. SPECIALIZED REQUIREMENTS FOR CORE COURSES

Enterprise Leadership Seminar: For courses attended by both Officer and Enlisted senior leaders, provide one Senior Faculty Advisor (SFA) capable of addressing the military officer perspective and one SFA capable of addressing the military enlisted perspective.

2.3.4. SUBTASK 4 – SUPPLEMENTAL FUNDING FOR SENIOR LEADER DEVELOPMENT (SLD)

COURSES SUPPORT

Contractor will identify additional funding requirements to address expenses not within the scope of this PWS related to the change of venues, food, beverage, and other related items.

2.3.5. SUBTASK 5 – TARGETED REGIONAL, CULTURAL, ENVIRONMENTAL, AND POLITICAL

SEMINARS (SUPPLEMENTAL)

In order to prepare SL for specific issues related to DAF challenges the DAFLDP offers several targeted courses. Historically, the courses have included regionally specific seminars (e.g., Africa, Eurasia, and Mid-East-Asia). However, these courses need not be limited to regional specific seminars. The contractor will identify relevant topics pertaining to regional, cultural, environmental, economic, and political challenges and concerns that impact the DOD and National Security.

The contractor shall provide up to eight (8) – three (3) day seminars per year with approximately 40 attendees per seminar (Section 4, Deliverable 25). The seminars shall include, but are not limited to, the following:

Logistics:

a. Executive level facility within the NCR, accessible by public transportation

b. Location of the training should accommodate scope of work for executives

c. Facility location must be approved by the government.

d. Facilitate and cover expenses for working lunches.

e. Three (3) days of instruction (normally Tuesday through Thursday)

Content:

a. Develop and maintain a documented lesson plan to include desired learning objectives for all blocks of instruction.

b. The sessions can cover 1 to 3 topics depending on relationship and relevance.

c. Provide attendees course information to facilitate learning.

d. Ensure students complete feedback on the program.

e. Provide a summary of the program (including review of feedback) (Section 4, Deliverable 24) with any proposed improvements upon request.

Facilitator:

The seminars shall be conducted by SMEs from academia, Government, and industry that are leaders in their field of expertise/study.

2.3.6. SUBTASK 6 - AIR FORCE CIVILIAN LEADERSHIP COURSE (AFCLC) (CORE)

The AFCLC is a custom program that is designed to provide GS 14/15 or equivalent civilians an executive- level leadership development experience aligned to the AFCs and DOD ECQs.

The contractor shall provide four (4) courses per year with 30 attendees per course (Section 4, Deliverable 25), except in Option Year two (OY2) in which the Contractor shall provide three (3) sessions with 30 attendees per session. The courses shall include, but are not limited to, the following:

a. The contractor shall secure a fully integrated, executive-level learning and lodging environment which shall include adequate and sufficient classrooms and lodging, at a caliber commensurate with standard commercial practices for such participants. The location of the training should accommodate the scope of work for executives, include food and beverage services (when applicable), and the facility location must be approved by the government.

b. Executive level facility within driving distance of the Pentagon. Location must be identified to the Government NLT 8 weeks prior to the course start date.

c. Classroom space and breakout rooms as needed for 5 full days (arrive Sunday afternoon, depart Friday mid-day).

d. Facilitate and cover expenses for lodging and meals for all participants and guest speakers.

e. Four and half days of instruction (beginning Monday morning through midday Friday).

f. Incorporate, through AF/A1DI, SL perspectives up to two times during the course.

g. Ensure students complete feedback on the program.

h. Provide a summary of the program (including review of feedback) with any proposed improvements upon request (Section 4, Deliverable 24).

b. Include individual assessment instruments to include but not limited to a 360-degree assessment and personality assessment (Hogan Development Survey (HDS).

c. Work with DAF personnel in AFPC to communicate with students for pre-course work (e.g., 360-degree assessment, Leadership Circle Profile (LCP), etc.).

d. Provide attendees with course curriculum/lesson plans. It shall include the schedule with expanded information to include Desired Learning Objectives for each non-AF section (Section 4, Deliverable 23).

Facilitators:

Provide program/course facilitators and Senior SES Mentors as appropriate with qualifications consistent for course offerings.

The DAF will:

Identify/notify the attendees and the contractor NLT 6 weeks prior to course start date.

The contractor shall provide the following: Program summary after each program executes (Section 4, Deliverable 24). Program summary shall address any trends in the student feedback and propose changes to address student concerns.

2.3.7. SUBTASK 7 - DESIGN, MAINTAIN, ANALYZE, UPDATE, AND DELIVER SENIOR LEADER

DEVELOPMENT (SLD) COURSES

The contractor shall identify and recommend developmental opportunities based on the competency/developmental gaps analysis. Once concept is approved by AF/A1D, the contractor shall identify individual course opportunities and customize leadership development course/seminars for inclusion in the DAF SL development portfolio to address the competency/developmental gap.

The contractor shall design and execute individual course opportunities, as well as customized leadership development courses/seminars by conducting research, inclusion of a battery of assessments and/or organize, and secure courses offered by commercial or academic institutions. Institutions may include but are not limited to: the Center for Creative Leadership, the University of North Carolina, and the University of Virginia’s Darden School of Business, Harvard’s executive development arm, Syracuse University, the Massachusetts Institute of Technology, and other colleges/universities or commercial providers of leadership development.