Performance Work Statement

For the

Executive & Emerging Executive Development Programs

1.0. Background/Scope

1.1. The Department of the Navy (DON) has a mission-critical need to continue and expand senior executive leadership development and continual learning opportunities at the University-level. The DON is seeking a contractor to provide a holistic leadership development program concept and supporting capabilities. In recent years DON leadership following guidance issued by the Department of Defense (DoD), has emphasized the intentional and strategic development of its Senior Executive corps to meet the modernization and growth of capabilities while meeting the rigorous requirements of leading in a complex, global environment. The target audience includes approximately 330 Senior Executive Service (SES) and 90 Senior Leaders and Scientific and Professional members currently employed throughout DON, in an array of professions at geographically dispersed locations world-wide. The Senior Executive Service (SES) refers to a group of top-level managerial, supervisory, and policy-making positions in the DON, and represent 0.18% of all civilian employees.

Currently, DON’s Leadership Development is primarily focused on OPM’s competency model of Executive Core Qualifications (ECQs), updated in 2025, and emerging technologies using learning through: 1) formal and informal training; 2) job assignments; and 3) others, such as role models, mentors, and executive coaches. The competency model has provided structure and identified specific behaviors, which shall be included in both leadership development programs.

The SES customized leadership training has two primary components: classroom-based training, and subsequent action learning and application. At the center of the DON’s leadership development system is a validated SES competency model that comprises the success factors for members of the DON SES corps. The DON SES leadership system has been adopted by the upper echelons of DON leadership: The Under Secretary of the Navy (UNSECNAV); the Assistant Secretary of the Navy for Manpower and Reserve Affairs [ASN (M&RA)]; and the Deputy Assistant Secretary of the Navy for Civilian Personnel [DASN (CP)]. This contract shall provide for the continued creation of leadership development resources based upon the DON SES leadership system.

Additionally, DON continues to overhaul its leadership development training to expand it to a holistic program supporting the growth and development of executives at the multiple SES Tiers. Central to this are programs tailored specifically for DON with access to learning through University-level partnerships of formal and informal methods, including cohort learning, mentoring, executive coaching, competency assessments, and career development delivered via synchronous and asynchronous methods by a vendor with the organizational focus and knowledge to successfully implement this program and provide practical application incorporating Department of War (DOW) and DON specific and relevant content.

Emphasis shall include the crucial role executives play in formulation and implementation of

National Security Strategy (NSS)/National Defense Strategy (NDS) and oversight of execution.

Explore issues such as cooperative interactions with governmental agencies to streamline the federal government and increase productivity and advance American influence via peace through strength while protecting vital interests. Through analysis of the experience and interactive discussions about the critical choices made by key players along the way, gain valuable insights, training, and practice in making challenging leadership decisions about actual situations in real time. The Senior Executive curriculum will help to identify and analyze the challenges and opportunities facing the organization—and master both politically and technically; develop strategic plans of action using communication, negotiation and coalition-building skills; manage the tensions between long-term policy goals and immediate response to national and global pressures; create an organizational environment that is responsive to change to include accelerating data-driven decision-making leveraging and promoting Artificial Intelligence dominance; all while in alignment of Navy Core Values, principles and tradition.

1.2. Program Objectives and Components.

1.2.1. Objectives. The program’s objective is to design and deliver two customized and distinctive learning programs at a graduate and post-graduate levels for 1-DON SES Tiers 2/3 and 2-DON Tier 1 (referred to as emerging executive) leader populations. Each program must:

• Develop a cohesive executive team committed to serving the DOW and DON mission, agenda and transformation as a global powerhouse.

• Meet the strategic context and the organizational challenges and drivers for increasing individual executive and organizational performance in the DON.

• Enhance the executive’s ability to lead the organization in meeting the challenges of the DON’s increasingly complex and ever-changing missions.

• Institutionalize leadership practices, tools and skills.

• Increase accountability for organizational results and leadership collaboration.

• Increase self-awareness, team cohesion and collaboration through tools and practice.

1.2.2. ADDIE Model for Instructional Design. The Contractor shall leverage the ADDIE model, which has been adopted throughout the U.S. Armed Forces. The design, development and delivery processes are summarized below:

A – Analysis (understand the true nature of the need)

· Confirm underlying issue(s) (what are they and why do they exist?)

· Understand organizational culture and the target audience

· Clarify overarching goal(s) and desired business and performance outcomes

· Identify constraints

D – Define instructional strategies (clarify the optimal approaches to facilitate/accelerate learning)

· Identify optimal methods to foster learning o Instructional strategies o Experiential learning options

· Sequence of the optimal methods

D – Develop (ensure linkages and utilize delivery methods that enhance learning)

· Create instructional materials

· Test for relevance, clarity and connectedness

· Identify delivery strategies

I – Implement (pilot and amend, as needed, to meet client/learner needs)

· Test

· Revise (with participant feedback and in conjunction with the client and faculty)

E – Evaluate (confirm impact and results, validate learning by seeking evidence of changes in knowledge, skill, behavior, actions and/or attitudes)

1.2.3. Use of Technology. The Contractor shall incorporate flexible, technology-driven options that allow for virtual delivery of some program and workshop components to include, but not limited to, a user-friendly portal and a learning management system. The Contractor shall use webinars for pre- and post-program work, and faculty offer “virtual” office hours to assist teams as they work on assigned deliverables pre- and post-program. Webinars shall be available for on-demand for those unable to attend live events.

2.0. Program Management

2.1 The Contractor shall identify a Program Manager as a single point of contact for technical and administrative performance of all services required in the agreement. The Program Manager is responsible for conducting business, between the hours of 0800-1600 EST Monday through Friday; except Federal holidays or when the Government facility is closed due to local or national emergencies, administrative closings, or similar directed facility closings.

If needed, the Contractor may designate a Representative responsible for day-to-day operations of this contract.

2.2 Consulting

2.2.1. As needed, the Contractor shall provide ongoing course-related consultation in response to requests by the DON Executive Management Program Office (EMPO) Program Manager (or designees).

2.2.1.1. Consultation shall include providing analysis and comments on project-related content, including: project planning; presentation, discussion, or recommendation of research; discussion related to design or methods; debrief meetings while programs are in session; discussion of participants’ or others’ program evaluations; discussion of improvement recommendations, etc.

2.2.1.2. Qualifications: The Senior-Level Consultant shall be a content subject matter expert on executive leadership development, providing analytical support for training, development projects, and content review. Education shall be Master’s Degree or better with at least 15 years of related experience with federal agencies specifically working knowledge of the unique dynamics of DOW/DON and Senior Executive cadre. In addition, coaches shall be an International Coach Federation (ICF) Certified Coach, and/or another globally recognized coaching certification. Assessments must be administered and analyzed by those certified to interpret.

3.0. Tasks: DON Leadership Development

3.1. DON Executive Leadership Program (DELP) and Career Executive Leadership Program (CELP) in-residence Deliverables

3.1.1. The Contractor shall design and develop the DELP for the SES cadre with less than four (4) years experience as an executive to further enhance and strengthen executive leadership capability, consistent with the DON competencies emphasized at the Tier 1 level. This program is the basis for other elements of the DELP program. With each program delivery, instructors shall incorporate current atmospherics and policies with the aggregate executive assessment results in refining instruction, learning strategies, exercises and materials.

In addition, the Contractor shall design and develop the DON CELP for DON SES with more than five (5) years’ experience as an executive to further develop and strengthen executive leadership capability, consistent with the DON competencies emphasized at the more tenured level-Tier 2 and Tier 3. Both of these programs will be delivered simultaneously at the vendor in-residence location.

3.1.1.1. The Contractor’s high-level design for each of these five (5) day in-residence programs shall include but not be limited to target audience description; learning objectives; high-level learning strategies; daily agenda; and learning environment description.

See Attachment 1 for the Government’s Program Design Standards and Processes.

3.2. Following initial program design, the Contractor shall deliver DELP and CELP 5-day in-residence program events with an estimated twenty (20) attendees in each event in accordance with the Summary of Program Events (See Section 7.0). The Program shall include event planning, course materials, event speakers and logistics, and a program evaluation per Government standards and processes. Attendees shall be provided with all course materials in a usable format based on delivery method. See Attachment 2 for Ongoing Executive Leadership Program Standards and Processes.

3.2.1 Dates of preferred delivery are June with courses running concurrently to maximize strategic planning and mentoring among the programs.

3.3. Course components: Course desired effects will be accomplished through a variety of activities— each intended to produce course component/module learning objectives which support or enable the course desired effects.

3.3.1. The overall intent of these segments is to provide a context within which participants can assess what their organization must do, do differently, or what it can stop doing to align its efforts with the Navy’s strategic intent and guidance and can evaluate the impact on critical enterprise outcomes of changing or realigning their organization’s resources. Collegiate faculty should provide relevant vignettes and or case studies focused on DOW/DON to highlight and demonstrate relevance to the audiences’ role as a Navy executive.

3.3.2. Learning segments that focus on the skills needed to lead an Echelon II (or subordinate) organization, or a major staff organization, in the enterprise context as related to Artificial Intelligence.

3.3.3. At a minimum, segments on financial management, human capital/talent strategic management including performance management, informal/emergent/social networks, risk management, and partnering will be included.

3.3.4. Learning segments based on presentation and discussion of relevant examples:

private sector speakers or case studies, and/or Navy case studies and/or vignettes on integrating artificial intelligence technologies into various business operations to enhance efficiency, productivity, global geopolitical landscape impact, and decision-making. Identifying suitable AI applications, assessing data readiness, developing AI solutions, integration with existing systems, and monitoring performance. Organizational alignment with a strategic approach to implementation.

3.3.5. Daily facilitated discussion sessions that focus on relating concepts presented in class to participants’ organizations and operating environments in terms of how executive skills can be optimized in implementation. General pre-course readings and exercises, both mandatory of the Navy branding. All materials shall remain the exclusive property of the Department of the Navy.

3.3.6. A walk-through meeting and client approval are required to proceed upon completion of detailed design and participant material development.

3.3.7. Detailed design including: target audience description; learning objectives;

detailed learning strategies; estimated course length (not to exceed five days); daily agenda including faculty/presenter/speaker requirements – government and all others; learning environment description. The offeror shall offer a fully integrated, executive-level learning and lodging environment with classrooms, lodging, and fitness accommodations located no more than a half-mile from one another.

3.3.7.1. Lodging and travel rates will be determined by the Joint Travel Regulations (http://www.defensetravel.dod.mil/site/perdiemCalc.cf). The lodging facility shall have a maintenance staff available 24 hours a day and on-site security.

3.3.7.1.1. FEMA: The facility must be compliant with the requirements of the Hotel and Motel Fire Safety Act of 1990 (Public Law 101-391) (15 U.S.C. 2201 et. Seq.), and is listed on the U.S. Fire Administration Hotel and Motel National Master List found at http://www.usfa.fema.gov/hotel/search.cfm.

3.3.7.1.2. Lodging will be covered by the attendee’s parent command, it can be anticipated that up to 10% of participants will arrive the night before the specified commencement date of each course and to anticipate up to 10% of participants staying an additional night after the course due to official travel itineraries with unavoidable travel connections. Accommodation arrangements must be completed 30 days prior to the course start date. Participant names will be provided to the contractor not later than 14 days prior to the start date. The hotel’s cancellation policy for federal government employees shall be used to avoid penalties and provided in advance of bookings.

3.3.7.1.3. At a minimum, meals covered by the vendor include: welcome dinner, lunch and continuous break service for the duration of the course and concluding with a lunch on the final day and prior to departure.

3.3.7.1.4. Transportation and meals not covered are the responsibility of the attendee’s parent command.

3.3.7.2. Provide a means for participants to establish internet connections (for laptop or tablet computers), including hard wired connections and/or wireless connects for laptop computers and other similar devices during and after class in common shared areas by the course.

3.3.7.3. Classroom/learning environment, "break-out" spaces and lodging sufficient to accommodate up to 45 participants including observers. Actual maximum classroom size may be less depending on contractor's proposed methods to complete course objectives.

3.3.7.4. Provide adequate recreation/work-out facilities onsite or located within a half-mile (walking distance) from lodging.

3.3.7.5. Provide reasonable and customary refreshments while class is in session.

3.3.8. Design process must include needs analysis conducted with input from SES leaders to result in program components that are highly contextual and aligned with DOD and Chief of Naval Operations (CNO) strategic directives.

http://www.defensetravel.dod.mil/site/perdiemCalc.cf

3.3.8.1. Design should drive the improvement of individual and organizational capabilities by expanding perspectives, increasing confidence, and attaining higher levels of leadership knowledge.

3.3.8.2. Design must incorporate completion of an executive level individual and/or group activity that incorporates all course objectives.

3.3.8.2.1. Design should build community among Navy, Marine Corps senior executives through gaining vital knowledge, sharing perspectives with one another, and forging sustainable alliances. Further, the design should build consensus on the need to, and promote the capacity to, lead inclusively.

3.3.8.2.2. Design should deepen affinity with Navy and Marine Corps Ethos and Core Values; instill pride in SES contributions to the Department of the Navy and the nation; and inspire ownership to build organizational commitment to strategic behavior.

3.3.8.2.3. Design must consist of a unified, integrated set of challenging learner experiences relating to contemporary individual and organizational issues, using a full range of learning approaches such as: team exercises, simulation, peer-to-peer feedback, field exercises, coaching, business and DON case studies, experiential learning, and interactive lecture.

3.3.8.1.4. Design must incorporate completion of an executive level individual and/or group activity that incorporates all course objectives.

3.3.8.3. A formal evaluation mechanism for gathering information upon which to measure the effectiveness of the course, for both individual instructors and the course in general.

These evaluations must be sent directly to EMPO upon completion of the course, in electronic format.

3.3.9. Development of participant materials at a University Graduate or higher level, including: revised learning objectives (if changes); course length (if changes); participant welcome packet; daily agenda; participant and sponsor course materials; resource requirements;

staffing, including program/staff statistics and executive education rankings with respect to course design, teaching methods/materials, faculty, follow-up, food and accommodations, facilities, women participants, and faculty diversity) ; any changes to previously approved design specifications.

3.3.9.1. University to produce high quality, first generation “electronic” copies to all participant materials for program delivery. Program materials to include pre- work; course binder; table of contents; tabs; “Welcome” content including daily agenda, biographies of participants, sponsor, speakers and faculty; session content; daily evaluation form to include ratings and comments for each session. Distribution of all course content shall be formatted for iPad or similar electronic tablets.

3.3.9.2. Send welcome packet to program participants, including registration confirmation letter; course days and dates; class hours; course outline; logistics information including meeting and lodging locations; directions to meeting and lodging locations;

instructions for communicating dietary concerns while at training; instructions for notification of course cancellation or delay due to inclement weather or emergency; instructions for contacting participants while at training.

3.3.9.3. Federal government uniformed and civilian employees do not receive fees for teaching or speaking. Fees for other instructors or speakers are to be included in the cost of program delivery when submitting proposals.

3.3.9.4. Identify and secure an appropriate training site and arrange all related logistics, such as classrooms, meals, equipment, materials, etc. Site must be pre- approved by EMPO. These deliverables shall be identified as direct material costs for course delivery, thus resulting in a fixed price throughout the term of the contract. Any Other Direct Costs (ODCs), as defined in FAR, shall not exceed an additional 30% of fixed direct labor and material costs.

3.3.9.5. Conduct the program per the approved design and obtain an average score of 4.0/5.0 on program evaluation for each full program. Individual program segments must attain a score of 3.0 (met expectations) or better; remediation plan must be submitted and implemented for segments receiving a score of less than 3.0.

3.3.9.5.1. Over time, the University may recommend enhancements to program content or delivery. EMPO encourages such continuous improvement. All content or delivery changes must be approved by EMPO in advance, and prior to program delivery, an electronic version and first generation hard copy of all course materials must be updated and provided to the EMPO. Electronic documents are to be supplied in Microsoft Office 365 or Office 2021 format, or higher.

3.3.9.5.2. EMPO reserves and may exercise its right to direct changes in course content or delivery, or to disallow further delivery of the program by the University, if results are unsatisfactory.

3.3.9.5.3. Conduct course evaluation for every program delivered, per the approved evaluation method; submit summary evaluation and individual participant evaluations to EMPO within two weeks of program completion.

3.4. Leadership Workshops

3.4.1. The Contractor shall provide Graduate-level leadership offerings tailored to the

DON Executive Competency model and delivered at a Government facility or virtual. The target audience for these workshops is approximately thirty (30) members of the executive and emerging leader population. For each twelve-month performance period the Contractor shall deliver six- one-day leadership workshops in accordance with the Summary of Program Events (See Section 9.0). Each workshop shall be no less than three hours in length and no more than six.

The Contractor shall provide a listing of currently available “open enrollment” online offerings, which will be tailored to the DON Competency model and delivered in an online format via a virtual learning platform.

The target audience for these workshops would be DON executives or DON emerging leaders.

The Contractor’s offerings shall address a variety of leadership and management topics that focus on developing functional competencies to a broad section of leaders and many not be reused for option years. Workshops should be conducted on a regular and recuring basis to support emerging initiatives, global geopolitical shifts, and applying and enhancing theoretical information. Topics, objectives and subsequent changes require approval by EMPO.

3.4.2 The Meeting Host shall manage virtual meetings, including meeting policies, delivery configurations, and conference bridges. Manage voice, including calling policies, phone number inventory and assignment, and provide host capabilities to DON EMPO representative as needed.

4.0. Reports

4.1. The Contractor shall provide the DON Program Manager with monthly summary reports via electronic file on all leadership development activities against tasks identified within this PWS. The reports shall be submitted no later than ten (10) days following the end of the reporting month. The report template will be supplied by the DON Program Manager. The report content and appearance are subject to DON approval.

4.2. At a minimum this report shall contain the following:

• Each Task number

• Monthly Activity against each Task number (written description)

• Monthly Cost expended against each Task number

• Fees/Unit Cost for tangible product deliverables

• Remaining Hours/Cost for each Task number

5.0. Deliverables

5.1. All administrative-related deliverables will be submitted electronically to the Contracting Officer Representative (COR) and will follow Government standards to include, but not limited to format, structure, templates, and timelines unless otherwise requested by Government officials. In support of senior executive leader development and facilitation:

• The vendor shall identify provide the design and the preparatory activities for each session in advance.

• The vendor shall conduct prep sessions with the Government Program Manager prior to each executive level leadership development session to identify the intended audience, expected outcomes, and deliverables required.

6.0 Place of Performance

Work shall be performed at the Contractor’s site, except for planning and walk-through meetings, Program events, and Leadership Workshops. These may be held at DON facilities at the Washington Naval Yard or other locations in the Washington DC metro, as needed. Online offerings shall be offered in a virtual environment allowing for participants to attend using technology tools and available on-demand for a period of time no less than 30 days after delivery.

7.0 Duty Hours:

The contractor is responsible for conducting business, between the hours of 0800-1600 Monday through Friday; except Federal holidays or when the Government facility is closed due to local or national emergencies, administrative closings, or similar Government directed facility closings.

The primary course hours in support of senior executive leader development and facilitation, will be 0800 – 1600. Additional hours may be required for after-hour networking events during the DELP and CELP courses.

8.0 Material Rights

All programs and materials first produced at Government expense during the course of this contract are the property of the Government.

9.0 Summary of Program Events

Base Year

PWS

Ref. Level of Support Quantity Unit of Issue

3.1 Design of DELP 1 Each

3.1 Design of CELP 1 Each

3.2 Delivery of DELP Four Day Event 1 Each

3.2 Delivery of CELP Four Day Event 1 Each

3.3 One-Day Leadership Workshops 6 Courses

2.2 Consultation 40 Hours

Option Year 1

PWS

Ref. Level of Support Quantity Unit of Issue

3.1 Delivery of DELP Four Day Event 1 Each

3.2 Delivery of CELP Four Day Event 1 Each

3.3 One-Day Leadership Workshops 6 Courses

2.2 Consultation 20 Hours

Option Year 2

Ref. Level of Support Quantity Unit of Issue

3.1 Delivery of DELP Four Day Event 1 Each

3.2 Delivery of CELP Four Day Event 1 Each

Option Year 3

Ref. Level of Support Quantity Unit of Issue

3.1 Delivery of DELP Four Day Event 1 Each

3.2 Delivery of CELP Four Day Event 1 Each

Attachment 1

Program Design Standards and Processes

• The Contractor shall participate in a walk-through meeting and receive Government approval prior to proceeding further at each of the following stages: High-level design, detailed design, participant material development, and initial program delivery.

• Design process shall be based on needs analysis results – interviews conducted with top

DON leaders to define program components that are highly contextual and aligned with DoD and DON strategic imperatives and National Defense Strategy.

• Design shall drive the improvement of individual and organizational capabilities by expanding perspectives, increasing confidence, and attaining higher levels of leadership skills.

• Design shall build community among Navy and Marine Corps senior executives and officers through gaining vital knowledge, sharing perspectives with one another, and forging sustainable alliances.

• Design shall be delivered within 30 days of award and consist of a unified, integrated set of challenging learner experiences relating to contemporary individual and organizational issues, using a full range of learning approaches such as: team exercises, simulations, peer-to-peer feedback, coaching, case studies, experiential learning, and interactive lectures.

• Detailed design shall include but not be limited to revised learning objectives (if changes are requested by DON); detailed learning strategies, daily agenda including faculty/ presenter/speaker requirements (Government and all other); recommended learning environment(s), evaluation method, and any changes to previously approved design specifications.

• Development of participant materials shall include but not be limited to: Revised learning objectives (if changes are requested); course length (if changes), participant welcome packet, daily agenda; participant course materials, resource requirements, program staffing, including resumes for all non-government program staff, and any changes to previously approved design specifications.

• The Contractor shall produce high-quality, first-generation copies of all participant materials for program delivery in hard copy for participants and electronic copy for EMPO. Program materials shall include pre-work; course binder; table of contents;

“Welcome” content including daily agenda, biographies of participants, speakers and faculty; session content; daily evaluation forms to include ratings and comments for each session. (DON EMPO shall supply all DoD/DON speaker and participant biographies.)

• The Contractor shall deliver initial program and make revisions, where necessary, based on DON feedback and average participant evaluation score for each session.

• Upon completion of the initial program delivery, the Contractor shall provide an electronic version of all course-related documents to include high-level design, detailed design, and participant materials, as well as one first generation hard copy of all documents.

• Course evaluation items and scale will be developed jointly by Contractor and the DON.

A rating of 3.0 on the 0.0-5.0 scale will equate to “program met my expectations for course content and quality of delivery based upon program objectives.”

• Upon completion of the second program event (for DELP this would be in the first option year and for CELP this would be in the first option year), the DON will decide whether the Contractor shall continue to deliver the program. The DON reserves and may exercise its right to direct changes in course content or delivery, or to disallow further delivery of the program by the Contractor if results are unsatisfactory as of the completion of the second pilot program. By second delivery, an average participant evaluation score of 4.0 or higher, on a scale of 0.0-5.0 must be attained.

Attachment 2

Ongoing Executive Leadership Program Standards and Processes

• The Contractor shall send “Welcome” packets via email to program participants, including registration confirmation letter, course days and dates, class hours, course outline, logistics information including meeting and lodging locations, directions to meeting and lodging locations, instructions for communicating dietary concerns while at training, instructions for notification of course cancellation or delay due to inclement weather or emergency, instructions for contacting participants while at training. Some materials, including read-ahead materials, can be posted online on the EMPO portal.

• The Contractor shall identify and secure (non-government) faculty/instructors, ensuring a

3:1 ratio of academic/subject matter expert to Government employee, consistent with the DON’s “Leaders Developing Leaders” philosophy. Speakers must be approved by the DON. The DON will secure any Federal Government employees who are designated as instructors or speakers for each program; they do not receive fees for speaking.

• Fees for other instructors or speakers are to be included in the cost of program delivery when submitting proposals.

• The Contractor shall identify and secure an appropriate training site and arrange all related logistics, such as meals, equipment, materials, etc. Site must be pre-approved by the DON EMPO office.

• The Contractor shall conduct course evaluations for every program delivered, per the approved evaluation method; submit summary evaluation and individual participant evaluations to EMPO within five business days of program completion.

• The contractor shall obtain an average score of 4.0/5.0 on program evaluation for each program. Individual program segments must attain a score of 3.0 (met expectations) or better; remediation plan must be submitted within 30 calendar days of course completion and implemented at next delivery for segments receiving a score of less than 3.0.

• The Contractor may recommend enhancements to program content or delivery. All content or delivery changes shall be approved by the DON in advance, prior to program delivery. An electronic version and first-generation hard copy of all course materials shall be updated and provided to the DON.

• The DON reserves and may exercise its right to direct changes in course content or delivery, or to disallow further delivery of the program by the Contractor, if results are unsatisfactory.

Attachment 3

Workshop Standards and Processes

• In recommending appropriate workshops, the Contractor shall provide the detailed design to include, but not be limited to: Workshop learning objectives; targeted competencies addressed in the workshop; daily agenda including detailed learning strategies; daily agenda including faculty/ presenter/speaker requirements; recommended learning environment(s); evaluation method; and any changes to previously approved design specifications.

• The Contractor’s development of participant materials shall include but not be limited to:

Revised learning objectives (if changes); daily agenda; participant course materials;

resource requirements; including resumes for all non-Government program staff; and any changes to previously approved design specifications.

• Workshops may be delivered in a virtual setting as requested by the Government.

3.0. Tasks: DON Leadership Development