Amendment_0002_W912EF18R0020_Development_Training_and_Facilitation_Services.pdf

W68SBV73347597

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

The purpose of this amendment is to incorporate the revisions outlined below . Please refer to the summary of changes below .

The proposal submission date has been extended to 4 PM local time on 07 February 2018.

If you are submitting an offer, ensure that you acknow ledge receipt of amendment by completing Block 8 and 15 A, 15B and 15C to include in your proposal submission.

1. CONTRACT ID CODE PAGE OF PAGES

J 1 19

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

16C. DATE SIGNED

BY 02-Feb-2018

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 W912EF18R0020

X 9B. DATED (SEE ITEM 11)

05-Jan-2018

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

02-Feb-2018

CODE

USAED, WALLA WALLA - CONTRACTING DIV.

HILLARY A. MORGAN

201 N. THIRD AVENUE

WALLA WALLA WA 99362

W912EF 7. ADMINISTERED BY (If other than item 6)

4. REQUISITION/PURCHASE REQ. NO.

CODE

See Item 6

FACILITY CODECODE

EMAIL:TEL:

W912EF18R0020

SECTION SF 30 BLOCK 14 CONTINUATION PAGE

SUMMARY OF CHANGES

SECTION SF 1449 - CONTINUATION SHEET

SOLICITATION/CONTRACT FORM

The required response date/time has changed from 05-Feb-2018 04:00 PM to 07-Feb-2018 04:00 PM.

The following have been modified:

PERFORMANCE WORK STATEMENT (PWS)

DEVELOPMENT TRAINING AND FACILITATION SERVICES

USACE WALLA WALLA DISTRICT

1. DESCRIPTION OF SERVICES

The US Army Corps of Engineers (USACE), Walla Walla District has a requirement for an Indefinite Delivery, Indefinite Quantity (IDIQ) Single-Award Task Order Contract (SATOC) to provide non-personal services for development training and facilitation services for the US Army Corps of Engineers, Walla Walla District. This includes, but is not limited to, professional leadership development training, team building training, and facilitation services Work will vary in scope and size and will be awarded by individually negotiated firm-fixed-price task orders. The Government shall not exercise any supervision or control over the contract service providers performing the services under any awarded task order. Such contract service providers shall be accountable solely to the Contractor who, in turn, is responsible to the Government.

The Contractor shall provide all personnel, equipment, supplies, transportation, tools, materials, supervisions, and other items and non-personal services necessary to perform work as defined in the performance work statement included in subsequent task order except for those items specified as government furnished property and services.

The Contractor shall perform to the standards in this contract.

This procurement is a SBA Woman-Owned Small-Business set-aside. The Government will award a contract to the responsible Offeror whose offer conforms to the solicitation with the lowest price proposal that is determined to be technically acceptable with appropriate consideration given to the three (3) evaluation factors: Experience; Past Performance; and Price. For a proposal to be considered technically acceptable, an Offeror shall submit a proposal that clearly meets the minimum requirements of the solicitation and receive a rating of acceptable for all non-cost factors. Contract award will be made as a whole to one offeror.

The primary NAICS code for work under this procurement is 611430, Professional and Management Development Training and the small business size standard is $11,000,000 in average annual receipts.

2. DEFINITIONS

Acceptable Quality Level (AQL). A predetermined value selected and used by the Government Quality Assurance inspector to distinguish between satisfactory and unsatisfactory performance.

Contracting Officer (CO or KO). “Contracting Officer” is the person executing this contract on behalf of the Government.

Contracting Officer’s Representative (COR). An individual designated in writing by the Contracting Officer responsible for administration of the contract.

CONTRACTOR. The term CONTRACTOR refers to the prime CONTRACTOR and all CONTRACTOR employees and personnel. The prime CONTRACTOR shall be responsible for ensuring all SUB-CONTRACTORS comply with the provisions of this contract.

Defective Service. A service or output that does not meet the standard of performance requirement specified in the contract for that service.

Performance Requirement. The point that divides acceptable and unacceptable performance of a task according to the PWS and the Inspection of Services clause.

Quality Assurance. A planned and systematic pattern of all Government actions necessary to provide confidence that adequate technical requirements are established; products and services conform to established technical requirements; and satisfactory performance is achieved. For purposes of this contract, quality assurance refers to actions by the Government assurance functions for a contracted service.

Quality Assurance Representative (QAR). An individual designated to inspect the CONTRACTOR’S performance.

Quality Control. Those actions taken by a CONTRACTOR to control the production of outputs to ensure that they conform to the contract requirements.

2. PERFORMANCE:

A. Recognized holidays: The Contractor is not required to perform services on Federal Holidays, as listed below:

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

B. Place of Performance: The location of work to be performed under this contract will be outlined in the task orders. Place of Performance will be at various sites throughout the USACE Northwestern Division

(NWD).

3. OBJECTIVES

LEADERSHIP DEVELOPMENT PROGRAM

One aspect of this contract is to provide leadership development training. This training is focused on building participants’ skills and competency to address complex issues and challenges in the current and future workplace environment. The training will be provided through the USACE, Walla Walla District, and Leadership Development Program (LDP). Class learning activities will be guided to address these issues. The LDP is divided into three sub-programs tailored to develop a specific set of participants. These sub-programs are LDP Support, LDP Basic, and LDP Advanced. The LDP class participants will achieve the following objectives:

STANDARD TO ALL LDP SUBPROGRAMS:

• Apply leadership principles to direct the efforts of a team.

• Function effectively as a member of a multidisciplinary team.

• Organize and deliver effective verbal, written, virtual, and graphical communications.

• Demonstrate the ability for self-directed learning.

• Analyze a situation involving multiple conflicting professional and/or ethical interests to determine an appropriate course of action.

• Analyze an organization using an appropriate systems approach.

• Recognize and evaluate personal and organizational change.

• Apply strategic planning concepts and conduct stakeholder analyses.

• Develop and maintain professional relationships.

• Identify Corps culture, values, initiatives and priorities.

LDP SUPPORT:

• Program consists of Orientation, Initial Retreat, Academic Sessions (5), and Field Trips (2).

• Orientation and Initial Retreat which includes Personal Assessments.

• Academic Sessions (5) with Required Reading Assignments. Academic Sessions focus on Interpersonal

Skills, Attitude and Self-Awareness, Conflict Management, Time Management, Communication Skills, Microsoft Office Skills and Business Writing.

• Team Projects with a focus on administrative improvements for the District.

• Field Trips (1-2) – Day trips to local Walla Walla District project to understand how the District and the

Project works together to coordinate work and resolve issues.

• Mentoring by and Shadowing Senior Leaders within the Walla Walla District.

LDP BASIC:

• Program consists of Orientation, Initial Retreat, Academic Sessions (5), and Field Trips (2).

• Orientation and Initial Retreat which includes Personal Assessments.

• Academic Sessions (5) with Required Reading, and Presentation Skills Training – Academic Sessions focus on Interpersonal Skills, Team Building, Emotional Intelligence/Conflict Management, Decision Making/Coaching Skills, and Diversity/Life Balance.

• Development of Leadership Plans.

• Two Field Trips (Boise and Portland).

• Team Projects.

• Mentoring by and Shadowing Senior Leaders (predominantly in the Walla Walla District).

LDP ADVANCED:

• Participants must have completed Basic District LDP Program or equivalent at least two years prior to application for Advanced LDP.

• Program consists of Orientation, Initial Retreat, Academic Sessions (5), and Field Trips (3).

• Academic Sessions focus on The National Policy Process, Leading Change, Leading People, Advanced

Decision Making, and Building Coalitions (SES Core Qualifications).

• Field Trips would consist of Washington DC (Congressional, USACE HQ, Other Agencies – in conjunction with the National Policy Process); Omaha and/or Kansas City Districts to enhance regional understanding; to understand partnership and magnitude of Bureau of Reclamation Relationship.

• Continuing to build on Leadership Plans developed in previous LDP Programs.

• Program will require assigned readings or books with each academic session and other potential homework.

• Mentoring by and Shadowing Senior Leaders (may include senior leaders within Walla Walla District, as well as Northwest Division and other districts).

Each class will accomplish these objectives through a variety of learning experiences, which may include retreats, assignments, team projects, classroom sessions, and dialogue sessions with senior leaders, field trips, VIP visits, and personal coaching and mentoring. 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 facilities.

The Contractor shall be responsible for providing design updates, instructional materials, planning and developing curricula, appropriate post-secondary school training on a variety of subjects; and clear and candid constructive feedback to participants.

FACILITATION SERVICES

Facilitation services are aimed at providing trainers, team builders, meeting leaders, managers and/or communicators to add content, process, and structure to meet the needs of an individual, group, or team.

Facilitation services include but are not limited to:

• Leading or facilitating group briefings and discussions including after action review meetings, enabling focused decision-making

• Leading teambuilding exercises to increase the participants understanding of team dynamics, as well as improving team communication and collaboration

• Recording discussion content and related facilitation support services

• Preparing and providing draft and final reports relating to the facilitated issues

3.0 KEY SUCCESS FACTORS:

3.1 LDP Participant Development: Participants will develop personally, interpersonally, and organizationally.

Participants will attend each course/session. They will complete all assignments including the team project.

3.3 Learning Methodology: It is required (unless prior approval is received) that any training sessions under this Contract be held in a federal conference or classroom and be conducted by a variety of qualified teachers and facilitators, both internal and external to the Corps of Engineers. The COR shall be responsible for making all arrangements for instructional facilities for the LDP Program. An appropriate Corps employee, as identified to the Contractor in the task order, will coordinate facilities for all other types of training.

3.3.1 Arrangements shall be made for small group discussions, field trips, retreats, presentations by senior leaders, and tutorial sessions when necessary. All instructional facilities shall be located within the

USACE NWD.

3.3.2 Note: Some LDP team projects may require close coordination with the District Training Committee and the Corporate Board members. Guest speakers, field visits, retreats, team building exercises, presentations by senior leaders, and tutorial sessions may also be employed. The COR will be available to assist with this type of coordination.

4. GENERAL INFORMATION

4.1 Quality Control: The Contractor shall develop and maintain an effective quality control program to ensure services performed under task orders are in accordance with the base contract in addition to the task order performance work statement. The Contractor shall develop and implement procedures for each task order 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 requirements of the task order. The quality control plan will be delivered within 30 days after task order award. After acceptance of the quality control plan, the Contractor shall obtain 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 participants using evaluation forms. Following each event the Contractor shall seek feedback from the participants using a participant evaluation form. The Contractor will provide a summary of these evaluations to the Training Officer and shall describe any follow-on action he/she plans to take in response to the feedback to ensure a high standard of program quality. The Contractor will provide a summary of the evaluations to the Contracting Officer’s Representative (COR) monthly during the task order period of performance. The summary will describe what follow-on action he/she has taken in response to the feedback to ensure a high standard of program quality.

4.2 Quality Assurance: The government shall evaluate the Contractor’s performance under each task order in accordance with the Quality Assurance Surveillance Plan. This plan is primarily focused on what the government must do to ensure 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).

4.3 Contracting Officer’s Representative (COR) will be identified at award of each task order by separate letter. The COR monitors all technical aspects of the contract and assists in contract administration. The COR 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 notify both the Contracting Officer and Contractor of any deficiencies; coordinate availability of government furnished property, and provide site entry of Contractor personnel. The COR is not authorized to change any of the terms and conditions of the base contract or task order.

4.4 Contractor Travel: Local travel will be required within the USACE NWD. Contractor may be required to travel CONUS during the performance of this contract to attend meetings and training. Contractor will be authorized travel expenses consistent with the substantive provisions of the Joint Travel Regulation (JTR) and the limitation of funds specified in this contract. All travel requires Government approval/authorization and notification to the COR. Contractor travel charges will be invoiced in accordance with FAR 31.205-46 Travel Cost. Fee/profit on travel is not allowed.

5. SECURITY REQUIREMENTS

Contractor personnel performing work under task orders resulting from this contract do not need a security clearance. Contractor and all associated sub-contractor’s employees shall comply with adjudication standards and procedures using the National Crime Information Center Institute 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.

For entry into the Walla Walla District Headquarters Building 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). Contractor personnel performing work under task orders resulting from this contract will not be granted access to government information systems.

5.1 Foreign Nationals In addition to the requirements in the above paragraphs, in accordance with Engineers 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 sub-contractor employees. The contactor shall submit to the District Contract Office, the names of all foreign nations proposed for performance under each 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 U.S.

Such documentation may include a U.S. passport, Certificate of U.S. 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 Documentation issued by the INS which contains a photograph (INS I-688B).

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 award of a task order.

5.2 Security Training:

5.2.1 Anti-Terrorism Training.

All Contractor employees, to include sub-contractor 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 task order award or effective 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 sub-contractor employee, to the contracting officer within 5 calendar days after completion of training by all employees and subcontractor personnel. Training for all Contractor employees shall be completed annually and certificates submitted not later than 30 days following exercise of each option year. 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.

5.2.2 Operational Security (OPSEC) Training:

All new contractor employees will complete Level I OPSEC Training within 30 calendar days of their reporting for duty. OPSEC training for all Contractor employees shall be completed annually and certificates submitted not later than 30 days following exercise of each option year. 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.

5.2.3 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.

6. LDP BASIC COURSE

The Leadership Development Basic Program includes, but is not limited to, the following courses/sessions. There will be a range between 8-16 students in each course. A one day class consists of an 8 hour day. A two day session therefore consists of two consecutive eight hour days. The location of the courses will be outlined in the task order scope but will be held within the USACE NWD. The outcomes defined below are examples of task order scopes of work for pricing purposes only.

6.1 Orientation and Team Building – One (1) day class.

• Explain LDP Course objectives and expectations:

• Identify and develop a diverse pool of high potential individuals for the Corps to draw upon in the future,

• Develop a venue in which individuals develop awareness and understanding of the strategic visions and values of current Corps of Engineers’ leaders and managers,

• Provide a forum to exchange ideas, understanding and appreciation for organizations and disciplines within the District,

• Foster group dynamics among participants which will improve communications within the District across organization lines,

• Provide a District-wide focused approach to effective management methods and standards of competence;

• Conduct Ice Breaker Exercise;

• Conduct team building exercise

6.2 Initial Retreat/Leadership Assessments/Communication – Four (4) day class - Retreat.

• Define leadership and the role of a leader;

• List leadership principles and characteristics;

• Explain the role of a leader and leadership principles and characteristics;

• Define management; Compare and contrast leadership and management;

• Define and list the key characteristics of effective interdisciplinary and multidisciplinary teams;

• Explain the factors affecting the ability of interdisciplinary and multidisciplinary teams to function effectively (groupthink, etc.);

• Conduct leadership style survey (people vs. task);

• Define mentorship and expectations for the LDP mentorship program;

• Explain sources of power & influence;

• Develop a leadership action plan; Explain the stages of team development (forming, storming, norming, performing, adjourning);

• Explain the causes of team conflict and the methods of resolving conflict (T-K);

• Administer Thomas-Kilmann (T-K) Assessment or approved equal;

• Formulate basic project proposals;

• Administer MBTI questionnaire or approved equal.

• All costs of the location and meals for LDP participants shall be borne by the Contractor.

6.3 Interpersonal Skills – Two (2) day class.

• Define communication and interpersonal communication;

• Assess personal interpersonal skills;

• Explain the purpose of communication;

• List and explain the 5 communication criteria (clear, complete, correct, saves time, build goodwill);

• Define and identify the focus, source and type of conflict;

• Explain the strategies for addressing conflict (forcing, avoiding, comprising, accommodating, and collaborating; include supportive, descriptive, validating and invalidating);

• List and explain the common obstacles to communication;

• Explain the purpose of parliamentary procedure & Robert's Rules of Order;

• Define and identify the purpose of meetings;

• Develop an agenda for a meeting;

• Compare and contrast the types and use of business communications, i.e. memos, email, phone, VTC, in-person, etc.;

• Explain the important of proper grammar in business communication (passive voice, pronoun usage, etc…);

• Explain the purpose of counseling;

• Develop an initial counseling memo for an employee;

• Explain the purpose of negotiation;

• Explain the "Seven-Element Preparation Tool" for negotiations;

• Conduct a negotiation;

• Practice pro-active listening skills;

• Ask effective questions;

• Recognize assumptions and filters; distinguishes facts from interpretations.

6.4 Team Building – Two (2) day class

• Explore your role in leading others through sources or power;

• Coaching employees to peak performance;

• Strategies for keeping the lines of communication open;

• Use scripting for communication effectiveness;

• Techniques for building trust and mutual respect;

• Determine the differences between skill and characteristics.

6.5 Emotional Intelligence/Conflict Management – Two Day (2) day class

• List common personnel problems;

• Classify a personnel problem as performance-based or conduct-based;

• Compare and contrast performance-based and conduct-based personnel problems;

• List the progressive steps of disciplinary actions (table of penalties);

• Determine the appropriate use (timing and level) of disciplinary action;

• Describe the aspects of performance-based actions;

• Describe the necessary steps to pursue performance-based actions;

• Define and describe the Performance Improvement Plan (PIP);

• Define and describe probationary periods and how they relate to performance and conduct issues;

• Define Alternate Dispute Resolution (ADR), i.e., mediation;

• Explain why mediation can be a successful approach to performance and conduct issues.

6.6 Ethics/Decision Making – Two (2) day class

• List and explain the professional and ethical responsibilities of employees and leaders in the federal government and in your field/profession;

• Compare and contrast the professional and ethical responsibilities of various professions;

• Apply the standards of professional and ethical responsibility to determine an appropriate course of action;

• Analyze a situation involving multiple conflicting professional and ethical interests to determine an appropriate course of action;

• Conduct stakeholder analysis;

• Define decision matrix (DECMAT), criteria, and weighing factors;

• Develop appropriate decision criteria and weighing;

• Evaluate/ make decision based on DECMAT.

6.7 Leadership Development Plan – Three (3) One-Hour, Face-to-Face Sessions with Each Participant

• Design a plan with supervisor’s input to meet his/her career goals.

• Provide overview of process (background, purpose/intent, execution and refinement of an effective individual development plan);

• Assist students in identifying their strengths, weaknesses and developing plans to shore up weak areas while capitalizing on strengths;

• Prepare example plans for students to critique and draw conversation from;

• Highlight best practices and tips related to different formatting, styles and use of key terms.

• Facilitate employee ability to identify and plan developmental training and to gain work related experience for the participant’s targeted positions.

• The plan will assist employees in accomplishing achievable goals, assessing their particular strengths and weaknesses, and evaluating plan progress.

• Use plan to develop both short term and long term career goals.

6.8 Diversity/Work Life Balance – Two (2) day class

• Explain the difference between diversity and culture.

• Describe several different experiences in working with diverse working groups.

• Define Micro-inequity and what they do.

• Explain why we should embrace diversity.

6.9 Final Retreat – The final retreat serves as a course summary and a platform for students to reflect on workings of other Districts/Divisions. The Contractor shall provide a final one-day retreat for additional reflection, introspection and planning for future personal development. In addition, the Contractor shall: Define lifelong learning; Explain the need for lifelong learning and describe the skills required of a lifelong learner. All costs of the location and meals for LDP participants shall be borne by the Contractor. Meals may consist but are not limited to a light breakfast, snack and lunch.

6.10 Regional Field Trips - The Contractor may be requested to accompany and facilitate the LDP class on field trips, number of days will be provided in the scope of the task orders issued under this IDIQ. . For the purposes of quoting, do not include travel associated with the regional field trips in your price. Examples of number of days include three 8-hour days and two nights for district field trips and five 8-hour days and 4 nights for field trips outside the district. Field trips will be scheduled and arranged by the LDP participants in coordination with the Contractor and LDP COR. The purposes of the field trips are to gain a broadened corporate perspective of Walla Walla District activities and may include visits to field operating projects, customers, other districts and NWD Headquarters in Portland, Oregon; to gain an understanding of regional issues within NWD; to learn best practices from other organizations within or similar to the Corps of Engineers; to meet and interact with leadership development program members from other districts within NWD; and to build the Leadership Development team.

These trips may be planned in coordination with Portland, Walla Walla, Kansas City and Omaha Districts if possible so that the participants from the districts can meet at NWD. Contractor travel associated with these trips will be outlined in the scope of the task order and will be paid in accordance with Joint Travel Regulations (JTR).

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 key lessons about oneself and the organization.

6.11 Final Presentations/Graduation Ceremony

• Work with LDP Participants to polish their final project presentations to the Corporate Board.

• Provide final evaluations of group presentation skills.

• Coordinate a graduation luncheon and ceremony on a weekday in June for the program participants.

The Contractor shall coordinate a graduation luncheon and ceremony for the program participants. The Contractor shall coordinate all aspects of the luncheon and graduation ceremony with the exception of the individual graduation plaques which will be provided by the Government to the graduating participants.

The LDP participants and Contractor will work collaboratively to plan the location, food, program agenda and speakers. The event will be held at a mutually agreeable location in the Walla Walla metropolitan area. Attendees include the LDP participants, participants’ family members, their mentors and supervisors, training committee members, and Corporate Board. The Contractor shall anticipate up to 60 Corps attendees at this function. The ceremony shall include speeches and presentations of graduation certificates by the District Commander and any other speakers/program activities planned by the LDP class. All costs of the location and lunch for LDP participants shall be borne by the Contractor. The government will not reimburse the Contractor for any gifts provided to participants other than the certificates.

7.0 LDP ADVANCED COURSE

The Leadership Development Advanced Program includes, but is not limited to, the following courses/sessions. This framework is encompasses the Department of Defense Civilian Leader Development Framework as well as The Office of Personnel Management’s Senior Executive Service Core Qualifications.

There will be a range of 8-16 students per course. A one day class consists of an 8 hour day. A two day session therefore consists of two consecutive eight hour days. The location of the courses will be outlined in the task order scope but will be held within the USACE NWD. The outcomes defined below are examples of task order scopes of work for pricing purposes only.

7.1 Orientation and Team Building – One (1) day class.

• Explain LDP Course objectives and expectations:

• Identify and develop a diverse pool of high potential individuals for the Corps to draw upon in the future,

• Develop a venue in which individuals develop awareness and understanding of the strategic visions and values of current Corps of Engineers’ leaders and managers,

• Provide a forum to exchange ideas, understanding and appreciation for organizations and disciplines within the District,

• Foster group dynamics among participants which will improve communications within the District across organization lines,

• Provide a District-wide focused approach to effective management methods and standards of competence;

7.2 Initial Retreat/Leadership Assessments/Communication – Four (4) day class - Retreat.

• Define leadership and the role of a leader;

• List leadership principles and characteristics;

• Explain the role of a leader and leadership principles and characteristics;

• Define management; Compare and contrast leadership and management;

• Define and list the key characteristics of effective interdisciplinary and multidisciplinary teams;

• Explain the factors affecting the ability of interdisciplinary and multidisciplinary teams to function effectively (groupthink, etc.);

• Conduct leadership style survey (people vs. task);

• Define mentorship and expectations for the LDP mentorship program;

• Explain sources of power & influence;

• Develop a leadership action plan; Explain the stages of team development (forming, storming, norming, performing, adjourning);

• Explain the causes of team conflict and the methods of resolving conflict (T-K);

• Administer Thomas-Kilmann (T-K) Assessment or approved equal;

• Formulate basic project proposals;

• Administer MBTI questionnaire or approved equal.

7.3 The National Policy Process – Two (2) day class.

• Actor of policy process

• Actions of policy process

• Institutionalization of National Policy Process

• Administrative Components of the National Policy Process

• Review of current legislative initiatives study

7.4 Leading Change – Two (2) day class

• Bring about strategic change both within and outside the organization

• Ability to establish an organization visions

• Implement the organizational vision in a continuously changing and highly ambiguous environment

• Balance change with continuity

• Address resistance

• Development of the following competencies:

Creativity and Innovation External Awareness Strategic Thinking Vision Flexibility Resilience

7.5 Leading People – Two (2) day class

• Ability to lead and inspire a multi-sector group toward meeting the organization’s vision, mission, and goals

• Ability to provide an inclusive workspace that fosters the motivation and development of others

• Facilitate effective delegation, empowerment, personal sacrifice and risk for the good of the mission

• Facilitate confidence, cooperation and teamwork

• Support construction resolution of conflicts

• Development of the following competencies:

Conflict Management Leveraging Diversity Developing Others Team Building

7.6 Advanced Decision Making – Two (2) day class

• Ability to meet goals and expectations

• Ability to make decisions that produce high-quality results by applying technical knowledge

• Analyzing problems and calculating risks

• Ability to devise solutions with an understanding of how to impact business results by making connections between action and/or performance and organization goals and results, as well as external pressure points

• Development of the following competencies:

Accountability Decisiveness Entrepreneurship Customer Service Problem Solving Technical Credibility Financial Management Human Capital Management

7.7 Leadership Development Plan – Three (3) One-Hour, Face-to-Face Sessions with Each Participant

• Provide overview of process (background, purpose/intent, execution and refinement of an effective individual development plan);

• Assist students in identifying their strengths, weaknesses and developing plans to shore up weak areas while capitalizing on strengths;

• Prepare example plans for students to critique and draw conversation from;

• Highlight best practices and tips related to different formatting, styles and use of key terms.

• Facilitate employee ability to identify and plan developmental training and to gain work related experience for the participant’s targeted positions.

• The plan will assist employees in accomplishing achievable goals, assessing their particular

7.8 Building Coalitions – Two (2) day class

• Build coalitions with various groups both internally and externally, to achieve goals

• Develop networks and build alliances

• Collaborate across boundaries

• Achieve commons goals

• Identification of internal and external politics that will impact the work of the organization and act accordingly

• Build consensus through give and take

• Gain cooperation from others to obtain information and accomplish goals

• Core Competencies include:

Political Savvy Influencing Negotiating Partnering

7.9 Final Retreat – The final retreat serves as a course summary and a platform for students to reflect on workings of other Districts/Divisions. The Contractor shall provide a final one-day retreat for additional reflection, introspection and planning for future personal development. In addition, the Contractor shall: Define lifelong learning; Explain the need for lifelong learning and describe the skills required of a lifelong learner. All costs of the location and meals for LDP participants shall be borne by the Contractor. Meals may consist but are not limited to a light breakfast, snack and lunch.

7.10 Regional Field Trips - The Contractor may be requested to accompany and facilitate the LDP class on field trips, number of days will be provided in the scope of the task orders issued under this IDIQ. . For the purposes of quoting, do not include travel associated with the regional field trips in your price. Examples of number of days include three 8-hour days and two nights for district field trips and five 8-hour days and 4 nights for field trips outside the district. Field trips will be scheduled and arranged by the LDP participants in coordination with the Contractor and LDP COR. The purposes of the field trips are to gain a broadened corporate perspective of Walla Walla District activities and may include visits to field operating projects, customers, other districts and NWD Headquarters in Portland, Oregon and USACE Headquarters in Washington DC; to gain an understanding of regional issues within NWD and national issues specific to USACE; to learn best practices from other organizations within or similar to the Corps of Engineers; to meet and interact with leadership development program members from other districts; and to build the Leadership Development team. These trips may be planned in coordination with Portland, Walla Walla, Kansas City, Omaha Districts, and USACE headquarters if possible so that the participants from the districts can meet at a coordinated location. Contractor travel associated with these trips will be outlined in the scope of the task order and will be paid in accordance with Joint Travel Regulations (JTR).

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 key lessons about oneself and the organization.

7.12 Final Presentations/Graduation Ceremony

• Work with LDP Participants to polish their final project presentations to the Corporate Board.

• Provide final evaluations of group presentation skills.

• Coordinate a graduation luncheon and ceremony on a weekday in June for the program participants.

The Contractor may be requested to coordinate a graduation luncheon and ceremony for the program participants.

The Contractor shall coordinate all aspects of the luncheon and graduation ceremony with the exception of the individual graduation plaques which will be provided by the Government to the graduating participants.

The LDP participants and Contractor will work collaboratively to plan the location, food, program agenda and speakers. The event will be held at a mutually agreeable location in the Walla Walla metropolitan area. Attendees include the LDP participants, participants’ family members, their mentors and supervisors, training committee members, and Corporate Board. The Contractor shall anticipate up to 60 Corps attendees at this function. The ceremony shall include speeches and presentations of graduation certificates by the District Commander and any other speakers/program activities planned by the LDP class. All costs of the location and lunch for LDP participants shall be borne by the Contractor. The government will not reimburse the Contractor for any gifts provided to participants other than the certificates.

8.0 LDP SUPPORT COURSE

The Leadership Development Support Program includes, but is not limited to, the following courses/sessions. There will be a range of 8-16 students in each course. A one day class consists of an 8 hour day. A two day session therefore consists of two consecutive eight hour days. The location of the courses will be outlined in the task order scope but will be held within the USACE NWD. The outcomes defined below are examples of task order scopes of work for pricing purposes only.

8.1 Orientation and Team Building – One (1) day class.

• Explain LDP Course objectives and expectations:

• Identify and develop a diverse pool of high potential individuals for the Corps to draw upon in the future,

• Develop a venue in which individuals develop awareness and understanding of the strategic visions and values of current Corps of Engineers’ leaders and managers,

• Provide a forum to exchange ideas, understanding and appreciation for organizations and disciplines within the District,

• Foster group dynamics among participants which will improve communications within the District across organization lines,

• Provide a District-wide focused approach to effective management methods and standards of competence;

8.2 Personal Introspection, Self-Analysis on Leadership Effectiveness and Communication – Three (3) day class - Retreat.

• Define leadership and the role of a leader;

• List leadership principles and characteristics;

• Explain the role of a leader and leadership principles and characteristics;

• Define management;

• Compare and contrast leadership and management;

• Define and list the key characteristics of effective interdisciplinary and multidisciplinary teams;

• Explain the factors affecting the ability of interdisciplinary and multidisciplinary teams to function effectively (groupthink, etc.);

• Conduct leadership style survey (people vs. task);

• Define mentorship and expectations for the LDP mentorship program;

• Explain sources of power & influence; Develop a leadership action plan;

• Explain the stages of team development (forming, storming, norming, performing, adjourning);

• Explain the causes of team conflict and the methods of resolving conflict (T-K);

• Administer self-assessment tool;

• Formulate basic project proposals;

• Analyze personality assessment results to interpret how personal style can impact others within the organization and/or team;

• Define a system and explain the benefit of a systems approach to organizational dynamics;

• Explain how certain organizational processes, including leadership, decision making, communication, and change, may influence individual and group behavior;

• List, define and explain different frameworks/models used to examine organizational structure and interactions;

• Examine an organization using frameworks/models such as Galbraith's 5-Star Model, McKinsey's

Seven-S Framework, and Weisbord's Six-Box Model or approved equal;

• Define organizational development and list the 6 common elements of organizational development;

• Explain sources of power & influence (include trust);

• Define change and transition as they relate to organizational dynamics; Explain techniques for successfully implementing change and transition;

• Explain the concept of an organization's "battle rhythm";

• Define & Demonstrate emotional intelligence;

• Define matrix organization.

The self-assessment tools such as StrengthsFinder and Myers-Briggs Type Indicator are required to be provided to the participants during the initial retreat or another suitable time near the beginning of the LDP program. Other self-assessment tools that have been used are: Learning Styles Inventory, Social Styles Preference and the Thomas-Kilman Conflict Mode Instrument. The Contractor is encouraged to propose the use of other effective diagnostic tools. The Contractor shall report on the outcomes of this event in a written report.

Retreat activities shall be designed in a manner that provides sufficient time for group process development, synthesis of new information and experiences, and for practice in using new behaviors and/or techniques.

8.3 Conflict Management – Two (2) day class

• Define communication and interpersonal communication;

• Assess personal interpersonal skills;

• Explain the purpose of communication;

• List and explain the 5 communication criteria (clear, complete, correct, saves time, build goodwill);

• Define and identify the focus, source and type of conflict;

• Explain the strategies for addressing conflict (forcing, avoiding, comprising, accommodating, and collaborating; include supportive, descriptive, validating and invalidating);

• List and explain the common obstacles to communication;

• Explain the purpose of parliamentary procedure & Robert's Rules of Order;

• Define and identify the purpose of meetings; list the common types of meetings held in NWW;

explain the NWW "Battle Rhythm";

• Explain the purpose of counseling;

• Develop an initial counseling memo for an employee;

• Explain the purpose of negotiation;

• Explain the "Seven-Element Preparation Tool" for negotiations;

• Conduct a negotiation;

• Practice pro-active listening skills;

• Ask effective questions;

• Recognize assumptions and filters; distinguishes facts from interpretations.

8.4 Time Management/Organizational Skills – Two (2) day class

• Explain skills on managing emails

• Provide skills on how to effectively handle different interruptions to manage focus and priorities

• Define a system and explain the benefit of establishing habits that increase productivity and decrease procrastination;

• Explain how to handle time management when working with different personalities;

• Provide strategies to increase focus, communication, identifying and communicating competing priorities;

• Define 80/20 rule and explain how to use it to improve productivity

• Provide framework for identifying efficient tracking systems for important information

• Provide framework for efficient information sharing

• Illustrate systems for keeping physical and online documents

8.5 Microsoft Office Skills – Two (2) day class

• Skills covering all of the Microsoft Office Suite

• Microsoft Excel data management

• Microsoft Excel Tools and Tables

• Microsoft Word and Army Regulation Preparing and Managing Correspondence

• Microsoft Word/ PowerPoint Formatting and Page Layout

• Microsoft PowerPoint Skills

8.6 Leadership Development Plan – Three (3) One-Hour,…