A22__W912P918R0025-0002_amendment.pdf

W912P918R0025

W81C8X81106223

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 updated the PWS, Attachment # 3 (corrections w ere annotated in RED) and to answ er questions that w ere submitted. The response date has changed from 17th July 2018 to 20 July 2018. All other terms and conditions remain unchanged.

1. CONTRACT ID CODE PAGE OF PAGES

J 1 46

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

16C. DATE SIGNED

BY 13-Jul-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 W912P918R0025

X 9B. DATED (SEE ITEM 11)

26-Jun-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

13-Jul-2018

CODE

CONTRACTING DIVISION

US ARMY ENGR DIST ST LOUIS

1222 SPRUCE STREET, RM 4.207

ST LOUIS MO 63103-2833

W912P9 7. ADMINISTERED BY (If other than item 6)

4. REQUISITION/PURCHASE REQ. NO.

CODE

See Item 6

FACILITY CODECODE

EMAIL:TEL:

SECTION SF 30 BLOCK 14 CONTINUATION PAGE

SUMMARY OF CHANGES

SECTION SF 30 - BLOCK 14 CONTINUATION PAGE

The following have been modified:

ATTACHMENT 3

Announcin g the FY-

Leadership Development Program Tier 2

TABLE OF CONTENTS OVERVIEW

BACKGROUND

GOALS

TARGET

AUDIENCE

PROGRAM

FEATURES

PROGRAM

COMPONENTS

PREREQUISITES………………

APPLICATION PROCEDURES

EVALUATION AND SELECTION PROCESS

EQUAL EMPLOYEMENT OPPORTUNITY

ACCOMMODATIONS FOR DISABLED EMPLOYEES

INFORMATION AND ASSISTANCE

OVERVIEW

The LDP Tier 2 is a part-time, year long, multi-faceted leadership and management development program. The program includes an analysis of one’s leadership style, structured leadership training, guided preparation of an Individual Leadership Action/Development Plan (IDP), field trips and site visits, on-line training, participation on team projects, individual strengths/leadership action plan coaching sessions, and a mentoring relationship with a senior leader.

BACKGROUND

The Corps traces its history to the beginning of this nation. It has provided invaluable service since that time and has proven its flexibility by adapting to change at various points in its history. Today’s environment of increasing tempo, customer choice, increased retirements, contingency operations, support to the warfighter, and a constrained budget requires us to take an even more systemic, collaborative and inclusive approach to remain relevant to our stakeholders. Additionally, we must continue to build and maintain strategic alliances to understand stakeholder values, challenges they face, and to assist them in accomplishing their mission in a supportive or a lead role. We do this by learning efficiently and effectively from what works and what doesn’t work in a non-adversarial environment that facilitates flexibility and empowerment - a learning organization. The transfer of the success-oriented, organizational culture and interrelationships, which our current leaders have cultivated over a period of years, is facilitated through various LDP activities.

GOALS

1. Develop and nurture leaders who continuously adapt and adjust the USACE strategic direction to sustain our relevance to the Army and the Nation.

2. Develop leaders for a learning organization who encourage innovation, teamwork and partnerships to ensure customer success and develop organizational learning in the process of work and meetings.

3. Increase individual awareness of talents and how to identify and develop them to increase personal and organizational competence. LDP participants will also develop awareness of other’s talents and the increased value to stakeholders and the mission when their talents are aligned with their work.

4. Increase awareness of the Corps at all levels (District, Division, HQUSACE).

5. Provide a forum for participants to exchange ideas, understandings and appreciation for organizations and disciplines within the District.

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

7. Provide a district-wide, focused approach to effective leadership and management methods and standards of competence.

8. Foster the goals of the District’s Equal Employment Opportunity Program.

TARGET AUDIENCE

The target audience for the LDP includes District employees who:

9. Have clearly demonstrated the potential and desire to assume greater leadership roles and responsibilities in the organization;

10. Have permanent status (temporary and student employees are not eligible);

11. Have at least a Level 2 rating on the most recent TAPES performance.

PROGRAM FEATURES

GROUP SIZE

Up to twelve employees, selected from among field activities and the District Office, participate on a voluntary basis in the LDP. The schedule of program activities will be tailored to meet the group and individual needs of selected participants, taking into consideration their duty stations.

DURATION

The program spans a 12-month period, from October to September, the Corps’ Fiscal Year.

Employees participate on a part-time basis while assigned to their regular positions. Among the major activities:

12. A one-day orientation session and mentoring workshop.

13. An initial 2.5 day offsite, includes learning about the missions of the host operating project, receiving feedback and analysis of various leadership assessments completed prior to the offsite.

14. 80 hours of formal leadership and management classroom training.

15. A mid-year offsite, includes learning about the missions of the host operating project, focusing on the Corps as a learning organization and applying your strengths and leadership skills at team and organizational levels (2.5 day offsite).

16. 16 hours of field visits.

17. Monthly mentoring meetings.

18. Book readings (2 minimum).

19. roughly 80 hours participating on team projects.

20. Quarterly strength/individual leadership action plan coaching sessions.

21. One day close-out session for reflection, AAR and graduation.

TIME COMMITMENT and FUNDING

LDP participants should expect to contribute significant amounts of their own time for evening meetings, reading and studying, preparing journals, completing surveys, working on team projects, and other class activities. LDP participants are typically away from their work site an average of five hours in any work week or approximately 200 hours per year. The Corporate Board determines the annual budget for the program. Nominating organizations fund salaries, TDY and some costs associated with site visits and team projects. All qualified employees will be considered for this training without regard to funding considerations in their organizations. Average labor costs have been approximately $10,000 per participant.

PROGRAM COMPLETION

The District will invest significant resources in each LDP participant. The participants, in return, are expected to put forth their maximum effort to diligently complete the program in order to receive a graduation certificate. Participants from the graduating LDP class may be selected through a competitive process to participate in the MVD Emerging Leaders Program.

PROGRAM MANAGEMENT

22. The St. Louis District LDP Steering Committee manages the LDP Tier 2 and oversees the activities of the LDP Tier 1 Steering Committee.

23. The LDP Steering Committee Chairperson administers the program with a contract facilitator.

24. The LDP Steering Committee reviews applications and makes participant selection recommendations to the District Corporate Board.

25. The Corporate Board selects the LDP Tier 2 participants.

PROGRAM COMPONENTS

ONE-DAY ORIENTATION

The year’s activities begin with a one-day orientation. The orientation provides an opportunity for the LDP participants and the contract facilitator to get acquainted and to discuss respective roles and responsibilities. The LDP participants will receive a detailed description of the curriculum components and have an opportunity to identify their expectations for the year. There will also be a Mentoring workshop to allow the participants and mentors an opportunity to interact and begin with a clear understanding of roles, responsibilities and expectations of the mentoring relationship.

INITIAL OFFSITE

The LDP commences with a two and one-half day offsite, typically held at a St. Louis District operating project. Time at the offsite is devoted to learning about the missions of the operating project hosting the offsite and receiving feedback and analysis of the leadership assessments completed prior to the offsite from the contract facilitator. The information provided will highlight participants existing leadership styles and strengths, as well as point to areas for development.

The offsite also provides the LDP participants and the contract facilitator with an opportunity to get better acquainted and to plan many facets of the year’s activities.

FIELD VISITS

To gain a better appreciation for field operations, the LDP participants will visit Civil Works project sites. They will receive leadership tips from front-line leaders in the field who face varied challenges in their daily operations while representing the Corps to our customers and the community. In addition, there may be one or more site visits to top performing local companies.

Final site locations and field visit schedules are determined by the LDP participants.

CORE TRAINING CURRICULUM

The core training curriculum is designed to gradually progress the LDP participants through three focus areas: Individual, Interpersonal/Teams and Organizational Understanding. The following is a list of potential topics:

26. Leadership Styles – Your Own and Others

27. Individual Efficiency and Effectiveness (Managing Multiple Priorities & Time)

28. Decision Making – Individual and Team

29. Interpersonal Communication (Giving/Receiving Positive & Critical Feedback)

30. Developing Others (Coaching, Mentoring, Delegating & Fostering Collaboration)

31. Conflict Management – Counseling, Working with Difficult People

32. Leading and managing individual, team and organizational change

33. Inclusive Thinking & Action: partners, stakeholders, internal/external customer focus

34. Big Picture in USACE (St. Louis District, MVD & HQ)

DISTRICT LEADERSHIP/MANAGEMENT

To provide insight into executive level decision-making process, LDP participants attend a minimum of six District Meetings. Meetings include Project Review Board, Corporate Board, District Management Team Meeting, Operations Managers’ Meetings, Project Coordination Meeting, etc. As events permit, LDP participants meet with visiting dignitaries, such as Division Commander, officials from HQUSACE and customer agency officials. LDP Participants will also have the opportunity to shadow district leaders to various meetings and field visits.

LEADERSHIP OPPORTUNITIES

In addition to studying leadership, during the course of the year there are many opportunities for the LDP participants to practice and demonstrate their leadership skills as they organize LDP activities, District events and work on various projects.

MENTORING

It is the rare leader, manager or executive who did not receive valuable help along the path of career development from one or more mentors. For this reason, each LDP participant will participate in a mentoring relationship with a senior District leader. The mentor will serve as a counselor, information provider, friendly critic, interpreter of organizational policies and politics, sounding board and link to the pulse of the organization. A list of available mentors will be provided to participants. Participants can either select a mentor from that list or request someone else as a mentor. When selecting a mentor, participants should choose someone outside of their supervisory chain that is a manager/supervisor or senior leader in the district. It will be the Participant’s responsibility to ask the mentor if they are willing to participate in a mentoring relationship for the year (one participant per mentor). When the mentor has been selected, the Participant will notify the LDP Coordinator. Mentors will be expected to attend the Mentoring workshop, which will be held in conjunction with the orientation.

TEAM PROJECTS

Leadership "theory" and "practice" meet face-to-face as LDP participants form teams to work on projects, which focus on the District’s strategic direction and missions. All projects identified shall be approved by the LDP Steering Committee, with periodic briefings to the Corporate Board.

YEAR END SESSION

The year's activities conclude with a one-day session for additional reflection, introspection, planning for future personal development, development of an AAR and graduation.

PREREQUISITES

Employees are encouraged, but not required, to complete 100% of the LDP Tier 1 curriculum prior to applying for FY18 LDP Tier 2, due to the recent LDP Tier 1 re-implementation district-wide. For more information about the LDP Tier 1, please contact LDP Tier 1 Steering Committee Members:

Ashley Rasnic or Brian Johnson. You do not need to have completed Tier 1 to apply for the Tier 2 Program at this time.

APPLICATION PROCEDURES

Employees in the target audience wishing consideration for the LDP are required to submit the following documents to Brian Johnson (PD), no later than 4 August 2017. It is imperative that the application is filled out in its entirety, by COB 4 August. Incomplete applications will not be accepted.

Application Contents include:

a. Candidate Profile (LDP-Form 1). Completed by the candidate (limit 3 pages).

b. Leadership, Management, and Development Questions (LDP-Form 2).

Candidate must provide a brief written narrative for each question (limit 2 pages total).

c. Certificate of Understanding (LDP-Form 3). Candidate and Supervisor must sign and date the form.

d. Performance Appraisal. Candidate must provide a copy of their most recent performance appraisal.

EVALUATION AND SELECTION PROCESS

Ratings will be based on information provided in the applications. The LDP Steering Committee will make initial assessments and provide recommendations to the Corporate Board for their consideration. The Corporate Board will make the final selections based on the LDP Steering Committee’s final recommendations and merit.

EQUAL EMPLOYMENT OPPORTUNITY

All members of the target audience will receive consideration for this developmental opportunity without regard to race, religion, color, national origin, sex, age, handicapping conditions, political affiliation or any other non-merit factor.

ACCOMMODATIONS FOR DISABLED EMPLOYEES

The U.S. Army Corps of Engineers makes every effort to ensure accessibility to our training programs by employees with disabilities. Please notify the LDP Coordinator of any special provisions which may be necessary.

INFORMATION AND ASSISTANCE

Employees who would like to receive further information are encouraged to call or email LDP Steering Committee members Brian Johnson (314-331-8146), Susan Wilson (314- 331-8201), or Ashley Cox (314-331-8110) upon receipt of this announcement.

Employees are also encouraged to talk with current LDP Participants regarding their experiences with the program.

PERFORMANCE WORK STATEMENT

PERFORMANCE WORK STATEMENT (PWS)

St. Louis District Leadership Development Program

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 (LDP) for up to twelve U.S. Army Corps of Engineers (USACE) St. Louis District employees over a one-year period, and an option for a Supervisory Leadership Development Program (SLDP) for up to eight USACE employees over that same 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. Unless otherwise noted as being specific to either the LDP or SLDP, all requirements apply to both.

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 St. Louis District Leadership Development Program Tier 2 (LDP) and the Supervisory Leadership Development Program (SLDP) were designed in response to the need to systematically develop the leadership strengths, situational awareness, and skills of the St. Louis 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 be taught 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 how 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 St. Louis District. The program builds participants’ skills and competency to deal with the current environment and future challenges.

The St. Louis District has held a Leadership Development Program for the past 12 years and a Supervisory Leadership Program for 6 of the last 7 years. Class members have included women and men with a wide range of ages, 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 SLDP is open to supervisors across the region who have never taken LDP or if they did so, it was many years ago.

The St. Louis District will conduct the LDP and SLDP in partnership with the selected Contractor. A steering committee including St. Louis District middle management, senior leaders and recent program graduates gives strategic-level guidance to the program. A LDP Coordinator from the St. Louis District will oversee the program to ensure continuity, integrity, and leadership involvement. This Coordinator 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 Coordinator will lead, such as a field visits 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 (ADRP 6-22). The purpose of St. Louis 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 St. Louis District leadership as being of critical importance to developing leaders now and into the future.

1.3.1 Outcomes: St. Louis District expects LDP and SLDP class members to develop greater competency in the following five areas and will ascertain whether outcomes have been met using reflective essays, discussions, and observed behavioral changes of the LDP class members. The focus of the LDP will on leading self and teams. The focus in the SLDP will be on leading self, staff-level teams and organizations.

Thinking 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).

Graduates understand what situational awareness is, why it is important and have acquired an expanded situational awareness as a result of the program. Additionally, SLDP graduates understand how their organization fits into the “big picture” and are able to communicate that effectively to their team members.

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

Leading: Graduates 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.

Communicating: 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).

Engaging in Teams and the Organization: Graduates understand the importance of strategic thinking and are familiar with the current USACE and St. Louis District mission, vision and organization. They understand how their own work supports the USACE mission and strategic goals.

They understand the concepts of organizational culture, how to create an environment of learning, and why that is important to USACE’s future.

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

Thinking Big Picture

1. Provide participants with a general 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” basic 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 St. Louis Districts’ missions, strategic vision, goals, and campaign plan objectives.

4. Introduce participants to the MVS Business Plan outlining the District focus areas of capability development to best position the district for both expansion of existing missions as well as in taking on new mission areas. Familiarize participants with the Project Management Business Process; introduce participants to innovative and critical thinking and its use in serving existing missions as well as in exploring new mission opportunities and in developing cutting edge ways of doing business in and outside of Government.

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

Understanding Self and Others:

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).

Leading:

1. Participants will develop an understanding of different styles of leadership and identify their authentic leadership style based on their enhanced understanding obtained through self-assessments, individual coaching, – dialogue with senior leaders, class sharing, mentoring, coaching, application and class curriculum instruction.

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 trips.)

3. Through exercises and training, enhance participants’ conflict resolution skills; through experience and training enhance change management skills (also addresses the “Leading Self and Others” 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 projects).

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

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

Communicating:

1. Provide experience and training in the skills of effective interpersonal communication to include providing effective feedback, working productively with conflict and conducting difficult conversations.

2. 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.

3. Learn the basics of running effective meetings.

Engaging at the Team and Organizational Level:

1. Discuss the role of organizational culture in how it shapes and is shaped by how an organization operates and its values. Explore a learning culture, why it is relevant and how you go about creating it.

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 having credibility and building trust, passion, setting the example, modeling Army values, discipline, self-awareness and 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: St. Louis 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 Coordinator (see Part 2, Definitions) that is closely involved to oversee the program and coordinate leadership involvement. The LDP Coordinator 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 Coordinator and the St. Louis District leadership. The District expects the Contractor to provide a single Contractor 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 typically be located at Federal Government-owned rooms within the St. Louis local commuting area. The LDP Coordinator will be available to assist in reserving Government meeting rooms and supporting logistics for in-District sessions.

1.3.5 Contractor Flexibility: The Contractor shall 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 St. Louis 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 shall 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 twelve adults (LDP) and eight adults (SLDP) to develop their leadership skills, situational awareness, and strengths. The training will take place in St. Louis, Missouri and various sites in Missouri and Illinois.

1.5 Period of Performance: The period of performance shall be for one base year of 12 months and four 12-month option years. The initial period of performance shall be 1 October 2018 to 30 September 2019 after award of the contract and pre-program activities. The Contractor’s period of performance may be extended for three 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. Award of the third option period will be exercised prior to the expiration of the second 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 48 months if the Government awards all optional periods. The period of performance will be as follows:

Base Year: 1 October 2018 – 30 September 2019 Option Year I: 1 October 2019 – 30 September 2020 Option Year II: 1 October 2020 – 30 September 2021 Option Year III: 1 October 2021 – 30 September 2022 Option Year IV: 1 October 2022 – 30 September 2023

For each of the Base Year and subsequent Option Years, the Government may exercise the option to conduct an SLDP class in addition to the LDP class. The Contractor shall be capable of conducting both classes simultaneously in any given year. The SLDP class option is not guaranteed for the Base Year or any subsequent Option Years.

Include more specifics about the SLDP….

1.6 SLDP Option: The SLDP is a pre-negotiated option to this contract and may or may not be included as part of the tasks required for each year of the contract.

The SLDP focuses on 1) expanding participants’ emotional intelligence, to include their self-awareness as organizational and staff leaders; 2) understanding the impact they have on others and learning to adapt as needed; 3) identifying and applying their authentic leadership style; 4)) gaining enhanced understanding of how to build, manage and sustain relationships at all levels of the organization; and 5) sharpening leadership skills needed to effectively lead and manage people at the staff level, with strong focus on interpersonal skills, to include motivating, giving feedback and managing conflict and change; 6) expanding situational awareness and understanding how what their organization does fits into the bigger picture of the Corps; and 7) exploring organizational culture, how to shape it and influence organizational direction. While the LDP concentrates primarily on leading self and teams, the SLDP concentrates on leading self, staff-level teams and the organization.

The SLDP curriculum framework contains essentially the same components as the LDP with the exception of:

a. There is no SLDP team project.

b. The number of extra reading requirements is less for participants and instead offered as optional reading. The Contractor with input from the SLDP group will decide which readings to have as required reading and which will be optional depending on the needs of the specific SLDP class.

c. Monthly reflective essays will be required, but not monthly written feedback or activity reports. Instead, at the end of each class, the Lead Instructor will take a few minutes to collect oral feedback on what worked; what are thoughts for improvement and what were the key take-aways. The Contractor shall then report a summary of feedback received in their monthly report to the LDP Coordinator.

d. A senior leader may be asked as a guest to attend a specific class, however, having a senior leader present at each SLDP class is not required.

e. SLDPs are not required to do formal presentations to the class. Rather they are to focus on developing and applying key interpersonal communication skills needed to effectively lead staff-level teams.

While the curriculum content is similar, a primary difference in the SLDP versus the LDP lies in how it is facilitated. It is less an instructor-led program and more of a program of facilitated participant dialogue, which warrants a smaller group (no more than 8). For SLDP, the curriculum is used as a contextual framework for the supervisor participants to discuss relevant issues and to share experiences with their fellow supervisors that may be helpful to issue resolution or at least to know that they are not alone and deal with many of the same issues regardless of where they sit in the Corps. As with the LDP, creating a lasting network for support long after SLDP is a program goal and creating a safe environment of confidentiality is imperative to program success. That being said, the Lead Instructor is also responsible for introducing thought-provoking curriculum content that will help supervisors see their work, their people and themselves in new ways and to expand their situational awareness and “big picture” thinking.

1.7 General Information

1.7.1 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 to the COR and LDP Coordinator. 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/SLDP participants using a short evaluation form on a monthly basis. The contractor shall provide a summary of these evaluations monthly to the Contracting Officer’s Representative (COR) and shall describe what follow-on action he/she has taken in response to the feedback to ensure a high standard of program quality.

1.7.2 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 will 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).

1.7.3 Recognized Holidays: The contractor shall not 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

1.7.4 Hours of Operation: The contractor shall be 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 shall, 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.

1.7.5 Place of Performance: The work to be performed under this contract will be performed at the St.

Louis District headquarters office (1222 Spruce Street, St. Louis, MO 63103), at various sites in Missouri and Illinois, the St. Louis District geographic jurisdiction.

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

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

1.7.7.1 Access and General Protection/Security Policy and Procedures. All contractor and all associated sub-contractors employees shall comply with applicable installation, facility and area commander installation/facility access and local security policies and procedures (provided by government representative). The contractor shall also provide all information required for background checks to meet installation/facility access requirements to be accomplished by installation Provost Marshal Office, Director of Emergency Services or Security Office.

Contractor workforce must comply with all personal identity verification requirements (FAR clause 52.204-9, Personal Identity Verification of Contractor Personnel) as directed by DOD, HQDA and/or local policy. In addition to the changes otherwise authorized by the changes clause of this contract, should the Force Protection Condition (FPCON) at any installation or facility change, the Government may require changes in contractor security matters or processes.

1.7.7.1.1 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.

1.7.7.1.2 For Entry to St. Louis District Headquarters (Robert A. Young Federal 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).

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

1.7.7.3 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).

1.7.7.4 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.

A. 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.

When contracts are with individuals, the individuals will be required to complete a Form I-9, Employment Eligibility Verification, with the designated Government representative. This Form will be provided to the Contracting Officer and shall become part of the official contract file.

1.7.7.5 Security Training.

A. 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.

1.7.7.6 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.

1.7.8 Special Qualifications: The Lead Instructor and Back-up Lead Instructor shall have a Masters-level degree or Juris Doctor Degree in organizational development, organizational effectiveness, organization management, human behavior, education, counseling or a related field. Although not required, 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/SLDP class members upon completion of the program.

1.7.9 Post Award Conference/Periodic Progress Meetings: The Contractor shall 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.

1.7.10 Quality Assurance Representative (QAR): will be identified at award 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.

1.7.11 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 shall also provide an alternate Back-up Instructor who shall act for the contractor when the Lead Instructor is absent.