17Q0032.pdf

(1) Action Code. P

(2) Date. 04 April

(3) Year. 2017

(4) Contracting Office Zip Code. 98134-2388

(5) Classification Code. R

(6) Contracting Office Address. Contracting Division, Bldg 1202, 4735 East Marginal Way South, Seattle, WA 98134

(7) Subject. Leadership Development Program

(8) Proposed Solicitation Number. W912DW-17-Q-0032

(9) Closing Response Date. 19 April 2017

(10) Contact Point or Contracting Officer. Darrell Hutchens 206-316-3877 email:

darrell.d.hutchens@usace.army.mil

(11) Contract Award: TBD

(12) Contract Award Dollar Amount. TBD

(13) Contract Line Item Number(s): see attached schedule

(14) Contract Award Date. TBD

(15) Contractor. TBD

(16) Description. Services contract to provide for a Leadership Development Program for Seattle District, Corps of Engineers

(17) Place of Contract Performance. Seattle, Washington

(18) Set-aside Status. Total Small Business Set-aside.

(i) This is a combined synopsis/solicitation for commercial items prepared in accordance with the format in FAR Subpart 12.6, as supplemented with additional information included in this notice. This announcement constitutes the only solicitation; quotes are being requested and a written solicitation will not be issued.

(ii) The solicitation number is W912DW-17-Q-0032. The solicitation is issued as a

Request for Quotation (RFQ).

(iii) The solicitation document and incorporated provisions and clauses are those in effect through Federal Acquisition Circular FAC 2005-76, effective 25 August 2014.

(iv) This requirement is 100% Small Business Set-aside and the NAICS code is 611430 the small business size standard is $11.0M.

(v) Detailed specifications/requirements are provided with the CLIN Schedule.

(vi) Services are to be performed in accordance with the provided Performance

Specification Statement.

(vi) All items are to be awarded to the responsive, responsible offeror who provides the quote with the lowest price and is found acceptable based on the evaluation criteria in provision 52.212-2 Evaluation – Commercial items.

(vii) The provision at 52.212-1, Instructions to Offerors -- Commercial, applies to this acquisition and a statement regarding any addenda to the provision.

(viii) The provision at 52.212-2, Evaluation – Commercial Items, applies to this acquisition. Ensure your submission includes all requisite information for evaluation.

(ix) Quoters shall include a completed copy of the provision at 52.212-3 Alt 1, Offeror

Representations and Certifications -- Commercial Items, with their offer.

(x) The clause at 52.212-4, Contract Terms and Conditions -- Commercial Items, applies to this acquisition.

(xi) The clause at 52.212-5 (Dev), Contract Terms and Conditions Required To

Implement Statutes Or Executive Orders -- Commercial Items, applies to this acquisition

(xii) W912DW-17-Q-0032 contains no additional contract requirement(s) or terms and conditions (such as contract financing arrangements or warranty requirements) determined by the contracting officer to be necessary for this acquisition and consistent with customary commercial practices.

(xiii) Defense Priorities and Allocations System (DPAS) and assigned ratings do not apply to this acquisition.

(xiv) Quotes are due on Wednesday 19 April 2017 by 2:00 PM Pacific Time, via email.

All email quotes shall contain the RFQ No. W912DW-17-Q-0032 in the subject line and emailed to the following email address: Darrell.d.hutchens@usace.army.mil.

(xv) Darrell Hutchens is the individual to contact for information regarding this solicitation. For any questions please send to the following email address:

darrell.d.hutchens@usace.army.mil Phone number 206-316-3877.

W912DW-17-Q-0032

SCHEDULE B

BASE YEAR

Item No.

Description of Item

Qty

Unit

Price

Amount

0001 Pre-program period: Provide a draft curriculum during the weeks preceding the program start-up with revisions and development into a final approved curriculum and other pre-start up activities, including review meeting(s).

1 EA $______ $_____

0002 Provide non-personal professional services to design, develop and administer a part-time leadership management development program for 10 – 13 Seattle District Corps of Engineers employees. The program year shall with pre-program activities. All work shall be performed in strict compliance with the attached performance work statement, and all other terms and conditions incorporated herein.

All costs associated with this line item will be inclusive of the following activities outlined in the statement of work: NOTE: All costs listed under (a) through (p) are cost breakdown of Item No. 0002 for contracting purpose only.

12 MO $______ $______

(a) Administrative/overhead costs associated with the program development and administration of the part-time leadership management development program.

Cost $______

(b) Administrative costs to provide updates to the final curriculum throughout the program year.

Cost $______

(c) Provide formal graduate level leadership and management classroom training as described.

Cost $______

(d) Assign, collect, read and comment on participant’s reflective essays.

Cost $______

(e) Assign, collect, read and evaluate the monthly activity reports from the participants and prepare a similar report each month.

Cost $______

(f) Provide clear, candid, constructive feedback in confidential coaching sessions with each participant in the program.

Cost $______

(g) Provide a written mid-year evaluation to self-correct the curriculum for the second half of the program and collect similar evaluations from the participants and submit to the Government.

Cost $______

(h) Provide books and a forum for discussion Cost $______ among participants and guidance on the leadership readings prescribed from the reading list.

(i) Plan, organize and attend four (4) District leadership dialogue sessions with District, Division and Headquarters Senior Leaders in the Corps of Engineers and ensure participants spend time seeking connections with the work they do in Seattle District as a result of each meeting and report outcomes of these events in the monthly report.

Cost $______

(j) Oversee the mentoring program for each participant and provide guidance. Create content for a mentoring training session.

Collect evaluation forms and track participant and mentor relationships twice throughout the program year. Summarize in the monthly activity reports.

Cost $______

(k) Monitor progress on team projects and give feedback on project presentations. Report progress in the monthly activity reports.

Cost $______

(l) Provide a written evaluation of the effectiveness of the program components.

Distribute and collect evaluation forms from each of the participants. Provide recommendations for changes and improvements for future years of the program.

Cost $______

(m) Attend and report program status at quarterly Steering Committee meetings.

Cost $______

(n) Provide advice, guidance, assessment tools and feedback to each participant to develop a leadership development action plan. Track accomplishment and development by each participant on a quarterly basis. Assess development and provide coaching to each individual.

Cost $______

(o) Provide support to LDP attendance at District leadership meetings. Facilitate discussions with participants to ensure lessons learned and key points or qualities are shared within the group. Provide an assessment of this task in the monthly activity report.

Cost $______

(p) Attend team project presentation event at Seattle District and provide feedback to class members on their presentations.

Cost $______

0003 Provide a one-day orientation session to initiate the program with participation by the LDP Steering Committee as described in the performance work statement.

1 EA $______ $______

0004 Conduct a three-day, two-night initial retreat as described in the performance work statement.

1 EA $______ $______

0005 Provide a three-day, two-night mid-year retreat for reflecting on learning to date sharing feedback on the learning and personal and team development.

1 EA $______ $______

0006 Plan, organize and provide a graduation dinner and ceremony for up to 60 Corps of Engineers employees as described in the performance work statement. Provide certificates of completion that are suitable for framing for each of the participants. Be prepared to accept funds from non-Corps of Engineers attendees.

Costs of gifts for each of the participants will not be reimbursed.

60 EA $______ $______

0007 Close-out retreat: Provide a final one-day retreat for additional reflection, introspection and planning for future personal development of the participants.

1 EA $______ $______

0008 Field trip: Accompany the participants on a three-day, two-night field trip to Northwestern Division and other organizations in the Portland, OR area, which is scheduled and arranged by the participants.

1 EA $______ $______

0009 Travel costs. All travel costs must be in accordance with Joint Travel Regulations

(JTR).

1 LS $______ $______

0010 Unscheduled meetings with mentors, supervisors, Mission Support Office staff;

appearances at ceremonies, presentations, programs put on by the Seattle District Corps of Engineers

35 Hours $______

TOTAL BASE PERIOD

OPTION YEAR ONE

1001 Pre-program period: Provide a draft curriculum during the weeks preceding the program start-up with revisions and development into a final approved curriculum and other pre-start up activities, including review meeting(s).

1 EA $______ $_____

1002 Provide non-personal professional services to design, develop and administer a part-time leadership management development program for 10 – 13 Seattle District Corps of Engineers employees. The program year shall with pre-program activities. All work shall be performed in strict compliance with the attached performance work statement, and all other terms and conditions incorporated herein.

All costs associated with this line item will be inclusive of the following activities outlined in the statement of work: NOTE: All costs listed under (a) through (p) are cost breakdown of Item No. 0002 for contracting purpose only.

12 MO $______ $______

(a) Administrative/overhead costs associated with the program development and administration of the part-time leadership management development program.

Cost $______

(b) Administrative costs to provide updates to the final curriculum throughout the program year.

Cost $______

(c) Provide formal graduate level leadership and management classroom training as described.

Cost $______

(d) Assign, collect, read and comment on participant’s reflective essays.

Cost $______

(e) Assign, collect, read and evaluate the monthly activity reports from the participants and prepare a similar report each month.

Cost $______

(f) Provide clear, candid, constructive feedback in confidential coaching sessions with each participant in the program.

Cost $______

(g) Provide a written mid-year evaluation to self-correct the curriculum for the second half of the program and collect similar evaluations from the participants and submit to the Government.

Cost $______

(h) Provide books and a forum for discussion among participants and guidance on the list.

(i) Plan, organize and attend four (4) District leadership dialogue sessions with District, Division and Headquarters Senior Leaders in the Corps of Engineers and ensure participants spend time seeking connections with the work they do in Seattle District as a result of each meeting and report outcomes of these events in the monthly report.

Cost $______

(j) Oversee the mentoring program for each participant and provide guidance. Create content for a mentoring training session.

Collect evaluation forms and track participant and mentor relationships twice throughout the program year. Summarize in the monthly activity reports.

Cost $______

(k) Monitor progress on team projects and give feedback on project presentations. Report progress in the monthly activity reports.

Cost $______

(l) Provide a written evaluation of the effectiveness of the program components.

Distribute and collect evaluation forms from each of the participants. Provide recommendations for changes and improvements for future years of the program.

Cost $______

(m) Attend and report program status at quarterly Steering Committee meetings.

Cost $______

(n) Provide advice, guidance, assessment tools and feedback to each participant to develop a leadership development action plan. Track accomplishment and development by each participant on a quarterly basis. Assess development and provide coaching to each individual.

Cost $______

(o) Provide support to LDP attendance at District leadership meetings. Facilitate discussions with participants to ensure lessons learned and key points or qualities are shared within the group. Provide an assessment of this task in the monthly activity report.

Cost $______

(p) Attend team project presentation event at Seattle District and provide feedback to class members on their presentations.

Cost $______

1003 Provide a one-day orientation session to initiate the program with participation by the LDP Steering Committee as described in the performance work statement.

1 EA $______ $______

1004 Conduct a three-day, two-night initial retreat as

1005 Provide a three-day, two-night mid-year retreat for reflecting on learning to date sharing feedback on the learning and personal and team development.

1 EA $______ $______

1006 Plan, organize and provide a graduation dinner and ceremony for up to 60 Corps of Engineers employees as described in the performance work statement. Provide certificates of completion that are suitable for framing for each of the participants. Be prepared to accept funds from non-Corps of Engineers attendees.

Costs of gifts for each of the participants will not be reimbursed.

60 EA $______ $______

1007 Close-out retreat: Provide a final one-day retreat for additional reflection, introspection and planning for future personal development of the participants.

1 EA $______ $______

1008 Field trip: Accompany the participants on a three-day, two-night field trip to Northwestern Division and other organizations in the Portland, OR area, which is scheduled and arranged by the participants.

1 EA $______ $______

1009 Travel costs. All travel costs must be in accordance with Joint Travel Regulations

(JTR).

1 LS $______ $______

1010 Unscheduled meetings with mentors, supervisors, Mission Support Office staff;

appearances at ceremonies, presentations, programs put on by the Seattle District Corps of

TOTAL OPTION YEAR ONE

OPTION YEAR TWO

2001 Pre-program period: Provide a draft curriculum during the weeks preceding the program start-up with revisions and development into a final approved curriculum and other pre-start up activities, including review meeting(s).

1 EA $______ $_____

2002 Provide non-personal professional services to design, develop and administer a part-time leadership management development program for 10 – 13 Seattle District Corps of Engineers employees. The program year shall with pre-program activities. All work shall be performed in strict compliance with the attached performance work statement, and all other terms and conditions incorporated herein.

All costs associated with this line item will be inclusive of the following activities outlined in the statement of work: NOTE: All costs listed under (a) through (p) are cost breakdown of Item No. 0002 for contracting purpose only.

12 MO $______ $______

(a) Administrative/overhead costs associated with the program development and administration of the part-time leadership management development program.

Cost $______

(b) Administrative costs to provide updates to the final curriculum throughout the program year.

Cost $______

(c) Provide formal graduate level leadership and management classroom training as described.

Cost $______

(d) Assign, collect, read and comment on participant’s reflective essays.

Cost $______

(e) Assign, collect, read and evaluate the monthly activity reports from the participants and prepare a similar report each month.

Cost $______

(f) Provide clear, candid, constructive feedback in confidential coaching sessions with each participant in the program.

Cost $______

(g) Provide a written mid-year evaluation to self-correct the curriculum for the second half of the program and collect similar evaluations from the participants and submit to the Government.

Cost $______

(h) Provide books and a forum for discussion among participants and guidance on the list.

(i) Plan, organize and attend four (4) District leadership dialogue sessions with District, Division and Headquarters Senior Leaders in the Corps of Engineers and ensure participants spend time seeking connections with the work they do in Seattle District as a result of each meeting and report outcomes of these events in the monthly report.

Cost $______

(j) Oversee the mentoring program for each participant and provide guidance. Create content for a mentoring training session.

Collect evaluation forms and track participant and mentor relationships twice throughout the program year. Summarize in the monthly activity reports.

Cost $______

(k) Monitor progress on team projects and give feedback on project presentations. Report progress in the monthly activity reports.

Cost $______

(l) Provide a written evaluation of the effectiveness of the program components.

Distribute and collect evaluation forms from each of the participants. Provide recommendations for changes and improvements for future years of the program.

Cost $______

(m) Attend and report program status at quarterly Steering Committee meetings.

Cost $______

(n) Provide advice, guidance, assessment tools and feedback to each participant to develop a leadership development action plan. Track accomplishment and development by each participant on a quarterly basis. Assess development and provide coaching to each individual.

Cost $______

(o) Provide support to LDP attendance at District leadership meetings. Facilitate discussions with participants to ensure lessons learned and key points or qualities are shared within the group. Provide an assessment of this task in the monthly activity report.

Cost $______

(p) Attend team project presentation event at Seattle District and provide feedback to class members on their presentations.

Cost $______

2003 Provide a one-day orientation session to initiate the program with participation by the LDP Steering Committee as described in the performance work statement.

1 EA $______ $______

2004 Conduct a three-day, two-night initial retreat as

2005 Provide a three-day, two-night mid-year retreat for reflecting on learning to date sharing feedback on the learning and personal and team development.

1 EA $______ $______

2006 Plan, organize and provide a graduation dinner and ceremony for up to 60 Corps of Engineers employees as described in the performance work statement. Provide certificates of completion that are suitable for framing for each of the participants. Be prepared to accept funds from non-Corps of Engineers attendees.

Costs of gifts for each of the participants will not be reimbursed.

60 EA $______ $______

2007 Close-out retreat: Provide a final one-day retreat for additional reflection, introspection and planning for future personal development of the participants.

1 EA $______ $______

2008 Field trip: Accompany the participants on a three-day, two-night field trip to Northwestern Division and other organizations in the Portland, OR area, which is scheduled and arranged by the participants.

1 EA $______ $______

2009 Travel costs. All travel costs must be in accordance with Joint Travel Regulations

(JTR).

1 LS $______ $______

2010 Unscheduled meetings with mentors, supervisors, Mission Support Office staff;

appearances at ceremonies, presentations, programs put on by the Seattle District Corps of

TOTAL OPTION YEAR TWO

PWS

PERFORMANCE WORK STATEMENT (PWS)

Seattle District Leadership Development Program Level 2

PART 1

GENERAL INFORMATION

1. GENERAL: This is a non-personal services contract to provide services to develop and administer most portions of a leadership development program for up to thirteen U.S. Army Corps of Engineers (USACE) Seattle District employees over a one-year period. The Government shall not exercise any supervision or control over the contract service providers performing the services herein. Such contract service providers shall be accountable solely to the Contractor who, in turn is responsible to the Government.

1.1 Description of Services/Introduction: The contractor shall provide all personnel, equipment, supplies, facilities, transportation, tools, materials, supervision, and other items and non-personal services necessary to perform development and administration of a leadership development program as defined in this performance work statement except for those items specified as government furnished property and services. The contractor shall perform to the standards in this contract.

1.2 Background: The Seattle District Leadership Development Program Level 2 (LDP) was designed in response to the need to systematically develop the leadership strengths, situational awareness, and skills of the Seattle District’s current and future leaders. The program is intended to help class members learn to become more effective in using their own strengths, values and style. They are given opportunities to reflect and draw lessons from their experiences. They are encouraged to ask questions, to think critically, and to listen and speak in ways that inform and inspire others. The program is tailored for USACE employees and must teach about the context in which the USACE operates at the district, division and headquarters level. Opportunities are provided to meet and discuss issues with key leaders. The program is intended to teach perspective on how organizational systems operate, what it means to be a learning organization, and what it is to be an effective agent of change. The LDP increases class members’ skills in working on teams and provides the opportunity to build lasting relationships with classmates from throughout the Seattle District. The program builds participants’ skills and competency to deal with the current environment and future challenges.

Seattle District has held a Leadership Development Program for the past 30 years. Over the years, class members have included women and men with a wide range of age, years of federal service, and experience levels. The program is open to all employees representing the full spectrum of career fields found in the USACE.

The Seattle District will conduct the Leadership Development Program in partnership with the selected Contractor. A steering committee headed by a Seattle District senior leader gives high level guidance to the program. An LDP Program Integrator from the District’s Mission Support Office will oversee the program to ensure continuity, integrity, and leadership involvement. A Seattle District mid-level leader will be present during most program activities with class members and the Contractor to talk about the

USACE perspective, context and processes. There are specific activities, such as class days and retreats, that the Contractor is expected to design and lead. Other program activities the District’s LDP Program Integrator will lead, such as a field trip to the Northwestern Division office and dialogue sessions with senior leaders. The Contractor-lead versus USACE-lead program elements are described in part 5 of this performance work statement.

1.3 Objectives: Leadership is the process of influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improve the organization. The purpose of Seattle District’s Leadership Development Program is to develop leaders at all levels regardless of position. The program is designed around five competency outcomes, described below, identified by the Seattle District leadership as being of critical importance to developing leaders now and into the future.

1.3.1 Outcomes. Seattle District expects LDP class members to develop greater competency in the following the five areas and will ascertain whether outcomes have been met using interviews, discussions, and observed behavioral changes of the LDP class members.

Big Picture: Graduates can see and think in “Big Picture” terms and work within the existing environment or system to accomplish the mission. Graduates demonstrate a personal commitment to the organization and its mission (i.e., putting the organization above your own agenda).

Leading: Graduates will have a clear leadership philosophy. Graduates have some comfort with discomfort, can identify sources of discomfort, identify and manage risks, and lead during uncertain events and periods.

People: Graduates have a solid understanding of their own perspectives, preferences, styles, strengths and weaknesses; can recognize those of others; and can optimize their interrelation.

Communication: Graduates can communicate effectively with individuals, in groups and in front of an audience. Graduates have the skills to listen to others for understanding, anticipate items of interest, conduct difficult conversations, directly manage conflict, and provide information in the appropriate manner for the intended receiver(s).

Engagement: Graduates understand the current U.S. Army, the Army Corps of Engineers, Northwestern Division and Seattle District mission, vision and organization and how their own work supports the USACE mission.

1.3.2 Program Objectives: Seattle District believes the following objectives need to be met in order to reach the five outcomes listed above.

Big Picture:

1. Provide participants with an understanding of the political environment in which the USACE operates, how it is influenced and how it influences execution. “Political” can mean actual DC-level politics, local political landscape, agency politics and interagency relations, and district-level challenges.

2. Provide students with thorough information about current Army and USACE priorities, existing authorities, near-term programs outlook and budget, longer-term trends.

3. Provide an understanding of the USACE and Seattle Districts’ missions, strategic vision (See Attachment 5), goals, and campaign plan objectives.

4. Provide students with thorough information about potential Army and USACE missions, programs outlook and budget trends and expectations; provide information about cutting edge ways of doing business in and outside of government.

5. Provide Seattle District senior leader’s perspective on class topics.

Leading:

1. Participants will develop an understanding of different styles of leadership and identify a style or styles that they prefer.

2. Provide practical experience with taking risks, such as working in areas outside expertise and comfort zone. (Experience may come via exercises within a classroom setting, from team projects, or exercises outside the classroom such as planning the LDP field trip.) Provide students with risk assessment and risk management information and skills.

3. Through exercises and training, enhance participants’ conflict resolution skills; through experience and training enhance change management skills (also addresses the People competency outcome); provide experiences for participants to exercise and benefit from creativity, “stepping outside of the box.”

4. Provide participants with experience carrying out a difficult task or project to completion (i.e. the LDP team project).

5. Provide participants with experiences in working on projects, in situations and in ways outside their preferred and known styles, preferences and expertise.

6. Provide an understanding of how District leaders should lead to be consistent with the strategic vision and goals.

People:

1. Provide training about differences in personality types, learning styles, strengths and weaknesses, communication styles and frames of reference; and provide experience working with numerous individuals and teams who differ from themselves.

2. Provide more than one type of self-assessment tool with interpretation for each participant as well as training about the wide variety of personality types, learning styles, strengths and weaknesses, communication styles and frames of reference.

3. Provide an environment that maximizes individual as well as collective development (team/organization).

4. Provide the opportunity to lead diverse groups to work together and move forward to a common goal.

5. Provide opportunities for self-reflection and constructive feedback (coaching).

Communication:

1. Provide experience and training in effective communication tools and techniques in numerous situations, to include presenting to a group and holding one-on-one conversations.

2. Provide experience and training in providing effective feedback and conducting difficult conversations.

Engagement:

1. Provide personal interaction with Seattle District customers; review customer survey response information and receive Deputy Engineer for Programs and Project Management perspective.

(The Program Integrator will provide support to insure LDP participants can interact with customers and view customer feedback.)

2. Provide experiences working on teams to accomplish work throughout the course duration.

Provide training in traits of highly successful teams.

3. Provide participants with experience leading and being led in teams, as well as the opportunity to network/interact with other disciplines throughout the District.

4. Provide participants with opportunities to meet and discuss issues with visiting national level leaders; provide participants with current information about national-level USACE issues; engage participants in discussions regarding national-level issues and the relation to their own position/duties.

5. Provide participants with an understanding of the District’s mission, how it is executed successfully and how success is measured.

6. Ensure an understanding of the traits of a successful leader including passion, setting the example, modeling Army values, discipline, self-improvement, and compassion.

7. Support participants’ work on a multi-disciplinary team to complete a district priority project and evaluate its success.

8. Provide experience and or training on managing time, work and teams; as well as balancing competing priorities.

9. Encourage participants to take on and look forward to opportunities to contribute to USACE missions, initiatives and programs.

10. Provide opportunities for participants to take ownership for decisions and deliverables.

1.3.3 USACE Leadership Involvement and Continuity: Seattle District believes it is important that USACE leadership be closely involved with the LDP and intends to provide one or more leaders who will participate in most class events. The purpose for the leader in the class will be to provide a USACE perspective on leadership topics, link leadership learning to current USACE events, provide context for class members who haven’t been with the USACE for long, as well as contribute to the linkage between learning activities. There will also be a USACE LDP Program Integrator (see Part 2, Definitions) from the Mission Support Office that is closely involved to oversee the program and coordinate leadership involvement. The Program Integrator will also provide guidance to class members about mentor selection, team projects, field trip planning, etc. LDP team projects will require close coordination with the LDP Program Integrator and the Seattle District leadership. The District expects the Contractor to provide a Lead Instructor to personally participate in most LDP activities, providing consistency and continuity between learning events.

1.3.4 Learning Methodology: In addition to the single Contractor Lead Instructor, it is suggested that class sessions be conducted by a variety of qualified teachers. Arrangements shall be made for small group discussions, retreats, guest speakers, presentations by senior leaders, or online tutorials when necessary. Instructional facilities will be located at Federal Government-owned rooms within the Seattle local commuting area. The Seattle District’s Mission Support Office will be available to assist in reserving Government meeting rooms and supporting logistics for in-District sessions.

1.3.5 Contractor Flexibility: The Contractor will be flexible enough to capitalize on additional learning opportunities and experiences which might occur once or twice during the year but are not anticipated in the original outline of the year’s developmental activities. Examples of such opportunities could include such things as a visit to the Seattle area by an inspirational leader that the class could meet, or a newly released book on leadership that would be applicable to the curriculum. This flexibility would be demonstrated in revisions to the curriculum during the contract period. The contractor will be able to address the specific needs and adapt to the different learning and work styles of individual participants.

1.4 Scope: The contract serves to obtain curriculum design and educational services for the purpose of training a group of up to thirteen adults to develop their leadership skills, situational awareness, and strengths. The training will take place in Seattle, Washington and various sites in western Washington and Portland, Oregon.

1.5 Period of Performance: The period of performance shall be for one base year of 12 months and two 12-month option years. The initial period of performance shall be 1 June 2017 – 31 May 2018 after award of the contract and pre-program activities. The Contractor’s period of performance may be extended for two additional one-year periods. Award for the first option period will be made prior to expiration of the base period of performance at the Government’s discretion if award of the option is determined to be advantageous to the Government. Award of the second option period will be exercised prior to the expiration of the first option period at the Government’s discretion if award of the option is determined to be advantageous to the Government. The total contract period shall be 36 months if the Government awards all optional periods. The period of performance will be as follows:

Base Year: 1 Jun 2017 - 31 May 2018 Option Year I: 1 Jun 2018 - 31 May 2019 Option Year II: 1 Jun 2019 - 31 May 2020

1.6 General Information

1.6.1 Quality Control: The contractor shall develop and maintain an effective quality control program to ensure services are performed in accordance with this performance work statement. The contractor shall develop and implement procedures to identify, prevent, and ensure non-recurrence of defective services.

The contractor’s quality control program is the means by which he/she assures that his/her work complies with the requirement of the contract. The quality control plan will be delivered within 30 days after contract award. After acceptance of the quality control plan the contractor shall receive the contracting officer’s acceptance in writing of any proposed change to the quality control system. At minimum, the plan will require the contractor to seek feedback from the LDP participants using a short evaluation form.

The contractor will provide a summary of these evaluations monthly to the Quality Assurance Representative (QAR) and shall describe what follow-on action he/she has taken in response to the feedback to ensure a high standard of program quality.

1.6.2 Quality Assurance: The government shall evaluate the contractor’s performance under this contract in accordance with the Quality Assurance Surveillance Plan. This plan is primarily focused on what the Government must do to ensure that the contractor has performed in accordance with the performance standards. It defines how the performance standards will be applied, the frequency of surveillance, and the minimum acceptable defect rate(s).

1.6.3 Recognized Holidays: The contractor is not required to perform services on Federal holidays, as listed here.

New Year’s Day Labor Day Birthday of Martin Luther King Jr. Columbus Day Washington’s Birthday Veteran’s Day Memorial Day Thanksgiving Day Independence Day Christmas Day

1.6.4 Hours of Operation: The contractor is responsible for conducting business, between the hours of 8:00 a.m. and 5:00 p.m. Monday thru Friday except Federal holidays or when the Government facility is closed due to local or national emergencies, administrative closings, or similar Government directed facility closings. For other than firm fixed price contracts, the contractor will not be reimbursed when the government facility is closed for the above reasons. The Contractor must at all times maintain an adequate workforce for the uninterrupted performance of all tasks defined within this PWS when the Government facility is not closed for the above reasons. When hiring personnel, the Contractor shall keep in mind that the stability and continuity of the workforce are essential.

1.6.5 Place of Performance: The work to be performed under this contract will be performed at the Seattle District headquarters office (Bldg. 1202, Federal Center South, Seattle), at various sites in western Washington, and will include a field trip to Portland, OR.

1.6.6 Type of Contract: The Government will award a firm, fixed-price contract.

1.6.7 Security Requirements: Contractor personnel performing work under this contract do not need a security clearance.

1.6.7.1 Facilities Access Requirements. Contractor and all associated sub-contractors employees shall comply with adjudication standards and procedures using the National Crime Information Center Interstate Identification Index (NCIC-III) and Terrorist Screening Database (TSDB) (Army Directive 2014-05 / AR 190-13), applicable installation, facility and area commander installation/facility access and local security policies and procedures (provided by government representative, as NCIC and TSDB are available), or, at OCONUS locations, in accordance with status of forces agreements and other theater regulations..

1.6.7.1.1 For Entry to Seattle District Headquarters (Bldg. 1202, Federal Center South). All personnel shall submit the following information: employee name, Social Security number, date of birth, place of birth, driver’s license number and issuing state (or other Security Officer approved form of identification), and SF 85, page 6 (Authorization For Release Of Information).

1.6.7.2 Government Information System Access. Contractor personnel performing work under this contract do not need access to government information systems.

1.6.7.3 Foreign Nationals. In addition to the requirements in paragraphs a-c, in accordance with Engineering Regulation, ER 380-1-18, Section 4, foreign nationals who work on USACE contracts or task orders shall be approved by the HQUSACE Foreign Disclosure Officer or higher before beginning work on the contract/task order. This regulation includes subcontractor employees. (NOTE: exceptions to the above requirement include foreign nationals who perform janitorial and/or ground maintenance services). The contractor shall submit to the District Contract Office, the names of all foreign nationals proposed for performance under this contract/task order, along with documentation to verify that he/she was legally admitted into the United States and has authority to work and/or go to school in the US. Such documentation may include a US passport, Certificate of US citizenship (INS Form N-560 or N-561), Certificate of Naturalization (INS Form N-550 or N-570), foreign passport with 1-551 stamp or attached INS Form 1-94 indicating employment authorization, Alien Registration Receipt Card with photograph (INS Form 1-151 or 1-551), Temporary Resident Card (INS Form 1-688), Employment Authorization Card (INS Form I-688A), Reentry Permit (INS Form 1-327), Refugee Travel Document (INS Form 1- 571), Employment Authorization Document issued by the INS which contains a photograph (INS Form I- 688B).

1.6.7.4 Pre-screening Candidates Using the E-Verify Program: The contractor must pre-screen candidates using the E-verify Program (http://www.uscis.gov/e-verify) website to meet the established employment eligibility requirements. The contractor must ensure that the candidate has two valid forms of Government issued identification prior to enrollment to ensure the correct information is entered into the E-verify system. An initial list of verified/eligible candidates must be provided to the Contracting Officer (KO) no later than 3 business days after the initial contract award.

1.6.7.5 Security Training.

1.6.7.5.1 Anti-Terrorism Training. All contractor employees, to include subcontractor employees, requiring access to Army installations, facilities and controlled access areas shall complete Anti- Terrorism (AT) Level 1 awareness training within 30 calendar days after contract start date or effective date of incorporation of this requirement into the contract, whichever is applicable. Upon request, the contractor shall submit certificates of completion for each affected contractor employee and subcontractor employee, to the contracting officer within 5 calendar days after completion of training by all employees and subcontractor personnel. AT Level 1 awareness training is available at the following website, http://jko.jten.mil/courses/atl1/launch.html, or it can be provided by the requiring activity Anti-Terrorism Officer in presentation form which will be documented via memorandum.

1.6.7.5.2 Suspicious Activity Reporting Training. The contractor and all associated sub-contractors shall receive a brief/training (provided by the requiring authority) on the local suspicious activity reporting program. This locally developed training will be used to inform employees of the types of behavior to watch for and instruct employees to report suspicious activity to the project manager, security representative or law enforcement entity. This training shall be completed within 30 calendar days of contract award and within 30 calendar days of new employees commencing performance with the results reported to the contracting officer NLT 5 calendar days after the completion of the training.

1.6.7.5.3 Operational Security (OPSEC) Training: All new contractor employees will complete Level I OPSEC Training within 30 calendar days of their reporting for duty. Additionally, all contractor employees must complete annual OPSEC awareness training. The contractor shall submit certificates of completion for each affected contractor and subcontractor employee, to the contracting officer within 5 calendar days after completion of training. OPSEC awareness training is available at the following websites: https://www.iad.gov/ioss/ or http://www.cdse.edu/catalog/operations-security.html; or it can be provided by the requiring activity OPSEC Officer in presentation form which will be documented via memorandum.

1.6.7.6 Physical Security: The contractor shall be responsible for safeguarding all government equipment, information and property provided for contractor use. At the close of each work period, government facilities, equipment, and materials shall be secured.

1.6.8 Special Qualifications: The Lead Instructor and Back-up Lead Instructor must have a Masters-level degree in organizational development, organizational effectiveness, organization management, human behavior, education, counseling or a related field. It is preferred that the Contractor be affiliated with an institute of higher education that is able to confer masters-level credit to the LDP class members upon completion of the program.

1.6.9 Post Award Conference/Periodic Progress Meetings: The Contractor agrees to attend any post award conference convened by the contracting activity or contract administration office in accordance with Federal Acquisition Regulation Subpart 42.5. The contracting officer and other Government personnel, as appropriate, may meet periodically with the contractor to review the contractor's performance. At these meetings the contracting officer will apprise the contractor of how the government views the contractor's performance and the contractor will apprise the Government of problems, if any, being experienced. Appropriate action shall be taken to resolve outstanding issues. These meetings shall be at no additional cost to the government.

1.6.10 Quality Assurance Representative (QAR): will be identified by separate letter. The QAR monitors all technical aspects of the contract and assists in contract administration. The QAR is authorized to perform the following functions: assure that the Contractor performs the technical requirements of the contract: perform inspections necessary in connection with contract performance: maintain written and oral communications with the Contractor concerning technical aspects of the contract: monitor Contractor's performance and notifies both the Contracting Officer and Contractor of any deficiencies;

coordinate availability of government furnished property, and provide site entry of Contractor personnel.

The QAR is not authorized to change any of the terms and conditions of the resulting order.

1.6.11 Key Personnel: The following personnel are considered key personnel by the government: Lead

Instructor and Back-up Instructor. The contractor shall provide a Lead Instructor who shall be responsible for the performance of the work. The contractor will also provide an alternate Back-up Instructor who shall act for the contractor when the Lead Instructor is absent. The Lead Instructor and Back-up Instructor shall have full authority to act for the contractor on all contract matters relating to daily operation of this contract. The Lead Instructor or Back-up Instructor shall be available between 8:00 a.m. to 5:00 p.m. Monday thru Friday except Federal holidays or when the Government facility is closed for administrative reasons. The key personnel are expected to dress in business casual attire or better when performing contract tasks, unless the specific task requires specific personal protective equipment or clothing. The names and resumes specifying the education level of the Lead Instructor and Back-up Instructor shall be provided in writing to the Contracting Officer within 15 calendar days after award of the contract.

1.6.12 Identification of Contractor Employees: All contract personnel attending meetings, answering Government telephones, and working in other situations where their contractor status is not obvious to third parties are required to identify themselves as such to avoid creating an impression in the minds of members of the public that they are Government officials. They must also ensure that all documents or reports produced by contractors are suitably marked as contractor products or that contractor participation is appropriately disclosed. Contractor personnel will be required to obtain and wear Federal visitor badges when they conduct sessions or attend meetings that are held at the Seattle District headquarters or project offices.

1.6.13 Contractor Travel: Contractor employees may be required to travel to Federal sites in Washington and Oregon as part of the class retreats and field trip. The contractor employees will be authorized overnight travel expenses consistent with the substantive provisions of the Joint Travel Regulation (JTR) and the limitation of funds specified in this contract. Overnight travel required in performance of this contract shall be accomplished on a reimbursable basis upon completion of travel and billed via the contract based on actual costs. An estimate of all travel costs shall be submitted to the Contracting Officer’s Representative at least 14 calendar days prior to travel for final approval. All travel claims to the Government shall include an itemized travel voucher for expenses claimed including lodging, airfare, transportation, and meals and all receipts for items $75 or more. Reimbursement for use of a rental car must be approved in advance by the Contracting Officer’s Representative. Airfare shall be made using a 14-day advance reservation to obtain the best price for the Government. Use of business class or first class airfare is not authorized. If a personal vehicle is used, the Contractor must show that the use of the vehicle for travel is more advantageous to the Government in terms of costs incurred and schedule.

A Letter of Authorization (LOA) can be issued by the Contracting Officer to assist the Contractor in obtaining Government rates or reduced rates for lodging, airfare and rental cars. LOAs are provided only for individual and specific travel periods and a blanket authorization will not be issued. The LOA request form, attached to this performance work statement, shall be submitted at least 21 calendar days in advance of travel for review and approval by the Contracting Officer. The authority to sign LOAs is not delegated.

Any discount fare granted to this travel is strictly at the discretion of the vendor to whom the request is made, and is not a requirement based on receipt of an approved LOA. Government Contract City Pair fares shall not be extended to Contractors under this approval.

1.6.14 Organizational Conflict of Interest: It is unlikely, but the Contractor and subcontractor personnel performing work under this contract may receive, have access to or participate in the development of proprietary or source selection information (e.g., cost or pricing information, budget information or analyses, specifications or work statements, etc.) or perform evaluation services which may create a current or subsequent Organizational Conflict of Interests (OCI) as defined in FAR Subpart 9.5. The Contractor shall notify the Contracting Officer immediately whenever it becomes aware that such access or participation may result in any actual or potential OCI and shall promptly submit a plan to the Contracting Officer to avoid or mitigate any such OCI.