DAFSLDP PWS - Draft.docx

PERFORMANCE WORK STATEMENT

FOR

DEPARTMENT OF THE AIR FORCE SENIOR LEADER DEVELOPMENT PROGRAM (DAFSLDP) SERVICES

AT

HEADQUARTERS (HQ) USAF DEPUTY CHIEF OF STAFF, MANPOWER, PERSONNEL AND SERVICES (AF/A1), THE DEPUTY ASSISTANT SECRETARY FOR ACQUISITION, INTEGRATION, OFFICE OF THE ASSISTANT SECRETARY OF THE AIR FORCE FOR ACQUISITION (SAF/AQX)

15 May 2025

Controlled by: AFDW/PK CUI Categories: PROCURE Distribution/Dissemination Controls: OPEN PRE-AWARD POC: Ashley Raymond

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TABLE OF CONTENTS

Task 6 – Acquisition Workforce Professional Development Training and Individual Course Experiences. 24

GOVERNMENT FURNISHED PROPERTY, EQUIPMENT, MATERIAL, INFORMATION, OR

SECTION I

1.0. DESCRIPTION OF SERVICES

1.1. General

This is a follow-on effort for a non-personal services contract to provide leadership development for Department of the Air Force (DAF) Total Force General Officers (GO), Civilian Senior Executives (CSE), Colonels (Col), Chief Master Sergeants (CMSgt) and General Schedule (GS) 14/15s. This program will also be made available to the Department of Defense (DoD) equivalents of the stated ranks and positions.

1.1.1. Scope

The scope includes a full range of technical, functional, and managerial expertise to support the continual development, sustainment, enhancement, and facilitation of the Department of the Air Force Senior Leadership Development Program (DAFSLDP). The DAF's goal is to employ a process that develops leaders capable of operating in a complex and dynamic strategic environment and taking the DAF to the next level of excellence. The DAFSLDP provides a systematic approach, in which leadership development becomes an integral part of professional development through a leadership development continuum that provides all future leaders opportunities to receive the commensurate level of leadership development at the appropriate points in their career. The DAFSLDP is broken down into core, supplemental and targeted course offerings. The DAFSLDP is an Air Force Chief of Staff (CSAF) initiative; implements for supervisors, managers, and executives the provisions of 5 United States Code (U.S.C.) Chapter 41, related to training, and 5 U.S.C. 3396, related to the criteria for programs of systematic development of candidates for the SES and the continuing development of Senior Executive Service (SES) members; and aligns with Department of the Air Force Instruction (DAFI) 36-2670 Total Force Development, Public Law 112-56 for the Transition Assistance Program (TAP), and follows Department of Defense Instruction (DoDI) 1430.16, Department of Defense Directive (DoDD) 5124.02, and DoDD 1403.03. The CSAF continues to support the DAF's mission and goal of enhancing leader development that prepares total force senior leaders to effectively lead in a dynamic national security landscape.

1.2. Background

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

The DAF’s goal is to employ a process that develops leaders capable of operating in a complex and dynamic strategic environment and take the DAF to the next level of excellence -- leaders who understand how to collectively leverage individual skills to accomplish the mission and who are capable to meet any challenge they face.

Currently, the DAF has established Airman’s Foundational Competencies (AFCs) and adopted the Office of Personnel Management’s (OPM’s) Executive Core Qualifications (ECQs), which are critical to leadership development. AFCs replaced the Institutional Competencies (ICs) published in AF Doctrine Document (AFDD) 1-1, Leadership and Force Development, which provides doctrinal guidance for leadership and force development (FD). The Air Force Leadership Development Model (AFLDM) addresses the leadership development of Total Force senior leaders (SL) (GOs, CSEs, Cols, CMSgts, and GS-14/15). AFCs and OPM ECQs set the standard against which AF SL development is built. Future efforts may advance additional leadership doctrine, leadership attributes, and senior leader competencies. For additional information see, AF Handbook (AFH) 36-2647, Competency Modeling.

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

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

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

SECTION II

2.0. TASK DESCRIPTIONS

The contractor shall provide all services, materials, supplies and equipment as required in accordance with this PWS. The contractor shall provide a combination of on and off-site support as identified in each of the task areas. Support provided from the contractor’s facility requires the contractor to travel to the Pentagon and other Government locations on a routine basis within and outside the National Capital Region (NCR), as defined by 10 USC § 2674(f)(2).

2.1 Task 1 - Program Management Support - Administrative

2.1.1 The contractor shall provide all overarching personnel resources (administrative, financial, transition, and managerial) necessary to support this PWS. The contractor shall assign a Program Manager (PM) to serve as the primary interface and point of contact (POC) to the Government program authorities and representatives on technical program/project issues. The contractor PM shall facilitate required communications, data analytics, reporting and all activities necessary to ensure the accomplishment of timely and effective program support, in accordance with the requirements contained in this PWS.

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

2.1.2 Subtask 1 – Prepare a Monthly Status Report (MSR). The contractor shall develop and deliver a summary, by task, the management and technical work conducted during the month and submit by the 10th of the following month via electronic mail (email) to the COR. The report shall address each call under the Blanket Purchase Agreement (BPA). Each MSR shall summarize the efforts on the contract from the previous month and addressing any issues, contractor employees performing work on-site compared to off- site performance, anticipated actions for AF/A1DI sponsored e-mail accounts or CAC, and notification of any employee changes since the last report and anticipated changes within the next 30 calendar days. The MSR shall contain an updated Staffing Plan, Project Management Plan, identify subcontractors and their associated work, and contain a travel expense report (A0003; DI-MGMT-81928).

2.1.2.1 The contractor shall develop the MSR using Microsoft (MS) Office Suite applications. The report shall provide at a minimum the following information:

2.1.2.1.1 Activities during reporting period, by task to include a brief description of the task, on-going activities, new activities, activities completed, deliverables submitted for that period, and progress to date on all above-mentioned activities. The contractor shall provide a report that identifies the cost per student for each course offered stating the detail on attendance by each course by cohort.

2.1.3 Subtask 2 – Convene Technical Status Meetings. The contractor shall convene all contract activity and status meeting with the COR, and other key Government stakeholders when technical issues and/or concerns regarding the DAFSLDP are identified or arise. The purpose of this meeting is to ensure all stakeholders are informed of the current activities of concern, status, and provide opportunities to identify other activities as well as establish priorities, and coordinate resolution of identified problems or

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opportunities. The meeting shall provide an opportunity to discuss and respond to questions and inquiries from AF/A1 staff offices on corresponding sections of the spend plan that affect those offices, PWS requirements initiatives on the planning of activities per specific time periods, and work with appropriate offices to better define requirements. The contractor PM shall provide minutes of these meetings, including attendance, issues discussed, decisions made, and action items assigned, to the AF/A1D COR following each meeting (A0004; DI-ADMN-81250C).

2.1.4 Subtask 3 – Prepare a Program Management Plan (PMP). The PMP shall be used as a foundation for the MSR (A0003; DI-MGMT-81928). The contractor shall develop and deliver a draft and baseline PMP (A0005; DI-MGMT-81797) based on the contractor’s proposed solution outlining the proposed management approach, the tasks and deliverables necessary to meet the PWS objectives to include: milestones, tasks, and subtasks required in this PWS. The contractor shall present and brief the draft PMP at the Kick-off meeting.

The PMP shall contain, at a minimum, the following for each task:

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

b. Status of current and planned tasks and subtasks.

c. Project schedule(s) to include major activities (showing task dependencies and interrelationships) and deliverables shown in tracking Gantt format.

d. All standards followed in support of these requirements.

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

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

g. A matrix of all deliverables and planned delivery dates

h. Updated Deliverable Status/Schedule (based on solution)

i. Task methodologies

j. Standard operating procedures (SOPs) for all tasks

k. Contingency Plans (where appropriate).

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

m. Task dependencies and interrelationships

n. Contractors’ organization structure relevant to this contract and each task order to include sub- contractors performing work.

o. Contractor personnel assignments and duration (Staffing Plan).

p. Process management and controls.

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

r. Any unique hardware and software utilized by the contractor.

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

t. POCs (Point of Contacts)

u. General operating procedures for:

1) Travel

2) Work hours.

3) Leave

4) Deliverables

5) Staff training policies

6) Problem/issue resolution procedures

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

2.1.4.2 Following the Kick-off meeting, the Government will provide comments. The contractor shall incorporate the Government comments into the baseline PMP and provide for Government approval within 30 days (A0005; DI-MGMT-81797).

2.1.5 Subtask 4 – PMP Updates. The PMP is a living document. The contractor shall keep the PMP and integrated master schedule up to date, accessible electronically at any time, and be prepared to brief any PMP content to the Government at short notice (within 24 hours). The contractor shall update the PMP as required (A0005; DI-MGMT-81797).

2.1.6 Subtask 5 – Prepare Meeting Reports. The contractor shall submit meeting reports to document the results of meetings, in accordance with Appendix B (A0004; DI-ADMIN-81250C) three (3) business days following the completion of each meeting when the Government has identified the need for a meeting report.

The meeting report shall include the following information:

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

b. Dates

c. Location

d. Purpose

e. Summary of events

f. Prior Action Items

g. Topics for Discussion

h. Summary of Decisions and Taskers

i. Appropriate Signature Blocks

2.1.6.1 The Government will review the meeting reports and provide feedback. The contractor shall update the meeting reports based on Government feedback to reconcile their meeting report with official meeting minutes if published and advise the COR accordingly.

2.1.7 Subtask 6 – Prepare Problem Notification Reports (PNRs). The contractor shall provide the COR a PNR within two (2) business days after the contractor’s discovery of the issue(s) relative to the BPA or for any specific task order(s) (A0008; DI-MGMT-80368A). The PNR notifies the COR of PWS issues such as potential cost/schedule overruns/impacts, assumptions upon which tasks were based that have changed or were incorrect, etc. The PNR shall include a plan detailing the proposed resolution.

2.1.8 Subtask 8 – Convene In-Progress Reviews (IPR). The contractor shall conduct formal IPRs to be held quarterly at the place of performance or virtually (A0009; DI-MGMT-81904). The IPR shall provide a forum for Government review of progress, planning, and issues related to the PWS. The contractor shall email IPR quarterly meeting minutes to all participants. IPRs shall include schedule by task; previous month’s activities by task; analysis of previous quarter activities, course evaluations, etc.; recommendations for course adjustments; planned activities for next quarter by task; and issues/actions required by the Government.

2.1.9 Subtask 9 – Technical Reports/Ad-Hoc Reports. The contractor shall provide technical reports and/or Ad-Hoc Reports which may include status reports, meeting agendas, post-event minutes, point papers, publications, and reports/artifacts associated with DoDI 5000.75_DAFI63-144, as required by the Government for all task orders.

2.1.10 Subtask 10 – Annual COR Report. The contractor shall provide an Annual COR Report that includes dates of required contractor training to include the following: Information Assurance, and Records Management (A0028; DI-MGMT-81904).

2.1.11 Subtask 11 – Senior Leader Management and Development Program Support. The contractor shall provide program support to the Department of the Air Force Senior Leader Working Group (DAFSLWG) by implementing and enhancing the DAFSLDP through efficient and effective design, oversight, and management of SL development to DAF SLs (e.g., GOs, CSE, Cols, GS-14/15 or equivalents civilians, CMSgts, and DoD rank and position equivalent).

2.1.11.1 The contractor shall support the DAFSLWG by facilitating and supporting the following: provide a quarterly report detailing all meetings held; propose course updates and recommend portfolio adjustments through examination of curriculum and outcome objectives for current courses; analysis of course evaluations results; and competency gaps assessments (A0012; DI-ADMN-81373).

a. Subject Matter Expert (SME) consultations with each individual DAFSLWG up to bi-weekly. AF/A1DI will be notified of all meetings with individual DAFSLWG offices.

b. Quarterly DAFSLWG Director’s meeting. These meetings span 1-2 hours, and the agenda will include, but not limited to: previous quarter course execution; plans for next quarter and/or remaining portion of the performance period; course analysis; course survey evaluations and competency gaps assessments. The contractor shall provide a summary of course survey evaluations; programs; results; and competency gaps analysis through researching innovative, state-of-the-art industry and academic best practices. The contractor shall provide recommendations to address portfolio shortfalls (A0014; DI-MGMT-81904).

c. Monthly action officer (AO) meeting (A0013; DI-ADMN-81373). These meetings will include but are not limited to; past month execution and evaluations results; following quarter and the remaining period of performance course projected schedules; and fiscal year “Just in Time” (JIT) course planning and execution under Section 2.10, Task 10, Emerging Requirements Flexibility. The contractor shall provide an annual in-depth review of all courses to include a strategy for targeting appropriate development/attendees.

d. Provide administrative support for SL development panels and FM/DT (Working group, two briefs, and panel) as requested by COR to include Officer, Enlisted, Civilian Force Development Panels (FDPs) and FM/DT Meetings (4 meetings). Administrative support shall include facilitating slide and agenda development, protocol support, event execution, after action support, panel advisor support (as requested), and printed materials (e.g., printing and assembling briefing books for key panel members, as requested). Also, provide the same level of administrative support for one (1) to three (3) off-sites annually at alternate locations outside of the NCR (A0013; DI- ADMN-81373).

2.1.12 Subtask 12 – Senior Leader Development Portfolio Support. The DAF offers a broad range of developmental opportunities to senior leaders (GOs, CSEs, Cols, GS- 14/15, and CMSgts) to deliver specific competencies that span one’s DAF career ranging from individual leader development courses to custom seminars designed to increase strategic understanding of the complex environment in which the DAF operates.

2.1.12.1 The Senior Leader (SL) development portfolio provides a course catalog for all programs/courses (contractor and Government provided) available to DAF SLs. The catalog should be provided on a DAF template, provided by the government. The contractor shall review and maintain the SL development portfolio.

2.1.12.2 Contractor support shall analyze, develop, schedule, track, and implement programs/courses for the portfolio, as well as supporting the improvement of current DAF designated programs (A0020; DI-MISC-81458B / A0022; DI- MISC-81459B / A0023; DI-MISC-81458B). The contractor shall research innovative, state-of-the-art industry and academia best practices and provide recommendations addressing developmental shortfalls within the portfolio.

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

b. Course description

c. Course location and logistics

d. Target population

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

f. Course objectives and format

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

h. Office of Personnel Management (OPM) Executive Core Qualifications (ECQs) and sub- competences delivered in each course ( https://www.opm.gov/policy-data-oversight/senior- executive-service/executive-core-qualifications.) Courses to Joint Talent tracking relationships

i. Courses to Great Power Competition relationships

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

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

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

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

2.1.12.3 The contractor is responsible for the overall management of the portfolio content and all course documentation maintained, ensuring the portfolio is updated at least annually. The contractor shall ensure the DAFSLDP portfolio is interactive not stationary. The contractor shall provide an annual assessment report of how well the portfolio/course learning objectives are aligned with OPM ECQs and AFCs (and any future leadership competency or attribute framework), and how well balanced the portfolio is for each target population (e.g., CSE versus Col), and how well received each program is amongst attendees (A0015; DI-MGMT-80904).

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

2.1.12.5 The contractor shall maintain the current portfolio on Government Senior Leader Development SharePoint and maintain a historical record of the SL portfolio offerings. Implement changes to the portfolio based upon AF/A1D and the DAFSLWG offices’ inputs (A0016; DI-MGMT-81904). Obtain AF/A1D’s approval prior to publishing the annual portfolio.

2.1.13 Subtask 13 - Senior Leader Portfolio Performance Management. Track and report individual SL course attendance, payment, and costs through Senior Leader Career Management System (SLCMS). Reports shall be provided to AF/A1D (A0017; DI-MGMT-80368A) on a quarterly basis and include:

a. Participant attendance

b. Rate of class occupancy

c. Cancellation rate for classes

d. Analysis of personnel type who attended classes

e. Costs per individual attendee

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

2.1.14 Subtask 14 - Senior Leader Development (SLD) Courses Support. Several SL development programs/courses have been specifically designed/procured to meet DAF SL educational needs. The specifically designed courses include but are not limited to: AF Civilian Leadership Course (AFCLC), Senior Leader Orientation Course (SLOC), Advanced Senior Leader Development Seminar (ASLDS), and ASLDS-II. The procured programs/courses include but are not limited to: Leadership at the Peak (LAP), Leading Strategically (LS), Enterprise Leadership Seminar (ELS), and Enterprise Perspective Seminar (EPS). All courses offered through the contract shall address specific professional education, development requirements, and AFCs or OPM ECQs (A0022; DI-MISC-81459B / A0023; DI-MISC-81458B). To maintain efficiency of these offerings, the contractor shall perform ongoing analysis, updates, and improvements of these courses (A0016; DI-MGMT-81904).

2.1.14.1 The contractor shall:

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

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

c. Analyze the course offerings to ensure they reflect leadership development needs for senior leaders to operate in the future (5-20 years) and in complex and dynamic strategic environments.

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

e. The contractor shall review and analyze the course feedback as part of the overall portfolio assessment (A0018; DI-MGMT-82245). If significant negative feedback or a trend of declining feedback is obtained, the contractor shall make recommendations to AF/A1D to adjust the portfolio accordingly.

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

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

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

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

3) Programs no longer relevant to the strategic environment or leadership development continuum

4) Programs considered too long or too short

5) Program costs

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

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

j. Provide recommendations to AF/A1D for improvements and/or proposed solution during the quarterly DAFSLWG meeting (A0019; DI-MGMT-82245).

k. Respond to all DAF and DoD inquiries relating to its program/course assessments.

2.1.15 Subtask 15 – Curriculum Recommendations and Advice. The contractor shall develop, in collaboration with the Government, course curriculum, structure, and format development. The contractor shall develop the agenda flow, intensity, and program lengths, with Government advice.

2.2 Task 2 - Program Management Support - Facility Planning and Registration.

2.2.1 General Facility Requirements.

2.2.1.1 To ensure the maximum number of strategic level presenters and mentors from across the DAF can participate and uphold the quality of the executive subject matter and academic content, the courses must be conducted at an efficiently located, high-quality venue. Facility sites must allow conduct of all aspects of the course at a single location, and provide safe, and fast access to transportation hubs.

2.2.1.2 The facility’s property and rooms shall meet or exceed industry standards for cleanliness. Each meeting room and public area must be suitable for nationally distinguished civilian and military guests. All breakout rooms shall be as contiguous as possible and shall be located within the same facility. Furniture, fixtures, carpets, and linens shall not be at the end of their life cycle, showing worn or shabby appearance. A fitness facility nearby or organic to the facility.

2.2.1.3 The facility must provide an accommodation support package that includes free Wi-Fi in all rooms and areas, a business center, and appropriate information technology (IT)/audiovisual equipment/support to meet each course agenda.

2.2.1.4 To facilitate, the contractor shall inspect the course facilities to ensure they meet the required logistical requirements for the meeting and agenda format. Logistical requirements may include but are not limited to coordinating appropriate table sizes and seats based on number of attendees; assessing room and audiovisual capabilities, and staging requirements; proper room flow; and event timing.

2.2.2 Coordinate Facility Accommodations Utilization.

2.2.2.1 As determined at the task level, the contractor shall coordinate hotel bookings using a room block at Government lodging facilities based on attendee registrations and the needs course speakers, staff, and other attending officials, as applicable. In the event Government lodging facilities are not fully available, the contractor shall coordinate the use of auxiliary lodging facilities.

2.2.2.2 The contractor shall coordinate to facilitate the course registration process, such as information desks, luggage holds, check in/check out and other course requirements.

2.2.2.3 The contractor shall coordinate with the hosting facility to ensure appropriate information technology (IT)/audiovisual equipment/support, and any other equipment or materials are available and ready for immediate use to meet each course agenda.

2.2.3 Registration Fees.

2.2.3.1 Included in registration fees will be the cost of the conference/training space(s), appropriate information technology (IT)/audiovisual equipment/support, and any other equipment or materials are available and ready for immediate use to meet each course agenda, and necessary expenses related to the conference/training.

2.2.3.2 In order for the cost of meals to be includable in any registration fee and as part of the agenda under 5 U.S.C. 4110 the following all must apply:

a. The meals are incidental to the conference or meeting.

b. Attendance of the employees at the meals is necessary for full participation in the conference or meeting.

c. The conference or meeting includes not only the functions (speeches, lectures, or other business) taking place when the meals are served but also includes substantial functions taking place separately from the mealtime portion of the meeting/conference.

d. The provision of food may be necessary for participation in the training. In these instances, the goal of the events is to encourage continued interactions through the day and to allow attendees to stay on site for timely attendance at all sessions. To do so, some of the events require participation at a working breakfast, working lunch, or dinner events, a full day experience to maximize participant interactions. The provision of such meals may be necessary due to the agenda requiring training during mealtimes to ensure full participation in the event.

2.2.3.3 The contractor shall arrange for a separate single invoice to the individual attendees’ government travel card for approved registration fee IAW with (CDRL A0032; DI-FNCL-81866).

2.3 Task 3 – Contractor Developed Courses.

2.3.1 Design, Maintain, Analyze, Update, and Deliver Senior Leader Development (SLD) Courses. The contractor shall identify and recommend developmental opportunities based on the competency/developmental gaps analysis and relevancy to growing leaders prepared to operate in the future national security environment. Once concept is approved by AF/A1D, the contractor shall identify individual course opportunities and customize leadership development course/seminars for inclusion in the DAF SL development portfolio to address the competency/developmental gap (A0019; DI-MGMT-82245).

2.3.1.1 The contractor shall design, execute, and provide feedback on individual course opportunities, as well as customized leadership development courses/seminars by conducting research, inclusion of a battery of assessments and/or organize, and secure courses offered by commercial or academic institutions. Course feedback shall include a breakdown cost of the estimated course cost per seat versus the realized course cost per seat. (A0021; DI-MGMT-82245 / A0022; DI-MISC-81459B / A0023; DI- MISC-81458B). Institutions may include but are not limited to the Center for Creative Leadership, the University of North Carolina, and the University of Virginia’s Darden School of Business, Harvard’s executive development arm, Syracuse University, the Massachusetts Institute of Technology, and other colleges/universities or commercial providers of leadership development. The contractor shall arrange seminars, associated facility support, conduct assessments, and obtain executive level leadership consultants to support individual, group, and/or customized course/training requests.

2.3.1.2 When appropriate, the contractor shall advise and interact with commercial or academic institutions to tailor course presentations for specific DAF audiences. If necessary, the contractor and/or Government representative shall attend courses of interest at commercial or academic institutions to determine their suitability and benefit to the portfolio. Occasionally, existing contractor-supplied courses, as well as commercial/academic courses, shall be modified to address new DAF SL topics. The contractor shall work with commercial and academic institutions to adjust curriculums accordingly to incorporate new topics as identified by the contractor or AF/A1D and eliminate topics no longer relevant to the DAF.

2.3.1.3 The contractor can expect to design a customized course for the first year and each subsequent year of the total 5-year ordering period of the BPA. The contractor may be required to execute approximately two

(2) sessions of each customized course for approximately 30 attendees per session throughout the remainder of the contract ordering period years (A0022; DI-MISC-81459B / A0023; DI-MISC-81458B).

2.3.2 Subtask 1 – Air Force Civilian Leadership Course (AFCLC).

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

The contractor shall provide four (4) courses per year with 30 attendees per course (A0022; DI-MISC- 81459B / A0023; DI-MISC-81458B). The courses shall include, but are not limited to, the following:

Logistics:

a. The contractor shall secure a fully integrated, level learning environment in accordance with Section 2.2.1.

b. Facility shall be approximately within 50 miles of the Pentagon. Location shall be identified to the Government NLT 8 weeks prior to the course start date, or an alternate date approved by the CO.

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

d. Facilitate and cover expenses for all participants and guest speakers, to include registration fees in accordance with Section 2.2.3.

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

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

g. Ensure students complete feedback on the program.

h. Provide a summary of the program (including review of feedback). Program summary shall address any trends in the student feedback and propose changes to address student concerns, as well as a breakdown cost of the estimated course cost per seat versus the realized course cost per seat (A0021; DI-MGMT-82245).

Content:

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

b. Ensure content remains relevant to developing future executives ready to operate in a complex/dynamic security environment.

c. Include psychometric assessments instruments to include but not limited to a 360-degree assessment and personality assessment (e.g., Hogan Development Survey (HDS), Campbell Leadership Index 360, etc.).

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

e. Provide attendees with course curriculum/lesson plans. It shall include the schedule with expanded information to include Desired Learning Objectives for each non-AF section (A0020; DI-MISC-81458B).

Facilitators:

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

b. The agenda and subsequent curriculum shall be developed in accordance with Section 2.1.15.

The DAF will:

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

2.3.3 Subtask 2 – Active-Duty General Officer Transition Assistance Program (GO TAP).

The contractor shall accomplish curriculum development, planning, preparing, managing, organizing, facilitating, and executing of the GO TAP and CSE Transition Seminar in accordance with Section 2.1.15.

Public Law 101-510, National Defense Authorization Act (NDAA) 1991, as amended, public Law 102- 484, and NDAA 1992 to provide GO TAP requires the DoD to provide transition assistance to all members separating or retiring from the military. The DAF conducts GO TAP to fulfil the legislative requirement. The contractor shall provide five (5) sessions per year (A0022; DI-MISC-81459B / A0023; DI-MISC-81458B). Total participants are approximately 100 active-duty participants and 50 spouses annually.

The courses shall include, but are not limited to, the following: Logistics:

a. Training shall be facilitated at a federal or commercial facility approximately within 50 miles of the Pentagon. To mitigate pricing risk, the contractor shall propose pricing for both a federal facility and a commercial facility. When issuing an order for this Subtask, the pricing utilized will be based on the facility type chosen by the Government.

b. Location of the training shall accommodate the agenda, to include presenting high-level material visually for all attendees and the ability to provide at least three (3) breakout rooms. Breakout rooms shall be able to accommodate necessary instructional exercises, per the agenda.

c. Facilitate and cover expenses as specified in the particular agenda, to include registration fees in accordance with Section 2.2.3.

d. Five (5) days of instruction.

Content:

a. The contractor shall build the seminar based on the requirements of Public Law and NDAA.

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

c. Provide attendees with course information to facilitate learning.

d. Ensure students complete feedback on the program.

e. Provide a summary of the program (including review of feedback) after each program addressing any trends in the student feedback and propose changes to address student concerns with any proposed improvements upon request, as well as a breakdown cost of the estimated program cost per seat versus the realized program cost per seat (A0021; DI-MGMT- 82245).

Facilitators:

a. Provide program/course facilitators/SMEs with qualifications consistent for course offerings.

b. The agenda shall be developed in accordance with Section 2.1.15.

2.3.4 Subtask 3 – Reserve GO TAP.

Public Law 101-510, NDAA 1991, as amended, public Law 102- 484, and NDAA 1992 to provide GO TAP requires the DoD to provide transition assistance to all members separating or retiring from the military. The DAF conducts GO TAP to fulfil the legislative requirement. AFR GOs on Extended Active Duty (EAD) orders attend AF/A1LG managed course and all other AFR GOs attend AF/REG managed course. The contractor shall provide two (2) sessions per performance period and each course session will include approximately 20 reserve participants and 10 spouses (A0022; DI-MISC-81459B; A0023; DI-MISC-81458B).

The courses shall include, but are not limited to, the following: Logistics:

a. A federal facility approximately within 50 miles of the Pentagon.

b. Location of the training shall be in accordance with Section 2.2.1.

c. Facilitate and cover expenses as specified in the particular agenda, to include registration fees in accordance with Section 2.2.3.

d. Five (5) days of instruction.

Content:

a. The contractor shall build the seminar based on the requirements of Public Law and NDAA.

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

c. Provide attendees with course information to facilitate learning.

d. Ensure students complete feedback on the program.

e. Provide a summary of the program (including review of feedback) after each program addressing any trends in the student feedback and propose changes to address student concerns with any proposed improvements upon request, as well as a breakdown cost of the estimated program cost per seat versus the realized program cost per seat (A0021; DI-MGMT- 82245).

Facilitators:

a. Provide program/course facilitators/SMEs with qualifications consistent for course offerings.

b. The agenda shall be developed in accordance with Section 2.1.15.

2.3.5 Subtask 4 – CSE Transition Seminar.

The CSE Transition Seminars enable the DAF to manage the retirement of CSEs and provide the same intent as outlined in the GO seminar. These seminars differ from the GO sessions in that civil service retirement benefits differ slightly from military retirement benefits. The seminars should include but are not limited to: Estate planning, financial planning, and health care benefits. The contractor shall provide two (2) virtual courses per year (A0022; DI-MISC-81459B / A0023; DI-MISC-81458B). Total participants expected 40 CSEs and 20 spouses annually.

The courses shall include, but are not limited to, the following: Logistics:

a. Courses will be held virtually.

Content:

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

b. Provide attendees with course information to facilitate learning.

c. Ensure students complete feedback on the program.

d. Provide a summary of the program (including review of feedback) after each program addressing any trends in the student feedback and propose changes to address student concerns with any proposed improvements upon request, as well as a breakdown cost of the estimated seminar cost per seat versus the realized seminar cost per seat (A0021; DI-MGMT- 82245).

Facilitators:

a. Provide program/course facilitators/SMEs with qualifications consistent for course offerings. The agenda shall be developed in accordance with Section 2.1.15.

2.4 Task 4 – Government Developed Courses (e.g., SLOC, ASLDS, ASLDSII).

2.4.1 The contractor shall develop course curriculum, structure, and format development. The contractor shall develop the agenda flow, intensity, and program lengths. To facilitate this requirement, the contractor shall inspect the course facilities to ensure they meet the required logistical requirements for the meeting and agenda format. Logistical requirements may include, but are not limited to, coordinating the appropriate table sizes and seats based on number of attendees; assessing room and audiovisual capabilities, and staging requirements; proper room flow; and event timing.

2.4.1.1 The contractor shall interface primarily with the AF/A1D, who serves as the Office of Primary Responsibility (OPR) for applicable (SLOC, ASLDS, ASLDSII) POC but consider the needs of AF/A1LG, SAF/MRL, AF/REG, and the AF/NGB POCs. All facilities and content must be provided to the AF/A1D POC.

2.4.1.2 The contractor shall produce deliverables in formats that facilitate ease of learning for executive level development; and shall consider DoD, industry, and academia best practices used to develop executive level leaders, as well as conduct research/evaluation of course agendas as requested.

2.4.1.3 The contractor shall provide labor to execute: the executive learning panel scheduling, selection of speakers, ‘meet and greet’/escorting, moderator and speakers, management, and assignment of attendees to the courses, and other logistics as required.

2.4.1.4 The Government requires the facilitators to demonstrate qualifications to include, but not limited to the following (A0022; DI-MISC- 81459B / A0023; DI-MISC-81459B):

a. Experience working with or facilitating DAF senior leadership.

b. Knowledge and familiarity with DAF culture, issues, and practices.

2.4.2 Private Sector Content Management. The contractor shall provide the DAF development, sourcing, and management of private sector content, develop the overall course curriculum and manage course events. The contractor shall meet this objective by providing the DAF private sector content management, overall curriculum recommendation and advice and event management to include following support:

a. Private Sector Speaker Management. Based on the decided-upon course material and presentations, the contractor shall research, identify, and obtain non-Governmental guest speakers (paid and unpaid) to present and support the overall objectives of the course. The contractor shall be familiar with the DAF and apply this knowledge to the course material and objective development. The contractor shall ensure appropriate consultants, SMEs, and speakers are assigned to each event and monitor performance.

b. Support private sector speaker course materials. The contractor shall research, recommend, and manage privately sourced course content and materials where applicable. The contractor is responsible for coordinating and scheduling speakers and/or filling out the speaker request form if at the SECAF/USECAF, CSAF, CSO, VCSAF, VCSO, CMSAF, CMSSF levels. The

c. contractor shall provide expert advice to the DAF on their relevance to the stated DoD and DAF objectives, prepare these course materials and manage them. The contractor shall structure the objectives into the materials to ensure all objectives are met within the time allotted. The contractor shall process, recommend, and incorporate new and innovative learning styles into the course as they become identified and available.

d. The contractor shall design the content and format of the program materials including slides, brochures, papers, and briefings, as well as producing said materials through Government collaboration.

2.4.3 Gather Feedback. The contractor shall gather attendee feedback on each course presentation, the registration experience, registration fees as required by the agenda and in accordance with Section 2.2.3, events, and other pertinent areas. Preliminary daily feedback results shall be made available by the following day, NLT 1200 hrs (A0030; DI-MGMT-82245). A full feedback report shall be provided in the post SLOC assessment (A0031; DI-MGMT-82245).

2.4.4 Training Session Management. Provide administrative support for course materials, handouts, and overall support to course attendees. The contractor shall provide, host, and use a course registration and information website to create and manage welcome packets, programs, and related training session materials to include additional name tags with name tag holders as needed.

2.4.4.1 The contractor shall research, coordinate with the Government for access to the Government facility and provide all necessary arrangements to ensure a successful event. Circumstances at appropriated fund and non-appropriated fund Government facilities may require additional augmentation staffing or execution of a five (5) day training session outright at these facilities by a vendor.

2.4.4.2 The contractor shall coordinate lodging room block if a government lodging facility is not available. If a government lodging facility will be utilized, the Government’s POC will establish a room block at the government facility. The contractor shall coordinate with the POC to provide the attendee registrations, course speakers, course staff, and other officials. The contractor shall coordinate the use of auxiliary lodging facilities (lodging lobby, meeting rooms, or luggage room) to facilitate registration, information desks, luggage holds, check in/check out and other course requirements.

2.4.4.3 The contractor shall coordinate information technology (IT)/audiovisual equipment/support at a government facility, or when a commercial facility. The primary site (Jacob E. Smart (SMART) Conference Center, Joint Base Andrews (JBA)) for the course provides IT/audio visual equipment/support. Outside the primary site or at a commercial facility, the contractor shall coordinate IT/audio visual equipment/support with the hosting facility.

2.4.4.4 The contractor shall conduct a post-course assessment to determine how future courses could be improved. The assessment shall include providing lessons learned, evaluation reporting, recommendations for next year, and statistical information in the format of an after-action report (A0031; DI-MGMT-82245). The after-action report shall include the overall cost breakdown of the event, any cost implications and recommendations, final attendee list, movement of people, assessment of the logistics, analysis of the quality of the faculty and infrastructure, quality of briefings, website ease of use and recommendations of future changes based on assessments.

2.4.5 Subtask 1 – Senior Leader Orientation Course (SLOC).

2.4.5.1 SLOC is an orientation course exposing newly selected DAF GOs (AF, SF, REG, and ANG) and Senior Executive Service (SES) to the role of the executive in the DAF. The purpose of SLOC is to prepare attendees to assume those roles within the AF. The contractor shall provide three (3) one-week sessions per year (typically Sunday arrival with a Sunday evening event per the agenda, and course material from Monday through mid-day Friday). Each course session will be provided for approximately 60 attendees with approximately 30% of the attendees being spouses.