N0018919QZ063_N00189-19-Q-Z063-01.docx

N0018919QZ063

SECTION SF 30 BLOCK 14 CONTINUATION PAGE

SUMMARY OF CHANGES

SECTION SF 30 - BLOCK 14 CONTINUATION PAGE

The following have been added by full text:

AMENDMENT 01

Amendment 01 is hereby issued to answer the following questions and to revise the RFQ:

Q1: Is there an incumbent contract or contractor associated to the requirement? If any, please provide the contractor's name and contract number.

A1: Yes, incumbent is the University of North Carolina and the contract number is N00244-15-D-0004.

Q2: The first is in reference to 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. Can you please clarify whether this references three separate five and a half day courses on strategic thinking for the same group, or three different cohorts cycling through the same five and a half day course on strategic thinking over a 12-month period?

A2: Each class is a 5.5 day session with a unique cohort. The intent is to have 3 cohorts each year. Students, do NOT return for 3 weeks over a year. The entire program is contained within the 5.5 days (i.e. Sunday evening through Friday).

Q3: The next is in reference to 3.1.1.3.1.6.7. Incorporate an executive Health and 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. Is it your intent that these group exercise sessions and the brief/presentation are built into the schedule of one of the five and a half days, or outside of that (i.e, an early morning or evening activity, before or after the day-long class session)? In addition, I'd like more detail regarding your expectations regarding the health evaluations/counseling and fitness plans. This could take many different forms and has many different levels of possible execution, so I wanted to get some clarity around it.

A3: The presentation part is within the timeframe of the class. More generally, it is part of reinforcing fitness as part of a holistic approach to wellness and stress management. See revised PWS for group sessions. Regarding the health evaluations/counseling and fitness plans this is not a physical or any other type of medical procedure/form/evaluation. It is an option to meet with an exercise specialist, one-on-one and outside the confines of the course, to seek personal advice about exercise habits or techniques.

SECTION SF 1449 - CONTINUATION SHEET

The following have been added by full text:

252.227-7022 GOVERNMENT RIGHTS (UNLIMITED) (MAR 1979)

The Government shall have unlimited rights, in all drawings, designs, specifications, notes and other works developed in the performance of this contract, including the right to use same on any other Government design or construction without additional compensation to the Contractor. The Contractor hereby grants to the Government a paid-up license throughout the world to all such works to which he may assert or establish any claim under design patent or copyright laws. The Contractor for a period of three (3) years after completion of the project agrees to furnish the original or copies of all such works on the request of the Contracting Officer.

(End of clause)

The following have been modified:

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.

1.3 Data Rights

1.3.1 Unlimited Rights Agreement. The Government will not pay royalties, recurring license fees, or run-time fees, use taxes, or any similar additional payments to the Contractor for the approved and final strategic thinking curriculum developed or updated under this contract. Further, the Contractor may not use any multimedia software packages for production, authoring, or presentation to produce, modify, view or execute the Strategic Thinking Curriculum - whether in progress or final - if such software requires that the Government pay a royalty, special license fee, run-time fee, use tax, or any similar additional payment to any organization.

The Government has irrevocable rights to all metadata-tagged assets within the developed curriculum content and the required source files (unlocked or fully layered and with the creation software identified) which are necessary for lifecycle management of the assets and any other data used or needed to design, develop, display, deliver, or manage the final and approved Stratefic Thinking Course content.

1.3.2 Licensing/Ownership Rights. All data, including but not limited to source files, 2D and 3D imagery, 3D models and wire-frames, video, audio, animations, design documentation, other support documentation and Strategic Thinking Course content, developed by the Contractor are the property of the Government and are not to be used for resale to any Government agency, organization, or command. Accordingly, these data types may not be used or sold by the Contractor without written permission from the Contracting Officer.

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 with trainers available 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. While not required, it is desired that the contractor offer the ability for 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.

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