AM0001 LDP-II Facilitator.pdf

AMENDMENT OF SOLICITATION/MODIFICATION OF CONTRACT

Except as provided herein, all terms and conditions of the document referenced in Item 9A or 10A, as heretofore changed, remains unchanged and in full force and effect.

15A. NAME AND TITLE OF SIGNER (Type or print)

30-105-04EXCEPTION TO SF 30

APPROVED BY OIRM 11-84

STANDARD FORM 30 (Rev. 10-83) Prescribed by GSA

FAR (48 CFR) 53.243

Leadership Development Program Level II (LDP-II) Facilitator for USACE Tulsa District

1. Amendment 0001 is hereby executed to revise the performance w ork statement.

2. The due date is extended to Monday, 25 September at 0800 (8:00AM Central Time).

The Governmnent Point of Contact for this action is Contract Specialist Chris Wright (Christopher.T.Wright@usace.army.mil)

1. CONTRACT ID CODE PAGE OF PAGES

1 17

16A. NAME AND TITLE OF CONTRACTING OFFICER (Type or print)

16C. DATE SIGNED

BY 22-Sep-2023

16B. UNITED STATES OF AMERICA15C. DATE SIGNED15B. CONTRACTOR/OFFEROR

(Signature of Contracting Officer)(Signature of person authorized to sign)

8. NAME AND ADDRESS OF CONTRACTOR (No., Street , County, State and Zip Code) X W912BV23Q0037

X 9B. DATED (SEE ITEM 11)

13-Sep-2023

10B. DATED (SEE ITEM 13)

9A. AMENDMENT OF SOLICITATION NO.

11. THIS ITEM ONLY APPLIES TO AMENDMENTS OF SOLICITATIONS

X The above numbered solicitation is amended as set forth in Item 14. The hour and date specified for receipt of Offer X is extended, is not extended.

Offer must acknowledge receipt of this amendment prior to the hour and date specified in the solicitation or as amended by one of the following methods:

(a) By completing Items 8 and 15, and returning 1 copies of the amendment; (b) By acknowledging receipt of this amendment on each copy of the offer submitted;

or (c) By separate letter or telegram which includes a reference to the solicitation and amendment numbers. FAILURE OF YOUR ACKNOWLEDGMENT TO BE RECEIVED AT THE PLACE DESIGNATED FOR THE RECEIPT OF OFFERS PRIOR TO THE HOUR AND DATE SPECIFIED MAY RESULT IN

REJECTION OF YOUR OFFER. If by virtue of this amendment you desire to change an offer already submitted, such change may be made by telegram or letter, provided each telegram or letter makes reference to the solicitation and this amendment, and is received prior to the opening hour and date specified.

12. ACCOUNTING AND APPROPRIATION DATA (If required)

13. THIS ITEM APPLIES ONLY TO MODIFICATIONS OF CONTRACTS/ORDERS.

IT MODIFIES THE CONTRACT/ORDER NO. AS DESCRIBED IN ITEM 14.

A. THIS CHANGE ORDER IS ISSUED PURSUANT TO: (Specify authority) THE CHANGES SET FORTH IN ITEM 14 ARE MADE IN THE

CONTRACT ORDER NO. IN ITEM 10A.

B. THE ABOVE NUMBERED CONTRACT/ORDER IS MODIFIED TO REFLECT THE ADMINISTRATIVE CHANGES (such as changes in paying office, appropriation date, etc.) SET FORTH IN ITEM 14, PURSUANT TO THE AUTHORITY OF FAR 43.103(B).

C. THIS SUPPLEMENTAL AGREEMENT IS ENTERED INTO PURSUANT TO AUTHORITY OF:

D. OTHER (Specify type of modification and authority)

E. IMPORTANT: Contractor is not, is required to sign this document and return copies to the issuing office.

14. DESCRIPTION OF AMENDMENT/MODIFICATION (Organized by UCF section headings, including solicitation/contract subject matter where feasible.)

10A. MOD. OF CONTRACT/ORDER NO.

2. AMENDMENT/MODIFICATION NO. 5. PROJECT NO.(If applicable)

6. ISSUED BY

3. EFFECTIVE DATE

22-Sep-2023

CODE

CONTRACTING DIV

US ARMY CORPS OF ENGINEERS, TULSA DISTRICT

2488 E. 81ST STREET

TULSA OK 74137-4290

W912BV 7. ADMINISTERED BY (If other than item 6)

4. REQUISITION/PURCHASE REQ. NO.

CODE

See Item 6

FACILITY CODECODE

EMAIL:TEL:

W912BV23Q0037

SECTION SF 30 BLOCK 14 CONTINUATION PAGE

SUMMARY OF CHANGES

SECTION C - DESCRIPTIONS AND SPECIFICATIONS

The following have been modified:

PERFORMANCE WORK STATEMENT

U.S. ARMY CORPS OF ENGINEERS TULSA DISTRICT

LEADERSHIP DEVELOPMENT PROGRAM (LDP)

August 2023 AMENDMENT 0001 22 SEPTEMBER 2023

1.0 GENERAL INFORMATION

1.1 PURPOSE

The Tulsa District, U.S. Army Corps of Engineers seeks the professional services of an accredited academic institution or consultant to develop and administer a part-time leadership/management development program for an annual maximum of 10 Corps of Engineers employees who are typically college- educated, and who are mostly at or near mid-career. Disciplines of participants in the program include science, engineering, and administration. The overall objective of this program is to help these employees to learn and grow and develop into effective leaders/managers within the Corps of Engineers, and the Tulsa District in particular.

The base contract period begins at time of award and ends September 30, 2024, with options to extend the contract as follows:

OPTION PERIOD 1:

October 1, 2024, through September 30, 2025

OPTION PERIOD 2:

October 1, 2025, through September 30, 2026

OPTION PERIOD 3:

October 1, 2026, through September 30, 2027

1.2 PROGRAM DESCRIPTION

1.2.1 Overview

The LDP is a part-time, yearlong, multi-faceted leadership and management development program. The program includes an analysis of one’s leadership style; guided preparation of an Individual Leadership Development Plan (ILDP); attendance at formal graduate-level classroom training, visits to Headquarters, Division, and field sites; attendance at District Staff Meetings; participation on team projects; briefings to the District Commander; and a mentoring relationship with a senior manager.

Please note that the annual number of LDP participants is 10.

However, there are senior leaders and program mentors that may participate throughout the program. For each program element in Section 3.0 the number of people participating from Tulsa District may vary. However, the Contractor is only responsible for providing materials, feedback, or review for the number of participants specified for each program element.

1.2.2 Background

The LDP was designed in direct response to the need to systematically develop the leadership and management skills of the District’s current and future leaders and managers. The LDP is based on the premise that, while some people are “born leaders,” the vast majority of leaders are grown and developed. The commitment of the Commander and District executives to leadership and management development is reflected in the direct involvement of these leaders in many components of the LDP. The transfer of the success-oriented, organizational culture and interrelationships, which our current leaders have cultivated over a period of years is facilitated through various LDP activities.

1.2.3 Goals

Identify and develop a pool of high potential leaders and managers for the Corps of Engineers to draw upon in the future Develop awareness and understanding of the visions and values of current Corps of Engineers leaders and managers Increase awareness of the culture and protocol of the District

Assist LDP participants in clarifying and establishing their own values and establishing their own individual leadership development plans

Provide a forum for future leaders and managers to exchange ideas, understandings, and appreciation for organizations and disciplines within the District

Foster group dynamics among LDP participants, which will improve communication within the District across organizational lines

Provide a focused approach to effective management methods and standards of competence

Provide career enhancement through increased self-awareness, improved skills, and a broadened understanding of District activities.

Differentiate between leadership and management skills and understand the need for both sets of skills

1.3 KEY FACTORS FOR PROGRAM SUCCESS

1.3.1 Flexibility to capitalize on opportunities and additional learning experiences, which occur throughout the year, although, not anticipated in the original design of the year's developmental activities. Additionally, flexibility is needed to be able to address the specific needs of the selected Leadership Development Program participants.

1.3.2 Continuity from one learning activity to another, to be provided by the Contractor’s Program Facilitator by personally attending and participating in all the key LDP activities and bringing together learning from separate activities into a cohesive whole. Lessons learned from one year to the next help overcome program design weaknesses and build on LDP strengths.

1.3.3 Development, to occur simultaneously at three levels, shown with desired outcomes:

Internal Development (internal to the person)

– to provide a heightened awareness of one’s strengths and weaknesses as they pertain to leadership and management Interpersonal Development (among classmates and project teammates)

– to develop and refine skills necessary to be an effective leader-manager; such as interpersonal communication, conflict management, innovation, situation leadership, stress management, values and ethics, management of change, budgeting, and other related topics

– to provide enhanced knowledge of how to be an effective team player Organizational Development (throughout the Tulsa District and within the Southwest Division)

– to provide participants with greater insight into the visions, values, missions, and culture of the Corps of Engineers; specifically, the Tulsa District.

2.0 DEFINITIONS & ACRONYMS

USACE (U.S. Army Corps of Engineers): This federal agency is responsible for a wide range of civil and military engineering missions, including water resources management and design, plus construction of a variety of structures. The history of the USACE is highlighted by such accomplishments as construction of the Panama Canal, development of the first atomic bomb, and construction of the St. Lawrence Seaway.

SWD (Southwest Division): The Tulsa District of the U.S. Army Corps of Engineers reports to the SWD, located in Dallas, Texas. The SWD in turn reports to Headquarters in Washington, DC.

Tulsa District: The Tulsa District of the U.S. Army Corps of Engineers conducts environmental and engineering studies; designs and constructs lake, river, and hydropower projects; administers laws for protection and preservation of navigable waters and wetlands of the United States; acquires, manages, and disposes of civil works and military real estate; and provides operations and maintenance support to Facilities Engineers at military facilities.

Commander: The Chief Executive Officer for the Tulsa District of the U.S. Army

Corps of Engineers is known to District staff as “Commander” and to the general public as “District Engineer.”

CB (Corporate Board): This group is made up of the District Engineer, the Deputy for

Programs and Project Management, and Chiefs of various Tulsa District divisions and departments (i.e., Chief, Engineer and Construction Division; Chief, Real Estate Division; Chief, Contracting Division; etc.)

Contractor’s Program Facilitator: Employed by the Contractor, this individual administers all aspects of the day- to-day operation of the Leadership

Development Program for the Contractor. The Contractor’s Program Facilitator is responsible for: program planning, development, and administration; coaching, counseling, and advising participants; facilitating LDP activities; organizing the mentoring program; maintaining liaison with the Tulsa District; and evaluating the effectiveness of LDP activities.

Mentors: Each LDP Participant is paired with a mentor who is a district leader. The primary objective of the mentoring program is to assist the LDP Participants in broadening their knowledge of the culture of the U.S. Army Corps of Engineers, including formal and informal channels of communication and influence. Mentors are also available to listen and to provide advice, assistance, moral support, and consultation to LDP Participants.

Leadership Development Program Coordinators: Corps of Engineer Employees who provide leadership for all aspects of the LDP. The Coordinators set agendas for meetings, chair the meetings, and follow up on action items. The Coordinators serve as liaisons between the Contractor’s Program Facilitator, the CB, and the Commander on all key LDP activities. The Coordinators also provide advice and assistance to the LDP Contractor’s Programs Facilitator, LDP participants, and mentors and supervisors of LDP participants.

LDP Participants: These Tulsa District employees currently serve in or have been identified as having high potential for promotion to, leadership/management positions. Additionally, these individuals have been competitively selected for, the LDP Program. Historically LDP Participants have ranged in age from their late twenties to early fifties; have been college-educated; have served in grade GS-09 through GS-13 positions; and have come from a variety of career fields including science, engineering, contracting, and administration.

ILDP (Individual Leadership Development Plan): The purpose of the ILDP is to improve participants’ leadership skills. The ILDP is developed by the contractor with each student. The participants’ leadership strengths and weaknesses will be determined through use of diagnostic tools. The ILDP should identify areas of improvement; define specific actions for improvement; and identify desired results. The ILDP is intended to be a tool that will enable participants to improve leadership skills throughout their careers.

LDP Announcement: Each year the Leadership Development Program is announced to all Tulsa District employees as a competitive training opportunity. The announcement describes the program and application procedures.

3.0 PERFORMANCE WORK STATEMENT

The Contractor shall plan for and conduct program development, curriculum planning, and administration of the part- time Leadership Development Program including pre-program period activities such as development of the draft curriculum and other pre-start up activities. The Contractor’s Program Facilitator shall attend all sessions where the Contractor is providing an instructor or is responsible for class content. Sessions shall be assumed to be in-person. In the event that the Contractor’s Program Facilitator is unavailable, at least one backup person of equal qualifications shall be designated and ready to act in his or her place with approval by the Government.

3.1 CONSULTATION SESSIONS

The Contractor’s Program Facilitator will team with Corps of Engineers mentors, supervisors, and the Corporate Board (senior leadership) to develop and implement a comprehensive leadership program. The Contractor’s Program Facilitator shall meet with Corps staff to develop and assess the program. These meetings shall be held at the Tulsa District Office in Tulsa, Oklahoma.

Allow consultation time for a program review meeting with the Tulsa District no later than two weeks prior to the orientation session and initial retreat. At this session, the Contractor shall provide the proposed diagnostic tools, orientation agenda, class topics (including proposed learning materials), and schedule for the program. The Contracting Officer or the Contracting Officer’s Representative (COR) has final approval on these items.

On a periodic basis, the Contractor’s Program Facilitator is expected to meet with the Tulsa District to provide a status report on LDP activities and to address concerns, resolve problems, or obtain guidance. In addition, the contractor may be requested to attend the district’s Corporate Board to observe and comment on LDP presentations.

The Contractor shall assume a total of 24 hours of consultation will be required to accomplish the above. The Contractor shall assume that 8 hours will be spent meeting in-person and the rest will be virtual.

3.2 ORIENTATION

A LDP orientation/goal-setting session shall be held to initiate the program with a half day duration starting in the morning of the scheduled date. The Contractor’s Program Facilitator and the LDP Coordinator conduct the orientation jointly. The Government shall provide the facility, audiovisual equipment, and printed copies of any material to be distributed. As stated in Section 1.2.1 the Government may have participants beyond the 10 LDP participants. The Contractor will only be responsible for their portion of the presentation for this activity which will be discussed in the consultation session. Topics to be covered during the session include but not limited to:

Introduction of LDP participants, Contractor’s Program Facilitator, and LDP Coordinator Explanation of roles and responsibilities of the LDP participants, LDP

Coordinator, and Contractor’s Program Facilitator Calendar of events and time commitments (note Contractor is responsible for classroom training) Dynamics of being a member of a learning group Background information on diagnostic tools to be used Background on team projects and individual leadership development plans Question and answer session

3.3 CLASSROOM TRAINING

3.3.1 Nature of Training

The Contractor shall provide 8 classroom sessions of formal graduate-level classroom training to present a variety of contemporary leadership and management concepts, presented by leading professionals in their fields. The Contractor will assume 10 participants for purposes of any printed material provided or class activities for classroom training.

However, the Contractor shall provide material electronically to the Government in advance of training so that the Government may print additional copies of material for additional participants. The Government may elect to allow senior leaders or mentors to listen in on classroom training. The Contractor is only responsible for engaging and including 10 participants in the classroom training.

3.3.2 Class Schedule

Classes have traditionally been scheduled as follows, although Contractors are encouraged to provide a schedule that best meets the need of each class session. Class sessions will only last one day according to the schedule provided in Section 4.0.

8:00 a.m. – 9:00 a.m. Oral Presentations 9:00 a.m. – 12:00 noon Instruction 12:00 noon – 1:00 p.m. Working Lunch 1:00 p.m. – 4:30 p.m. Instruction 4:30 p.m. – 5:00 p.m. Class Business

3.3.3 Classroom Facility

Classes shall be conducted in a space provided by the U.S. Army Corps of Engineers Tulsa District in either the CityPlex Towers in Tulsa, Oklahoma, or other provided Government facility. The Government, in coordination with the Contractor, will determine appropriate facilities for each class session. It is the Government’s intent to hold the classes in different locations throughout the year. The Contractor shall provide all handouts, audiovisual aids including flip charts, pens, overhead projector, projector screen, computer and computer projector, digital video camera and tripod, and any other similar equipment. The LDP Coordinator shall be responsible for arranging appropriate classroom space and communicating/coordinating with the Contractor on locations and any special requirements. Facilitator shall ensure safety procedures (per EM 395-1-1) are followed during any field events or project site visits.

3.3.4 Meals

The Contractor will be responsible for providing their own meals. The Government’s LDP Coordinator will make the Contractor aware of the Government’s plan for meals for each session. Under no circumstances will the Government provide a meal for the Contractor nor the Contractor for the Government.

3.3.5 Class Topics

The Contractor shall cover a minimum of 8 of these topics or equivalent topics, to make up the required 8 sessions of classroom instruction. Topics provided below include those that have been historically used in the past as well as newly suggested topics. Two of the classes are mandatory and are so noted in the list. The Contractor is encouraged to provide alternative applicable leadership topics. The remaining topics are split into two additional categories: strongly recommended and optional (but are not listed in order of recommendation). Innovation in developing the LDP curriculum is highly encouraged. The curriculum should avoid duplication of material and should provide a logical progression of material that builds upon knowledge gained from one topic to the next. The material for each topic shall be presented with a balance between lecture, group discussion, and small group or individual activities. Multiple topics may be covered in the same lesson/curriculum. A dynamic, interactive class environment shall be provided.

Required:

Diversity Organizational Management

Strongly Recommended:

Leading remotely Decision-Making Time Management Leadership/Management Skills

Leadership in a Technical Organization Managing Change Coaching/Mentoring Interpersonal Communications Leadership Performance Evaluation/Management Building Effective Team Skills Conflict Management and Resolution Ethics Managing Multiple Priorities, Projects, Objectives and Deadlines Strategic Planning and Leadership

Optional:

Life/Work Balance Systems Thinking Total Quality Management and Customer Service Learning Organization

Actual topics can be adjusted, if needed, based on the needs of the LDP participants and on current trends related to management. Class dates will be as shown in Section 4.0. LDP participants shall not be scheduled into regularly scheduled university classes. Length of formal classroom modules will vary depending on subject coverage, time required for mastery, beneficial mix of developmental methodologies, and scheduling preferences of the LDP participants and Contract Program Facilitator.

LDP activities shall be designed in a manner that provides sufficient time for group process development for varying personality styles to gather and synthesize information and experiences, and for practice in using new behaviors and/or techniques. The Contracting Officer or the Contracting Officer’s Representative (COR) shall have final approval of the final list of classroom topics. For each class, the Contractor shall obtain written feedback from participants regarding class topic(s), materials, and speaker; and shall provide such to the Contracting Officer or the

Contracting Officer’s Representative (COR) on a monthly basis.

3.3.6 Class Contract Speakers

The Contractor shall provide speakers/instructors for all class sessions. A minimum of 4 distinct/ different contract speakers/instructors shall be provided. Speakers shall be utilized as part of the curriculum to achieve program objectives. They should be experienced in public speaking, and shall represent a mix of professionals from business, government, industry, and universities.

3.3.7 Learning Material/Application Reports

LEARNING MATERIAL: Materials (i.e., books, articles, podcasts, or other media) on leadership and effective management shall be utilized in the Leadership Development Program. The Contractor shall provide copies of materials/books for use by the LDP participants.

The Contractor shall plan for only 10 classroom participants and provide printed material for only 10 classroom participants. However, the Contractor shall provide material electronically to the Government in advance of training so that the Government may print additional copies of material for additional participants. The Government may elect to allow senior leaders or mentors to listen in on classroom training. The Contractor is only responsible for engaging and including 10 participants in the classroom training. The Contractor will be responsible for providing printed material again in the option year for 10 classroom participants.

The books will become property of the Corps of Engineers at the end of the program. It is the intent of the LDP Coordinator to reuse books from previous years of the Leadership Development Program as appropriate.

As such, during Option years the Contractor need not provide any copies of books for use by the LDP participants, nor any additional copies for use by the Corps of Engineers, that were used in the base year. The Contractor shall have available a list of audio books, videos, and other resources proposed for lending to LDP participants throughout the year. The Contracting Officer or COR shall have final approval of materials for the program.

The Government may elect to provide books to senior leaders or mentors.

Therefore, the Contractor shall provide 15 copies of books for each of the 8 sessions.

APPLICATION REPORTS: Each LDP participant will complete a written application report for each required learning material or facilitated discussion. The purpose of the application report is to summarize the key points of the learning material, to reflect on how the information may be applied in the person’s day-to-day activities or the person’s organization, and to critique the learning material based on applicability and knowledge gained. The Contractor’s Program Facilitator shall review each application submitted by the LDP participants, and shall provide the participants with feedback regarding content, application of concepts, and writing skills. Suggestions for improving the application reports shall also be provided to each LDP participant. The Contractor’s Program

Facilitator shall note those learning materials which do not receive good reviews by the class and shall include this information in written evaluations to be provided to the Corps of Engineers LDP Coordinator and COR monthly. The Contractor shall assume reports from 10 classroom participants. This results in review and feedback for 80 reports total.

3.3.8 Oral Presentation Skills

One major component of each class session will be to improve LDP participants’ oral presentation skills. At a minimum, the Contractor shall develop questions/topics related to the learning material or topic of each class session. The class participants will present a 5-minute prepared oral presentation utilizing PowerPoint or other presentation media in front of the class on these questions/topics—2 formal oral presentations per LDP participant shall be given throughout the year. This results in 20 oral presentations with feedback. Contractors are encouraged to be innovative in developing a plan to improve participants’ oral presentation skills. In addition, the Contractor shall also incorporate impromptu speaking opportunities into each class. The presentations shall be recorded in a digital format for later review if needed. The Contractor shall develop a plan to provide opportunities for oral presentations at class sessions, and to provide feedback to each LDP participant on how to improve his or her oral presentation skills.

3.3.9 Reflective Essays/Writing Skills

Each LDP participant is required to submit a monthly reflective essay to the Contractor’s Program Facilitator; the LDP Coordinator(s); and his/her mentor and supervisor. The purpose of these monthly essays is for the participant to reflect on the month’s activities, how the individual has applied or will apply what has been learned in his/her personal and professional life, and to help participants to gain insights into their progress on their ILDPs. The Contractor shall review each of these monthly essays, and shall provide feedback to the participants regarding content, application of skills learned, performance in program activities, progress on the ILDPs, and writing skills. Suggestions for improving the essay shall be provided to each LDP participant.

Feedback should lead to development of long-term goals and objectives for continued improvement after completion of the program. The Contractor shall assume 8 months of essays resulting in a total of 80 essays.

3.3.10 Diagnostic Tools for the First Class and Throughout the Year

As part of the first class, the Contractor shall at a minimum, provide, score, and provide individual feedback and instruction for the diagnostic tools proposed to be used by the Contractor. The Contractor shall provide the diagnostic tools for the 10 LDP participants. The Government is interested in extending the diagnostic tools to other senior leaders or mentors. Therefore the Contractor shall provide diagnostic tools for an additional 5 participants. This results in diagnostic tools for a total of 15 participants. The Contractor shall also provide an assessment tool to assist LDP participants in determining how their leadership knowledge, skills, and behaviors improve throughout the year. At the program review meeting described under Consultation Sessions, the Contractor shall submit a brief description (two or three pages is adequate) of the methods to be used to assess the leadership and leadership development training needs of the LDP participants throughout the year. The information submitted shall also cover how the Contractor will structure and administer learning activities to meet the participants’ needs. The Contractor shall identify the diagnostic tools to be used. Contractor shall choose two diagnostic tools that will be implemented for the total of 15 participants. Examples include but are not limited to the following:

Myers-Briggs Type Indicator (MBTI) StrengthsFinder Learning Styles Inventory (LSI) DISC Personality Profile Leadership Practices Inventory SELF Profile

FIRO-B

Social Styles Preference Thomas-Kilman Conflict Mode Instrument 360-degree feedback

Contractors are encouraged to propose the use of other effective diagnostic tools.

3.3.11 Individual Leadership Development Plans

Under the guidance of the Contract Program Facilitator, the LDP participants explore the components of leadership, analyze individual leadership styles, and begin preparing an Individual Leadership Development Plan (ILDP). The purpose of the ILDP is to improve participants’ leadership skills. The participants’ leadership strengths and weaknesses will be determined through use of diagnostic tools. The ILDP should identify areas of improvement; define specific actions for improvement; and identify desired results. The ILDP is intended to be a tool that will enable participants to improve leadership skills throughout their careers. See Section 3.5 for information on ILDP Counseling Sessions.

3.4 INTERIM AND FINAL WRITTEN EVALUATION OF LDP PROGRAM

The Contractor’s Program Facilitator shall furnish the LDP Coordinator with written reports evaluating the effectiveness of LDP components and activities and providing recommendations for changes and improvements. At a minimum, the Contractor shall provide an interim and a final written evaluation of the program.

The interim evaluation shall be provided five months after initiation of the program, and the final evaluation shall be provided within 30 days after graduation.

Contractors are encouraged to be innovative in developing an effective evaluation system for the program that provides concrete information regarding the strengths and weaknesses of the program and specific recommended changes to improve the program. The written evaluations should include the results of any testing/evaluations that have been completed to show how LDP participants have improved in leadership skills and knowledge. All aspects of the program shall be covered in the evaluations, including effectiveness of books, speakers, class topics, diagnostic testing, counseling sessions, mentoring program, etc.

3.5 ILDP COUNSELING SESSIONS

The Contractor’s Program Facilitator shall meet with each participant a minimum of four times during the year (typically at the one-fourth points of the class) for one hour per individual each session to review, discuss, and refine the participants ILDP. Assume 10 participants. These sessions shall be used to aid the participant in developing actionable goals, monitoring progress, identifying actions, and encouraging success. Meetings will typically be held virtually during normal business hours. The Program Facilitator shall schedule the meetings with participants at times that are mutually agreeable to both parties.

3.6 GRADUATION

A formal graduation ceremony will be held to recognize the achievements of the LDP participants, and to celebrate the success of the year's activities. The Contractor’s Program Facilitator shall attend the LDP graduating ceremony in the CityPlex Tower. The ceremony will last a maximum of 4 hours. The Tulsa District will provide the facility and will make all arrangements for the formal ceremony.

3.7 YEAR END RETREAT

The Contractor shall conduct a one-day, year-end retreat for additional reflection, introspection, and planning for future personal development. Discussions shall include which aspects of the program work best, and which should be adjusted for the following year; and which learning materials/class topics should be retained, and which should be changed for the next year. A significant portion of the final retreat time should be dedicated to how each individual will continue to work on personal development. In addition, goals should be established for each participant. The Contractor shall prepare a formal After-Action Report for this retreat which will summarize any recommendations for the next year’s program. The Contractor is not responsible for overnight accommodations for Government participants. No outside speaker is required for the final retreat--only the Contractor’s Program Facilitator must attend. The Government shall provide the facility, and the retreat shall be held in the metropolitan Tulsa area, no more than 25 miles from the CityPlex Towers.

3.8 CONSULTATION HOURS FOR UNSCHEDULED MEETINGS AND APPEARANCES

Occasionally the Contractor’s Program Facilitator will be requested to meet with the LDP Coordinator, LDP participants’ Supervisors, or District Managers; or to participate in special events and meetings, which are not specified in the statement of work. A maximum of 40 hours of these meetings per year is estimated, and the Contractor will be paid at the hourly rate specified at the time of award as the meetings are performed. The Contractor shall specifically list any consultation hours used with the date/time used and the topic of discussion in monthly invoice reports.

3.9 TRAVEL

All travel by the Contractor for program elements included in this PWS shall be conducted and costed in accordance with Joint Travel Regulations. Please note that all travel associated with this contract is included in a single CLIN item (see Section B). All travel associated with this contract shall be pre-approved by the Contracting Officer’s Representative (COR) before costs incurred.

4.0 SCHEDULE

The Contractor shall comply with the below schedule dates for orientation and classroom sessions. The class topics and book/reading material are examples and shall be proposed by the Contractor.

Date Class (example) Book/Reading Material (example) Facilitator 26-Oct-23 (morning only) Orientation None USACE/Contractor

16-Nov-23 Team Building Five Dysfunctions of a Team Contractor

14-Dec-23 Leadership/Management Skills Leader Biography Contractor

22-Feb-24 Conflict Management Crucial Conversations Contractor

28-Mar-24 Diversity List choice and articles Contractor

18-Apr-24 Organizational Management Organizing for Success Contractor

20-Jun-24 Decision Making BLINK Contractor

18-Jul-24 Managing Change Turn the Ship Around Contractor

22-Aug-24 Strategic Planning 7 Habits of Highly Effective People Contractor

18-Sept-24 Year End Retreat None USACE/Contractor

19-Sept-24 Graduation None USACE

5.0 COSTS TO BE BORNE DIRECTLY BY THE GOVERNMENT

The following items will be provided by the U.S. Army Corps of Engineers, and need not be included in Contractor proposals:

5.1 Use of Corps of Engineers facilities, such as meeting rooms and audio-visual equipment, for special/unscheduled meetings, with prior approval of the LDP Coordinator.

6.0 MISCELLANEOUS CONDITIONS AND ISSUES

6.1 CHANGES IN CONTRACT PROGRAM FACILITIATOR

Once a contract has been awarded, and a Contractor’s Program Facilitator has been accepted, substitution of the Contractor’s Program Facilitator shall only be made upon the written approval of the Contracting Officer or the Contracting Officer’s Representative (COR).

6.2 INVOICING PROCEDURES

The Contractor shall submit invoices monthly in accordance with FAR clause 52.232-1. Monthly billings may be combined but must be itemized by Contract Line Item Number (CLIN) (bid item). The monthly invoice shall be submitted with a cover report detailing the work completed during the billing period.

Monthly invoices shall be submitted to the cognizant Government personnel to be identified at time of award.

6.3 OPTION PERIODS

The Tulsa District Corps of Engineers may at its sole discretion extend the term of this contract by exercising an option period as outlined in the solicitation and subsequent award. The Government will notify the Contractor of intent to exercise an option in accordance with FAR 52.217-9. If exercised, options will be awarded at the original price proposed by the Contractor in Section B. Option periods begin 01-JULY of each subsequent year. This scheduled overlap provides contractor time to coordinate for incoming LDP cohort, while simultaneously completing the previous LDPII Class requirements in accordance with the schedule (see section 4).

7.0 QUALITY AND SUMMARY OF PERFORMANCE REQUIREMENTS

7.1 QUALITY CONTROL

The Contractor shall be responsible to ensure that all services provided are of high quality and are performed in accordance with the requirements of this Performance Work Statement.

7.2 QUALITY ASSURANCE

The Government may periodically evaluate the Contractor’s performance in accordance with the Quality Assurance Surveillance Plan. See Appendix A.

7.3 PERFORMANCE REQUIREMENTS SUMMARY

The Contractor service requirements are summarized below. The performance threshold briefly describes the minimum acceptable levels of service required for each requirement.

Performance

Objectives Performance Standard Acceptable

Quality Levels

Monitoring Method

Remedy

Program Consultation PWS Para 3.1 Orientation PWS Para 3.2 Classroom PWS Para 3.3, 3.4 ILDP Sessions PWS Para 3.5 Initial Retreat PWS Para 3.9

Government approval through the Leadership Development Program Coordinator or Contracting Officer’s Representative

Acceptable or Unacceptable performance, as defined in the QASP

100% inspection of the Contractor’s deliverables or services

Unacceptable services shall be re-performed by the Contractor according to the Government’s instructions

Year End Retreat PWS Para 3.7

Government approval through the Leadership Development Program Coordinator or Contracting Officer’s Representative

Acceptable or Unacceptable performance, as defined in the QASP

100% inspection of the Contractor’s deliverables or services

Unacceptable services shall be re-performed by the Contractor according

Graduation PWS Para 3.6

Government approval through the Leadership Development Program Coordinator or Contracting Officer’s Representative

Acceptable or Unacceptable performance, as defined in the QASP

100% inspection of the Contractor’s deliverables or services

Unacceptable services shall be re-performed by the Contractor according

Unscheduled Meetings and Appearances PWS Para 3.8

Government approval through the Leadership Development Program Coordinator or Contracting Officer’s Representative

Acceptable or Unacceptable performance, as defined in the QASP

100% inspection of the Contractor’s deliverables or services

Unacceptable services shall be re-performed by the Contractor according

APPENDIX A

QUALITY ASSURANCE

SURVEILLANCE PLAN

U.S. ARMY CORPS OF ENGINEERS

TULSA DISTRICT LEADERSHIP DEVELOPMENT PROGRAM (LDP)

(Base Period) (Option Periods 1-3)

1.0 Overview

This performance-based Quality Assurance Surveillance Plan (QASP) sets forth the procedures and guidance that the Contract Officer Representative (COR) and/or the COR’s designee, the Leadership Development Program Coordinator , will use in evaluating the performance of the Contractor in accordance with the terms and conditions of the performance work statement (PWS). The QASP objective is to define Government procedures to be used to verify that appropriate performance and quality assurance methods are used in the management of this performance- based contract.

This QASP describes the mechanism for documenting noteworthy accomplishments or discrepancies for work performed by the Contractor. Information generated from USACE’s surveillance activities will directly feed into the overall evaluation of the Contractor’s performance on this contract. The intent is to ensure that the Contractor performs in accordance with performance metrics set forth in the contract documents, USACE receives the quality of services called for in the contract, and USACE only pays for the acceptable level of services received.

The QASP details how and when USACE will monitor, evaluate, and document Contractor performance on the PWS. The QASP is intended to accomplish the following:

1. Define the role and responsibilities of participating USACE representatives.

2. Define the key milestones/deliverables that will be assessed.

3. Define acceptable, superior, and unacceptable performance standards for key milestones/deliverables

4. Describe the surveillance methodology that will be employed by USACE in assessing the Contractor’s performance.

2.0 Roles and Responsibilities

2.1 Role and Responsibilities of USACE personnel

The Contracting Officer’s Representative (COR) is responsible for technical administration of the project and assures proper USACE surveillance of the Contractor’s performance. The Leadership Development Program Coordinator will raise all performance issues to the COR or Contracting Officer (KO) for resolution.

The KO has overall responsibility for overseeing the Contractor’s performance. The KO is responsible for the day- to-day monitoring of the Contractor’s performance in the areas of contract compliance, and contract administration; reviewing the COR’s assessment of the Contractor’s performance; and resolving all differences between the COR’s assessment and the Contractor’s assessment of performance. It is the KO that assures the Contractor receives impartial, fair, and equitable treatment under the contract. The KO is ultimately responsible for the final determination of the adequacy of the Contractor’s performance.

The KO is responsible for administering the contract and ensuring that they receive accurate and appropriate deliverables. The KO is responsible for quality assurance of the Contractor’s work. The Leadership Development Program Coordinator will review written deliverables.

It is not the responsibility of the KO to perform quality control for the Contractor or to execute work that the Contractor was contracted to perform. The KO will evaluate and rate the Contractor at the end of the contract. The KO will work with the Contractor to identify and correct any deficiencies prior to those deficiencies adversely impacting the project.

3.0 Performance Standards for Key Milestones/Deliverables

The Contractor’s performance will be evaluated by assessing the key milestones/deliverables described in the PWS according to two standards: quality and timeliness. For each of these performance standards, the COR will assign one of two ratings of the Contractor’s performance: acceptable, or unacceptable (as shown in Table 1).

Table 1 - Performance Standards

Performance Standard

Acceptable Performance

Unacceptable Performance

Quality Contractor meets or exceeds the requirements in the PWS for each CLIN milestone/ deliverable.

Contractor does not meet the requirements in the PWS for the milestone/ deliverable.

Timeliness Contractor provides milestone/deliverable according to or ahead of schedule.

Contractor provides milestone/deliverable behind schedule

4.0 Surveillance Methodology

The surveillance methods listed below will be used in the administration of this QASP.

100% Inspection

At the completion of all key milestones and deliverables, performance will be evaluated through 100% inspection (e.g., document review)

Periodic Progress Inspection

At the KO’s or COR’s discretion, periodic inspections may be conducted to evaluate progress toward key milestones and deliverables. The Leadership Development Program Coordinator may complete a periodic progress inspection if he/she believes that deficiencies exist that must be addressed prior to milestone/deliverable completion.

5.0 Surveillance Documentation

Should performance problems be encountered, the Leadership Development Program Coordinator will document evaluation of the Contractor’s performance in writing to the COR and KO. The Leadership Development Program Coordinator must substantiate, through narratives in the form, all unacceptable ratings. Performance at the acceptable level is expected from the Contractor.

The Leadership Development Program Coordinator will forward copies of all completed performance documentation to the COR and KO and Contractor within one week of completing the evaluation form. When a milestone/deliverable receives an overall unacceptable rating, the Contractor shall explain, within 10 calendar days, in writing to the COR why performance was unacceptable, how performance will be returned to acceptable levels, and how recurrence of the problem will be prevented in the future.

The COR will review each performance evaluation form prepared by the Leadership Development Program Coordinator. When appropriate, the COR and KO may investigate further to determine if all the facts and circumstances surrounding the event were considered in the Leadership Development Program Coordinator’s opinions outlined on the form. The COR or KO will immediately discuss any unacceptable rating with the Contractor to assure that corrective action is promptly initiated.

(End of Summary of Changes)