AUG 22

PERFORMANCE WORK STATEMENT (PWS)

PORTFOLIO ACQUISITION EXECUTIVE AGILE SUSTAINMENT AND AMMUNITION (PAE

AS&A)

LEADERSHIP, COACHING, AND CULTURAL ACTUALIZATION TRAINING PROGRAM

19 August 2026

Part 1 General Information

The Portfolio Acquisition Executive Agile Sustainment & Ammunition (PAE AS&A), formerly known as the Joint Program Executive Office Armaments & Ammunition (JPEO A&A), is committed to providing superior armaments and ammunition to the Soldier. The PAE is responsible for life-cycle acquisition management of all conventional ammunition, which includes integrating budgets, acquisition strategies, R&D and life-cycle management across all ammunition families.

PAE AS&A is located at Picatinny Arsenal, New Jersey and is comprised of three Project Management (PM) offices; PM Close Combat Systems, PM Combat Ammunition Systems, PM Maneuver Ammunition Systems, one Project Lead (PL) office, PL Joint Services, and the Director of Integration office. It is also the Single Manager for Conventional Ammunition (SMCA) Executor. The PAE AS&A requires support services to enable its mission to continue in an ever-changing dynamic environment, as the mission continues to grow.

PAE AS&A’s mission is to develop, procure, and field lethal armaments and ammunition providing Joint Warfighters and Allied Partners overmatch capabilities. The vision is to innovate and empower teams to rapidly field dominating capabilities. PAE AS&A’s priorities include develop and field overmatch capabilities to the Warfighter; develop agile people, teams and Acquisition Leaders; innovate and operate effectively and efficiently; modernize and maintain viable strategic capabilities to ensure current and future readiness; strengthen alliances and establish new partners.

PAE AS&A is the merger of two formerly independent Program Executive Offices — Combat Support & Sustainment (Detroit Arsenal, MI) and Ammunition & Energetics (Picatinny Arsenal, NJ) — now consolidated under a single Portfolio Acquisition Executive. The merged headquarters is undergoing simultaneous Army Transformation and acquisition-reform change, with two reorganizations in the past six months. Senior leaders — scientists, engineers, program managers, and military leadership drawn from the top of each branch — execute critical, highly complex missions without a unified framework for leadership development, organizational coaching, or enterprise culture. The Government requires a single, integrated program that establishes a common leadership and coaching language, builds team cohesion across both sites, and actualizes one enterprise culture.

DRAFT

1. General: The Contractor shall provide all personnel, equipment, supplies, materials, supervision, and other items and non-personal services necessary to perform culture assessment and actualization, leadership development, professional coaching certification, and executive and team coaching program support as defined in this Performance Work Statement (PWS), except for those items specified as Government furnished equipment, property and services. The Contractor shall perform to the standards in this contract.

1.1 Description of Services/Introduction: This is a non-personal service(s) contract to provide a comprehensive leadership development, coaching, and cultural actualization training program for approximately 100 senior-level leaders within the Portfolio Acquisition Executive Agile Sustainment and Ammunition (PAE AS&A). This rigorous, cohort-based educational experience is designed to enhance individual strategic competencies while establishing a formalized, enterprise-wide coaching culture to resolve structural cohesion challenges.

Ultimately, the program will equip these key leaders with a unified framework, enabling them to rapidly propagate effective communication and collaborative leadership methodologies throughout all subordinate commands.

1.2 Background: Currently, senior leaders within PAE AS&A execute critical, highly complex missions without a unified framework for leadership development, organizational coaching, or group-level cultural actualization. This lack of structural cohesion limits effective communication and limits the transfer of strategic intent across cross-functional teams. To resolve these challenges, the Government is issuing this Statement of Objectives (SOO) to solicit innovative, commercially proven solutions from qualified educational and coaching institutions. By focusing on O-6 leaders and deputies, O-5 leaders and deputies, and Headquarters / Director-level staff, PAE AS&A aims to target the strategic inflection points of the organization, ensuring that changes in culture and leadership methodology propagate rapidly throughout all subordinate commands and operating activities.

1.3 Scope: The Contractor shall provide non-personal service(s). Portfolio Acquisition Executive Agile Sustainment and Ammunition (PAE AS&A AS&A) requires a comprehensive, high-impact leadership development, coaching, and cultural actualization training program.

This initiative is designed specifically for its senior-level leaders, comprising approximately 100 O-6 leaders and deputies, O-5 leaders and deputies, and Headquarters / Director-level staff.

The core objective is to deliver a rigorous, cohort-based educational experience that not only enhances individual strategic competency but also establishes a formalized coaching culture and cultural actualization framework across the enterprise.

1.4 Objectives: The primary objective of this contract is to secure a comprehensive, certified professional development program that delivers a structured, 3-part training sequence to approximately 100 PAE AS&A senior leaders with the initial cohort completing the full 3-part sequence within the Base Year of the period of performance, and with coaching, cultural actualization, and certification outcomes sustained, measured, and scaled to additional leaders across the option years. The solution must result in a recognized professional credential or certification for all participants who successfully complete the requirements. Offerors are encouraged to propose innovative pedagogical methods, including blended learning, interactive workshops, executive coaching sessions, and cultural actualization seminars, that minimize time away from operational duties while maximizing behavioral and organizational impact.

1.4.1. Objective 1: Comprehensive Leadership Development

The contractor shall design and deliver an advanced leadership development program tailored to the specific cognitive, strategic, and decision-making requirements of O-6 leaders and deputies, O-5 leaders and deputies, and Headquarters / Director-level leaders.

Participants will master strategic leadership frameworks, critical thinking models, and executive decision-making tools necessary to lead complex, highly technical military and civilian organizations.

Leaders will demonstrate enhanced capability in leading change, managing strategic risk, and aligning cross-functional teams with high-level commander's intent.

The curriculum must address the specific challenges of managing hybrid military-civilian workforces, fostering inclusion, and driving operational excellence in resource-constrained environments.

The Contractor’s proposed integrated team may design and deliver this curriculum by adapting and extending its existing, proven leadership development frameworks, provided the design satisfies Objectives 1 through 4 of this SOO.

1.4.2. Objective 2: Formalized Coaching Capability

The contractor shall establish a rigorous professional coaching curriculum that equips participants with the skills, methodologies, and practical tools to function as formal and informal executive coaches.

Participants will acquire foundational and advanced coaching competencies, including active listening, powerful questioning, goal alignment, and constructive feedback loops.

The training must incorporate supervised coaching practice hours, peer-to-peer coaching exercises, and formal feedback from certified executive coach instructors.

The program must foster a resilient "coaching culture" within PAE AS&A, transitioning senior leaders from directive management styles to collaborative, development-focused leadership approaches.

Coaching certification shall be delivered in cohorts of 25 to 30 participants by ICF-credentialed coaches and facilitators, consistent with ICF-accredited 80-hour Level 1 course standards.

1.4.3. Objective 3: Cultural Actualization and Group Cohesion

The contractor shall design and execute a cultural actualization program that translates individual leadership and coaching competencies into shared organizational culture, group cohesion, and enterprise alignment.

The contractor will guide the cohort through exercises that define, analyze, and actualize the core values and cultural aspirations of the PAE AS&A organization.

Leaders will develop concrete action plans to eliminate stovepipes, improve horizontal communication, and establish a psychologically safe, high-trust environment across PAE AS&A enterprise.

The training will culminate in a unified cultural actualization framework, designed by the cohort, to be implemented across the PAE AS&A enterprise as a strategic roadmap.

The Contractor shall establish the cultural actualization baseline using a validated, research-based organizational culture and employee-experience assessment instrument, re-administered annually to measure progress against that baseline.

1.4.4. Objective 4: Professional Certification

The contractor shall provide a path to a recognized professional certification in leadership and coaching for all cohort participants who successfully complete the 3-part curriculum.

The certification must be accredited or recognized by a reputable, nationally or internationally recognized professional body (e.g., International Coaching Federation (ICF), certified academic institutions, or equivalent professional associations).

1.4.5 The ICF Level 1 course delivered under this program must be recognized by the U.S.

Army as qualifying graduates to receive the Army Coaching Professional Development Skill Identifier (PDSI), consistent with existing Army Credentialing Assistance pathways.

The contractor will manage all certification tracking, administrative logs, practical assessments, and credential issuance.

1.5 General Information:

1.5.1 Quality Control Plan (QCP): In accordance with FAR 12.208 the Contractor shall develop and maintain a QCP to ensure services are performed in accordance with (IAW) this PWS. The Contractor shall develop and implement procedures to identify, prevent, and ensure non-recurrence of defective services. The Contractor's QCP is the means by which it assures that the work provided complies with the requirements of the contract.

The Contractor’s Proposed QCP shall be submitted to the Contracting Officer (KO) through the Contracting Officer’s Representative (COR) for review within 10 days after date of contract award (Deliverable A001).

The Government will review and either notify the Contractor in writing of acceptance of the plan or return their comments to the Contractor within 10 days. If the Government has provided comments, the Contractor shall then have 10 days to submit a Final QCP. After receipt of the Final QCP, the Contractor may receive the Contracting Officer’s acceptance in writing. Any proposed changes to the accepted QCP are required to be resubmitted for acceptance by the Contracting Officer no later than 10 days prior to the anticipated change and before implementation by the Contractor. The timeline noted above will apply for review and acceptance for proposed changes. At a minimum, the QCP must include and answer the following to be acceptable:

(a) A chart showing the organizational structure and lines of authority, the names, qualifications, duties, responsibilities, and classification of each member of the Contractor's Quality Control Team;

(b) How the Contractor will monitor work to ensure performance complies with all deliverables (etc. timelines, deadlines, and goals);

(c) How the Contractor will monitor work to ensure performance complies with all specifications and requirements of the contract, including the contract’s clauses;

(d) How the Contractor will monitor and ensure staff qualifications remain current and valid including Department of Defense (DoD) Contractor Personnel Office (DOCPER) processes/approvals throughout contract performance;

(e) How the Contractor will ensure all keys issued will remain controlled items

(Paragraph 1.7 Key Control);

(f) How the Contractor will inventory and track maintenance of all Government Provided

Equipment / Materials;

(g) How the Contractor will identify, investigate, and correct any non-conforming performance and prevent similar deficiencies in the future; and

(h) How the Contractor will file and save all Quality Control related documents for the life of the contract plus 5 years.

1.5.2 The Contractor shall inform the COR of issues or potential issues that might affect the performance within 6 hours of identifying those issues. Verbal reports shall be followed up by written reports within 5 days (Deliverable A002).

1.5.3 Quality Assurance: The Government will evaluate the Contractor’s performance under this contract in accordance with the Quality Assurance Surveillance Plan (QASP). This plan is primarily focused on what the Government must do to ensure that the Contractor has performed in accordance with the performance standards. It defines how the performance standards will be applied, the frequency of surveillance, and the acceptable quality levels (performance thresholds).

1.5.4 Recognized Holidays: The following provides information on recognized holidays for the purpose of the PWS. If submittal of any documentation (e.g. deliverables, submittals, etc.)

deadlines fall on a holiday, the closest work day prior to the holiday will apply as the deadline for submittal.

1.5.4.1 U.S. Holidays: Work shall not be performed on U.S. federally recognized holidays occurring during the normal workweek unless otherwise directed by the Contracting Officer.

When a U.S. holiday occurs on a Saturday or a Sunday, the holiday is observed on the preceding Friday or following Monday, respectively.

New Year’s Day January 1st M. L. King Memorial Day 3rd Monday in Jan Presidents Day 3rd Monday in February Memorial Day last Monday in May Juneteenth June 19th Independence Day July 4th

Labor Day 1st Monday in September Columbus Day 2nd Monday in October Veteran’s Day November 11th Thanksgiving Day 4th Thursday in November Christmas Day December 25th

1.5.5 Operating Hours: The Government facility office hours, facility operating hours, and the Contractor support hour requirements often coincide, however, they may differ. Please refer to the following.

1.5.5.1 Government Facility Office Hours: The Government facility office hours are 0900 to 1500, and days Monday through Friday except U.S. Holidays identified in paragraph 1.5.4.1 above or when the Government facility is closed due to local or national emergencies, administrative closings, or similar Government directed facility closings.

1.5.5.2 Government Facility Operating Hours: The Government facility operating hours occur between the hours of 0900 to 1500, and days Monday through Friday. The Government facility is open for operations during the recognized U.S. Holidays identified in paragraph

1.5.4.1 above. The Government facility may close due to local or national emergencies, administrative closings, or similar Government directed facility closings and will be communicated by the Contracting Officer to the Contractor.

1.5.5.3 Contractor Support Hours: The Contractor shall provide support between the hours of 0900 to 1500, and days Monday through Friday except U.S. Holidays identified in paragraph

1.5.4.1 above. The Contractor shall maintain an adequate workforce at all times, for the uninterrupted performance of all tasks defined within this PWS when the Government facility is not closed for the above reasons. When hiring personnel, the Contractor shall keep in mind that the stability and continuity of the workforce is essential.

1.6 Place of Performance: Work will be performed at Government-provided facilities at Detroit Arsenal, Michigan and Picatinny Arsenal, New Jersey or local vicinity; at a neutral third-party venue for designated culture events (selected by the government); and via virtual and hybrid delivery. The Government (Contracting Officer) is responsible for the coordination, reservation, and booking of all Government facilities and third-party venues; the Contractor has no venue-coordination or event-planning responsibilities. Approximately 40 participating leaders are located at each arsenal, with approximately 20 additional leaders distributed across outlying locations (Huntsville, Fort Belvoir, Natick, Orlando, Fort Lee) who will travel to one of the two primary training sites or local vicinity. Option Year 1 and Option Year 2 VPCC makeup-cohort participants (approximately 8 per option year) attend Vanguard XXI's publicly offered VPCC cohorts at the Contractor's Columbus, GA facility rather than at the arsenals;

these participants travel and lodge at their own expense, and this location is outside the Government-provided facilities described above.

1.7 Security Requirements: The following information is provided on security related matters.

1.7.3 Installation Access: Access to U.S. installations, buildings and controlled areas is limited to personnel who meet security criteria and are authorized. Failure to submit required information/data and obtain required documentation or clearances will be grounds for denying access to U.S. installations, buildings and controlled areas. The Contractor shall ensure that any subcontractors used in performance of this contract complies with these requirements and that all employees, of both the Contractor and any subcontractor utilized by the Contractor, are made aware of and comply with these requirements.

The Contractor shall be aware of and comply with the requirements associated with Installation Access Control. The Government is not liable for any costs associated with performance delays due solely to a firm’s failure to comply with Installation Access Control System (IACS) processing requirements.

The Contractor shall return installation passes to the issuing IACS office when the contract is completed or when a Contractor employee no longer requires access.

1.7.4 Background Checks:

Contractor personnel shall have the appropriate level of investigation and/or security clearance for each site of performance of work. The contractor shall observe and comply with all security provisions in effect at each selected site. Only U.S. Citizens are authorized to work on this contract. All contractor personnel that require access to classified information and/or material will be required to have a Secret clearance under this contract and must maintain the level of security clearance for the life of this contract. The contractor will notify the COR the same day as an employee receives notice that they will be released, have been fired, or have had their security clearance revoked or suspended.

Contractor and all associated subcontractors employees shall provide all information required for background checks to meet installation 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 DOW, 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 individual facility or installation change, the Government may require changes in contractor security matters or processes.

1.7.4.1 U.S. Citizen: Contractors that work with or teach youth under the age of 18 years are subject to U.S background checks. The Requiring Activity Manager will determine the extent of background checks required. The Contractor employee may begin performance of the contract after receiving a favorable local background check. The Contractor agrees to replace the employee should results of the background check, if required, be unfavorable as determined by the Requiring Activity Manager. The Contractor’s replacement of the employee with the unfavorable background check shall be within a timeframe provided by the Requiring Activity Manager. The Contractor shall also replace employees whose background check, during their tenure of employment, renders them with an unfavorable local or stateside background check, as determined by the Requiring Activity Manager. The Contractor shall forward a copy to the Contracting Officer via the COR and the Requiring Activity Manager of each favorable background check within 30 days of receipt by the Contractor, identifying such with the appropriate contract number (Deliverable A003). The Contractor shall forward a copy to the Contracting Officer via the COR and the Requiring Activity Manager of each unfavorable background check within 6 hours of receipt by the Contractor, identifying such with the appropriate contract number (Deliverable A003). When the Government awards a non-personal services contract directly to an individual, the failure of the individual to provide a favorable background check would be grounds for termination.

1.7.5 Physical Security: The Contractor shall safeguard all Government equipment, information, and property provided for Contractor use. At the close of each work period, Government facilities, equipment, and materials shall be secured IAW the Army Physical Security Program (AR 190-13)

1.7.6 Operations Security (OPSEC) Requirements: Contractor personnel shall adhere to facility security policies and restrictions. The Contractor shall immediately report suspicious activities to security personnel. Government issued access badges shall not be worn outside designated facilities where visible to the general public.

1.8 Post Award Conference/Periodic Progress Meetings: The Contractor shall attend any post award conference convened by the contracting activity or contract administration office in accordance with FAR Subpart 42.5. The Contracting Officer, COR, and other Government personnel, as appropriate, may meet periodically with the Contractor to review the Contractor's performance. At these meetings the Contracting Officer will apprise the Contractor of how the Government views the Contractor's performance and the Contractor shall apprise the Government of problems, if any, being experienced. Appropriate action shall be taken to resolve outstanding issues. These meetings shall be at no additional cost to the Government.

1.8.1 The Contractor shall attend, participate in, and furnish input to scheduled and unscheduled meetings, conferences, and briefings that relate to the functions and services herein as required by the Government to provide effective communication and impart necessary information. The Contract Manager or designated representative shall attend meetings as requested by the Government. Meeting attendees shall at times include Contractor managerial, supervisory, and other personnel knowledgeable of the subject matter.

Meetings may start or end outside of regular duty hours.

1.9 Contracting Officer’s Representative (COR): Refer to Part 2 of this PWS for the definition of a COR. As determined by the Contracting Officer, a COR will be appointed and identified by letter of designation, a copy of which will be provided to the Contractor by the Contracting Officer. The designation letter states the responsibilities and limitations of the COR, especially with regard to changes in cost or price, estimates, or changes in delivery dates. The COR is not authorized to change any of the terms and conditions of the resulting order. The COR monitors all technical aspects of the contract and assists in contract administration. The COR is not authorized to obligate the Government. If the work is not written in the contract, the COR is not authorized to request new work. The COR is authorized to perform the following functions: assure that the Contractor performs the technical requirements of the contract, perform inspections necessary in connection with contract performance, maintain written and oral communications with the Contractor concerning technical aspects of the contract, issue written interpretations of technical requirements, including Government drawings, designs, specifications, monitor Contractor's performance and notifies both the Contracting Officer and Contractor of any deficiencies, coordinate availability of Government property, and coordinate site entry of Contractor personnel.

1.10 Key Personnel: The following personnel are considered key personnel by the Government: Program/Contract Manager/Alternate Program/Contract Manager. The Contractor shall provide a Program/Contract Manager who shall be responsible for the performance of the work. The name of this person and an Alternate Program/Contract Manager, who shall act for the Contractor when the Program/Contract Manager is absent, along with a Curriculum Vitae (CV) for each of these individuals, shall be provided in writing to the Contracting Officer no later than no later than five (5) days after contract award (Deliverable A004). The Contract Manager and Alternate Contract Manager shall have full authority to act for the Contractor on all contract matters relating to daily operation of this contract. The Contract Manager or Alternate Contract Manager shall be available 0900 to 1500, and days Monday through Friday except U.S. Holidays identified in paragraph 1.5.4.1 above. Qualifications for all key personnel are listed below:

The following positions are designated Key Personnel. Consistent with the Statement of Objectives, the Contractor provides a single Program Manager serving as the unified point of accountability to the Government for all program elements, prime and subcontractor alike.

Substitution of Key Personnel requires advance written notice to, and consent of, the Contracting Officer in accordance with the Key Personnel provisions of this contract.

1.10.1 Program Manager (Prime). Single point of accountability to the Government for all program elements, prime and subcontractor. Responsible for the integrated master schedule, program battle rhythm, deliverable submission, performance reporting, and Government interface. Prior experience as an Operations Director or Vice President of Operations leading a comparable corporate, Department of Defense, or federal program.

1.10.2 Program Director (Prime). Technical and credential authority for the coaching certification program. Holds an active ICF Professional Certified Coach (PCC) credential and is the proprietor of the ICF-accredited Level 1 program under which certification is delivered; responsible for maintaining ICF accreditation, Army Coaching Professional Development Skill Identifier (PDSI) recognition, and curriculum authority across the period of performance. Designated Key Personnel because the ICF Level 1 accreditation required by the Statement of Objectives attaches to this individual's credentialed program.

1.10.3 Senior Coaching Supervisor (Prime). Active ICF Professional Certified Coach (PCC) credential with ICF Mentor Coach Specialization. Responsible for mentor coaching delivery and oversight, coaching quality assurance, and credential pathway integrity for all certification participants, in accordance with ICF accreditation requirements.

1.11 Identification of Contractor Employees: All Contractor personnel attending meetings, answering Government telephones, and working in other situations where their Contractor status is not obvious to third parties must identify themselves, to include proper marking of signature blocks in correspondence, to avoid creating an impression in the minds of members of the public that they are Government officials. The Contractor shall ensure that all documents or reports, produced by Contractors are suitably marked as Contractor products or that Contractor participation is appropriately disclosed.

1.12 Contractor Identification Badges: Contractor personnel shall be easily identifiable through the display of badges IAW Contractor Identification (AE Reg. 27-715). (For services at Child, Youth, and School Services where children are present, recommend personnel wear identification when children are present.) The Contractor (to include subcontractors) shall provide each of their employees an easily readable identification badge. The badge must include the employee’s name, the contractor’s company name, the functional area of assignment, and a recent color photograph of the employee. Companies with U.S.

Government contracts will require their employees to wear these badges visibly when performing work at Government workplaces unless this would be impractical because of mission or safety considerations. The Contractor shall collect all ID Badges upon completion of the contract or termination of employee. A listing of issued ID cards shall be furnished to the Contracting Officer prior to the contract performance date and updated as needed to reflect Contractor personnel changes.

1.13 Contractor Travel: The Contractor may be required to travel Picatinny Arsenal, NJ and Detroit Arsenal, MI during the performance of this contract to attend meetings, conferences, and training. The Contractor may be required to travel to off-site training locations and to ship training aids to these locations in support of this PWS. The Contractor may be authorized travel expenses at rates no higher than the substantive provisions of the Joint Travel Regulation (JTR), IAW FAR Part 31.205-46, and the limitation of funds specified in this contract. All travel requires Government approval and authorization15 days prior to scheduled travel. Travel is priced consistent with the Federal Travel Regulation and GSA rates: coach airfare only, GSA per diem (lodging and M&IE) by locality, and GSA POV mileage. Travel within a 35-mile radius of the place of performance is not reimbursed.

1.14 Data Rights: The Government’s rights in Technical Data and Computer Software are set forth in the contract. In accordance with DFARS 252.227-7013 and DFARS 252.227-7015, the Government has unlimited rights in certain documents and materials produced under this contract. All materials supplied to the Government shall be the sole property of the Government. This right does not abrogate any other Government rights.

1.15 Non-Disclosure Requirements: Performance under this contract may require the Contractor to access data and information proprietary to a Government agency, another Government Contractor, or of such nature that its dissemination or use other than as specified in this work statement would be adverse to the interests of the Government or others. The Contractor and Contractor personnel, shall not divulge or release data or information developed, or obtained under performance of this PWS, except to authorized Government personnel or upon written approval of the Contracting Officer. The Contractor shall not use, disclose, or reproduce proprietary data, which bears a restrictive legend, other than as specified in this PWS. All documentation showing individual names or other personal information shall be controlled and protected under the provisions of the Privacy Act of 1974, Public Law 93-579, 5 United States Code (U.S.C.) Section 552a.

1.16 Protection of Government and Contract Information: Per Public Use Notice of

Limitations stated by Defense imagery Management operations Center and contained at www.dimoc.mil/resources/limitations/ , the Contractor shall not cite any information (e.g., contract information, pictures, locations, etc.) obtained through this contract on any hard copy or digital marketing tools to include its company website.

1.17 Non-Disclosure Statements: The Contractor shall provide signed non-disclosure agreements to the Government no later than 30 calendar days (Deliverable A005) prior to commencement of work under the contract. Disclosure of information by Contractor personnel may result in removal of Contractor personnel from performance under this contract.

1.18 Organizational Conflict of Interest (OCI): Contractor and subcontractor personnel performing work under this contract may receive, have access to or participate in the development of proprietary or source selection information (e.g., cost or pricing information, budget information or analyses, specifications or work statements, etc.) or perform evaluation services which may create a current or subsequent OCI as defined in FAR Subpart 9.5. The Contractor shall notify the Contracting Officer immediately whenever it becomes aware that such access or participation may result in any actual or potential OCI and shall promptly submit a plan to the Contracting Officer to avoid or mitigate any such OCI (Deliverable A006).

The Contractor’s OCI Mitigation Plan will be determined to be acceptable solely at the discretion of the Contracting Officer. In the event the Contracting Officer unilaterally determines that any such OCI cannot be satisfactorily avoided or mitigated, the Contracting Officer may affect other remedies as he or she deems necessary, including prohibiting the Contractor from participation in subsequent contracted requirements which may be affected by the OCI.

1.19 Phase In /Phase Out Period: To minimize decreases in productivity and to prevent possible negative impacts on additional services, the Contractor shall have personnel on board, during the 45 days phase in/ phase out periods. During the phase in period, the Contractor shall become familiar with performance requirements in order to commence full performance of services on the contract start date.

1.20 Required Training: The following provides information on training requirements.

1.20.1 Anti-Terrorism (AT) Level I Training: All contractor employees, to include subcontractor employees, requiring access to Army installations, facilities and controlled access areas 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. 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 30 calendar days after completion of training by all employees and subcontractor personnel. AT Level I Awareness training is available at https://jkosupport.jten.mil/html/COI.xhtml?course_prefix=JS&course_number=-US007. Non- CAC-holders may go to: https://jkodirect.jten.mil/pdf/atl1/launch.html. (Deliverable A007).

3. Definitions and Acronyms

3.1 Definitions: Although not inclusive of every term used within this PWS, the following provides a list of definitions used throughout this PWS and commonly used in the acquisition field.

Contracting Officer – means a person with the authority to enter into, administer, and/or terminate contracts and make related determinations and findings on behalf of the Government. Note: The only individual who can legally bind the Government.

Contracting Officer's Representative (COR) – As defined in DFARS 202.101, means an individual designated and authorized in writing by the Contracting Officer to perform specific technical or administrative functions. DoD Instruction (DoDI) 5000.72, Part II Definitions states the following when defining a COR: “Defined in subpart 202.101 of Reference (f). Any individual delegated responsibilities pursuant to subpart 1.602-2 of Reference (e), regardless of local terminology, must be certified in accordance with this instruction. For example, local terminology can be COR, Contracting Officer’s technical representative, technical point of contact, technical representative, alternate COR, administrative COR, assistant COR, line item manager, task order manager, quality assurance personnel, quality assurance evaluator, or COR management.” In addition, Army Regulation 70-13, Chapter 2, paragraph 2-2g, states, in part, the following when providing other surveillance support personnel to assist the COR when needed, “…These other surveillance support personnel may serve as on-site representatives of the COR in performance of actual contract surveillance if they meet all COR requirements and have been appointed by the Contracting Officer as alternate CORs.”

Contractor – means a supplier or vendor awarded a contract to provide specific supplies or service to the Government. The term used in this contract refers to the prime.

Contractor-acquired Property - means property acquired, fabricated, or otherwise provided by the Contractor for performing a contract and to which the Government has title.

Day – means, unless otherwise specified, a calendar day.

Defective Service – means a service output that does not meet the standard of performance associated with the Performance Work Statement.

Deliverable – means anything that can be physically delivered, but may include non-manufactured things such as meeting minutes or reports.

Government-furnished Property – As reflected in FAR 52.245-1, Government-furnished Property “means property in the possession of, or directly acquired by, the Government and subsequently furnished to the Contractor for performance of a contract. Government-furnished property includes, but is not limited to, spares and property furnished for repair, maintenance, overhaul, or modification. Government-furnished property also includes contractor-acquired property if the contractor-acquired property is a deliverable under a cost contract when accepted by the Government for continued use under the contract

Government Property - means all property owned or leased by the Government. Government property includes both Government-furnished and Contractor-acquired property. Government property includes material, equipment, special tooling, special test equipment, and real property. Government property does not include intellectual property and software.

Property Administrator - means an authorized representative of the Contracting Officer appointed in accordance with agency procedures, responsible for administering the contract requirements and obligations relating to Government property in the possession of a Contractor.

High Level Objective (HLO) – means a key overarching result-based objective for a project necessary to achieve the project’s vision. HLOs are similar to Level 2 in a Work Breakdown Structure. Each HLO may contain several statements to flesh out the areas necessary to meet the objective.

Physical Security – means that part of security concerned with physical measures designed to safeguard personnel; to prevent unauthorized access to equipment, installations, material, and documents; and to safeguard against espionage, sabotage, damage, and theft.

Quality Assurance – (or Government contract quality assurance) means the various functions, including, inspection, performed by the Government to determine whether a Contractor has fulfilled the contract obligations pertaining to quality and quantity.

Quality Assurance Surveillance Plan (QASP) – means the key Government-developed surveillance process document, and is applied to Performance-Based Service Contracting (PBSC). The QASP is used for managing Contractor performance assessment by ensuring that systematic quality assurance methods validate that Contractor quality control efforts are timely, effective, and are delivering the results specified in the contract or task order. The QASP directly corresponds to the performance objectives and standards (i.e., quality, quantity, timeliness) specified in the Performance Work Statement (PWS). It provides specific details on how the Government will survey, observe, test, sample, evaluate, and document Contractor performance results to determine if the Contractor has met the required standards for each objective in the PWS. The QASP, with very few if any exceptions, is an internal to Government document.

Quality Control – means all necessary measures taken by the Contractor to assure that the quality of an end product or service shall meet contract requirements.

Statement – means the specific results-based activities required to satisfy HLOs. A statement contains a result, the context of the statement, and the required action(s). Statements focus on “what” is to be accomplished; however they are not prescriptive in describing “how” the outcome is to be achieved. Each HLO may have several statements to flesh out the areas necessary to meet the objective. Statements are similar to Level 3 in a Work Breakdown Structure.

Subcontractor – means one that enters into a contract with a prime Contractor. The Government does not have privity of contract with the subcontractor.

Work Day - The number of hours per day the Contractor provides services in accordance with the contract.

Work Week - Monday through Friday, unless otherwise specified.

3.2 Acronyms: Although not inclusive of every term used within this PWS, or that may be included in an acquisition, the following provides a list of acronyms commonly used in the acquisition field.

ACOR Alternate Contracting Officer's Representative AE Army in Europe AFARS Army Federal Acquisition Regulation Supplement AHA Activity Hazard Analysis AOR Area of Responsibility AR Army Regulation AT Anti-terrorism ATCTS Army Training Certification Tracking System CAC Common Access Card CCE Contracting Center of Excellence CFE Conventional Forces Europe CFR Code of Federal Regulations CONUS Continental United States (excludes Alaska and Hawaii) COR Contracting Officer’s Representative COTS Commercial-Off-the-Shelf DA Department of the Army DD250 Department of Defense Form 250 (Receiving Report) DD254 Department of Defense Contract Security Requirement List DFARS Defense Federal Acquisition Regulation Supplement DMDC Defense Manpower Data Center DoD Department of Defense FAR Federal Acquisition Regulation FRG Federal Republic of Germany GFP Government Furnished Property HLO High Level Objective HIPAA Health Insurance Portability and Accountability Act of 1996 IA Information Awareness IAC Installation Access Control IACO Installation Access Control Office ID Identification IGCE Independent Government Cost Estimate IT Information Technology JTR Joint Travel Regulation JPAS Joint Personnel Adjudication System

KO Contracting Officer OCI Organizational Conflict of Interest OCONUS Outside Continental United States (includes Alaska and Hawaii) ODC Other Direct Costs OPSEC Operations Security PA Property Administrator PII Personally Identifiable Information PIPO Phase In/Phase Out POC Point of Contact PRS Performance Requirements Summary PWS Performance Work Statement QA Quality Assurance QAP Quality Assurance Program QASP Quality Assurance Surveillance Plan QC Quality Control QCP Quality Control Program RA Requiring Activity RCO Regional Contracting Office SIGE Safety and Health Protection Plan TE Technical Exhibit USAG United States Army Garrison USAREUR United States Army Europe UOM Unit of Measure

PART 4

GOVERNMENT PROPERTY (GP) AND SERVICES

4. Government Property and Services

4.1 Services: The Government will provide personnel to assist with IT set-up.

4.2 Facilities: The Government will provide necessary workspace, desk space for the Contractor to provide the support outlined in the PWS to include desk space. The Contractor shall use reasonable care to avoid damaging existing buildings, equipment, and vegetation on the Government installation. If the Contractor’s failure to use reasonable care causes damage to any of this property, the Contractor shall replace or repair the damage at no expense to the Government as the Contracting Officer directs. If the Contractor fails or refuses to make such repair or replacement, the Contractor shall be liable for the cost, which may be deducted from the contract price.

4.3 Common Access Cards (CAC): The Government will provide Common Access Cards (CAC) via the Mission Partner Sponsorship Porta (MPS) (Web site https://mpartnerspnrweb.dmdc.osd.mil/mpartnerspnrweb/app/).

PART 5

CONTRACTOR FURNISHED ITEMS AND SERVICES

5. Contractor Furnished Property and Services

5.1 General: The Contractor shall furnish all personnel, equipment, transportation, tools, materials, supervision, and other items necessary to perform services as described in the PWS and associated contract documents, except for those items specified in Part 3 Government Property and Services.

PART 6

ATTACHMENT AND TECHNICAL EXHIBIT LISTING

6. Attachment and Technical Exhibit List

6.1 Technical Exhibit A – Performance Requirements Summary

6.1.1. Purpose and Authority

This Quality Assurance Surveillance Plan (QASP) has been developed pursuant to the requirements of the Performance Work Statement (PWS) for the PAE AS&A Leadership, Coaching, and Cultural Actualization Training Program. The purpose of this plan is to establish a systematic, consistent, and effective method for the Government to monitor and evaluate the Contractor's performance. This QASP defines the mechanisms by which the Government will assess whether the Contractor provides the leadership development, coaching curriculum, cultural actualization framework, and certification coordination in accordance with the standards, thresholds, and performance metrics specified in the PWS.

6.1.2. Roles and Responsibilities

The following personnel are key to the execution of this QASP:

Contracting Officer (KO): The KO is the sole individual with the authority to enter into, administer, and/or terminate contracts, and make related determinations and findings on behalf of the Government. The KO will make all final decisions regarding performance issues, contract modifications, and financial adjustments.

Contracting Officer’s Representative (COR): Appointed by the KO, the COR is responsible for the technical administration of the contract and will conduct the day-to-day surveillance of the Contractor's performance. The COR will maintain the official surveillance files, review deliverables, perform inspections, and document performance findings. The COR is not authorized to make contract changes or obligate Government funds.

Contractor Program/Contract Manager: The Contractor's designated Key Personnel responsible for direct management of contract execution, quality control program (QCP) adherence, and timely deliverable submissions. The Contract Manager serves as the primary technical point of contact for the COR.

6.1.3. Methods of Surveillance

The Government will utilize the following four methods of surveillance to monitor performance:

100% Inspection: Used for critical, one-time or highly administrative deliverables where compliance must be absolute (e.g., Quality Control Plan, Service Contract Reporting, curriculum compliance with ICF Level 1 standards).

Periodic Inspection: Used to evaluate tasks performed on a regular basis (e.g., monthly tracking logs, training cohorts, assessment reports). Inspections may occur monthly, quarterly, or upon cohort completion.

Random Sampling: Used to evaluate recurring interactive elements, such as auditing random coaching sessions, reviewing individual training files, or checking standard class progress.

Customer Feedback: Gathered systematically via standardized participant evaluations at the end of each training block, cohort sequence, and seminar.

6.2 Technical Exhibit B – Deliverables Schedule: This schedule lists all deliverables required under this contract, their required frequency, copies, format, and designated recipients.