A5 - Statement of Work.pdf

STATEMENT OF WORK

FOR

OPM LEVELS 3 AND 4 MANAGEMENT TRAINING

BLANKET PURCHSE AGREEMENT

1.0 SCOPE

The Naval Surface Warfare Center Panama City Division (NSWC PCD) has a requirement to conduct a commercially available Leadership and Supervisory training course. The Naval Surface Warfare Center Panama City Division (NSWC PCD) has a requirement to conduct commercially available Office of Personnel Management (OPM) Level 3 and 4 Leadership and Supervisory courses to further develop the leadership and supervisory skills necessary to effectively lead a large, diverse workforce. This SOW specifies the requirements necessary to conduct the required training. The award shall be for a base year (FY23) with two option years (FY24 and FY25).

2.0 APPLICABLE DOCUMENTS: None

2.1 Military Standards: None

2.2 Military Specifications: None

2.3 Other Documents: None

3.0 REQUIREMENTS

The Contractor shall conduct the following trainings for NSWC PCD via virtual or in person delivery:

Addressing Generational Differences (1-Day) Briefing and Presentations (1-day) Public Speaking, Own It (1-day) Interpersonal Skills (1-day) Emotional Intelligence (1-day) Successful Team Management & Project Leadership (With TKI assessment) (2-days) Leading Change (2-days) Situation Team Leadership (2-days) Successful Team Management & Project Leadership (With TKI assessment) (2-days) Aspiring Leaders (with DiSC) (2-days)

These training courses shall meet the training objectives specified herein.

3.1 Training Conditions

Each class shall be taught by a highly experienced, qualified instructor (preferably with DOD experience). Instructor shall provide in-depth, hands-on training. Course shall include content that applies to the DOD workforce.

The classes shall be scheduled at a time to be mutually agreed upon between the Government and the Contractor.

The class size shall be offered online for up to twenty one (21) NSWC PCD personnel in FY23 and twenty (20) NSWC PCD personnel in FY24 and FY25. The Contractor shall provide an instructor and training materials required to conduct each class. The Contractor shall provide all books, presentation materials, handouts, and manuals required for training. The provided materials can be delivered electronically. This requirement is for online training with the option for in-person training. If training is in person, the Contractor shall provide all books, presentation materials, handouts, manuals, and laptops to include the set-up and breakdown of laptops, when laptops are required to be loaded with software that is unable to be provided by NSWC PCD on the Navy and Marine Corps Intranet (NMCI). Hotspots will be provided by vendor when internet access is required. NSWC

PCD will provide the Contractor access to a suitable training classroom at no cost to the Contractor for the purposes of conducting the training. This requirement is for training only – no beverages or refreshments are required or desired. Certificates of Completion shall be provided by the Contractor within 15 days of course completion. (CDRL A001)

3.2 Training Objectives

These courses are part of the Level 3 and Level 4 Leadership Cohort training designed to provide Leadership Training that will increase NSWC PCD employees’ ability to be part of a productive team and to inspire, engage, and help employees develop the core leadership competencies needed to lead self and meet the leadership challenges that arise. The classes shall provide instruction on the following:

a. Addressing Generational Differences

The course shall help attendees bridge the generational gap in the workplace by building awareness that will lead engaged employees, stronger teams cohesion, improved communication, and healthier organizations. The course shall help attendees better understand what makes each generation unique, and how each adds its own perspective and value to the workplace. Topic areas shall include:

Decrease negative stereotyping and judgments Improve generational decision-making by practicing real world scenarios Gain an understanding of culture and generational influence Understand and deal effectively with co-workers from each of the generations Learn to listen and observe from a generational perspective Understand how personal values generate specific behavior

b. Briefing and Presentations

The course shall help attendees to become better communicators by examining the four key ingredients to any conversation, learning the principles of communication that drives interaction in all settings, learning to structure messages that inspire people to take action, generating ideas for organizing messages, preparing, and delivering effective presentations, appreciating the art of conversation through the role of speaker, listener and observer, and understanding how non-verbal communication and feedback influence how messages may come across. Topic areas shall include:

Understand the difference between hearing and listening Know some ways to improve the verbal skills of asking questions and communicating with power.

Understand what non-verbal communication is and how it can enhance interpersonal relationships.

Identify the skills needed in starting a conversation, moving a conversation along, and progressing to higher levels of conversation.

Understand how seeing the other side, building bridges and giving in without giving up can improve skills in influencing other people.

Understand how the use of facts and emotions can help bring people to your side.

c. Public Speaking, Own It

The course shall help attendees improve their public speaking skills. This course shall provide participants a better understanding of the basics of message construction, delivery, and best practices for communicating to an audience.

Participants shall have an opportunity to practice what they have learned during breakout room exercises and receive personal feedback for facilitators. Additional topics shall include learning how to effectively prepare and deliver a speech, overcome common fears about speaking in public, understand strategies for effective communication with audience members, and leaning the importance of appropriate dress, gestures, and appearance.

Topic areas shall include:

Understand the evolution of public speaking Overcoming fears of public speaking Components of a successful speech The Three P’s of successful speeches

d. Interpersonal Skills

The course shall help attendees become better communicators by examining the four key ingredients to any conversation, learning the principles of communication that drives interaction in all settings, learning to structure messages that inspire people to take action, generating ideas for organizing messages, preparing, and delivering effective presentations, appreciating the art of conversation through the role of speaker, listener and observer, and understanding how non-verbal communication and feedback influence how messages may come across. Topic areas shall include:

Understand the difference between hearing and listening Know some ways to improve the verbal skills of asking questions and communicating with power.

Understand what non-verbal communication is and how it can enhance interpersonal relationships.

Identify the skills needed in starting a conversation, moving a conversation along, and progressing to higher levels of conversation.

Understand how seeing the other side, building bridges and giving in without giving up can improve skills in influencing other people.

Understand how the use of facts and emotions can help bring people to your side.

e. Emotional Intelligence

The course shall provide attendees an introduction to Emotional Intelligence (EI) competencies that are at the heart of effective workplace relationships and productivity. The course topics shall emphasizes the practical application of EI concepts over theory, while providing participants with a greater personal awareness of how to connect with others, manage stress, engage in healthy conflict, collaborate effectively, and be more optimistic and resilient using emotional intelligence skills learned in the workshop. Topic areas shall include:

Understand Emotional Quotient (EQ).

Be able to discuss the concepts of Emotional Intelligence (EI).

Understand five components of emotional intelligence.

Identify the benefits of emotional intelligence.

Understand the emotional brain.

Understand the emotional intelligence framework.

Be able to identify ways to improve individual Emotional Intelligence in the workplace Exhibit a collaborative attitude at work through application of Emotional Intelligence (EI) Be able to achieve healthy conflict and collaboration using Emotional Intelligence (EI) Expand emotionally intelligent personal awareness.

Expand emotionally intelligent social awareness.

Demonstrate emotionally intelligent stress management and resilience.

Apply emotionally intelligent communication skills to relationship building and maintenance.

Practicing active listening skills that build and maintain empathy.

f. Successful Team Management & Project Leadership (With TKI assessment)

The course shall provide instruction as to how to successfully complete assigned projects. The course shall help the participants learn the fundamentals of building an effective, cohesive team using practical skills to plan, schedule, organize, direct and control resources to get results. Course objectives shall provide participants an overview of roles and responsibilities of team leaders and explore methods of maintaining technical expertise while demonstrating supervisory leadership. Topic areas shall include:

Discover the value of a cohesive, functional team Become familiar with the five behaviors of a cohesive team Describe the characteristics associated with high-performing teams Understand how trust impacts team productivity Explore what the term “vulnerability-based trust” means Learn about healthy, productive conflict Practice giving and receiving feedback Understand concepts of clarity and buy-in as they relate to commitment Understand and practice ways to encourage positive actions and effectively motivate, inspire, coach and reward team members Learn to build teams and set goals for performance Be able to use strategies to hold others accountable The Thomas-Kilmann Conflict Mode Instrument (TKI)

g. Leading Change

The course shall prepare current supervisors, managers, and or current Senior Leaders to effectively lead organizations from a higher level of responsibility. This course shall prepare individuals to strategically lead organizations and make decisions while being situationally aware of the organizational environment, stakeholder interests, and increased time horizons. Attendees shall explore the importance of collaborating with stakeholders both within and outside their department and develop an understanding of how the overarching mission and vision of the organization impacts the development of the mission and vision of the division or department. Topic areas shall include:

Learn the concept of adaptive leadership, and apply a framework for building and distributing leadership within the organization.

Understand management communication styles and the decision-making process as it relates to enterprise goals and objectives versus individual small department goals.

Learn how to establish a sense of urgency, craft and communicate a strong vision, and actively shape a school culture to support the most critical work Be familiar with goal setting and motivation techniques for organizational performance and developing people-centered organizations that foster development and growth.

Discuss how senior leaders impact the engagement culture of their organization and how to improve employee engagement and why it is important to create positive employee engagement.

Discuss ways to increase personal emotional intelligence and how it impacts organizational culture.

h. Situation Team Leadership

The course shall prepare current supervisors, managers, and or current Senior Leaders to become more effective leaders. Attendees shall delve into the fundamentals of managing self, leading teams, leadership styles background, matching your leadership style to your team’s development level, and motivating others to accomplish the organization’s goals. Topic areas shall include:

Understand leadership principles and different approaches to leadership versus management behaviors and skills. Discuss accountability and demonstrating appropriate role model behavior.

Develop skills to lead larger groups effectively, including learning to think and act strategically across the organization.

Understand what motivates individuals and learn techniques to engage employees to maximize performance.

Understand how to match your leadership style to your team’s development level to effectively lead people, most notably, understand how to assess and use the Situational Team Leadership Model.

Learn how to develop high performing teams and manage in complex settings. Build a plan for developing team members and discuss the importance and benefits of developing team members.

Learn and practice effective coaching and feedback techniques and be able to incorporate

i. Successful Team Management & Project Leader Ship (With TKI assessment)

The course shall prepare individuals who will lead a team or group of employees to the successful completion of an assigned project. Attendees shall learn the fundamentals of building an effective, cohesive team using practical skills to plan, schedule, organize, direct and control resources to get results. Course objectives shall provide participants an overview of roles and responsibilities of team leaders and explore methods of maintaining technical expertise while demonstrating supervisory leadership. Topic areas shall include:

Discover the value of a cohesive, functional team Become familiar with the five behaviors of a cohesive team Describe the characteristics associated with high-performing teams Understand how trust impacts team productivity Explore what the term “vulnerability-based trust” means Learn about healthy, productive conflict Practice giving and receiving feedback Understand concepts of clarity and buy-in as they relate to commitment Understand and practice ways to encourage positive actions and effectively motivate, inspire, coach and reward team members Learn to build teams and set goals for performance Be able to use strategies to hold others accountable The Thomas-Kilmann Conflict Mode Instrument (TKI)

j. Aspiring Leaders (with DiSC) The course shall be designed for employees who are contemplating a leadership position in the future. This course shall be designed to provide participants with a sense of what it takes to be an effective leader, to contemplate leadership positions, and allow them to make an informed career decision early on in their careers. This course should inspire, engage, and help students develop the core leadership competencies needed to lead self and meet whatever leadership challenges they may face in the future. Topic areas shall include:

Describe the different leadership styles and theories Describe leadership characteristics Understand the difference between leadership and management Demonstrate an understanding of conflict management Describe the five emotional intelligence skills Identify the central skills needed for effective leadership and explain ways to strengthen or develop those skills Identify and analyze behaviors leaders should model in the workplace and what effect these behaviors have on individual, group or team performance Discover opportunities for growth and intervention methods that encourage collaboration and team cohesiveness.

4.0 GOVERNMENT FURNISHED PROPERTY (GFP)

None

5.0 DATA DELIVERABLES

Data shall be provided in accordance with the Contract Data Requirements List (CDRL) DD Form 1423.

6.0 PERIOD OF PERFORMANCE

The Period of Performance (PoP) is one (1) calendar year from date of award. There shall be an option for the Government to renew the Agreement upon expiration of the Base Year. The Government will have the right to exercise up to two (2) Option Years.

7.0 SECURITY

This requirement is UNCLASSIFIED. The Contractor will not require access to nor be required to generate classified information to perform the requirement.

RELEASE OF INFORMATION

(a) Release of information shall be in accordance with Section I, DFARS Clause 252.204-7000, Disclosure of Information.

(b) All technical data provided to the contractor by the Government will be protected from public disclosure in accordance with the markings contained thereon. All other information relating to the items to be delivered or services to be performed under this contract may not be disclosed by any means without prior approval of the appropriate NSWC PCD authority. Dissemination or public disclosure includes, but is not limited to, permitting access to such information by foreign nationals or by any other person or entity; publication of technical or scientific papers; advertising; or any other proposed public release. The contractor shall provide adequate physical protection to such information to preclude access by any person or entity not authorized such access by the Government.

7.1 Controlled Unclassified Information (CUI)

Controlled unclassified information (CUI) is official information that requires the application of controls and protective measures for a variety of reasons and has not been approved for public release, to include technical information, proprietary data, information requiring protection under the Privacy Act of 1974, and Government-developed privileged information involving the award of contracts. CUI is a categorical designation that refers to unclassified information that does not meet the standards for National Security Classification under Executive Order 13526, but is (a) pertinent to the national interest of the United States or to the important interests of entities outside the Federal Government, and (b) under law or policy requires protection from unauthorized disclosure, special handling safeguards, or prescribed limits on exchange or dissemination.

7.2 Minimum Requirements for Access to Controlled Unclassified Information (CUI)

Prior to access, Contractor personnel requiring access to Department of the Navy (DoN) controlled unclassified information (CUI) or "user level access to DoN or DoD networks and information systems, system security and network defense systems, or to system resources providing visual access and/or ability to input, delete or otherwise manipulate sensitive information without controls to identify and deny sensitive information" contractors must have clearance eligibility, or submit an Electronic Questionnaire for Investigation Processing (SF 86) to NSWC PCD Security for processing and subsequent adjudication by the DoN Central Adjudication Facility.

7.3 Minimum Protection Requirements for Controlled Unclassified Information

Security classification guides and unclassified limited documents (e.g., CUI, Distribution Statement Controlled) are not authorized for public release and, therefore, cannot be posted on a publicly accessible webserver or transmitted over the Internet unless appropriately encrypted.

7.4 CUI

CUI is a document designation, not a classification. This designation is used by Department of Defense (DoD) and a number of other federal agencies to identify information or material, which although unclassified, disclosure to the public of the information would reasonably be expected to cause a foreseeable harm to an interest protected by one or more provisions of the Freedom of Information Act (FOIA). This includes information that qualifies for protection pursuant to the provisions of the Privacy Act of 1974, as amended. CUI must be marked, controlled and safeguarded in accordance with DoDI 5200.48, Controlled Unclassified Information (CUI)

7.5 Security of Unclassified DoD Information on Non-DoD Information Systems (DoDI 8582.01) DoD Policy

Adequate security shall be provided for all unclassified DoD information on non-DoD information systems.

Appropriate requirements shall be incorporated into all contracts, grants, and other legal agreements with non-DoD entities.

Information Safeguards are applicable to unclassified DoD information in the possession or control of non-DoD entities on non-DoD information systems, to the extent provided by the applicable contract, grant, or other legal agreement with the DoD.

Information Safeguards

Unclassified DoD information that has not been cleared for public release may be disseminated by the Contractor, grantee, or awardee to the extent required to further the contract, grant, or agreement objectives, provided that the information is disseminated within the scope of assigned duties and with a clear expectation that confidentiality will be preserved. Examples include:

a. Non-public information provided to a Contractor (e.g., with a request for proposal).

b. Information developed during the course of a contract, grant, or other legal agreement (e.g., draft documents, reports, or briefings and deliverables).

c. Privileged information contained in transactions (e.g., privileged contract information, program schedules, contract-related event tracking).

It is recognized that adequate security will vary depending on the nature and sensitivity of the information on any given non-DoD information system. However, all unclassified DoD information in the possession or control of non- DoD entities on non-DoD information systems shall minimally be safeguarded as follows:

a. Do not process unclassified DoD information on publically available computers (e.g., those available for use by the general public in kiosks or hotel business centers).

b. Protect unclassified DoD information by at least one physical or electronic barrier (e.g., locked container or room, logical authentication or logon procedure) when not under direct individual control of an authorized user.

c. At a minimum, overwrite media that have been used to process unclassified DoD information before external release or disposal.

d. Encrypt all information that has been identified as CUI when it is stored on mobile computing devices such as laptops and personal digital assistants, compact disks, or authorized removable storage media such as thumb drives and compact disks, using the best encryption technology available to the Contractor or teaming partner.

e. Limit transfer of unclassified DoD information to subcontractors or teaming partners with a need to know and obtain a commitment from them to protect the information they receive to at least the same level of protection as that specified in the contract or other written agreement.

f. Transmit e-mail, text messages, and similar communications containing unclassified DoD information using technology and processes that provide the best level of privacy available, given facilities, conditions, and environment. Examples of recommended technologies or processes include closed networks, virtual private networks, public key-enabled encryption, and transport layer security.

g. Encrypt organizational wireless connections and use encrypted wireless connections where available when traveling. If encrypted wireless is not available, encrypt document files (e.g., spreadsheet and word processing files), using at least application-provided password protected level encryption.

h. Transmit voice and fax transmissions only when there is a reasonable assurance that access is limited to authorized recipients.

i. Do not post unclassified DoD information to website pages that are publicly available or have access limited only by domain or Internet protocol restriction. Such information may be posted to website pages that control access by user identification and password, user certificates, or other technical means and provide protection via use of transport layer security or other equivalent technologies during transmission. Access control may be provided by the intranet (vice the website itself or the application it hosts).

j. Provide protection against computer network intrusions and data exfiltration, minimally including:

(1) Current and regularly updated malware protection services, e.g., anti-virus, anti-spyware.

(2) Monitoring and control of both inbound and outbound network traffic (e.g., at the external boundary, sub-networks, individual hosts), including blocking unauthorized ingress, egress, and exfiltration through technologies such as firewalls and router policies, intrusion prevention or detection services, and host-based security services. Prompt application of security-relevant software patches, service packs, and hot fixes.

k. Comply with other current Federal and DoD information protection and reporting requirements for specified categories of information (e.g., medical, proprietary, Critical Program Information (CPI), personally identifiable information, export controlled) as specified in contracts, grants, and other legal agreements.

l. Report loss or unauthorized disclosure of unclassified DoD information in accordance with contract, grant, or other legal agreement requirements and mechanisms.

m. Do not use external IT services (e.g., e-mail, content hosting, database, document processing) unless they provide at least the same level of protection as that specified in the contract or other written agreement.

7.6 Operations Security

Operations Security (OPSEC) is concerned with the protection of critical information: facts about intentions, capabilities, operations, or activities that are needed by adversaries or competitors to bring about failure or unacceptable consequences of mission accomplishment.

Critical information includes information regarding:

- Operations, missions, and exercises, test schedules or locations;

- Location/movement of sensitive information, equipment, or facilities;

- Force structure and readiness (e.g., recall rosters);

- Capabilities, vulnerabilities, limitations, security weaknesses;

- Intrusions/attacks of DoD networks or information systems;

- Network (and system) user identifications and passwords;

- Movements of key personnel or visitors (itineraries, agendas, etc.); and

- Security classification of equipment, systems, operations, etc.

The Contractor, subcontractors and their personnel shall employ the following countermeasures to mitigate the susceptibility of critical information to exploitation, when applicable:

- Practice OPSEC and facilitate OPSEC awareness;

- Immediately retrieve documents from printers assessable by the public;

- Shred sensitive and Controlled Unclassified Information (CUI) documents when no longer needed;

- Protect information from personnel without a need-to-know;

- When promulgating information, limit details to that essential for legitimacy;

- During testing and evaluation, practice OPSEC methodologies of staging out of sight, desensitization, or speed of execution, whenever possible.

7.7 Operations Security

Technical documentation generated under this Agreement shall carry the following distribution limitation statement.

Word processing / electronic files shall have the statements included in the file such that the first page of any resultant hard copy shall display the statements. For drawings, the statements shall be as near to the title as possible without obscuring any detail of the drawing. Additionally, each diskette delivered shall be marked externally with the statements.

DISTRIBUTION D – DISTRIBUTION AUTHORIZED TO DOD AND DOD CONTRACTORS ONLY;

ADMINISTRATIVE OR OPERATIONAL USE; (DATE STATEMENT APPLIED). OTHER U.S.

REQUESTS SHALL BE REFERRED TO CNO (N951).

NO DISTRIBUTION OF THIS DATA SHALL BE MADE TO DTIC.

NO SECONDARY DISTRIBUTION AUTHORIZED WITHOUT PRIOR WRITTEN APPROVAL OF CNO

(N951).

DESTRUCTION NOTICE - CLASSIFIED INFORMATION, DESTROY IN ACCORDANCE WITH

SECNAV M-5510.36, (DON INFORMATION SECURITY PROGRAM) OR DOD 5220.22-M, (NATIONAL

INDUSTRIAL SECURITY PROGRAM OPERATING MANUAL). UNCLASSIFIED LIMITED

DOCUMENTS, (E.G., FOUO, DISTRIBUTION STATEMENT CONTROL) DESTROY BY ANY METHOD

THAT WILL PREVENT DISCLOSURE OF CONTENTS OR RECONSTRUCTION OF THE DOCUMENT.

WARNING – THIS DOCUMENT CONTAINS TECHNICAL DATA WHOSE EXPORT IS RESTRICTED

BY THE ARMS EXPORT CONTROL ACT (TITLE 22, U.S.C., SEC. 2751, ET SEQ.) OR THE EXPORT ADMINISTRATION ACT OF 1979, AS AMENDED, TITLE 50 U.S.C., APP. 2401 ET SEQ. VIOLATIONS

OF THESE EXPORT LAWS ARE SUBJECT TO SEVERE CRIMINAL PENALTIES. DISSEMINATE IN

ACCORDANCE WITH THE PROVISIONS OF DOD DIRECTIVE 5230.5.