Attachment 2 - PWS - Draft.pdf

Performance Work Statement 27th Special Operations Wing

Organizational Network Analysis (ONA) and Leadership Seminars

Part 1

General Information and Scope of Work

1.0 General: The contractor shall develop and provide to the government facilitator with completion of a full Organizational Network Analysis (ONA). This shall include analysis of up to 12 squadrons assigned to the Cannon AFB, NM (CAFB). Additionally, the scope of work incudes individual assessment of up to 1,500 assigned personnel. Finally, the contractor shall provide an executive analysis to CAFB leadership to identify trends and analysis across the larger formation. CAFB leadership consists of 12 squadron command teams plus the 27 Special Operations Group (27 SOG) command team, for a total of 13 briefings. The contractor shall use the results of the ONA to provide training designed to improve resiliency, virtue building skills, and leadership skills among 27 SOW’s NCO and officer corps. The contractor shall comply with all requirements as outlined in this Performance Work Statement (PWS), local policy, state, and federal law.

1.1 Background: The USAF at CAFB wishes to assess their organizational culture to identify areas for targeted interventions. This is in response to unacceptable increases in safety mishaps and disciplinary concerns across the force. 27 SOW leadership is especially interested in disciplined mission execution, investment in junior leaders, and enabling/leading change in units as a means to combat known patterns of conduct/discipline issues, safety concerns, and complacent attitudes. SOW leadership has held discussions regarding the organizational goals and objectives for CAFB’s subordinate units over the next 12 months. Several of these goals and objectives can be achieved through the insights provided by a comprehensive ONA that assesses our Airmen and identifies influential individuals and work centers contributing to positive and negative cultural impacts. Since 2020, AFSOC and AFSOC-aligned units have used evidence-based cultural assessment tools utilized primarily with private sector/business clients to assess and alleviate units’ unique cultural and organizational concerns. This adaptation was hand in hand with development of targeted, multi-day leadership programs designed to foster professional and personal growth among middle managers (e.g., NCOs, CGOs, and junior FGOs) with a desired end state of fostering organizational culture change, increasing resilience, and reducing suicide risk. A desired outcome includes seminars comprehensively covered organizational culture, self and social awareness, coaching and developing emerging adults*, balancing individual goals with organizational mission, mental wellness, suicide prevention/awareness, and co-creating a winning team culture. These seminars were based upon scientifically validated organizational practices, such as Motivational Interviewing, Diffusion of Innovation Theory, and Leader-Member Exchange Theory.

*Military personnel that will be assessed are predominately below the age of 35.

1.2 Objectives: The contractor shall conduct an extensive and comprehensive ONA and use the results of the ONA to inform adaptation of a military-specific cultural change training designed to improve the interpersonal skills, virtue building, and team culture within the ranks of CAFB subordinate units. The ONA must include measures of social influence and network centrality, as well as measures of individual wellbeing. The ONA shall utilize statistical analysis capable of generating advanced regressions, multivariate analyses, and Bayesian statistics in order to interpret initial raw data. The statistical analysis process must include utilization of programs leveraging machine learning. Proprietary data analysis systems are acceptable but must be of comparable capacity to modern software programs such as R, Python, SAS, SPSS, etc. The contractor shall develop a comprehensive report regarding subordinate squadrons or similarly sized and structured units or agencies at CAFB, which includes insights and analyses of the informal communication and culture within the assessed units. These contractor-generated reports shall include sections such as diagrams of social network mapping and metrics in a format that is understandable to lay persons, and which will aid leadership in gaining a better understanding of the way work is conducted in their organization. The report must be compatible with Microsoft Office products. However, simple statistics conducted through MS Excel will not meet the Government needs (ergo: mean and standard deviation are not sufficient on their own). The report shall highlight key individuals and organizational factors requiring collaboration within the team and across functions, locations, and levels.

The contractor shall adapt or develop a customized training based on the ONA which is fully available for delivery within 30 days of completing the ONA. The contractor shall develop training that improves communication between Officers, SNCOs, NCOs, and Airmen through identifying and leveraging patterns and trends observed in the ONA.

The contractor shall incorporate group open discussion to advance Air Force interpersonal skills previously taught in Military Professional Education to practical real world and current scenarios in the life of SOF aviators, maintainers, medics, and support personnel. More specifically, this shall include a focus on the unique leadership challenges and culture norms experienced by CGOs, NCOs, and Junior Airmen in and around aviation career fields. The contractor shall train personnel in the skills needed to coach, develop, and increase connectedness with junior team members, many of whom represent the “emerging adult” population – navigating the attainment of critical life skills and developmental milestones unique to their generation. Trained personnel shall gain concrete skills in initiating and sustaining cultural change around the areas of safety, discipline, resilience, and professional development.

1.2.1 Organizational Network Analysis Objectives: Measure internal cultural conditions, group dynamics, and individual wellbeing, then use advanced statistical measures and machine learning to transform that data into visual and written representations of CAFB military as a network; identify key individuals and work centers contributing to cultural successes and concerns. The contractor shall assess a CAFB squadron or unit/agency which directly reports to a Group or Wing Commander as the smallest unit of measure. The contractor shall account for 100% of an assessed unit’s personnel, with capacity to measure up to 100% of CAFB personnel up to 1,500 personnel and 14 units, as part of network assessment and utilize highly qualified data analysis professionals and data management tools to ensure data quality and generalizability across the formation. The contractor shall debrief the results to each unit’s command team, for a total of up to 14 out briefs, plus reports. The contractor shall use the ONA to aid the command in measuring and understanding CAFB’s internal culture structure and identify key individuals and sub-organizations for strategic intervention. The contractor shall ensure that the ONA and its reports are sufficiently specific to identify any assessed unit’s most and least influential individuals (goal clear identification of clusters of Airmen with combined social capital impacting at least 70% of an identified formation). The ONA must include pre and post measurements used to tailor and assess effectiveness of targeted leadership development seminars.

1.2.2 Leadership Seminar Objectives: Upon completion of the ONA, the contractor shall deliver customized seminars targeting NCOs, SNCOs, officers within 30 days of concluding the ONA. The contractor shall prioritize highly influential individuals identified in the ONA for seminar attendance. These seminars must incorporate key findings of the ONA and be tailored to the audience’s experiences and responsibility levels. Seminar topics must be adapted to address cultural concerns raised in the ONA, but at a minimum must address organizational culture, self and social awareness, emotional intelligence, coaching and developing emerging adults, balancing individual goals with organizational mission, mental wellness, virtue building, and creation of effective and disciplined organizational cultures.

The contractor shall ensure materials are based upon established best practices in business, industry, or academia, and shall deliver seminar training only with fully trained facilitators. Fully trained facilitators will lead seminars by a(an) individual(s) with at least one year of experience in delivering, producing, or overseeing military-specific leadership training. Furthermore, individual(s) delivering seminars shall have five or more years with actual leadership experience in military, law enforcement, intelligence community, or similar Governmental position. The Contracting Officer Representative (COR) will adjudicate the leadership experience prior to commencing performance.

The seminar must be developed by a fully trained cultural change expert or team of experts with at least five years’ experience in producing and delivering leadership training. The developer must have at least three years’ experience in producing and delivering leadership or cultural training in a military environment based on evidence-based leadership development practices.

The contractor shall propose a timeline to complete seminars, out-briefs, and report starting from date of award through ultimate completion. The Government desires a 6-month timeline; however deployments and mission schedule may delay performance to 12 months for seminars. During performance, the contractor is expected to proactively work with squadron command teams to ensure deconfliction with unit training and operations/deployment schedules. The actual dates of seminar execution will be mutually agreed upon between the unit commander, contractor and COR. The contractor shall deliver seminars using a cohort model, with each cohort comprised of approximately 15 members per cohort, but no more than 20 members. The seminars shall be conducted for up to 300 members. The contractor shall ensure all seminars directed toward NCOs and CGOs include at least 16 hours of in-person learning, delivered across at least one but no more than three sequential days. The contractor shall ensure seminars directed toward SNCOs and FGOs include at least 8 hours of in-person learning delivered across not more than two sequential days.

Upon completion of each session, the contractor shall provide command leadership with the anonymous and unfiltered participant feedback collected at the conclusion of instruction. This feedback shall be focused on the contractor’s internal product improvement processes as well as providing command leadership with sufficient data to measure program impact.

1.3 Scope: The contract shall propose number of site visits required, no more than twenty-five (25) site visits to

Cannon AFB, NM for the following purposes.

1.3.1 To conduct data collection. The data collection visit consists of interviews and collaboration with leadership teams and Airmen in order to identify unique aspects of maintenance culture.

1.3.2 To conduct focus groups. During the focus group visit, the contractor conducts focus groups in each squadron and among group leadership and key staff.

1.3.3 To conduct the ONA, the contractor shall assess up to 1,500 personnel from CAFB. The contractor shall ensure assessment responses are anonymous and no personal identifiable information (PII) is retained aside from names and emails and shall be confidentially handled by the contractor’s data management and seminar development teams. The contractor may utilize in-person or virtual assessments to complete the ONA. During the open assessment period, the contractor shall maintain an open assessment window shall last for 2 weeks, with the aim of exceeding a 70% completion rate for a robust analysis of the organization’s culture and communication. Regardless of assessment completion rate, the assessment process shall allow for indirect assessment of all unit members. Following the collection period, the contractor shall comprehensively analyze the data to extract key insights, and they shall synthesize this information into written reports and actionable recommendations. These findings shall be presented to CAFB leadership, with the format—remote or in person—being at the Command's discretion. Each leadership team shall receive a tailored report, and the 27 SOG Commander shall receive an overarching executive summary, totaling 13 presentations. The contractor shall coordinate with command leadership to schedule these debriefing sessions, which shall be at least one hour and no more than eight hours long. The contractor shall provide a comprehensive report to each assessed unit, as well as that unit’s Group and Wing leadership, which includes insights and analyses of the informal communication and culture within the surveyed groups. These contractor-generated survey reports include sections such as diagrams of social network mapping and metrics to aid leadership in gaining a better understanding of the way work is conducted in their organization. Information collected/analyzed during CAFB site visits will be destroyed or securely stored by contractors’ data management after completion of the contract, and no information collected/analyzed at Cannon AFB can be sold or shared with entities/companies/etc. outside the U.S. DoD.

1.3.4 Upon completion of the ONA, the contractor shall tailor and deliver professional development seminars described in paragraph 1.2.2. The contractor’s travel expenses shall be included in the cost of the contract and follow the Federal Travel Regulations (FTR).

1.4 Reserved.

1.5 Security: The contractor shall be responsible for following all safety and security guidelines within the area in which work is being performed, to include securing any contractor owned tools or equipment, and any on site storage being utilized. The contractor shall prevent its personnel from entering any area other than the designated work area. Contractor performance within restricted/controlled areas shall require contractor compliance with various level of security and established personnel security entry control procedures. The contactor shall ensure all contactor employees performing services in secure areas are processed for a controlled area, limited access, or visitor badge by the entry controller of the restricted /controlled area. At all times while in the restricted/controlled area, contractor employees shall be under direct surveillance of a person from that facility who is cleared to ward a controlled area badge and perform escort duties.

1.6 Period of Performance: Period of performance shall be proposed by the offeror, and is considered incorporated by reference upon award.

1.7 Warranty: N/A

1.8 General Information: N/A

1.9 Place of Performance: Work shall be performed on Cannon AFB, NM.

1.10 Type of Contract: Firm-Fixed Price (FFP).

1.11 Hours of Operation: The contractor shall perform the services required under this contract during the following hours: Mon-Fri 7:00 a.m. to 4:00 p.m. local time (MST/MDT). Exception: the contractor shall adjust work hours as necessary, to prevent disruption to personnel on day/crew rest at no additional cost to the Government.

These hours may fall outside 7:00 a.m. to 4:00 p.m. (MST/MDT).

1.12 Base Access: The contractor shall coordinate with the COR for base access.

1.13 Recognized Holidays: The following holidays are recognized as Federal holidays and Government offices will not be open.

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

1.14 Post Award Conference: The contractor shall visit Cannon AFB for a post award conference to go over deliverables, schedules, and conduct data collection as soon as practical following contract award.

PART 2

GOVERNMENT FURNISHED PROPERTY, EQUIPMENT, AND SERVICES

3.0 Government Furnished Items and Services:

3.1 Services:

3.2 Facilities: The Government will provide the necessary workspace for the contractor to conduct training sessions and “classes” of Airmen. Facilities will be adequate to comfortably seat up to 20 participants and temporarily store instructional materials and aids. Facilities will include adequate audiovisual and information technology resources, restrooms, climate control, and break areas as mutually determined by the COR and contractor. Government furnished property is not anticipated in performance of this contract.

3.3 Equipment: Government will provide access to multimedia equipment for presentation purposes of any slides that need to be shown at the contractor’s request. Media must be conveyed using email with backup optical disks.

USB drives are not acceptable.

3.4 Materials: The government will provide feedback and sources of data to support the tailoring of the training for our unique demographic.

4. Contractor Personnel

Contactor Personnel. Contactor personnel shall present a neat appearance. Contactor personnel shall be easily recognizable while on the installation in conjunction with this contact. Method of distinction will be as accepted by the COR.

Employee Restrictions. The government is authorized to restrict access to CAFB of any contactor employee, subcontractor, or prospective contactor employee who is identified as a potential threat to the health, safety, security, general well-being, or operational mission of the installation and its population.

DEFINITIONS & ACRONYMS

5. Definitions and Acronyms:

SOG- Special Operations Group CGO – Company Grade Officer FGO – Field Grade Officer NCO- Noncommissioned Officer SNCO – Senior Noncommissioned Officer

5.1 Definitions:

5.1.1 Contractor: 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.

5.1.2 Contracting Officer (CO): A person with 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.

5.1.3 Contracting officer’s representative (COR): means an individual, designated and authorized in writing by the contracting officer to perform specific technical or administrative functions.

5.1.3 Deliverable: Anything that can be physically delivered and / or installed per this Performance Work Statement and associated attachments.

5.2 Acronyms: These acronyms may or may not apply to this Performance Work Statement.

AFFARS – Air Force Federal Acquisition Regulation Supplement CCE - Contracting Center of Excellence CFR - Code of Federal Regulations COTR - Contracting Officer's Technical Representative DFARS - Defense Federal Acquisition Regulation Supplement DOD - Department of Defense FAR - Federal Acquisition Regulation

HIPAA - Health Insurance Portability and Accountability Act of 1996 CO - Contracting Officer OCI - Organizational Conflict of Interest ODC - Other Direct Costs POC - Point of Contact PRS - Performance Requirements Summary USACE U.S. Army Corps of Engineers VTC – Video Teleconferencing

PART 3

CONTRACTOR DELIVERABLES

6.0 Contractor Furnished Items and Responsibilities:

6.1 General: The contractor shall furnish copies of all course materials and ONA results to unit commanders as described in paragraphs 1.2, 1.2.1, and 1.2.2.

6.2 Completion of an Organizational Network Analysis.

6.3. Publication and delivery of an ONA within 30 days of contract award.

6.4. Presentation of an ONA report to identified CAFB leaders within 30 days of completing the ONA.

6.4.1. Presentation will also include identification of key/highly influencers individuals to CAFB leaders who will be selected to attend targeted leadership seminars.

6.4.2. Contractor shall provide completed SF 182 with identified members for leadership seminars. SF182 shall be provided prior to conducting seminars.

6.5 Conduct leadership seminars specifically tailors to NCOs, SNCOs, CGOs, and FGOs as coordinated with COR.

6.6. Provide report of planned instructional hours, IE: syllabi within 30 days of contract award.

6.7. A report verifying the instruction took place prior to final invoice.

6.8 Materials: The contractor shall furnish final curriculum in digital and paper form to the government prior to final invoice.

6.9. All deliverables will be inspected and accepted prior to final payment. Unless otherwise stated, all deliverables shall be provided to the COR.