DMM_PWS_18_APR_18.doc

Performance Work Statement (PWS)

Decentralized Military Leadership Seminar

04/15/2019 Version 2.0 4Vision Statement

1 Introduction

1.1 Mission

1.2 Scope

2 General Requirements

2.1 Non-Personal Services

2.2 Business Relations

2.3 Contract Administration and Management

2.3.1 Contract Management

2.3.2 Contract Administration

2.3.3 Personnel Administration

2.5 Contractor Personnel, Disciplines, and Specialties

2.6 Location and Hours of Work

3 Performance Requirements

3.1 Examine leadership techniques across military and private organizations to discuss new approaches to develop agile and innovative mid-grade leaders..

3.2 Conduct a one day Decentralized Leadership Seminar between 22 AUG 2019. improve performance by integrating principles of decentralization into their leadership approaches for Briefing seminar.

4.6.1 Quality Control

4.6.2 Quality Assurance Surveillance Plan (QASP)

5 Deliverables

Performance Work Statement (PWS) Decentralized Leadership in Military Decision-Making Vision Statement

Broaden mid-grade leader’s understanding of innovative leadership concepts and theories that enable organizations to flatten communications in the workplace.

1 Introduction

Seminar on Decentralized Leadership in Military Decision-Making:

This one-day seminar targets decentralized concepts and theories fashioned towards strategic decision. Due to published and organizational teachings. This seminar provides USARPAC a unique opportunity to share senior and strategic level teachings with a broad spectrum of leaders; therefore, maximizing efforts to create agile and innovative leaders.

1.1 Mission

The U.S. Army, Pacific Leader Development Program (USARPAC LDP) is a structured framework that expands the capacity of our Soldier and Department of the Army Civilian leaders to enhance individual and team-related performance, broaden the base of leadership talent, invest in and sustain the Army as a profession, and develop agile and innovative leaders.

Seminar ISO USARPAC’s RLDP-P. Improve mid-grade leaders understanding of new and innovative leadership ideas and practices. Examine today’s leadership landscape and discuss new approaches to creating agile and innovative leaders. Participants gain new insight on leadership approaches and share ideas and practices across their formations.

1.2 Scope

The seminar will use educational lectures, plenary sessions and exercises focused on the nature of decentralized organizations to broaden each students understanding of decentralized leadership.

2 General Requirements

There are no issues that will impact the mission.

Place of performance is Ft Shafter Flats, HI and government facilities. No security clearance is necessary. Escort provided by USARPAC, RLDP to gain access to Ft Shafter Flats, HI. Period of performance is 22 Aug 2019.

Apply best practices as developed by the Decentralized Leadership concept. The speaker will use introductory topics of discussion to include, history and evolution of Decentralized Leadership; structures of decentralized organizations; benefits and shortfalls of decentralized organizations; discussion of how to implement Decentralized Leadership into military organizations at the operational and strategic levels of war. Within 8-hours, the speaker will facilitate plenary groups that focus on integrating the seminar’s theme towards a strategic military problem set within the Indo-Pacific region.

Creating options for the Commander

Considerations of partners and allied networks

Outcomes of decision-making process

Get a diverse group to buy into a common vision

Understand how to anticipate threats and opportunities

Develop divergent points of view

2.1 Non-Personal Services

The Government shall neither supervise contractor employees nor control the method by which the contractor performs the required tasks. Under no circumstances shall the Government assign tasks to, or prepare work schedules for, individual contractor employees. It shall be the responsibility of the contractor to manage its employees and to guard against any actions that are of the nature of personal services, or give the perception of personal services. If the contractor believes that any actions constitute, or are perceived to constitute personal services, it shall be the contractor's responsibility to notify the Procuring Contracting Officer (PCO) immediately.

2.2 Business Relations

The contractor shall successfully integrate and coordinate all activity needed to execute the requirement. The contractor shall manage the timeliness, completeness, and quality of problem identification. The contractor shall provide corrective action plans, proposal submittals, timely identification of issues, and effective management of subcontractors. The contractor shall seek to ensure customer satisfaction and professional and ethical behavior of all contractor personnel.

2.3 Contract Administration and Management

The following subsections specify requirements for contract, management, and personnel administration.

2.3.1 Contract Management

The contractor shall establish clear organizational lines of authority and responsibility to ensure effective management of the resources assigned to the requirement. The contractor must maintain continuity between the support operations and the contractor's corporate offices.

2.3.2 Contract Administration

The contractor shall establish processes and assign appropriate resources to effectively administer the requirement. The contractor shall respond to Government requests for contractual actions in a timely fashion. The contractor shall have a single point of contact between the Government and Contractor personnel assigned to support contracts or task orders. The contractor shall assign work effort and maintaining proper and accurate time keeping records of personnel assigned to work on the requirement.

2.3.3 Personnel Administration

The contractor shall provide the following management and support as required. The contractor shall provide for employees during designated Government non-work days or other periods where Government offices are closed due to weather or security conditions. The contractor shall maintain the currency of their employees by providing initial and refresher training as required to meet the PWS requirements. The contractor shall make necessary travel arrangements for employees. The contractor shall provide necessary infrastructure to support contract tasks [tailor this for on-site and off-site support]. The contractor shall provide administrative support to employees in a timely fashion (time keeping, leave processing, pay, emergency needs).

2.4 Contractor Personnel, Disciplines, and Specialties

The contractor shall accomplish the assigned work by employing and utilizing qualified personnel with appropriate combinations of education, training, and experience. The contractor shall match personnel skills to the work or task with a minimum of under/over employment of resources. The contractor shall ensure the labor categories as defined in the Labor Categories document (see attachment), labor rates, and man-hours utilized in the performance of each Task Order (PWS line item) issued hereunder will be the minimum necessary to accomplish the task. The Contractor shall provide the necessary resources and infrastructure to manage, perform, and administer the contract.

2.5 Location and Hours of Work

Accomplishment of the results contained in this PWS requires work at Ft Shafter and at various contractor, subcontractor, and Government facilities (mainly in the continental United States). Normal workdays are Monday through Friday except US Federal Holidays. Workers typically work eight (8) hours per day, 40 hours per week. Flextime workers start not earlier than 0600 and not later than 0900. Core hours of work are from 0900 to 1500 daily. All employees are expected to be available during core hours. There are no security concerns for this contract, there are no surge hours for this seminar and this one day seminar will only be conducted on 22 Aug 2019.

3 Performance Requirements

Discusses theories, concepts, and best practices of decentralized organizations. Through a series of comparisons and contrasting events, the lecturer / presenter shows the resiliency and flexibility of decentralized organizations. Within 8-hours methodologies and solutions developed in the plenary secessions are discussed in an open forum and critiqued by the speaker and senior mentors.

3.1 Examine leadership techniques across military and private organizations to discuss new approaches to develop agile and innovative mid-grade leaders.

Apply techniques of Decentralized Leadership to create adaptive thinkers, who understand how to solve complex problems in a streamlined decision process. Create independent thinkers who provide better options for senior leaders, within a collaborative environment. Develop a thorough understanding of solutions through a holistic, network based problem set by applying critical thinking methods. Apply these methods on a daily-bases to operations and decision-making responsibilities. Develop a clear understanding of the benefits of delegated decision making authority by senior leaders to middle and lower-level leaders, in order to free up top management to focus on major decisions.

3.2 Conduct Decentralized Leadership one day Seminar on 22 Aug 2019. Improve performance by integrating principles of Decentralization into their leadership approaches for Briefing seminar.

Discuss the importance of inclusivity within a hierarchal structure using the Decentralized Leadership concept.

3.2.1 Examine today's leadership landscape and discuss new approaches to creating agile and adaptive leaders. Areas of interest applied to the problem set.

The contractor shall provide scenarios for the students identifying certain problem sets. Contractor will walk thru scenarios applying best practices as developed by the Decentralized Leadership concept. Upon completion of the seminar, students will on their improved decision-making skills, understand how to anticipate threats and opportunities and how to create options for the commander.

3.2.2. Objectives

Students understand

Improved decision-making skills

What is Decentralized Leadership How to implement Decentralized Leadership in a military organization

How to apply Decentralized Leadership practices towards a strategic level problem set

Influence others to adopt a common vision

Ability to see and build a network to solve problems 5 Deliverables

The contractor shall provide deliverables as described in subsequent task orders. Deliverables shall be specified by the government. Format and delivery schedule for deliverables shall be outlined in CDRLs and/or other means TBD.

5.1. The contractor shall provide a schedule and topics to be covered 3 weeks prior to the execution of the seminar.

5.1.2 The contractor shall provide

Performance Requirement Summary (PRS)

AQL: Leaders are competing for the trust and confidence of those they lead.

b.) Apply intellectual practices to allow interpretation of visual information from a variety of sources.

AQL: Using Decentralized Leadership Seminar.

b) Apply best practices as developed by the Decentralized Leadership concept.

Create options for the commander.

Considerations of partners and allied networks.

Outcomes of decision-making process.

Get a diverse group to buy into a common vision.

Understand how to anticipate threats and opportunities.

Develop divergent points of view.

b) Students shall understand the following objectives.

Improved decision-making skills

What is Decentralized Leadership

How to implement Decentralized Leadership in a military organization

How to apply Decentralized Leadership practices towards a strategic level problem set

Influence others to adopt a common vision

Ability to see and build a network to solve problems