N0018919QZ063.docx

N0018919QZ063

Section SF 1449 - CONTINUATION SHEET

PWS

Performance Work Statement

Department of the Navy Flag Officer Strategic Thinking Course

PART 1 – GENERAL INFORMATION

1.0 Background/Scope

1.1. This is a continuation of a previous requirement that was established under the direction of the Chief of Naval Personnel (CNP), the Director, Flag Officer Development, Detailing and Distribution (Flag Matters) to develop and sponsor professional, executive level development for flag officers and Senior Executive Service (SES) members of the Department of the Navy. Flag officers and SES members have access to a variety of executive development programs offered by DoD, Navy Executive Development Program (NEDP), the Federal Executive Institute, and various external sources. Such developmental programs provide valuable opportunities to enhance leadership skills in diverse settings that include learning and networking with flag and general officers as well as SES peers across services and agencies. The Strategic Thinking Course is an executive education program sponsored by Flag Matters and is limited to flag officers, senior executives, and international flag officers from selected navies. The Strategic Thinking Course is a five and one-half day senior executive program held at a regionally or nationally accredited university or college. In order to be eligible for award of this contract, the university or college must be regionally accredited by one of the seven U.S. Department of Education recognized accrediting bodies that meet the standards of the Council of Higher Education. Alternatively, the university or college can be regionally or nationally accredited from an accrediting agency recognized by the U.S. Secretary of Education as reliable authorities concerning the quality of education or training offered by the institutions of higher education or higher education programs they accredit. Please refer to the U.S. Department of Education website at https://www.ed.gov/ for accreditation agencies recognized or considered reliable by the U.S. Department of Education and its Secretary. It is preferred that the university be located within a 300-mile radius of the DC Metro area, as over 40-45% of Navy Flag officers and Senior Executive Service personnel work in the DC metro area, making travel to the course expeditious and cost-effective to the federal government. This Performance Work Statement (PWS) establishes all requirements to successfully implement this five and one-half day program; including providing instructors, overview of course curriculum content/expectations, administrative support, contractor provided lodging, as well as meals to be included for all participants. Foreign participant costs will be billed separately. This contract will have a minimum of one course and up to three courses a year with a base year and four one-year option periods thereafter.

1.2. Project Objectives

1.2.1 The desired outcome of the Strategic Thinking (ST) course is to enhance the ability of Flag Officers and Senior Executives to think strategically about the global environment in which they live and work. The global demands of their respective responsibilities requires them to think and act differently as they continue to develop than they did in lower levels of responsibility. Participants in this course should be able to demonstrate the ability to think and act strategically, appreciate the complexity of today’s national security environment, appreciate the global impact of their leadership decisions and how they nest within the larger Department of Defense National Security Strategy as well as the CNO’s Design for Maritime Superiority. It is critical that these senior leaders can distinguish between the tactical and strategic outcomes. Participants should gain an appreciation for the complex, adaptive and ambiguous environment in which they lead. Finally, they should be able to lead through a strategic lens to support the National Security Strategy at all levels of the Navy.

1.2.2 Curriculum for the ST course will be guided by the tenets of CNO’s Navy Leader Development Framework (NLDF) 2.0 (April 2018). Specifically, curriculum will address global issues that impact the decision cycle these senior leaders are facing. Emphasis should be given to refining “big picture” and “long-range” visions, over near-term tactical solutions. Leaders inspire and guide teams, thus reinforcing trust and shared commitment to mission accomplishment is essential to Strategic Thinking. As stated in the NLDF: “Senior leaders are almost exclusively judged by the performance of their teams.”

1.2.3 The ethical underpinnings of senior leader character and competence cannot be overstated. As such, it is imperative that ethical decision making is woven into the curriculum to grow and advance that aspect of leader development. The course curriculum must contribute to the development both competence and character. Providing opportunities to reflect and expand understanding and skills needed to enhance performance at the senior level is an important and necessary. Reinforcing the Navy’s core values and supporting character development for these senior leaders is a critical element to ensuring the ethical enrichment of the overall Naval force.

1.2.4 The ST curriculum should remain properly aligned with CNO priorities and Flag Officer and SES leader development. The ST course represents an important component in an overall Flag development continuum that augments and complement other elements; thereby requiring periodic review of the ST curriculum. Curriculum reviews shall not exceed 2 updates for each period of performance.

2.0 Program Management

The following are key positions, which are important to the functioning and oversight of this contract in support of flag officer development: Program Director, Faculty Lead, Service Provider, Representative, and Course Instructors.

2.1. Contractor Program Manager or Program Director is responsible for the overall administration of this contract on behalf of the University.

2.1.1. The Program Manager or Program Director will be the POC for the contractor, and must be someone with at least a Master’s degree who is specifically involved in executive level development/education at a university/institution/school. Preferably someone with prior Naval background at the O6 or above paygrade; and with experience in running senior executive federal, government, or DoD programs. The Program Manager should have prior working knowledge of task orders and delivery orders; and have recent experience with running Navy senior executive education programs.

2.1.2. The Program Manager will provide Flag Matters with a phone number, fax number and email address for use in contacting representatives during business hours.

2.1.3. At the conclusion of each class, the Program Manager and the COR/ACOR will discuss contract performance issues. The Service Provider shall provide a written report to the COR/ACOR on the work performed under this contract. The report template will be supplied by Flag Matters, and the report will include a breakdown of the activity against each task number, and also correlate that task number to its associated cost. The reports shall be submitted no later than 10 days following the ending of the reporting month.

2.1.4. The Program Manager will designate a Representative. The Service Provider shall identify and submit to the Contracting Officer and Contracting Officer Representative or Technical Point of Contact (TPOC), the name of its designated representative. The Service Provider may delegate curriculum, technical and administrative services required in the contract, to the Representative; but the Service Provider remains the singular POC with the Navy, and retains responsibility for meeting all terms of this PWS and contract.

2.1.5. The Program Manager will provide update briefings to the COR/ACOR. In addition, the Program Manager, will attend walk-through meetings as specified in Appendix 1 of the Performance Work Statement.

2.1.6. The Program Manager will provide an electronic format to facilitate the exchange of information/deliverables between the University and the COR/ACOR (or designees).

2.1.7 Additionally, the Program Manager will identify a Faculty Lead, in charge of the Strategic Thinking curriculum, and submit this nominee to the Contracting Officer with approval by the COR/ACOR. The Faculty Lead will develop the course curriculum in accordance with project objectives; identify teaching materials to be incorporated into the program’s classes; develop learning outcomes for each class; and teach the program. All choices of materials, curriculum, and outcomes must be submitted to the Contracting Officer Representative (COR), with a copy sent to the Contracting Officer, for approval by the COR/ACOR 90 days prior to incorporation into the program.

2.2. Representative is responsible for day-to-day operations and administration of this contract. The Representative will:

2.2.1. Be available for contact on a daily basis during normal work days, defined as Monday through Friday (except federal holidays), between the hours of 8 a.m. and 5 p.m., Eastern Time Zone.

2.2.2. Monitor all activities as required for quality assurance to include providing unedited participant feedback.

2.2.3. Be responsible for providing logistical information to all class participants prior to course convening and ensure that all participants have electronic access to all course materials to include any printed materials and other read-ahead materials.

2.2.4. Be responsible for the arrangement for lodging and meals for participants for the duration of the course.

2.2.5. Be responsible for incorporating any updates of course information and materials when directed by the COR/ACOR to maintain appropriate alignment with Navy Leader Development Strategy.

2.2.6. Coordinate all activities with the appropriate resources to ensure successful implementation of the program and presentation of its classes, materials and curriculum. Such coordination may entail working with the University’s organic departments; such as its faculty, information technology (IT)/computing department, audiovisual department, facilities, transportation, lodging and other internal and external organizations.

2.3. Course Instructors

Responsible for assisting the Faculty Lead with development of all course curriculum. Instructors shall also deliver and present to the participants, all approved course curriculum, using current teaching technology and methods. All instructors shall have experience with teaching and/or making presentations at the executive level.

2.3.1. At least 50% of the instructors shall have a doctorate degree; all other instructors shall have at a minimum a postgraduate degree; all should have extensive and prior experience with teaching at the executive education level as well, preferably prior experience teaching/speaking to Department of Defense leaders at the senior level. Instructors should be considered subject matter experts in their area of expertise, and, as such, should have significant work/field experience. Such experience may emanate from “think tank” organizations, the defense industry, Department of Defense.

2.3.2. The selected faculty instructors, and staff must demonstrate combined experience in the fields of financial literacy, strategic thinking, ethical decision-making, diversity, managing risk, human capital, and transformational change.

2.3.3. The Faculty will have extensive current and prior experience with senior executive and military leader education.

2.4. Flag Matters (N00F). The COR/ACOR serves as the Government’s Subject Matter Expert and is the representative of the Contracting Officer. The COR/ACOR is responsible to monitor appropriate execution and delivery of all aspects of the requirement established in this PWS.

2.4.1. Flag Matters shall designate personnel authorized to assist the contractor with implementing the terms and conditions of this contract. Flag Matters is responsible to CNO(MPT&E) for matters related to objectives for executive development, and their daily implementation. Additionally, Flag Matters conducts periodic reviews of the Navy flag officer development programs and courses, to ensure alignment with Navy flag officer development goals. Only the Contracting Officer can issue changes to the contract. Any changes or recommended changes will be coordinated with the COR prior to approval and implementation. The number of changes shall not exceed those specified in section 1.2.4 of this PWS.

2.4.2. COR/ACOR will review all reports and will participate in all meetings/conference calls with the Program Manager. Periodic reports shall be provided by the 10th day following the end of the reporting month.

3.0 Tasks: Navy/SES Strategic Thinking Development

The following tasks will be performed by the Contractor:

3.1. “Strategic Thinking” Course Development and Delivery:

3.1.1. Design and develop a “Strategic Thinking” program which will be incorporated into an approximate 5 and one-half day course. The program objectives will allow participants to analyze, process, and navigate complex strategic issues occurring at enterprise and global levels. Participants will hone their ability to imagine new and different future courses of action which may impact existing core strategies, and require their re-definition.

3.1.1.1. Course components: Course goals and objectives will be met through a variety of activities. These activities will be implemented through 7 course components and modules.

3.1.1.1.1 Strategic Level Awareness. The goal of this component is to develop learning segments which provide an awareness of highest levels of leadership, perspective, and strategic planning. At a minimum, these segments will include presentation and discussion of the importance of Strategic Thinking as presented by: an active duty Naval three-star Admiral or higher, presenting the Navy’s strategic perspective; a defense industry representative with significant experience and knowledge in the defense industry, presenting the defense industry strategic perspective (i.e. how the defense industry supports and aligns with the National Defense Strategy); and speakers providing insights about global impacts pertaining to financial decisions, future budget planning, global economic structures and their relationship to U.S. National Interests; and speakers qualified to discuss the current and future capabilities of the Navy.

The overall intent of these segments is to provide a context within which participants can assess how their respective Commands fit into the National Defense Strategy with global partnerships to support truly strategic efforts to meet the National Security Strategy requirements with the goal of aligning their Command’s future towards implementing the Navy’s overall Maritime Strategy. Participants should also be able to evaluate the strategic outcomes that may result by changing or realigning their organization’s resources. School faculty should provide relevant vignettes and or case studies to highlight and demonstrate their relevance to the audiences’ role as a Navy executive.

3.1.1.1.2 Operational and Tactical Level Awareness. Learning segments that focus on the skills needed to lead strategically within an operational and/or tactical level command/ organization, or a major staff organization. To effectively lead at the Operational level (i.e. theater/campaign level leadership), leaders must understand the higher level strategic needs that support the larger National Security Strategy.

Strategic Thinking skills for the Chief Executive Level, at a minimum, shall address the role of the executive to understanding and implement strategic visions and guidance; business/organizational strategy development and how to direct execution of the same; collaboration; leading change; ethical decision making; and understanding the importance of a global perspective.

Related functional knowledge, skills, and abilities necessary for a strategic perspective, at a minimum, should address financial management and implementation of efficiencies; human capital/talent strategic management, to include performance management; informal/emergent/social networks and their impact on implementing strategic thinking; risk management; partnering; and personnel diversity (generational, racial, gender) issues.

3.1.1.1.3 Learning Segments. Presentation and teaching techniques will incorporate input from participants through discussion of relevant examples. Such teaching and presentation methods shall include elements across the hierarchy of learning such as case studies, simulation’s and experiments, as appropriate. Presentations by private sector and Navy speakers on various business and military case studies are appropriate with emphasis to ensure vignettes discuss the relevant strategic-level aspects of any particular case study. All discussions will be appropriate for the Flag Officer audience and targeted toward executive insights and strategic outcomes, rather than tactical outcomes.

3.1.1.1.4 Discussion Sessions. Faculty and staff will ensure that the program presented incorporates daily discussion sessions which focus on correlating concepts presented in class to participants’ Command organizations and operating environments. Faculty will ensure that discussions incorporate methods of optimizing a participants’ executive skills for implementation to problem solving scenarios. Faculty will also incorporate breakout sessions into the program to allow for informal discussion and follow-ups. This lends itself to a fully immersive educational environment to yield the greatest benefit from the educational experience.

3.1.1.1.5 Guest Speaker on Ethical Leaders/Decision Making. Contractor will provide a 2 Star or higher Admiral who has retired in the last 5 years, to be provided/hired and funded by the school (with prior approval from the COR) as a guest speaker on an ethical leaders’ decision-making module. This person will help maintain Navy-centricity to the course shall not be in violation of DFARS PGI 237.102-73 prohibition on contracts for services of senior mentors. Furthermore, the course objectives will be delivered by the Government to the Contractor by email and the deliverables will also be delivered by email to the Government.

3.1.1.1.6 Guest Speaker on Strategic Thinking and the Navy. Flag Matters will provide a current active-duty 3 Star or higher Admiral or SES equivalent to be provided as a guest speaker on a module about the importance to the Navy of shifting the mindset to strategic focus/thinking, rather than remaining in the operational/tactical mindset.

3.1.1.1.7 Guest Speakers on Enterprise Management. Presentations by senior executives from private sector, defense industry, and Navy/DOD principals to address relevant issues and examples of Enterprise management from a strategic point of view. Fees for private sector instructors or speakers are to be incorporated into the contract price.

3.1.1.2 Program Materials. The Contractor shall develop, draft and create all documents and materials necessary to implement this program. All documents and materials will be presented to the COR/ACOR prior to finalization and presentation, for approval. All program-related documents shall be created and delivered in Microsoft Office format (e.g., Word, PowerPoint, or Excel, version 7.0 or higher), and include Department of the Navy branding. The Department of the Navy will have government purpose rights to all course material.

3.1.1.3 Program Approval Process. The Contractor will meet with appropriate Government representatives in advance of the commencement of the program for approval of all course materials, presentation techniques, and assurances that the Navy’s objectives will be met. A walk-through meeting and Flag Matters approval are required to proceed upon completion of each of the following stages: high-level design; detailed design; participant material development; and delivery of class sessions 1 and 2. Dates and schedules for these meetings shall be established and agreed upon within 30 days after the date of contract award. Location of meetings in Arlington, VA, or vendor location to be determined after contract award.

3.1.1.3.1. High level design. High-level design requirements include providing target audience descriptions; learning objectives; high-level learning strategies; estimating the course length (not to exceed five and a half days); daily agenda including faculty/presenter/speaker requirements – government and all others; learning environment description. The contractor shall secure a fully integrated, executive-level learning and lodging environment which shall include adequate and sufficient classrooms, lodging, and fitness accommodations located no more than a half-mile from one another (within walking distance) – at a caliber commensurate with standard commercial practices for such participants.

3.1.1.3.1.1. Lodging. Contractor will ensure adequate lodging is available for up to 35 participants. Contractor will anticipate that up to 25% of participants arriving on the night before the specified commencement date of each course and to anticipate up to 25% of participants staying an additional night after the course. Lodging rates will be set as those determined by the Joint Travel Regulations (http://www.defensetravel.dod.mil/site/perdiemCalc.cfm). Lodging is capped at the prevailing per diem rate at the locality where the events will take place in accordance with JTR. The contractor shall price lodging for 35 participants however, if the number of participants that actually attend the course is less than 35, the total price for lodging under the contract will be reduced by the average unit price for 35 participants times the number of participants that did not attend.

3.1.1.3.1.2. Internet Connection. Contractor shall ensure participants are able to establish internet connections (for laptop or tablet computers), including hard wired connections and/or wireless connects for laptop computers and other similar devices.

3.1.1.3.1.3. Meals and Refreshments. Contractor shall ensure that participants have access to three meals per day in a dining facility/cafeteria starting the evening prior to course start and concluding with a lunch or evening meal on the final day and prior to departure. Participants shall also have access to reasonable and customary refreshments while class is in session. Meals are capped at the prevailing M&IE per diem rate at the locality where the events will take place in accordance with JTR (( http://www.defensetravel.dod.mil/site/perdiemCalc.cfm). The contractor shall price meals for 35 participants however, if the number of participants that actually attend the course is less than 35, the total price for meals under the contract will be reduced by the average unit price for 35 participants times the number of participants that did not attend.

3.1.1.3.1.4. Classroom/learning environment. Contractor shall ensure there are "break-out" spaces sufficient to accommodate up to 35 participants including observers. Actual maximum classroom size may be less depending on contractor's proposed methods to complete course objectives.

3.1.1.3.1.5. Recreation/Work-Out Facilities. Contactor shall ensure that there are adequate recreation/work-out facilities onsite or located within a half-mile (walking distance) from lodging which is capable to accommodate a potential class size of 35.

3.1.1.3.1.6. Design. Contractor shall ensure that the design shall:

3.1.1.3.1.6.1. Include needs analysis conducted with input from Flag Matters and the Naval War College representatives to result in program components that are highly contextual and aligned with strategic imperatives and program objectives outlined in 1.2.

3.1.1.3.1.6.2. Drive the improvement of individual and organizational capabilities by expanding perspectives, increasing confidence, and attaining higher levels of leadership knowledge.

3.1.1.3.1.6.3. Build community among Navy senior executives and officers, and international flag officers through gaining vital knowledge, sharing perspectives with one another, and forging sustainable alliances. Further, the design should build consensus on the need to, and promote the capacity to, lead inclusively.

3.1.1.3.1.6.4. Deepen affinity with Navy core values; instill pride in Flag officer/SES contributions to the Department of the Navy and the nation; and inspire ownership to build organizational commitment to strategic behavior.

3.1.1.3.1.6.5. Consist of a unified, integrated set of challenging learner experiences relating to contemporary individual and organizational issues, using a full range of learning approaches such as: team exercises, simulation, peer-to-peer feedback, field exercises, coaching, business and Navy case study, experiential learning, and interactive lecture.

3.1.1.3.1.6.6. Incorporate completion of an executive level individual and/or group activity that incorporates all course objectives.

3.1.1.3.1.6.7. Incorporate an executive Health & Wellness plan that incorporates a minimum of two (2) group exercise sessions, a one (1) hour brief/presentation on nutrition and fitness, individual physical health evaluations/counseling and fitness plans from a qualified nutrition and fitness expert.

3.1.1.3.1.6.7. Have a formal evaluation mechanism for gathering information upon which to measure the effectiveness of the course, for both individual instructors and the course in general. These evaluations must be sent directly to the COR/ACOR upon completion of the course, in electronic format.

3.1.1.4. Detail Design Requirements. The Contractor shall provide a Detailed Design of its Program. The detailed design shall include revised learning objectives (if changes); learning strategies; course length; daily agenda including faculty/presenter/speaker requirements -- government and all other; recommended learning environment(s); evaluation method; any changes to previously approved design specifications.

3.1.1.5. Material Development. The Contractor shall develop course and program materials to be distributed to Participants and Flag Matters, including:

3.1.1.5.1. Materials for Flag Matters. Contractor shall provide course materials; pre-course readings and exercises; resource requirements; class session 1 and 2 staffing including program/staff statistics and executive education rankings with respect to course design, teaching methods/materials, faculty, follow-up, food and accommodations, facilities, women participants, international participants, and faculty diversity; any changes to previously approved design specifications.

3.1.1.5.2. Welcome Package for Participants. Contractor will provide a Welcome Packet 30-45 days prior to the start date and on the first day (or upon arrival) which provides daily agenda; registration confirmation letter; course days and dates; class hours; course outline; learning objectives; logistics information including meeting and lodging locations; directions to meeting and lodging locations; instructions for communicating dietary concerns while at training; instructions for notification of course cancellation or delay due to inclement weather or emergency; instructions for contacting participants while in class.

3.1.1.5.3. Other Materials for Participants. Contractor shall provide course materials; pre-course readings and exercises; resource requirements; any changes to previously approved design specifications. General pre-course readings and exercises, both mandatory and suggested, should be assigned in advance. Utilize pre-course assignments to make valuable classroom time more effective. Evening group assignments and/or readings pertaining to next day’s topics normally should be assigned.

3.1.1.6. Format. Contractor shall ensure that high quality, first generation “electronic” copies are available to all participants as part of the Program.

3.1.1.7. Program Material. Contractor will provide electronic Program materials to include pre-course work; course binder; table of contents; tabs; “Welcome” content including daily agenda, biographies of participants, sponsor, speakers and faculty; session content; daily evaluation form to include ratings and comments for each session. Distribution of all course content shall be in electronic format that compatible with the Navy-Marine Corps Internet (NMCI) system.

3.1.3. Delivery Requirements. This contract is for providing three courses in a 12-month period with a course of instruction that fills approximately a 5 ½ day period.

3.1.4. Facilities. Identify and secure an appropriate training site and arrange all related logistics, such as classrooms, meals, equipment, materials, etc. Site must be pre-approved by Flag Matters. These deliverables shall be identified as direct material costs for course delivery, thus resulting in a fixed price throughout the term of the contract. Items which are considered Other Direct Costs (ODCs), as defined in FAR, shall be clearly delineated by the contractor.

3.1.5. Evaluations/QASA. Conduct class sessions 1, revision cycle, and class session 2. The program per the approved design must attain an average score of 4.0/5.0 on program evaluation for the full program by the completion of class session 2. Individual program segments must attain a score of 3.0 (met expectations) or better; remediation plan must be submitted and implemented for segments receiving a score of less than 3.0.

3.1.5.1. Upon completion of the class session 2, Flag Matters will decide whether the University will continue to deliver the program. Flag Matters reserves and may exercise its right to direct changes in course content or delivery, or to disallow further delivery of the program by the University if results are unsatisfactory as of the completion of the class session 2.

Over time, the University may recommend enhancements to program content or delivery. The Flag Matters encourages such continuous improvement. All content or delivery changes must be approved by the Flag Matters in advance, and prior to program delivery, an electronic version and first generation hard copy of all course materials must be updated and provided to the Flag Matters upon completion of class session 2. Electronic documents are to be supplied in Microsoft Office format, version 7.0 or higher to Flag Matters

3.1.5.2. The Flag Matters reserves and may exercise its right to direct changes in course content or delivery, or to disallow further delivery of the program by the University, if results are unsatisfactory.

3.1.6. Conduct course evaluation for every program delivered, per the approved evaluation method; submit summary evaluation and individual participant evaluations to Flag Matters within two weeks of program completion.

3.2. Functional and Technical Requirements

3.2.1. Contractor shall meet with the COR/ACOR (can be done via telephone) prior to each scheduled course session to review facilities, housing, and meal arrangements.

3.2.2. Timelines: Facilities, housing, and meal arrangements must be completed 42 days prior to the course start date. Participant names will be provided to the contractor not later than 21 days prior to the start date.

3.2.3. Deliverables: A written report summarizing the accommodation plan for the course is required. One plan can cover all courses a contractor conducts, providing the plan does not change.

3.3 Quality Assurance Surveillance Plan (QASP)

3.3.1. Contractor shall collect both qualitative and quantitative unedited feedback from the participants for each individual facilitator, instructor, speaker, presenter and provide it to the Navy as submitted, or in summary form. Contractor shall also collect feedback, input, criticism related to the facilities, the instruction, the program as a whole and provide it to the COR/ACOR.

3.3.2. Contractor must be aware of and tie-in learning objectives from other Navy Executive Development Programs (NEDP). Contractor will provide reasonable, open collaboration of course content between themselves, the Naval War College (NWC), and Flag Matters to ensure alignment between Strategic Thinking and other Flag-level executive development programs offered under the Navy Leader Development Framework. In order to maintain a robust program in support of CNO’s objectives and to prevent redundancy between the different courses, the contractor, the Naval War College (NWC) and Flag Matters will provide representation to a biennial "Curriculum Review" to be held in conjunction with a Strategic Thinking class at the class location, during which the Program Manager, Flag Matters NWC designees will meet to review and revise curriculum to ensure alignment, not only with each other, but with the current CNO annual guidance, Navy Maritime Strategy and Naval Leader Development Framework. The first of these biennial meetings will occur after delivery of class sessions 1 and 2. All revisions to course content above the Government provided amount will be done at no cost to the Government.

3.5. Feedback

3.5.1. Provide ongoing project-related lessons learned in response to requests by the COR/ACOR.

3.5.1.1. Lessons learned shall include all project-related content expertise, including: project planning; presentation, discussion, or recommendation of research; discussion related to design or methods; debrief meetings while programs are in session; discussion of participants’ or others’ program evaluations; discussion of improvement recommendations, etc.

3.3.1.2. Lessons learned shall be provided by the appropriate content expert, and may not be passed through a Program Manager or administrative resource.

3.5.2. Contractor shall provide daily feedback and an overall evaluation summarizing course strengths, weaknesses and plans for improvement. This feedback will be provided to the COR/ACOR in writing electronically no later than two weeks after completion of the course. Feedback format will be approved by the COR/ACOR no later than 1 week prior to the class commencing. Feedback does not need to be approved for subsequent sessions, providing there are no changes.

4.0 Contracting Officer Representative (COR)

4.1 The COR will be identified by separate letter. The COR monitors all technical aspects of the task order and assists in task order administration. The COR is authorized to perform the following functions: assure that the contractor performs the technical requirements of the task order; perform inspections necessary in connection with task order performance; maintain written and oral communications with the contractor concerning technical aspects of the task order; issue written interpretations of technical requirements, including Government drawings, designs, specifications; monitor contractor's performance and notify both the KO and contractor of any deficiencies; coordinate availability of Government furnished property; and provide site entry of contractor personnel. A letter of designation issued to the COR, a copy of which is sent to the contractor, 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.

4.2 Assistant Contracting Officer Representative (ACOR): The ACOR will be identified by separate letter. The ACOR serves as the on-site representative who is in a position to directly observe and assess contractor performance measured against task order performance standards as defined in the PRS. The ACOR will participate in quarterly “Interim Progress Reviews” (IPR) with the contractor. A letter of designation issued to the ACOR, a copy of which is sent to the COR and contractor, states the responsibilities and limitations of the ACOR, especially with regard to changes in cost or price, estimates or changes in delivery dates. The ACOR is not authorized to change any of the terms and conditions of the resulting order.

5.0 Government Furnished Property (GFP)

There will be no GFP under this PWS. Although no work is anticipated to be done on Government premises, any/all work done on Government premises will have incidental equipment provided such as computers, chairs, phones, etc. None of it will leave the Government premises.

6.0 Enterprise-wide Contractor Manpower Reporting Application (eCMRA): “The contractor shall report ALL contractor labor hours (including subcontractor labor hours) required for performance of services provided under this contract for the Department of the Navy (DON) via a secure data collection site. The contractor is required to completely fill in all required data fields using the following web address http://www.ecmra.mil/. Reporting inputs will be for the labor executed during the period of performance during each Government fiscal year (FY), which runs October 1 through September 30. While inputs may be reported any time during the FY, all data shall be reported NLT October 31 of each calendar year. Contractors may direct questions to the help desk, linked at http://www.ecmra.mil/.”

7.0 Deliverables

Services covering the period from 13 May 2019 through 12 May 2020, with the possibility of four additional Option Years.

Line Item # Description Timeframe Unit Cost Quantity

2-3 per year

TBD

3.1.1.4

TBD

TBD

Est. 30

TBD

TBD

8.0 Local Clauses

SUPTXT203.1106-1 (3-18) NAVY USE OF ABILITYONE SUPPORT CONTRACTOR - RELEASE OF OFFEROR INFORMATION (Mar18)

NAVSUP FLC Norfolk, Philadelphia Office may utilize contractor support through the AbilityOne Program, as needed, to perform contract closeout functions for this acquisition. Information, including business sensitive/confidential or proprietary data, that the offeror provides to the Government or information already in the possession of the Government may be viewed and utilized by the AbilityOne Program support contractor personnel during the course of its contract performance. The information that may be made available to the support contractor may include, for example, pricing and technical proposals, historical contract, pricing and performance information, Commercial Asset Visibility (CAV) reporting information and similar data/information.

By submission of a proposal in response to this solicitation, the offeror and its subcontractors consent to a release of their business sensitive/confidential or proprietary data to the Government's AbilityOne Program support contractor personnel in order to perform close out services. Prior to the release of any such information to the support contractor, the support contractor will have in place with the Government a Non-Disclosure/Non-Use Agreement in accordance with the terms of the AbilityOne Program support contract.

Offerors may execute their own Non-Disclosure Agreement with the AbilityOne Program (AbilityOne contact information available from the contracting point of contact). The support contractor must provide copies of the executed agreements to the Contracting Officer and the Contracting Officer's Representative (COR) for the support contract; and the offeror/contractor for this acquisition must provide copies of the executed Agreement to the Contracting Officer for this acquisition. If the offeror/contractor seeks such a Non-Disclosure Agreement with the AbilityOne Program support contractor, the Agreement must be executed no later than the date of final delivery under the resulting NAVSUP FLC Norfolk, Philadelphia Office contract.

ADDENDUM TO 52.212-1

NOTE TO QUOTERS: Quoters are authorized to submit quotes electronically. All quotes shall be submitted by 12:00 PM EST on 04 February 2019 to Denisse Aquino at denisse.aquino@navy.mil.

Questions must be submitted via email by 12:00 PM EST on 21 January 2019 to denisse.aquino@navy.mil.

52.212-1 INSTRUCTIONS TO OFFERORS--COMMERCIAL ITEMS (OCT 2015)

(a) North American Industry Classification System (NAICS) code and small business size standard. The NAICS code and small business size standard for this acquisition appear in Block 10 of the solicitation cover sheet (SF 1449). However, the small business size standard for a concern which submits an offer in its own name, but which proposes to furnish an item which it did not itself manufacture, is 500 employees.

(b) Submission of offers. Submit signed and dated offers to the office specified in this solicitation at or before the exact time specified in this solicitation. Offers may be submitted on the SF 1449, letterhead stationery, or as otherwise specified in the solicitation. As a minimum, offers must show--

(1) The solicitation number;

(2) The time specified in the solicitation for receipt of offers;

(3) The name, address, and telephone number of the quoter;

(4) The quoter shall submit its quote submission in two separate volumes as follows:

Volume I Non-price Quote Original – Microsoft Word or Adobe PDF Format only

Volume II Price Quote Original – Microsoft Excel Format only (supporting documentation can be provided in Microsoft Excel, Microsoft Word, or PDF format)

Volume I of the quote shall include all information required for the evaluation of the quoter’s Non-price quote. It shall exclude any reference to the price aspects of the quote.

The Non-price evaluation factors are listed below in descending order of importance:

(a) Performance Approach The quoter shall provide in detail a performance approach that will successfully accomplish the requirements of the solicitation, including the PWS. The quoter’s approach should focus on how it intends to successfully provide course curriculum for participants that will enable them to think and act strategically and how its vision for the curriculum fits into CNO’s Design for Maritime Superiority. Additionally, the quoter’s approach should illustrate how it intends to instruct participants on tactical (i.e. daily and routine matters) and strategic (i.e. global impact) outcomes. The quoter should provide a description of the lodging, meals, and other amenities that will be available throughout the 5 ½ day strategic thinking courses for the participants. The quoter should provide any other information the quoter considers relevant to the solicitation.

(b) Past Performance The quoter shall demonstrate relevant past performance or affirmatively state that it possesses no relevant past performance. Relevant past performance is performance under contracts or efforts within the past five years that is the same as, or similar to, the scope and magnitude of the work described by this solicitation.

To demonstrate its past performance, the quoter shall identify up to 3 of its most relevant contracts or efforts within the past five (5) years, and provide any other information the quoter considers relevant to the requirements of the solicitation.

Quoters should provide a detailed explanation demonstrating the relevance of the contracts or efforts to the requirements of the solicitation. If subcontractor past performance is provided as part of the 3 of its most relevant contracts or efforts, the subcontractor past performance will be given weight relative to the scope and magnitude of the aspects of the work under the solicitation that the subcontractor is proposed to perform. Therefore, the quoter’s quote should detail clearly the aspects of the work in the solicitation that the subcontractor is proposed to perform.

The references will be evaluated in the aggregate in order to allow quoters who may not have the entire scope and magnitude of the requirement under one individual contract to still be considered acceptable if past performance with the full scope and magnitude of the requirement can be demonstrated within the allotted number of references as described above.

The quoter should complete a “Past Performance Information Form” for each reference submitted. The form is an attachment to the solicitation. The forms will count toward the Volume I page limit described below. For additional information regarding a particular reference beyond that which will fit on the form, the quoter may continue onto another sheet of paper. Such continuation sheet(s) for submitted references will count toward the Volume I page limit.

The quoter should address its past performance in complying with requirements of the clauses at FAR 52.219-8, "Utilization of Small Business Concerns," and 52.219-9, "Small Business Subcontracting Plan."

NOTE:

Performance Approach and Past Performance are more important than price. Best value procedures will be followed and a tradeoff process will be utilized to evaluate quotes, if necessary.

PAGE LIMITATIONS.

Volume I, “Non-price Quote,” is limited to a maximum of 9 pages in length inclusive of any charts, diagrams, and/or other graphics. Each “page” is defined as one sheet, 8 ½ “ x 11”, with at least one inch margins on all sides, using a font with a point size of 12 or greater (e.g., "Times New Roman" style with 12 point font). Lines shall, at a minimum, be single-spaced. Pages shall be consecutively numbered. Multiple pages, double pages, two-sided pages, or foldouts will count as an equivalent number of 8 ½" x 11" pages. The cover sheet, table of contents (not to exceed one page per volume), tabs, and dividers will not count toward the page limit. The one exception to the font size requirement shown above is that the "corporate experience and past performance information forms" may be completed with a point size of 10 or greater. Pages submitted in excess of the page limitations described above will not be evaluated.

Volume II, “Price/Cost Quote,” is not page limited but the quoter should limit its response to only that price information that is necessary to respond to the requirements of the solicitation.

(5) Terms of any express warranty;

(6) Price and any discount terms;

(7) "Remit to" address, if different than mailing address;

(8) A completed copy of the representations and certifications at FAR 52.212-3 (see FAR 52.212-3(b) for those representations and certifications that the offeror shall complete electronically);

(9) Acknowledgment of Solicitation Amendments;

(10) Past performance information, when included as an evaluation factor, to include recent and relevant contracts for the same or similar items and other references (including contract numbers, points of contact with telephone numbers and other relevant information); and

(11) If the offer is not submitted on the SF 1449, include a statement specifying the extent of agreement with all terms, conditions, and provisions included in the solicitation. Offers that fail to furnish required representations or information, or reject the terms and conditions of the solicitation may be excluded from consideration.

(c) Period for acceptance of offers. The offeror agrees to hold the prices in its offer firm for 120 calendar days from the date specified for receipt of offers, unless another time period is specified in an addendum to the solicitation.

(d) Product samples. When required by the solicitation, product samples shall be submitted at or prior to the time specified for receipt of offers. Unless otherwise specified in this solicitation, these samples shall be submitted at no expense to the Government, and returned at the sender's request and expense, unless they are destroyed during preaward testing.

(e) Multiple or alternative quotes shall not be submitted in response to this solicitation.

(f) Late submissions, modifications, revisions, and withdrawals of offers:

(1) Quoters are responsible for submitting offers, and any modifications, revisions, or withdrawals, so as to reach the Government office designated in the solicitation by the time specified in the solicitation. If no time is specified in the solicitation, the time for receipt is 4:30 p.m., local time, for the designated Government office on the date that offers or revisions are due.

(2)(i) Any offer, modification, revision, or withdrawal of an offer received at the Government office designated in the solicitation after the exact time specified for receipt of offers is “late” and will not be considered unless it is received before award is made, the Contracting Officer determines that accepting the late offer would not unduly delay the acquisition; and--

(A) If it was transmitted through an electronic commerce method authorized by the solicitation, it was received at the initial point of entry to the Government infrastructure not later than 5:00 p.m. one working day prior to the date specified for receipt of offers; or

(B) There is acceptable evidence to establish that it was received at the Government installation designated for receipt of offers and was under the Government's control prior to the time set for receipt of offers; or

(C) If this solicitation is a request for proposals, it was the only proposal received.

(ii) However, a late modification of an otherwise successful offer, that makes its terms more favorable to the Government, will be considered at any time it is received and may be accepted.

(3) Acceptable evidence to establish the time of receipt at the Government installation includes the time/date stamp of that installation on the…