B.01 - Combined Synopsis Solicitation W9127N23Q0020 - Regional Leadership Development Program.pdf

COMBINED SYNOPSIS/SOLICITATION

W9127N23Q0020

NORTHWEST DIVISION

LEADERSHIP DEVELOPMENT PROGRAM

U.S. ARMY CORPS OF ENGINEERS, PORTLAND DISTRICT

14 February 2023

This is a combined synopsis/solicitation for commercial supplies prepared in accordance with the format in Subpart

12.6, as supplemented with additional information included in this notice. This announcement constitutes the only solicitation: quotes are being requested and a written solicitation will not be issued.

Solicitation W9127N23Q0020 is for Regional Leadership Development Program Services at Northwest Division in

Portland, Oregon. The following solicitation is issued as a Request for Quote (RFQ), and the solicitation document and incorporated provisions and clauses are those in effect through Federal Acquisition Circular 2023-01 (effective 12/30/2022).

This solicitation is advertised as a Women-Owned Small Business (WOSB) set-aside under NAICS Code 611430 -

Professional and Management Development Training. All prospective offerors must be registered in the System for Award Management (SAM) at www.sam.gov to be eligible for award. Lack of active SAM registration will make an offeror ineligible for award. To be considered for this award all offerors must be certified as a Woman-

Owned Small Business per FAR 15.1503(b)

Quotes must be emailed to darrell.d.hutchens@usace.army.mil on or before 15 March 2023 at 2:00 PM

(Pacific). Hand delivered, faxed, or mailed quotes will not be accepted.

Please see the requirement documents on the following pages.

mailto:darrell.d.hutchens@usace.army.mil

Section SF 1449 - CONTINUATION SHEET

PERFORMANCE WORK STATEMENT

Northwest Division

Regional Leadership Development Program (RLDP) Performance Work Statement (PWS)

1. Work Statement

U.S Army Corps of Engineers (USACE) Northwestern Division (NWD) is pursuing a non-personal service contract for the Regional Leadership Development Program (RLDP). This contract requires professional services of an entity to provide transformational leadership development experiences and instruction as described herein. This entity will work collaboratively with NWD Program Manager (hereinafter referred to as “Program Manager”) and two NWD RLDP Facilitators (hereinafter referred to as “Facilitators”) to administer a regional leadership development program for a maximum of 12 Corps employees (hereinafter referred to as participants, or collectively as the cohort) annually.

The contractor shall provide support as specified herein for a base and three optional cohort/instruction years, as shown in the below schedule:

Base CLIN Description Period of Performance 0001 Instruction Development and Planning 1 May – 30 May 2023 0002 Cohort Instruction/Program Execution 1 June 2023 – 30 May 2024 0003 Cohort Evaluation and After-Action Review 1 June – 30 June 2024 Options Year 1 1001 Instruction Development and Planning 1 May – 30 May 2024 1002 Cohort Instruction/Program Execution 1 June 2024 – 30 May 2025 1003 Cohort Evaluation and After-Action Review 1 June – 30 June 2025 Year 2 2001 Instruction Development and Planning 1 May – 30 May 2025 2002 Cohort Instruction/Program Execution 1 June 2025 – 30 May 2026 2003 Cohort Evaluation and After-Action Review 1 June – 30 June 2026 Year 3 3001 Instruction Development and Planning 1 May – 30 May 2026 3002 Cohort Instruction/Program Execution 1 June 2026 – 30 May 2027 3003 Cohort Evaluation and After-Action Review 1 June – 30 June 2027

2. Program Overview

The purpose of the RLDP is to develop results-oriented, emotionally intelligent, resilient and agile leaders with broad perspectives to successfully lead people and manage change in complex environments. The RLDP is designed to expose participants to programs, processes, and people across NWD and USACE while providing a strong foundation in leadership theory. The program is designed for high-performing, mid-level leaders with the potential and motivation to progress into more senior leadership roles within their District, the Division, or the enterprise.

Additionally, the RLDP offers participants the opportunity to develop and expand their regional leadership perspectives.

Participants represent a variety of career fields and are generally at or near mid-career. The overall objective of this 12-month program is to train and develop a cadre of potential leaders to enable them to build and maintain trusted relationships and strategic alliances, to understand employee motivation and stakeholder values and challenges, and enable them to successfully create or support conditions in which innovative, high-performing teams can thrive. Participants will learn about and practice effective leadership behaviors, acquire new skills and awareness, and learn how to apply lessons learned to their careers and personal lives in a personalized individual leadership development plan.

2.1. Definition and Acronyms

RLDP (Regional Leadership Development Program): A leadership development program administered at the regional level by the Northwestern Division. This program fulfills the level 3 program requirements outlined in Engineer Regulation 690-1-1214 (USACE Leadership Development Program).

USACE (U.S. Army Corps of Engineers): This Federal agency is responsible for a wide range of civil and military engineering missions. The Corps of Engineers delivers vital public and military engineering services; partners in peace and war to strengthen our Nation’s security, energizes the economy, and reduces risks from disasters. USACE is headquartered in Washington, D.C. and is a Direct Reporting Unit to the Department of the Army.

NWD (Northwestern Division): Northwestern Division is one of nine USACE divisions. Its territory is nearly 2,000 miles wide, enveloping 14 states, 65 Congressional districts and 107 sovereign tribal nations. Two of the country’s longest rivers – the Missouri and Columbia – drain nearly one million square miles within NWD’s boundaries, which stretch from Seattle, WA., to St. Louis, MO. NWD’s civil works, military, and environmental programs surpass $3 billion annually. The division has five districts located Portland, OR; Seattle, WA; Walla Walla, WA;

Kansas City, MO; and Omaha, NE. The NWD headquarters is in Portland, OR. NWD is a Major Subordinate Command (MSC) that reports directly to the USACE HQ.

Commander: As an Army organization, USACE is structured with an active duty Army officer with command authority at each echelon. The Commander of the Northwestern Division is also referred to as the “Division Engineer,” with specific authorities granted by U.S. Codes and Statutes. Similarly, at the district level, commanders are referred to as the “District Engineer.”

Contractor/Program Facilitator: The Contractor, or their designee/s, serves as the Program Facilitator administering all aspects of the leadership development training portion of the RLDP.

The Program Facilitator is responsible for program design, planning, development, and administration; coaching, counseling, and advising Participants; facilitating/instructing RLDP activities; maintaining liaison with the RLDP Program Manager and the RLDP NWD facilitators; evaluating the effectiveness of RLDP activities, and other duties described in this Scope of Work.

Mentors: Each RLDP Participant selects a mentor who is a USACE HQ/Division/District leader outside of their supervisory chain. The primary objective of the mentoring program is to assist the RLDP Participants in broadening their knowledge of USACE culture and gaining leadership insights and advice from a respected leader. Mentors are also available to listen and to provide advice, assistance, moral support, and consultation to RLDP Participants.

Champion: The Director of Regional Business will serve as the NWD Regional Champion in accordance with responsibilities outlined in Engineer Regulation 690-1-1214 (USACE Leadership Development Program). The RLDP Champion maintains a passion for leadership development and is responsible for ensuring the NWD RLDP is properly executed throughout the region. The Champion periodically reviews RLDP goals, objectives, and guidelines, and reviews feedback provided through After Action Reports (AARs) and other sources to make necessary program changes and improvements.

Program Manager: A Northwestern Division employee who manages the overall execution of the RLDP and serves as a liaison between the Contractor/Program Facilitator, NWD facilitators, and the RLDP Champion. The Program Manager manages all aspects of the program including administrative and logistic considerations. The RLDP Program Manager provides input and assistance to the Contractor/Program Facilitator, RLDP Participants, mentors and supervisors of RLDP Participants, and RLDP Champion. The Program Manager reports to the Chief of the Business Management Division.

Facilitators: NWD will provide two senior-level (GS-15) facilitators to participate in RLDP sessions to aid the contractor’s RLDP execution by providing inputs and feedback to ensure that all participants have and consider USACE context throughout the program, particularly during discussions and exercises.

Participants: Corps of Engineers employees who have been identified as having high potential for promotion to leadership/management positions. Each participant has been competitively selected for the RLDP by a diverse selection panel. RLDP Participants represent a variety of career fields, experience levels, and backgrounds.

ILDP (Individual Leadership Development Plan): The ILDP is intended to be a tool that will enable Participants to improve leadership skills throughout their careers. The purpose of an ILDP is to enable Participants to introspectively identify opportunities for behavioral shifts and personal development activities to improve their leadership outcomes. Participants’ leadership strengths and opportunities will be identified by participants through the use of assessment feedback, self-reflection, discovery, and dialogue. The ILDP should identify areas of improvement; define specific actions for improvement; and identify desired outcomes.

2.2. Program Development

NWD is one of nine USACE divisions, comprised of five districts located in Portland, OR;

Seattle, WA; Walla Walla, WA; Kansas City, MO; and Omaha, NE. Under this PWS, the contractor shall provide professional services as a consultant and facilitator to develop and administer a one-year, part-time transformational regional leadership development program for its students. USACE NWD and District offices will provide classroom space with Audio/Video capability for all sessions. Some sessions may be conducted virtually (e.g., during the inter-session period or if required due to environmental conditions or emergency situations).

2.2.1. The Contractor Shall Furnish

The contractor will be responsible for providing all labor, program/session design, materials, handouts, paper, plans, diagnostic tools, books, their own IT and any other audio/visual equipment (e.g., facilitator laptop, monitor, speakers/headset/microphone), shipping/mailing costs, and all classroom materials and training aids necessary to successfully conduct and deliver the RLDP. Materials (including handouts and binders) required to conduct each facilitated session will also be provided by the contractor.

2.3. Mandatory Program Elements

2.3.1. Initial Consultation Meeting

The Contractor/Program Facilitator will team with Corps of Engineers Champion, Program Manager, Facilitators, and other senior leaders to develop and implement a comprehensive leadership program. The Contractor/Program Facilitator shall meet with Corps staff for a maximum of eight (8) hours to present and assess the Program. The meeting/s shall be held virtually, at least four weeks prior to the Program Kickoff session. At this meeting, the Contractor shall provide their plan to ensure requirements for graduation are completed satisfactorily. Materials presented will include curricula/syllabi for contractor-facilitated sessions, course objectives, dates, and locations identified in the conceptual plan (Appendix A).

The plan shall also address students ILDPs, plans to administer and coach individuals on their 360-degree, and other individual assessments. In addition, the plan shall ensure regular communication with the Program Manager, Facilitators, and RLDP Champion, and all other deliverables outlined in the PWS. Final submission of all items to be provided 5 business days after the conclusion of the consultation meeting to the Program Manager. The Program Manager has final approval on these items.

2.3.1.1. Recommendations on Leadership Books/Other Resources

At the Initial Consultation Meeting, the Contractor/Program Facilitator shall provide recommendations regarding use of reading materials for foundational leadership learning for on-site or inter-session meetings. The Contractor/Program Facilitator shall describe where and how these reading materials will be inserted into the program syllabus, what learning objectives the readings support, and what sort of group discussions or activities will accompany the readings. The Contractor/Program Facilitator shall also provide lists of other resources proposed for RLDP Participants throughout the year for inclusion in various NWD resource lists or learning communities.

2.3.1.2. Participant Performance Tracking and Monitoring on Web Board At the Initial Consultation Meeting, the Contractor/Program Facilitator shall describe their suggested method(s) for tracking individual participant performance with regards to RLDP deliverables/graduation requirements (compliance/completion of assignments such as reflective essays and book reports, participation and volunteering in class efforts/discussion, etc.). The tracking system will be delivered monthly to the Program Manager from the contractor who collects deliverables from participants. Describe what electronic tool, such as Black Board, SharePoint, will be utilized to track and share information.

2.3.1.3. Delivery of Course Schedule

There will be eight (8) in-person RLDP Sessions within the annual program, as tentatively outlined in the Conceptual Plan, Appendix A. Additionally, periodic virtual touchpoints should be scheduled during the inter-session period to facilitate participant connectivity, reinforce learning, encourage experimentation, and maintain momentum. The program is a year long and the Contractor/Program Facilitator is responsible for creating a rigorous leadership development program that challenges the cohort. Each District will host a session and Northwestern Division (Portland, Oregon) will host the introduction and graduation sessions. The Contractor/Program Facilitator may use the notional course design and schedule as shown on the Conceptual Plan but ultimately is responsible for designing and delivering leadership development courses that met the objectives of this PWS. It is recommended that travel during the holidays be avoided (end of November through first of January) and that at least a three week gap between travel be built into the Contractors course schedule. The contractor will not attend the session in Washington D.C.

with dates to be determined.

2.3.2. Program Kickoff

In June, the Contractor, Champion, Program Manager, and Facilitators will present a virtual program kick-off/orientation session. An outline of the meeting is as follows:

Program Manager – The Program Manager will introduce leadership and provide explanations of roles and responsibilities of the Contractor, Program Manager, and RLDP Facilitators.

Facilitators - The Facilitators will provide an overview of the program and overarching goals for Participants. The Capstone Project(s) will also be discussed.

Champion - The Champion, or their designated responsible government employee, will provide an overview of the NWD philosophy for the program.

Contractor – The Contractor will at a minimum, provide the following.

An administrative overview of the program and graduation requirements Calendar of classes and time commitment Assessments and mentoring overview Question and answer session (both Contractor, Program Manager, and

Facilitators)

2.3.3. Classes

Class Schedule - RLDP Sessions will be held approximately every 4-5 weeks as outlined in the Conceptual Plan Appendix A. In the event that the Contractor/Program Facilitator is unavailable, at least one backup person of equal qualifications shall be designated and ready to act in their place.

Virtual Classes. Since this is a Regional Program, some of the classes may be conducted virtually (e.g., the inter-session touchpoint meetings, or if health or emergency conditions require virtual participation). Details of virtual sessions shall be coordinated with and approved by the Program Manager.

Instruction Topics. The Contractor/Program Facilitator shall provide a dynamic, interactive class environment and shall cover each topic or equivalent contemporary leadership and management concept (found in the Conceptual Plan Appendix A). Innovation in developing the RLDP curriculum is highly encouraged, and the Contractor is encouraged to provide alternative applicable leadership topics. The Contractor will work with Program Manager and Facilitators, as appropriate, to discuss Contractor-proposed topics. Instruction should avoid duplication of material and should provide a logical progression of material that builds upon knowledge gained from one topic to the next. The material for each topic shall be presented with a balance between lecture, group discussion, and small group or individual activities. Topics may be combined as needed or warranted by the curriculum design.

RLDP activities shall be designed in a manner that provides sufficient time for group process development for varying personality styles, to gather and synthesize information and experiences, and for practice in using new behaviors and/or techniques. Actual topics can be adjusted, based on the needs of the Participants, and on current trends related to management.

Length of formal classroom modules will vary depending on subject coverage, time required for mastery, beneficial mix of developmental methodologies, and scheduling preferences of the Participants and the Program Facilitator.

Capstone Project(s). NWD will select one or two projects that will be a focus area for the cohort. The project is designed to capitalize on the talent of the cohort while exposing them to facets of the NWD mission that may not otherwise be in their purview. The project (s) will be discussed at the kick-off meeting. The Contractor is responsible for linking session leadership objectives to the Capstone Project(s) in order to give participants an opportunity to master and demonstrate leadership skills and behaviors emphasized during the RLDP.

Participant Evaluations. For each RLDP class session and class activity, the Contractor/Program Facilitator shall obtain written feedback/evaluations from Participants, to include relevance and appropriateness of lecture and materials used to the intended topic(s), subject matter mastery, speakers’ mastery of materials (if other than the Program Facilitator), and the extent to which the class session contributed to graduation requirements. These written evaluations shall be provided to the Program Manager on a monthly basis.

2.3.4. Regular Communication

The Contractor/Program Facilitator is expected to communicate regularly with the Program Manager to provide a status report on RLDP activities and to address concerns, resolve problems, or obtain guidance. This communication can also be accomplished virtually. A maximum of ten (10) hours of formal communication per contract period is estimated.

2.3.5. Provide Individual Assessments

Several individual assessments have been identified to provide insights regarding participants’ leadership behaviors, strengths, and opportunities. Examples of assessment tools include but are not limited to 360-degree assessment, TalentSmart’s Emotional Intelligence 2.0 assessment, Conflict Dynamics Profile, Influence Style Indicator, Coaching Behaviors Inventory, the Employee Value Equation, and/or a trust assessment. The contractor shall administer a minimum of two assessments, including one 360-degree assessment, to aid participants in identifying professional development goals and opportunities. At the first session, the Contractor/Program Facilitator shall provide an introduction and overview of selected assessments that will be used to frame individual leadership development plans. The Contractor/Program Facilitator shall ensure that all Participants complete assessment administration requirements and shall provide one-on-one coaching on and interpretation of the 360-degree assessment to each Participant prior to the third RLDP session.

2.3.6. Individual Leadership Development Plans (ILDP)

The Contractor/Program Facilitator in conjunction with Program Manager shall facilitate each Participant’s preparation of Individual Leadership Development Plans (ILDPs), with the assistance and advice of their Mentors. The Participants’ leadership strengths and weaknesses will be determined through use of assessments and activities occurring during the course of instruction. The Contractor/Program Facilitator shall ensure the ILDPs identify areas for improvement, define specific actions for improvement, and identify desired results. The Contractor’s identified ICF credentialed team member shall meet with each Participant two (2) times during the year for one (1) hour each session to review, discuss, and refine ILDPs. These sessions can be via telephone, virtual platform, or during a scheduled session. These sessions shall be used to aid the Participants in developing actionable goals, identifying actions, monitoring progress, and defining success. It is likely that the Participants will be discussing similar topics (goals, progress, etc.,) with their Mentors, so communication between the Program Facilitator and the Mentors is advantageous during the RLDP.

2.3.7. Graduation Ceremony

The Contractor/Program Facilitator may attend the graduation ceremony if it coincides with an in-person instructional session. If the last instruction occurs prior to graduation, there will be no additional travel for the Contractor to attend. The graduation ceremony is held to recognize the achievements of the Participants and to celebrate the success of the year's activities.

2.3.8. LDP Interim and Final Written Evaluations

The Contractor/Program Facilitator shall provide the Program Manager and Facilitators with written reports evaluating the effectiveness of RLDP components and activities and providing recommendations for changes and improvements. At a minimum, an interim and a final written evaluation of the program are required. The interim evaluation shall be provided five months after initiation of the Program, and the final evaluation shall be provided within 30 days after graduation. The final evaluation will include results from an After Action Review (AAR), to evaluate the effectiveness of the RLDP program and activities. The AAR is a professional discussion of an event focused on performance standards, which allows participants to discover for themselves what happened, why it happened, and how to sustain strengths and improve on weaknesses. The Contractor/Program Facilitator is encouraged to be innovative in developing an effective evaluation system for the RLDP that provides concrete information regarding Program strengths and weaknesses and specific recommended improvements. The written evaluations should include the outcomes of using assessments and resulting ILDPs to show how RLDP Participants improved their leadership skills and behaviors. All aspects of the RLDP shall be covered in the evaluations, including effectiveness of books, online classes, speakers, class topics, diagnostic testing, counseling sessions, mentoring, etc.

2.3.9. After Action Review (AAR)

Each year following the conclusion of the final session, the Contractor / Program Facilitator, Program Manager and the Facilitators will discuss the current year and improvements to be made to future programs and capture this in a report. The contractor shall plan for two meetings each year preceding the report. The meetings will not exceed 90 minutes in length and will be conducted virtually (no travel required). The first will be to capture successes and concerns with the current program. The second will be where the contract will provide proposals on what the next program year should look like to overcome concerns and maintain successes. The second meeting shall occur within seven (7) days of the first meeting. The contractor shall provide a written AAR final report that captures both meetings, the RLDP Program year, the years successes, challenges, how to overcome the challenges, and a description of how these improvements will be implemented within 10 business days of the second meeting.

2.4. Guiding Principles for Program Implementation

Flexibility: The Contractor/Program Facilitator must be able to address the individual Participants’ specific needs. They must be able to capitalize on opportunities and additional learning experiences as these opportunities arise even if not originally anticipated and incorporate them into program activity design and delivery.

Continuity: Maintain continuity from one learning activity to another. The Contractor/ Program Facilitator will personally participate in all key RLDP activities and bring together individual lessons learned into a cohesive whole.

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

• Internal Development (internal to the person) - to provide a heightened awareness of one’s strengths and weaknesses as they pertain to leadership professional development

• Interpersonal Development (among classmates and project teammates) - to develop and refine skills necessary to be an effective team member and leader, such as leadership philosophy, team building and dynamics, interpersonal communication, time management, priority identification and management, collaboration, change leadership;

valuing diversity, decision making and execution, ethics, and other related topics described in the notional design provided.

• Organization Development (within the Northwestern Division) - to provide Participants with greater insight into the vision, values, missions, and culture of the Corps of Engineers and the necessity and utility of these cultural artifacts, as well as the leader’s role in establishing, communicating, and leveraging each to establish conditions for healthy, high-performing teams.

3. Contract General Requirements This section describes the general requirements for this contract. The following sub-sections provide details of various considerations for this effort.

3.1. 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 of a personal services nature, or that 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 Contracting Officer immediately.

3.2. Contract Administration and Management

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

3.3. Contract Management

The contractor shall establish clear organizational lines of authority and responsibility to ensure effective management of the resources assigned to the requirements specified in each task order.

The contractor must maintain continuity between the support operations and the contractor's corporate offices.

3.4. Contract Administration

The contractor shall establish processes and assign appropriate resources to effectively administer the requirements. The contractor shall respond to Government requests for contractual actions within two business days unless otherwise agreed upon by both parties. The contractor shall have a single point of contact between the Government and Contractor personnel assigned to support. The contractor shall be available within two hours during normal duty hours (0800 – 1700 PDT) to meet (virtually) with Government personnel designated by the Contracting Officer to discuss problem areas. After normal duty hours, the contractor shall be available by the next business morning. The contractor shall assign work effort and maintain proper and accurate time keeping records of personnel assigned to work on the requirements.

3.5. Personnel Administration

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 administrative support to employees in a timely fashion (time keeping, leave processing, pay, emergency needs). The contract shall also provide necessary infrastructure to support contract tasks.

3.6. 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.

3.7. Contractor Capability and Expertise

The Program Facilitator is of paramount importance to the success of the program. The Program Manager has final approval of the Program Facilitator and their backup. The Program Facilitator’s qualifications are, at a minimum, as follows:

a) Possesses at least a bachelor’s degree and background/training as an instructor, facilitator, and/or executive coach.

b) Have a minimum of three years of experience working closely with federal leaders, and serving as coach, consultant, and/or counselor to federal employees in order to assist them in defining and meeting established leadership development goals.

c) Experience and credentials for managing one or more long-term training programs for mid-career adults. The individual must have experience in developing, designing, and delivering a senior-level training program for leaders within federal organizations with the following elements:

design and implementation of evaluation procedures design and implementation of instructional systems and materials planning and implementing comprehensive educational leadership assessments writing competency-based curricula teaching theories, and adapting them to real-life situations program implementation & assessment oral presentation skills

d) Additionally, any coaches supporting the RLDP must possess an International Coach Federation (ICF) credential or have graduated from an ICF-accredited coaching program.

Demonstrated experience and success in the following:

a) Mentoring leaders

b) Analyzing leadership styles

c) Relating and communicating with all levels of supervisors/managers in the organization

d) Defining and resolving the needs and deficiencies of individual participants

e) Coaching and counseling in regard to selected 360o and other assessments

f) Assisting students with reflecting and learning from their own experiences and applying management theory to their work

3.8. Locations of Work

Accomplishment of the results contained in this PWS requires work at the following Government facilities. Classroom/instructional space will be provided by the Government. The Contractor is not responsible for arranging travel for Government employees. See the Conceptual Plan Appendix A for dates/durations at each location:

Northwestern Division Headquarters, Portland, OR Portland District, Portland, OR Seattle District, Seattle, WA Walla Walla District, Walla Walla, WA Kansas City District, Kansas City, MO Omaha District, Omaha, NE Virtual platform TBD

The Contractor/Program Facilitator should be prepared to conduct work in a virtual environment in the event of emergencies to include pandemic, hurricane, or other disaster.

3.9. Travel

The Contractor is responsible for all travel-related expenses for himself/herself/themselves and their team with regards to this PWS. It is the responsibility of the Contractor to ensure qualified team members are present at all required meetings and classes defined in this PWS. The Government will not reimburse the Contractor for any cancelled airline flights due to inclement weather or any other reason.

3.10. Supplies

The contractor will be responsible for any nominal or personal supplies. The Contractor is also responsible for all Participant supplies required to effectively engage and complete sessions.

This includes course materials, handouts, participant self-assessments, participant activities such as team building exercises, and frames and graduation certificates. If Contractor is not attending the graduation ceremony, frames and certificates need to be sent to Program Manager at least 10 business days prior to ceremony.

4. Performance Requirement Summary To ensure that the Government receives the services for which it contracted, the Government will only pay for services received. The Performance Requirements Summary (PRS) determines if the Contractor meets the performance standards of the contract, as well as provides guidelines for how and when surveillance will be performed. It ensures timeliness, effectiveness and that the Contractor is delivering the results specified in the contract.

Government contract quality assurance will be performed per the PRS surveillance schedule.

Performance Requirements Summary Table. These are the criteria against which the performance will be evaluated. Work shall be considered not to have been performed when any one of the following conditions exists in accordance with the Quality Assurance Surveillance Plan (QASP).

Performance Objective

Perfomance Standard Performance Threshold

Method of Surveillance

Initial Consultation Meeting

The completeness and thoroughness of the documents submitted and participation in PWS paragraph 2.3.1, and their relation to deliver a transformative leadership development program to meet graduation requirements.

No deviation from standard unless coordinated with the Program Manager and approved by the Contracting Officer.

The Program Managers review of the outline, coursework, and schedule to ensure all items are covered and that it clearly identifies all items in chronological order.

Program Kickoff The program kickoff is conducted timely and included the minimum requirements described in PWS paragraph 2.3.2.

No deviation from standard unless coordinated with the Program Manager and approved by the Contracting Officer.

The Program Managers assessment of Kickoff meeting related to Contractor engagement and presentation of RLDP to Participants.

Classes The completeness and appropriateness of the Contractor/Program Facilitator meeting intended instruction goals as per PWS and paragraph 2.3.3 will be subjectively evaluated using the Participant evaluations and direct observation(s) by the Program Manager and/or Facilitators.

Receive no more than three unsatisfactory comments, or ratings from Participant evaluations (reference PWS paragraph 2.3.3).

The Program Manager comments/feedback and 100% review of student comments on Participate Evaluations.

Communication The timeliness and effectives of Contractor communication as per paragraph 2.3.4 will be subjectively evaluated

No deviation from standard unless coordinated with the Program Manager and approved by the Contracting Officer.

The Program Managers assessment of communication related to Contractor content and delivery.

Individual Assessments

The timeliness with which the Participants complete their Assessments, SDIs and the quality of the Contractor/Program Facilitator’s personal reviews of the SDIs with Participants as per paragraph 2.3.5

No deviation from standard unless coordinated with the Program Manager and approved by the Contracting Officer.

The Program Manager comments/feedback and 100% review of student comments on Participate Evaluations.

Individual Leadership Development Plans

(ILDP)

The timeliness with which the Participants complete their ILDPs and the quality of the Contractor/Program Facilitator’s individual ILDP counseling sessions with Participants as per paragraph 2.3.6

Receive no more than three unsatisfactory comments or ratings from Participant evaluations (reference PWS paragraph 2.3.3)

The Program Manager comments/feedback and 100% review of student comments on Participate Evaluations.

Performance Objective

Perfomance Standard Performance Threshold

Method of Surveillance

Interim and Final Written Evaluations

The timeliness of submittal, and the completeness and thoroughness of the interim and final evaluation reports as per paragraph 2.3.7

No deviation from standard unless coordinated with the Program Manager and approved by the Contracting Officer.

The Program Managers assessment of products.

After Action Review The timeliness, thoroughness, and accuracy of this effort and the associated report as per paragraph 2.3.8

No deviation from standard unless coordinated with the Program Manager and approved by the Contracting Officer.

The Program Managers assessment of communication related to Contractor content and delivery of final product.

Surveillance. 100% inspections by the Program Manager will serve as the surveillance methods. If the Program Managers discovers deficiencies and/or receives complaints, the Program Manager will alert them to the Contractor for correction.

Quality Control. The Contractor, not the government, is responsible for quality control actions necessary to meet the quality standards set forth by the contract. The contractor shall develop and submit a Quality Control Plan (QCP) for Government approval within ten (10) calendar days after award. Once accepted, the QCP will be incorporated into the QASP. The QASP is not a contractual instrument and may be changed at the COR’s discretion. The contractor shall use the QASP to guide and document the implementation of the required management and quality control actions to achieve the specified results. The Government reserves the right under the Contract Terms and Conditions--Commercial Items (FAR 52.212-

4) to inspect and test the services called for by the Task Order, to the extent practicable at all times and places during the term of the Task Order. The Government will reject non-conforming services.

Unacceptable Performance. When performance is determined unacceptable, as defined in the Performance Requirements Summary, the Program Manager will inform the Contractor that performance is unacceptable and provide written documentation by use of the Form DD 2772, Contract Discrepancy Report. By initialing and dating the form, the contractor is only acknowledging notification of unacceptable performance. Disputes in surveillance should be referred to the Contracting Officer.

The Program Manager will notify the Contracting Officer of unacceptable performance. If any of the services do not conform to contract requirements, the Government may require the contractor to perform the services again in conformity with contract requirements, at no increase in contract amount. When the defect(s) in services cannot be corrected by re-performance, the Government may:

1. Require the Contractor to take necessary action to ensure future performance conforms to contract requirements.

2. Reduce the contract price to reflect the reduced value of the services performed.

3. If the Contractor fails to promptly re-perform the services, or to take the necessary action to ensure future performance in conformity with contract requirements, the Government may:

4. By contract or otherwise, perform the services and charge to the Contractor any cost incurred by the Government that is directly related to the performance of such service;

i) Issue Cure Notice

ii) Terminate the contract for Government convenience; and / or

iii) Terminate the contract for Cause.

Correction of Non-Performance of Work. Contractor shall employ an adequate quantity of personnel to ensure that any services found to be not in compliance and therefore not acceptable, shall be made acceptable by the performance or re-performance of the work, where such re-performance is possible, during the first business day after non-compliance has been observed by or reported to and verified by the COR.

5. General

5.1. Security

AT Level I Training. All contractor employees, to include subcontractor employees, requiring access to Army installations, facilities, controlled access areas, or require network access, shall complete AT Level I awareness training within 30 calendar days after contract start date or effective date of incorporation of this requirement into the contract, whichever is applicable.

Upon request, the contractor shall submit certificates of completion for each affected contractor employee and subcontractor employee, to the COR or to the contracting officer (if a COR is not assigned), within 5 calendar days after completion of training by all employees and subcontractor personnel. AT Level I awareness training is available at the following website:

http://jko.jten.mil/courses/atl1/launch.html; or it can be provided by the RA ATO in presentation form which will be documented via memorandum.

Access and General Protection/Security Policy and Procedures. All Contractor and all associated sub-contractor employees shall comply with applicable installation, facility, and area commander installation/facility access and local security policies and procedures (to be provided by a 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 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.

Pre-screen candidates using E-Verify Program. The Contractor must pre-screen Candidates using the E-verify Program (http://www.uscis.gov/e-verify) website to meet the established employment eligibility requirements. The Contractor must ensure that the Candidate has two valid forms of Government issued identification prior to enrollment to ensure the correct information is entered into the E-verify system. An initial list of verified/eligible Candidates must be provided to the COR no later than three (3) business days after contract award.

5.2. CMRA

Contractor manpower reporting is required for this contract.

5.3. Contract Changes

Changes in scope, time, or deliverables can only be authorized by the Contracting Officer. The contractor shall notify the Contracting Officer immediately if they have received direction to perform work outside the scope of the contract. Changes in scope will be negotiated and a written modification issued, before proceeding with the work.

5.4. Points of Contact

Contracting Officer: Mitch Johnson, (503) 808-4600, mitchell.j.johnson@usace.army.mil Contracting Officer Representative: Margie Zaro Aguilar, (509) 386-3386, margaret.a.zaroaguilar@usace.army.mil Contract Specialist: Darrell Hutchens, darrell.d.hutchens@usace.army.mil NWD Program Manager: Margie Zaro Aguilar, (509) 386-3386, margaret.a.zaroaguilar@usace.army.mil NWP LDP Facilitator: TBD in Spring of each calendar year for following cohort NWP LDP Facilitator: TBD in Spring of each calendar year for following cohort

Invoice Submittals. Invoice(s) shall be prepared in accordance with FAR clause 52.212-4(g) and submitted electronically via email to:

Submit an Electronic PDF Invoice to the USACE Finance Center via email address: CEFC- G2invoices@usace.army.mil

Electronic Copy to: Contracting Officer Representative: Margie Zaro Aguilar, (509) 386-3386, margaret.a.zaroaguilar@usace.army.mil

For Invoice receipt verification or for a vendor's Payment problem, the vendor may contact the USACE Finance Center at Phone Number (901) 873-9077.

Walsh-Healey Public Contracts Act or the McNamara-O'Hara Service Contract Act (SCA).

Every employer performing work covered by the Walsh-Healey Public Contracts Act or the McNamara-O'Hara Service Contract Act (SCA) is required to post a notice of the compensation required (including, for service contracts, any applicable wage determination) in a prominent and accessible location at the worksite where it may be seen by all employees performing on the contract. A copy of the poster is available in two versions at the following DOL website:

http://www.dol.gov/whd/regs/compliance/posters/sca.htm. The rest of the content is subjective to each locations needs.

Veterans Employment Emphasis for U.S. Army Corps of Engineers Contracts. USACE contractors and sub-contractors at all tiers are encouraged to promote the training and employment of U.S. veterans while performing under a USACE contract. While no set-aside, evaluation preference, or incentive applies to the solicitation or performance under the resultant contract, USACE Contractors are encouraged to seek out highly qualified veterans to perform services under this contract. The following resources are available to assist USACE Contractors in their outreach efforts:

Federal Veteran employment information at http://www.fedshirevets.gov/index.aspx Department of Labor Veterans Employment Assistance at http://www.dol.gov/vets/ Department of Veterans Affairs-VOW to Hire Heroes Act at http://benefits.va.gov/vow Army Wounded Warrior Program at http://wtc.army.mil/modules/employers/index.html U.S. Chamber of Commerce Foundation – Hiring Our Heroes:

http://www.hiringourheroes.org/ Guide to Hiring Veterans:

www.whitehouse.gov/sites/default/files/docs/white_house_business_council_- _guide_to_hiring_veterans_0.pdf

5.5. Work Scheduling

The Contractor is not required to perform services on the following recognized Federal holidays:

New Year’s Day, Labor Day, Martin Luther King Day, Columbus Day, President’s Day, Thanksgiving Day, Juneteenth, Independence Day, Christmas Day, Memorial Day, and Veteran’s Day.

5.6. Forms

Contractor Discrepancy Form:

http://www.esd.whs.mil/Portals/54/Documents/DD/forms/dd/dd2772.pdf

6. Government Furnished Materials Costs for the following items will be borne by the Corps of Engineers and shall not be included in proposals or invoices.

Travel and per diem costs for Corps of Engineers employees.

Transportation of Corps of Engineers employees.

Pens, pencils, computers and similar common-use Participant supplies for Corps of

Engineers employees.

Any Participant costs associated with team events.

Use of Government listed facilities such as meeting rooms or videoconference.

Contractor/Program Facilitator background investigation, if necessary.

ITEM NO SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT

0001 1 Job Instruction Development and Planning

FFP

FOB: Destination

NET AMT

0002 1 Job Cohort Instruction/Program Execution

0003 1 Job Cohort Evaluation & After Action Review

ITEM NO SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT

1001 1 Job OPTION Instruction Development and Planning

FFP

FOB: Destination

NET AMT

ITEM NO SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT

1002 1 Job OPTION Cohort Instruction/Program Execution

FFP

FOB: Destination

NET AMT

ITEM NO SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT

1003 1 Job OPTION Cohort Evaluation & After Action Review

FFP

2001 1 Job OPTION Instruction Development and Planning

2002 1 Job OPTION Cohort Instruction/Program Execution

2003 1 Job OPTION Cohort Evaluation & After Action Review

ITEM NO SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT

3001 1 Job OPTION Instruction Development and Planning

FFP

FOB: Destination

NET AMT

ITEM NO SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT

3002 1 Job OPTION Cohort Instruction/Program Execution

FFP

FOB: Destination

NET AMT

ITEM NO SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT

3003 1 Job OPTION Cohort Evaluation & After Action Review

FFP

FOB: Destination

NET AMT

CLAUSES INCORPORATED BY REFERENCE

52.203-6 Restrictions On Subcontractor Sales To The Government JUN 2020 52.204-7 System for Award Management OCT 2018

52.204-19 Incorporation by Reference of Representations and Certifications.

DEC 2014

52.204-22 Alternative Line Item Proposal JAN 2017 52.204-25 Prohibition on Contracting for Certain Telecommunications and Video Surveillance Services or Equipment

NOV 2021

52.209-10 Prohibition on Contracting With Inverted Domestic Corporations

NOV 2015

52.212-1 Instructions to Offerors--Commercial Products and Commercial Services

NOV 2021

52.219-4 Notice of Price Evaluation Preference for HUBZone Small Business Concerns

OCT 2022

52.222-3 Convict Labor JUN 2003 52.222-36 Equal Opportunity for Workers with Disabilities JUN 2020 52.222-41 Service Contract Labor Standards AUG 2018 52.222-50 Combating Trafficking in Persons NOV 2021 52.222-55 Minimum Wages for Contractor Workers Under Executive

Order 14026

JAN 2022

52.222-6…