Attachment 01_PWS - Combat Style Leadership Development Training.pdf

Performance Work Statement (PWS)

1 Introduction The U. S. Army Corps of Engineers (USACE) Engineer Research and Development Center (ERDC) is the research organization for the USACE, and is made of seven laboratories; the Coastal and Hydraulics Lab (Vicksburg, MS), Cold Regions Research and Engineering Lab (Hanover, NH), Construction Engineering Research Lab (Champaign, IL), Environmental Lab (Vicksburg, MS), Geospatial Research Lab (Ft. Belvoir, VA), Geotechnical and Structures Lab (Vicksburg, MS), and the Information Technology Lab (ITL) (Vicksburg, MS). The ERDC is one of the most diverse engineering and scientific research organizations in the world.

The ERDC develops innovative products and services that help solve the nation’s toughest engineering and environmental challenges. ERDC research focuses on five major areas: Civil Works and Water Resources, Engineered Resilient Systems, Environmental Quality and Installations, Geospatial Research and Engineering, and Military Engineering.

1.1 Scope

The ERDC has a need for a highly interactive leadership program for assessment, development, and alignment with organizational and mission requirements. The leadership program will provide on-site and on-line training, stress team building and decision making in a dynamic ever changing environment. In addition to leadership assessment, development, and alignment, an internal training and development program is needed for ERDC to train new employees based on the principles and strategies used in the leadership program. The leadership program shall be based on strategies and ideals developed through military tactics, techniques, and procedures that can be transitioned to a civilian workforce. This “combat” leadership style is the key aspect of the program and shall be utilized and demonstrated throughout the program. All tasks in the PWS shall be accomplished with this leadership style applied. Information about ERDC can be found at http://www.erdc.usace.army.mil/.

2 General Requirements This section describes the general requirements the contractor needs to accomplish. The following sub-sections provide details of various considerations on this effort.

2.1 Non-Personal Services

The Government shall neither supervise contractor employees nor control the method by which the contractor performs the required tasks. Under no circumstances shall the Government assign tasks to, or prepare work schedules for, individual contractor employees. It shall be the responsibility of the contractor to manage its employees and to guard against any actions that are of the nature of personal services, or give the perception of personal services. If the contractor believes that any actions constitute, or are perceived to constitute personal services, it shall be the contractor's responsibility to notify the Procuring Contracting Officer (PCO) immediately.

2.2 Business Relations

The contractor shall successfully integrate and coordinate all activity needed to execute the requirement. The contractor shall manage the timeliness, completeness, and quality of problem identification. The contractor shall provide corrective action plans, proposal submittals, timely identification and remediation of issues, and effective management of subcontractors. The contractor shall seek to ensure customer satisfaction and professional and ethical behavior of all contractor personnel.

2.3 Contract Administration and Management

The following subsections specify requirements for contract, management, and personnel administration.

2.3.1 Contract Management

The contractor shall establish clear organizational lines of authority and responsibility to ensure effective management of the resources assigned to the requirement.

2.3.2 Contract Administration

The contractor shall establish processes and assign appropriate resources to effectively administer the requirement. The contractor shall respond to Government requests for contractual actions in a timely fashion. The contractor shall have a single point of contact between the Government and Contractor personnel assigned to support operations under this contract. The contractor shall assign work effort and maintain proper and accurate timekeeping records of personnel assigned to work on the requirement.

2.3.3 Personnel Administration

The Contractor(s) shall provide experienced and qualified personnel with all the skills necessary to perform the work identified.

All contractor personnel shall be able to read, write, speak, and understand English, shall possess good written and verbal communications skills, and shall have sufficient knowledge of proper English grammar, spelling, capitalization, and punctuation rules to identify errors and make corrections.

The contractor shall provide the following management and support as required. The contractor shall maintain the currency of their employees by providing initial and refresher training as required to meet the PWS requirements. The contractor shall make necessary travel arrangements for employees. The contractor shall provide necessary infrastructure for services performed at the contractor's site(s).

2.4 Subcontract Management

The contractor shall be responsible for any subcontract management necessary to integrate work performed on this requirement and shall be responsible and accountable for subcontractor performance on this requirement. The prime contractor will manage work distribution to ensure there are no Organizational Conflict of Interest (OCI) considerations. Contractors may add subcontractors to their team after notification to the Procuring Contracting Officer (PCO) or Contracting Officer Representative (COR). Cross teaming may or may not be permitted.

2.5 Contractor Personnel, Disciplines, and Specialties

The contractor shall accomplish the assigned work by employing and utilizing qualified personnel with appropriate combinations of education, training, and experience. The contractor shall match personnel skills to the work or task with a minimum of under/over employment of resources. The contractor shall ensure the personnel utilized will be the minimum necessary to accomplish the task. The Contractor shall provide the necessary resources and infrastructure to manage, perform, and administer the contract.

2.5.1 Contractor Employee Conduct

The contractors employees shall observe and comply with all applicable departmental and agency regulations, policies, and procedures (e.g., fire, safety, sanitation, environmental protection, security, etc.). The contractor shall ensure that all contractor employees represent a professional appearance at all times, and that their conduct does not reflect discredit on the United States Government. Additionally, notwithstanding any other provisions in the PWS, the contractor shall identify themselves as a contractor in meetings, telephone conversations, all written communications and work situations so that their actions cannot be construed as acts of a Government official. The contractor shall take no actions that bind the government to a final decision or results in the exercise of governmental discretion.

2.5.2 Removal of Contractor Employees for Misconduct or Security Reasons The Government may, at its sole discretion, direct the contractor to remove any contractor employee from Government facilities for misconduct or security reasons. Such removal does not relieve the contractor of the responsibility to provide sufficient qualified personnel for adequate and timely service. The Contracting Officer will provide the contractor with an immediate rationale for removal of contractor employee.

Conflict of Interest. The contractor shall not utilize their knowledge of access to information, sensitive or otherwise, for individual or company gain.

2.6 Location and Hours of Work

The performed under this contract will be at the contractor’s facility. Travel to the government’s facility is anticipated.

2.7 Travel

Travel to the government’s facility is anticipated.

2.8 Period of Performance

The period of performance is 24 months.

3 Performance Requirements The following section specifies the Performance Objectives and Performance Elements for the contract.

3.1 Organizational Baseline Assessment – assessment conducted for each ERDC laboratory and for the ERDC Executive Office/Installation Operations Command (EXO/IOC) (8 organizations within ERDC totaling approximately 1,665 personnel).

Objective is to determine the baseline leadership alignment within the organization and to identify specific areas to be worked on by the organization as described by the extreme ownership laws of combat and mindsets for victory. This would consist of a survey of 100% of the organization and the results and follow-on discussions would be conducted at the organization’s home location or virtual depending on COVID restrictions. This activity would not include field exercises. The objective at the end of this activity is to have identified two or three specific areas that can be addressed by the organization to develop leadership alignment across the organization and provide a foundation of ownership within the organization.

3.2 Four (4) ERDC Onsite workshops / All-Hands training. The objective of this training is to develop team members at every level into leaders and provide them with the concepts and skills to effectively lead formally and informally using the concepts of combat style ownership. One workshop would be conducted at each of the primary ERDC locations (Vicksburg, MS, Champaign, IL, Hanover, NH, and Ft Belvoir, VA. A total of 300 team members would be trained at each event. The workshop consists of interactive team building exercises and discussions that focus on the laws of combat and mindsets for victory. There would be no field portion for this activity. The objective at the end of this event would be to provide team members with foundational information to develop leadership skills and create an environment for innovation.

3.3 Senior leadership Strategic Sessions- The primary objective of this executive session is for senior leadership to review and discuss ERDC laboratory and the ERDC EXO/IOC appraisal results, discuss tactics, techniques and develop organizational strategies to address identified areas of improvement based on organizational appraisal. Additionally, one session will cover the various considerations pertaining to leadership in which leaders will explore the mechanisms of leading successful teams. Each session would be conducted virtually on the best suited virtual platform. The overall objective of these sessions would be to determine and implement best practice action plans to address organizational challenges.

3.4 Combat Style Leadership Virtual Short Course- The objective of this classroom-based course, is to acquire comprehensive knowledge and practical approaches to effectively apply combat style ownership and leadership principles through live problem solving, development and execution of a plan while efficiently leading up and down the chain of command. This training will take place virtually through the best suited virtual platform for learning. Each session will consist of 50 participants in which surveys of interest will be sent for voluntary participation to ERDC laboratories and ERDC EXO/IOC. This training is not contingent upon participating in any other combat style leadership training offered. This course will be eligible to receive professional development hours (PDH). The resulting effort of this training is to provide team members with fundamental capabilities to execute organizational missions and to provide a support network around key leaders.

3.5 Field Training Exercises (FTX)- The objective of this training is to provide intense interactive real-world scenarios and concepts in a high stress level environment where the importance of implementing combat style ownership concepts, laws of combat, and mindsets of victory is critical for team success. This training would be offered on 3 separate occasions throughout the fiscal year (FY) at best suited onsite or off-site host ERDC location. The FTX is a two-day training event; with the first day (held on a Monday) being a classroom structured event for 75 participants. The participants are then divided into teams of 25 for their second day of training, occurring sometime during the remainder of the week (i.e., 25 on Tuesday, 25 on Wednesday, and 25 on Thursday). This two-day training would take place over a 4-day consecutive timeframe. The second day of training would be outdoors with instructor- led activities. The ending effort of this training would be to promote the application of leadership principles at every level of the enterprise.

4 Special Requirements This section describes the special requirements for this effort. The following sub-sections provide details of various considerations on this effort.

4.1 Government Furnished Equipment and Materials

The Government shall provide facilities for the conduct of meetings and other forums. The Government shall provide access to all Government documents, people and facilities relative to the success and completion of deliverables specified in this PWS.

4.2 Environmental Requirements

Not Applicable.

4.3 Applicable Directives

Not Applicable.

4.4 Security

Access and General Protection/Security Policy and Procedures: All contractor and all associated sub-contractors employees shall comply with applicable installation, facility and area commander installation/facility access and local security policies and procedures (provided by government representative). The contractor shall also provide all information required for background checks to meet installation/facility access requirements to be accomplished by installation Provost Marshal Office, Director of Emergency Services or Security Office. Contractor workforce must comply with all personal identity verification requirements (FAR clause 52.204-9, Personal Identity Verification of Contractor Personnel) as directed by DOD, HQDA and/or local policy. In addition to the changes otherwise authorized by the changes clause of this contract, should the Force Protection Condition (FPCON) at any installation or facility change, the Government may require changes in contractor security matters or processes.

For contractors who do not require CAC, but require access to a DoD facility or installation: Contractor and all associated sub-contractors employees shall comply with adjudication standards and procedures using the National Crime Information Center Interstate Identification Index (NCIC-III) and Terrorist Screening Database (TSDB) (Army Directive 2014-05 / AR 190-13), applicable installation, facility and area commander installation/facility access and local security policies and procedures (provided by government representative, as NCIC and TSDB are available), or, at OCONUS locations, in accordance with status of forces agreements and other theater regulations.

4.5 Quality

This section describes the Quality Control components for this effort. The following sub-sections provide details of various considerations on this effort.

4.5.1 Quality Control

Not Applicable

4.5.2 Quality Assurance Surveillance Plan (QASP)

The Government shall monitor the Contractors performance under this contract in accordance with the Governments QASP.

The Government reserves the right to utilize other methods, as necessary, to assure the Contractor's compliance with the terms and conditions of this contract. The Government may inspect services provided by the Contractor both during and/or after performance is complete. If the Government identifies any performance deficiency, the Contractor will be advised of the deficiency as soon as possible. All such notifications will be confirmed in writing with the Contractor by the Government. Such notification will be made only to the Contractor or his/her designated onsite superintendent and not to any other agents, employees, or subcontractors. Upon receipt of such notification, the Contractor shall correct the deficiency within the time specified by the COR. However, in the event that the deficiency represents a hazard to health or safety or it serves to jeopardize operational continuity, then corrective action shall proceed immediately and continue uninterrupted until the correction is affected. In all cases, the correction of performance deficiencies shall not in any way adversely affect other contract performance.

Section 3 Tasks Deliverables Standards/AQLs Methods of

Surveillance Incentive/ Disincentive

Organizational Baseline Assessment

Administer baseline survey.

Submit collected data of baseline surveys to senior leadership.

Deliverables are timely, detailed, and Submitted IAW proposal.

Periodic Inspections

EXCEPTIONAL –

100% of the work orders are processed within standards.

VERY GOOD –

90-99% of the work orders are processed within standards.

SATISFACTORY –

80-89% of the work orders are processed within standards.

MARGINAL –

65-79% of the work orders are processed within standards.

UNSATISFACTORY

– Below 65% of the work orders are processed within standards or failed to complete any requirements

Four (4) ERDC Onsite workshops / All-Hands training

Conduct hybrid training course for 300 employees each session

Provide course related training materials for each training.

Deliverables are timely, detailed, and Submitted IAW proposal.

orders are processed within standards.

VERY GOOD –

90-99% of the work orders are processed within standards.

SATISFACTORY –

80-89% of the work orders are processed within standards.

MARGINAL –

65-79% of the work orders are processed within standards.

UNSATISFACTORY

– Below 65% of the work orders are processed within standards or failed to complete any requirements

Senior leadership Strategic Sessions

Analyze and brief interpretation of survey results on current work environment

Deliverables are timely, detailed, and Submitted IAW proposal.

orders are processed within

Deliver recommendation for prioritizations of resolution based on determined focus areas for workforce development.

standards.

VERY GOOD –

90-99% of the work orders are processed within standards.

SATISFACTORY –

80-89% of the work orders are processed within standards.

MARGINAL –

65-79% of the work orders are processed within standards.

UNSATISFACTORY

– Below 65% of the work orders are processed within standards or failed to complete any requirements

Combat Style Leadership Virtual Short Course

Provide combative leadership implementation tactics and techniques for 50 employees per training.

Deliverables are timely, detailed, and Submitted IAW proposal.

orders are processed within standards.

VERY GOOD –

90-99% of the work orders are processed within standards.

SATISFACTORY –

80-89% of the work orders are processed within standards.

MARGINAL –

65-79% of the work orders are processed within standards.

UNSATISFACTORY

– Below 65% of the work orders are processed within standards or failed to complete any requirements

Field Training Exercises (FTX)

Provide specialized tactical implementation of combat style leadership.

Deliverables are timely, detailed, and Submitted IAW proposal.

orders are processed within standards.

VERY GOOD –

90-99% of the work orders are processed within standards.

SATISFACTORY –

80-89% of the work orders are processed within standards.

MARGINAL –

65-79% of the work orders are processed within standards.

UNSATISFACTORY

– Below 65% of the work orders are processed within standards or failed to complete any requirements