PWS SP470320Q0028.pdf

PERFORMANCE WORK STATEMENT

DIRECTOR’s DEVELOPMENT PROGRAM IN LEADERSHIP

REQUIREMENT FOR LEADERSHIP TRAINING

1.0 INTRODUCTION

1.1 DESCRIPTION OF SERVICES

The Contractor shall provide all faculty instruction, classroom facilities to include information technology set-up and support, instructional materials, program evaluation summaries, breakout room space, program website with access to course materials, program management support, and a course certificate of completion to support seven separate executive education leadership courses of instruction (Vision, Partnering, Strategic Thinking, External Awareness, Political Savvy, Global Perspective, and Entrepreneurship) through the use of an existing and previously delivered open enrollment course. The training is to be provided at the Contractors educational institution for the benefit of participants selected by the Government to take part in the training. The Contractor shall also provide onsite participant lodging accommodations and meals as prescribed by the offered executive education program of instruction. The Defense Contract Audit Agency (DCAA) Director’s Development Program in Leadership (DDPL) is designed as a multi-agency cohort comprised of Federal and Department of Defense (DoD) participants.

1.2 MISSION AND ORGANIZATION

The DCAA, as a key member of the government acquisition team, is a dedicated steward of taxpayer dollars that delivers high quality contract audits and services to ensure that warfighters get what they need at fair and reasonable prices. The Agency’s primary function is to conduct contract audits and provide related financial services for the DoD and other federal entities responsible for acquisition and contract administration. Specifically, DCAA helps determine whether costs are allowable and reasonable. DCAA provides recommendations to government officials regarding contractor cost assertions for specific products and services. With these recommendations, contracting officers are better able to negotiate prices and settle contracts for major weapon systems, services, and supplies.

DCAA operates under the authority, direction, and control of the Under Secretary of Defense (Comptroller)/Chief Financial Officer. The Agency consists of about 4,800 employees at over 300 locations in the United States, Europe, the Middle East, Asia and the Pacific. DCAA’s organizational structure consists of three geographic regions, a field detachment to conduct classified work, and four-Corporate Auditing Directorates (CAD).

1.3 BACKGROUND

The DDPL program is a competency-based executive leadership development program designed to develop senior-level careerists’ with the leadership knowledge, skill, and abilities for effective managerial and executive-level performance. The program focuses on eleven (11) - DoD Civilian Leader Development Continuum and Framework (DoDI 1430.16) leadership competencies (Vision, External Awareness, Strategic Thinking, Political Savvy, Global Perspective, Partnering, Entrepreneurship, National Security Strategy, National Defense Integration, and National Security Environment). This is an 18-month program built upon ten

(10) one (1) week distinctive leadership competency-based courses supported by Material/Combatant Command site visits as culminating capstone events. During the program, participants will cycle between a week of leadership instruction and six (6) weeks of home station duty. The program has been designed to equip future executives within the cohort with the advanced strategic leadership competencies needed to excel as multifaceted leader’s in today’s and tomorrow’s dynamic environment.

1.4 OBJECTIVE

DDPL’s overarching objective is to deliver executive-level leadership training aligned to select DoD Civilian Leadership Continuum competencies through diverse educational institution learning environments to provide senior-level employees with the knowledge, skills, and abilities for effective managerial and executive-level performance.

2.0 SCOPE

The Contractor shall provide senior Government cohort personnel with executive-level leadership development training in the seven-subject areas defined by the Performance Work Statement (PWS).

The course of instruction, cohort individual lodging accommodations, and meals as prescribed by the executive education course’s program of instruction shall be provided onsite at the Contractor’s institution. The cohort will be approximately 25-40 participants in senior leadership roles. The course format shall be a three to six day (24 to 44 hours) classroom experience per course based on a pre-existing previously delivered curriculum found in the Contractor’s open enrollment catalog, but closed to and confidential for DCAA cohort participants only. The Contractor shall have the capability to support a second cohort within the same contract year should the Government desire to exercise that option. Course dates shall be agreed upon between the Contractor and DCAA as per the availability of DCAA, faculty, and Contractor resources. The Contractor shall have the capability to provide course customization, design, and development for follow-on iterations to include the revision of course materials, if directed by the Government. To ensure diversity of the program educational experience, the Government intends to make multiple awards, but will only award one per institution to the Contractor whose quote is determined to be the best value to the Government, based on the following: technical approach, management approach, prior experience and past performance, and price.

2.1 SPECIFIC TASKS

2.1.1 Course of Instruction-Vision. The Contractor shall provide to a target audience of senior executives a pre-existing previously delivered open enrollment course designed to address the DoD Civilian Leadership Continuum competency of “Vision” defined as: communicates a clear mission and set of values, providing guideposts for decision making and action; takes a long-term view and builds a shared vision with others; acts as a catalyst for organizational change; and influences others to translate vision into action.

2.1.1.1 Understand the link between organizational vision and performance.

2.1.1.2 Develop and use basic strategic analytical tools and frameworks to formulate appropriate strategies leading to an organizational strategic plan and vision.

2.1.1.3 Distinguish between strong and weak strategies.

2.1.1.4 Examine the steps in the strategic planning process.

2.1.1.5 Discuss how managers can incorporate strategic decision making into day-to-day operations.

2.1.1.6 Describe how to convert strategic projects into a strategic business plan linking organizational vision, strategy and performance.

2.1.1.7 Develop a vision for the organization and translate the vision into action.

2.1.1.8 Evaluate the organizations vision to ensure that the domain of activities in which the agency participates remain relevant.

2.1.1.9 Develop plans and processes for implementing an organizational strategic vision.

2.1.1.10 Understand how organizational mission, vision, values and culture impact strategic planning, organizational activities and decisions.

2.1.1.11 Discuss the importance of a gap analysis defining where the organization currently is, where it wants to be, and how to close the gap between strategies.

2.1.1.12 Define a strategic vision statement that is credible, realistic, attracts workforce commitment, creates meaning, establishes a standard of excellence, and bridges the present with the future.

2.1.1.13 Define the properties of an effective vision statement.

2.1.1.14 Describe how leaders effectively communicate and implement a strategic vision.

2.1.2 Course of Instruction-Partnering. The Contractor shall provide to a target audience of senior executives a pre-existing previously delivered open enrollment course designed to address the DoD Civilian Leadership Continuum competency of “Partnering” defined as: develops networks and builds alliances; collaborates across boundaries to build strategic relationships and achieve common goals.

2.1.2.1 Discover how to create and manage different forms of strategic alliances.

2.1.2.2 Describe how to create and manage value-adding alliances.

2.1.2.3 Discuss how to avoid common consequences that can lead to alliance failures.

2.1.2.4 Examine critical legal, financial, and operational issues in alliances.

2.1.2.5 Explain how managers negotiate before, during, and after alliance agreements have been initiated.

2.1.2.6 Describe how leaders manage complex multiple alliance initiatives within the organization.

2.1.2.7 Understand the benefits, risks, and costs associated with partnering.

2.1.2.8 Create alliances within the organization.

2.1.2.9 Recognize how to change traditional relationships to a shared culture without regard to organizational boundaries.

2.1.2.10 Discuss individual roles as partners in supporting the strategic objectives of the organization.

2.1.2.11 Produce examples of partnering process frameworks that develop, implement, manage, and improve specific partnering relationships.

2.1.2.12 Discuss the accumulative value of long-term organizational strategic partnering relationships to achieve better project outcomes and continuous process improvement.

2.1.2.13 Prepare a partnering framework for stakeholder analysis.

2.1.3 Course of Instruction-Strategic Thinking. The Contractor shall provide to a target audience of senior executives a pre-existing previously delivered open enrollment course designed to address the DoD Civilian Leadership Continuum competency of “Strategic Thinking” defined as: formulates objectives and priorities and implements plans consistent with the long-term interests of the organization in a global environment that takes into consideration the environment, resources, capabilities, constraints, and organizational goals and values; capitalizes on opportunities and manages risks and contingencies, recognizing the implications for the organization and stakeholders.

2.1.3.1 Understand the fundamental concepts of strategy.

2.1.3.2 Describe how to effectively position and grow an organization for success.

2.1.3.3 Discuss how to formulate winning strategies and expand the organization’s global reach.

2.1.3.4 Examine strategies that deal with global external forces.

2.1.3.5 Develop a vision that achieves sustainable growth and performance in the short and long term.

2.1.3.6 Develop transformation and growth strategies.

2.1.3.7 Design organizational strategies to achieve competitive advantage.

2.1.3.8 Create a robust strategic thinking and planning process.

2.1.3.9 Generate organizational commitment to a strategy through compelling communications.

2.1.3.10 Identify and overcome traps in strategic thinking.

2.1.4 Course of Instruction-External Awareness. The Contractor shall provide to a target audience of senior executives a pre-existing previously delivered open enrollment course designed to address the DoD Civilian Leadership Continuum competency of “External Awareness” defined as: actively seeks to understand others’ cultural, religious, political, and societal norms and customs; builds language proficiency as required by the mission; maintains an integrated understanding of congressional and globalization factors that would influence defense, domestic, and foreign policy and uses it in strategic and operational planning; understands and keeps current on local, national, and international policies and trends that affect the organization and shape stakeholders’ views; and is aware of the organization’s impact on the external environment.

2.1.4.1 Assess the organization’s competitive environment.

2.1.4.2 Evaluate external factors affecting the organization and identify opportunities for innovation.

2.1.4.3 Relate organizational strategy, leadership and culture to objectively assess the current organizational and leadership environment.

2.1.4.4 Recognize how to assess the organization’s external environment.

2.1.4.5 Analyze the organization’s culture and its inclination for transformational change.

2.1.4.6 Understand assessment practices and how best to position the organization to achieve a competitive advantage.

2.1.4.7 Develop a strategic roadmap to establish a vision for the organization that capitalizes upon the environment.

2.1.4.8 Understand how the external environment influences decisions, strategic plans, implementation strategies, and management practices.

2.1.4.9 Assess the value of varied viewpoints and how to manage change through innovative practices.

2.1.4.10 Apply critical thinking to examine innovation and strategic initiatives.

2.1.4.11 Describe internal and external trends that affect the organization and shape stakeholder views.

2.1.5 Course of Instruction-Political Savvy. The Contractor shall provide to a target audience of senior executives a pre-existing previously delivered open enrollment course designed to address the DoD Civilian Leadership Continuum competency of “Political Savvy” defined as: identifies the internal and external politics that impact the work of the organization;

perceives organizational and political reality and acts accordingly; and uses diplomacy in dealing with issues involving others.

2.1.5.1 Analyze how your political intelligence and influence influences success in swaying others to see your vision and support your success.

2.1.5.2 Explain how to influence people both within and outside of the organization.

2.1.5.3 Understand the dynamics of power and diplomacy to gain support from alliances and networks.

2.1.5.4 Describe how to establish alliances with people of power and influence in order to influence decisions and outcomes.

2.1.4.5 Assess communication methods in order to effectively present ideas and influential messages that motivate stakeholders.

2.1.4.6 Explain ways to communicate/message more effectively and efficiently.

2.1.4.7 Understand the factors that led to the abuse of power.

2.1.4.8 Compare methods by which stakeholders recognize and seek to reconcile their competing interests in order to generate commitment.

2.1.4.9 Plan how to activate others to adopt your ideas.

2.1.4.10 Contrast ways to think through politically charged situations to resolve them.

2.1.6 Course of Instruction-Global Perspective. The Contractor shall provide to a target audience of senior executives a pre-existing previously delivered open enrollment course designed to address the DoD Civilian Leadership Continuum competency of “Global Perspective” defined as: effectively communicates the organization’s commitment to the joint mission and leads staff to exert influence and execute solutions across the enterprise; works collaboratively with other national security agencies to achieve U.S. goals and objectives; and fosters supportive partnerships across organizational lines and within the international community to drive integration and translate long-term goals into action.

2.1.6.1 Examine how to develop a global organizational strategy to foster growth aligned to the organization’s vision.

2.1.6.2 Describe how to increase the ability to formulate and implement a global strategy.

2.1.6.3 Understand how to perceive the global situation accurately in order to balance changing geopolitical realities.

2.1.6.4 Demonstrate understanding of the interconnectedness, difference, and diversity of a global environment for serving customers.

2.1.6.5 Identify and understand the value of having an organizational global outlook and strategy.

2.1.6.6 Discuss best case / worst case scenario planning to identify future situations that could positively or negatively impact the organization.

2.1.6.7 Discover how to create a global strategy for the organization.

2.1.6.8 Create a global strategic vision for the organization.

2.1.6.9 Synthesize and balance information in developing appropriate evidence-based conclusions about changing global issues.

2.1.6.10 Demonstrate the ability to develop informed judgements about global issues.

2.1.7 Course of Instruction-Entrepreneurship. The Contractor shall provide to a target audience of senior executives a pre-existing previously delivered open enrollment course designed to address the DoD Civilian Leadership Continuum competency of “Entrepreneurship” defined as: positions the organization for future success by identifying new opportunities; builds the organization by developing or improving products or services; identifies potential risks early and implements effective abatement or control measures; takes calculated risks to accomplish organizational objectives; and defines evaluation criteria and continuously collects, assesses, shares, and responds to data appropriately.

2.1.7.1 Analyze leadership strategies that enable improved organizational performance.

2.1.7.2 Discuss the challenge of executive leaders to create and develop new strategies for managing and sustaining performance.

2.1.7.3 Examine how an organization can more effectively deliver high-quality services or products.

2.1.7.4 Compare strategies that have assisted executive leaders in producing significant results and increase entrepreneurial opportunities.

2.1.7.5 Assess the means by which leaders measure results and use those findings to enhance organizational performance.

2.1.7.6 Review the role of leadership to identify risk controls in initiating organization change.

2.1.7.7 Explain how executives recognize and shape events to inspire the workforce, improve performance, and enhance creativity to increase organizational performance.

2.1.7.8 Illustrate how strategic leaders use performance targets to mobilize resources to measure and produce constructive performance results.

2.1.7.9 Understand how to interpret customer needs and measure value.

2.1.7.10 Describe approaches to performance leadership that positions the organization for future success.

2.1.8 Program Delivery. The Contractor shall provide services to:

2.1.8.1 Provide books and instructional material to support the offered course of instruction to include website access for course materials, as applicable.

2.1.8.2 Provide access to pre-course readings three-weeks prior to the scheduled live-course.

2.1.8.3 Provide results of student course evaluation summaries for Government review within two-weeks of the course completion date.

2.1.8.4 The Contractor shall demonstrate successful execution in maintaining accreditation by a Regional and/or National institutional accrediting body with the cognizance over the institution of higher learning. The accrediting body must be one of the regional/national accrediting agencies recognized by the U.S. Department of Education as reliable authorities concerning the quality of education or training offered by the institution. Submit accreditation verification documents as part of the proposal submission.

2.1.8.5 Provide classroom facilities for up to 40-participants, information technology set-up and support, and breakout room space, as required to support program delivery. Provide distances between the facility classroom, lodging, and dining facility in tenths of a mile).

2.1.8.6 Apply multiple learning methodologies (e.g., experimental/action learning, case studies, simulations, interactive discussions, applied learning) to enhance leadership practicum. Provide a narrative to address the learning methodologies applied in the course and how they enable achievement of the course’s learning objectives.

2.1.8.7 Provide onsite meals (breakfast, lunch, dinner, and daily full-service beverage and snack buffets) as prescribed by the executive education program of instruction.

2.1.8.8 Provide individual lodging accommodations onsite at the contractor’s executive education facility not to exceed Federal per diem rates. Lodging accommodations shall be within reasonable walking distance (one-mile) of the classroom and dining facilities. The above rate does not include incidentals. Participants will provide a valid credit card upon arrival for payment of such costs.

2.1.8.9 Submit to the Contracting Office, as part of the proposal submission, one copy of the open enrollment course’s title, description, daily course schedule, and public website link for the required competency-based leadership training offered.

2.1.8.10 All students under this PWS shall enroll in the same manner, be subject to the same academic regulations, and have the same privileges, including the use of all facilities and equipment as any other student enrolled in the institution.

2.1.8.11 The Contractor shall not charge the Government for permit charges, such as vehicle registration or parking fees, and any equipment, or any items or services (computer time) related to student research.

2.1.8.12 Provide a course Certificate of Completion (containing the open enrollment course title) for those completing the course and specify the number of Continuing Education Unit (CEU) credits earned, Continuing Professional Education (CPE) credit desired.

2.1.8.13 Submit, as part of the proposal submission, the institution’s U.S. educational ranking, executive education leadership program ranking, and research ranking.

2.1.8.14 The course instruction shall be delivered by the academic staff of the educational institution (prime contractor). Services may not be subcontracted.

2.1.9 Course Customization, Design, and Development: The Contractor shall provide:

2.1.9.1 Based on additional discussion of program content discovery and course critiques, provide course customization, design, and development as directed by the Government.

2.1.9.2 Support includes, but is not limited to, time spent on site visits and meetings, conference calls, program material revisions, etc.

2.2 DELIVERABLES

2.2.1 The contractor shall submit the deliverables in the time frame agreed upon by the DCAA Project Manager and Contractor. DCAA Project Manager reserves the right to review all deliverables and mandatory requirements for quality and completeness, and accept or reject them.

Paragraph Reference

Task Deliverable Description Delivery Date

2.1.1 Course of Instruction 3 to 6 day pre-existing

previously delivered open enrollment course of instruction per the institution’s course catalog for a minimum of 25 and maximum of 40 personnel

Per the requirement

2.1.8 Program Delivery Faculty, classroom

facilities, books, instructional material, program management services, website access/breakout rooms, as applicable, certificate of completion (containing the open enrollment course title), onsite participant lodging, meals as prescribed by the executive education program of instruction, accreditation status, institutional rankings, and course title, description, daily schedule

Per the requirement

2.1.9 Course Customization, Design, and Development

Revision of program materials, site visits, meeting and conference calls

As directed by the Government

2.3 METHODS TO MONITOR PERFORMANCE

2.3.1 Quality Control (QC). The Contractor shall develop and maintain effective QC procedures to ensure the instructional services are performed in accordance with the PWS. The Contractor shall implement procedures to identify, prevent and ensure the non-occurrence and non-recurrence of defective services. The Contractor’s QC procedures are the means by which the contractor assures that the identified deliverables comply with the requirement of the contract.

2.3.2 Quality Assurance. The Government shall evaluate the Contractor’s performance under this contract in accordance with DCAA’s Systems Approach to Training (SAT) Manual.

Contractor conformance to requirements of the PWS will be measured by Government evaluation of task completed against the following criteria:

2.3.2.1 Adherence to the requirements of the PWS.

2.3.2.2 Applicability, accuracy, relevancy, and clarity of instructional materials provided by the contractor.

2.3.2.3 Integration of delivery methodologies to achieve course learning objectives.

2.3.2.4 Results of End of Course Critiques (Evaluation Summaries).

2.3.3 All work under this contract shall be monitored by the DCAA Project Manager who will act as the primary technical representative of the Government. Final inspection and acceptance of all work performed, reports, and other deliverables shall be performed at the place of delivery by the DCAA Project Manager. The DCAA Project Manager is responsible for:

2.3.3.1 Setting task priorities and revising task priorities when necessary;

2.3.3.2 Coordinating the requirement (scheduling and services) with each contractor;

2.3.3.3 After consultation with and approval by the Contracting Officer when appropriate, modifying delivery dates and schedules, so that the revised priorities can be met.

2.3.3.4 Formally assessing the level of Contractor performance and prescribing the extent to which quality assurance and acceptable performance levels have been met.

2.3.3.5 Coordinating through the Government’s Contracting Office, approval of course customization tasks, if requested.

2.4 GENERAL INFORMATION

2.4.1 Recognized Holidays. Training will not be conducted on recognized Federal Holidays.

2.4.2 Hours of Operation. The exact course dates/times are to be coordinated between the Government and Contractor.

2.4.3 Place of Performance. The work to be performed under this contract shall be performed onsite at the Contractor’s educational institution.

2.4.4 Cancellation and Rescheduling. Should it become necessary for the Government and/or Contractor to cancel or reschedule a course, 60–days or greater notice by either Party shall be provided. The Government/Contractor may mutually agree to cancel or reschedule a course due to unforeseen natural catastrophic events (i.e., floods; earthquake, severe adverse weather conditions, national emergencies, government shutdowns) that prevents normal course delivery and/or participant travel/attendance.

2.4.5 Ownership and Use of Program Materials.

2.4.5.1 The Contractor shall own all the intellectual property rights, including but not limited to copyrights, in the presentation materials (“Materials”) customized or developed by the

Contractor for the program, with the exception of information provided by the Government and designated as Proprietary Information. The Government cannot teach the program, or use the Materials outside of the program, without the prior written consent of the Contractor.

2.4.5.2 The Contractor reserves and retains ownership of all intellectual property rights, including, but not limited to, copyright, title and interest in and to any recording of the program. Neither the program, nor any elements thereof, shall be filmed, videotaped, recorded, or reproduced in any manner, medium or form by the Government or any third Parties, without prior written authorization from the Contractor.

2.4.6 Post Award Conference/Periodic Progress Meeting. The Contractor agrees to participate in (teleconference, skype session) any post award conference convened by the contracting activity The Contracting Officer, Contracting Officer Representative, and the Government’s Project Manager shall meet, as needed, with the Contractor to review the Contractor’s performance and any issues being experienced. Appropriate action shall be taken to resolve outstanding issues. These meetings shall be at no additional cost to the Government.

3.0 TRAVEL

Government personnel participating in this training will be responsible for travel to and from the Contractor’s institution.

4.0 CONTRACTOR PERSONNEL

4.1 Provide program management services to coordinate program events with the Government project manager.

4.2 Provide qualified faculty with the requisite level of leadership instructional expertise to deliver the offered program of instruction based on the requirements for individual topic lessons.

Faculty personnel are expected to use their subject matter expertise to enrich the instructional environment through the inclusion of personal experiences and lessons learned as they interact with program participants. One half of the faculty must have earned a doctoral degree, specific to the course content field taught, from a regionally accredited university, and faculty members who teach the outlined courses should have at least four years of experience teaching in their subject area. Faculty biographies shall be provided with the Contractor’s proposal submission.

4.3 Contractor must provide documented experience and background of course faculty in the areas of leadership, management or a related field in the form of peer-reviewed publications, recognized authors, lecturers, or presenters, and/or research experts in topical areas related to the offered course.

4.4 The Contractor must be able to provide qualified instructional and curriculum designers to modify existing or create new leadership and management course program design or develop specific leadership content to the open enrollment course, if directed by the Government.

Instructional and curriculum designers shall be knowledgeable and experienced in Instructional System Design (ISD), Blooms Taxonomy or equivalent methodologies.

5.0 PERIOD OF PERFORMANCE

Period of Performance (POP): The POP shall be for one (1) base-year of 12-months and four 12-month option years.

Base Year: 22 September 2020 – 21 September 2021 Option Year 1: 22 September 2021 – 21 September 2022 Option Year 2: 22 September 2022 – 21 September 2023 Option Year 3: 22 September 2023 – 21 September 2024 Option Year 4: 22 September 2024 – 21 September 2025

6.0 SCHEDULING PROVISIONS

6.1 Payment. Line items for the Training Course will be structured as up to 40 students annually per course. Contractor will submit invoice for actuals.

6.2 Proposals shall be submitted to the Contracting Officer electronically, utilizing approved template. Proposals shall include CLINs for each of the 7-courses of instruction identified.

CLIN 0001 – Vision (Para 2.1.1) CLIN 0002 – Partnering (Para 2.1.2) CLIN 0003 – Strategic Thinking (Para 2.1.3) CLIN 0004 – External Awareness (Para 2.1.4) CLIN 0005 – Political Savvy (Para 2.1.5) CLIN 0006 – Global Perspective (Para 2.1.6) CLIN 0007 – Entrepreneurship (Para 2.1.7)

6.3 CLIN breakdown as follows:

CLIN 0001 - Vision Description Quantity Part 1 Course Instruction. To include all faculty, classroom facilities, books, instructional material, program management services, website access/breakout rooms, as applicable, and certificate of completion

Minimum of 25 Maximum of 40

Part 2 Lodging.

Contractor to provide onsite lodging accommodations within a one-mail radius of the classroom facility and dining.

Each Participant

Part 3 Meals. Each Participant

Contractor to provide (breakfast, lunch, dinner and daily full-service beverage and snack buffets) as prescribed by the executive education program of instruction

Part 4 Course Customization, Design, and Development.

Daily rate to include time spent on meetings, conference calls, and program course and instructional material revisions

Daily

6.4 The Government shall pay for services under the Contractor's normal schedule of discounted tuition and fees applicable to Department of Defense (DoD)/Government and/or multiple organizational participants in accordance with the applicable course offering and in effect at the time the services are performed.

6.5 The Government shall review this contract annually before the anniversary of its effective date for the purpose of incorporating changes required by statutes, Executive Orders, the Federal Acquisition Regulation, or the Defense Federal Acquisition Regulation Supplement. Changes required to be made by modification to this contract or by issuance of a superseding contract. If mutual agreement on the changes cannot be reached, the Government will terminate this contract. The Government is not required to exercise the option years.

6.6 The Parties may amend this contract only by mutual consent.

7.0 CONTRACTOR FURNISHED ITEMS AND SERVICES

The Contractor shall furnish all supplies and services to meet performance requirements to include faculty, instructional training facilities, books and materials, student lodging, and meals (breakfast, lunch, dinner, and daily full-service beverage and snack buffets) as prescribed by the Contractor’s executive education program at the Contractor’s educational institution.

8.0 PROPRIETARY/SENSITIVE DATA REQUIREMENTS

The data processed within DCAA offices is considered proprietary and/or sensitive and therefore cannot be used to solicit or benefit other work by the Contractor. Contractor agrees to comply with the following Federal Acquisition Regulation (FAR) clauses 52.224-1 and 52.224-2.

9.0 CONFIDENTIALITY AND NONDISCLOSURE

Personally Identifiable Information (PII). The contractor is required to safeguard PII in accordance with the Privacy Act of 1974, 5 U.S.C. § 552a, DCAAR 5410.10 DCAA Privacy

Program and DoD Privacy Act Regulation 5400.11-R. The DCAA PM must be informed immediately of discovery/detection if DoD PII data is compromised, lost, or stolen. The DCAA Program Manager then must contact DCAA Operations immediately to report the discovery/detection of DoD PII data compromised, lost, or stolen.

10.0 DCAA POINTS OF CONTACT

DCAA Project Manager: The DCAA Project Manager in conjunction with the COR will oversee the contractor’s services in accordance with the PWS and be responsible for review and approval of all deliverables.

Michael N. Hawrylak, DCLO Leadership Academy Defense Contract Auditing Institute (DCAI) 10 Glendale Parkway NE, Atlanta, Georgia 303284.

Phone: (571) 448-3084 Michael.hawrylak@dcaa.mil

DCAA Contracting Officer’s Representative (COR) (for processing contractor invoices and any contract issues before escalating to the Contracting Officer):

Diane Reid Defense Contract Audit Agency 8725 John J. Kingman Road, Suite 2135 Fort Belvoir, VA 22060 Phone: (571) 448-3149 Diane.reid@dcaa.mil

11.0 INVOICING/BILLING INSTRUCTIONS:

This contract contains DFAR 252.232-7003 Electronic Submission of Payment Requests (December 2018). As a result and in an effort towards the Department of Defense’s electronic Commerce initiatives, you are required to submit invoices electronically via Wide Area Work Flow (WAWF). Invoices shall be submitted as a 2-in-1 (Services Only) invoice via the internet using the Government provided WAWF Receiving/Acceptance System at https://wawf.eb.mil.

TYPE OF DOCUMENT: Invoice as 2-in-1 (Services Only)

Contractors must ensure the following DoD Activity Address Codes (DoDAAC) are included on all invoices submitted for payment under this contract:

GAGE CODE VENDOR’S CAGE CODE

ISSUE BY DODAAC SP4703

ADMIN BY DODAAC SP4703

SHIP TO DODAAC HAA23H

INSPECT BY DODAAC HAA23H

mailto:Michael.hawrylak@dcaa.mil mailto:Diane.reid@dcaa.mil https://wawf.eb.mil/

ACCEPT BY DODAAC HAA23H

PAYMENT OFFICE DODAAC HQ0806

DCAA email Notification Diane.reid@dcaa.mil

For technical WAWF help, contact the WAWF helpdesk at 866-618-5988.

Payment information can be accessed from the Defense Finance and Accounting Service (DFAS) website at http://www.dfas.mil. The contract/order number and invoice number is required when inquiring about the status of a payment. Questions concerning payment should be directed to the DFAS at 1-800-756-4571.

http://www.dfas.mil/

2.2 DELIVERABLES