The Department of the Air Force, Air Force Deputy Chief of Staff, Manpower Personnel, Services (AF/A1) and the Deputy Assistance Secretary for Acquisition Integration, Office of the Assistant Secretary of the Air Force for Acquisition (SAF/AQX)’s has a continuing requirement to provide a full range of technical, functional, and managerial expertise to support the continual development, sustainment, enhancement, and facilitation of the Air Force Leadership Development Program (AFLDP).

Leadership is the art and science of influencing and directing people to accomplish the assigned mission. A leader’s ability to be successful depends on the two fundamental elements: understanding the mission to be accomplished; and understanding how to motivate, prepare, and direct their people to accomplish it. The DAF needs leaders to accomplish national objectives set for national security to defend the safety of our people and nation.

The DAF’s goal is to employ a process to enable the development of exceptional leaders capable of taking the DAF to the next level of excellence — leaders who understand how to collectively leverage individual skills to accomplish the mission and who are capable to meet any challenge they face.
The DAF has established Airman’s Foundational Competencies (AFCs) and adopted the Department of Defense’s (DOD’s) Executive Core Qualifications (ECQs), which are critical to leadership development. AFCs replaced the Institutional Competencies (ICs) published in AF Doctrine Document (AFDD) 1-1, Leadership and Force Development, which provides doctrinal guidance for leadership and force development (FD). The Air Force Leadership Development Model (AFLDM) addresses the leadership development of Total Force senior leaders (SL) (GOs, CSEs, Cols, CMSgts, and GS-15 or equivalent civilians). AFCs and DOD ECQs set the standard against which AF SL development is built. For additional information see, AF Handbook (AFH) 36-2647, Competency Modeling. AFCs and DOD ECQs are a measurable cluster of knowledge, skills, abilities, and other attributes (KSAO) Airmen must possess in order to successfully provide required organizational capabilities by performing a given task to a given standard under a given condition.

The AFCs and DOD ECQs do more than describe the AFLDM. They underpin the Continuum of Learning (CoL), which is the DAF’s construct for delivering connected and deliberate FD. The CoL refers to a career-long process of individual development of Airmen. FD takes individual capabilities and, through education, training, and experience, produces skilled, knowledgeable, and competent Airmen who can apply the best tools, techniques, and procedures to produce a required operational capability. It is the DAF’s goal to ensure that all future leaders are provided with the opportunity to receive a commensurate level of leadership development at the appropriate point in their career – the right person for the right development at the right time.

• To provide a full range of technical, functional, and managerial expertise to further support the continual development, enhancement, sustainment, and facilitation of the DAFLDP by providing analysis, subject matter expertise, guidance, and support to FD and SL training as well as systems.
• The contractor shall provide a combination of on and off-site support as identified in each of the task areas. Support being provided from the contractor’s facility shall require the contractor to travel to the Pentagon and other Government locations on a routine basis within and outside the National Capital Region (NCR). The contractor shall be required to travel to locations within 100 miles of the NCR approximately ninety (90) times per year and locations within the Continental United States (CONUS) approximately twenty (20) times per year.
• In support of this mission, AF/A1 requires expert services across a range of capabilities. The contractor shall provide the DAF required services described in the following to ensure the AFCs and DOD ECQs become an integral part of the DAF’s leadership development opportunities.
  • Task 1: Program Management Support. The contractor shall provide all necessary personnel, administrative, financial, transition, and managerial resources to appropriately maintain the program management schedule necessary to support this PWS.
  • Task 2: Senior Leader Management and Development Program Support. The contractor shall provide the following support: process/course/program improvement strategies; administration of tasks common to the management teams; facilitation and hosting of major force development meetings/seminars; subject matter expertise; and guidance on FD topics relevant to Total Force (Civilian, Enlisted, and Officer) populations.
  • Task 3: Senior Leader Development Portfolio Course Support.
    The contractor shall analyze (supported by course critique results, competency gap assessments, etc.), recommend, develop, schedule, track, and implement SL programs/courses within and for the DAFLDP’s portfolio, as well as support the improvement of current DAF designated programs and/or identification of additional course requirements.
    Furthermore, the contractor shall provide administrative support to the Government for each course procured through the contract or by the Government to include: course portfolio; logistic coordination; materials not included by the course provider; management of courses through Senior Leader Career Management System (SLCMS); and executive–level coaching support for courses when required. The contractor shall ensure course providers/sub-contractors map their curricula to the proficiency levels of the institutional sub-competencies. The contractor shall secure a fully integrated, executive-level learning and lodging environment which shall include adequate and sufficient classrooms and lodging, at a caliber commensurate with standard commercial practices for such participants. The location of the training should accommodate the scope of work for executives, include food and beverage services (when applicable), and the facility location must be approved by the government.
  • Task 4: GO Transition Assistance Program (TAP), Reserve GO TAP and CSE Transition Seminar. The contractor shall accomplish the planning, preparing, managing, organizing, facilitating, and executing the GO TAP and CSE Transition Seminar.
  • Task 5: Senior Leader Orientation Course (SLOC) Support. The contractor shall accomplish the planning, preparing, managing, organizing, facilitating, and executing the SLOC.
  • Task 6: Advanced Senior Leadership Development Program (ASLDP). The contractor shall accomplish the planning, preparing, managing, organizing, facilitating, and executing the ASLDP
  • Task 7: Advanced Senior Leadership Development Program II (ASLDPII). The contractor shall accomplish the creation, planning, preparing, managing, organizing, facilitating, and executing the ASLDPII.
  • Task 8: Provide Acquisition Workforce Professional Development Training and Individual Course Experience. The contractor shall provide acquisition workforce professional development, training, and courses to senior leadership. The content of the training should address areas related to national security, foreign affairs, executive leadership, instruction in leadership, process improvement, innovation, change management, leadership styles, strategic planning, organizational change, personal negotiation styles, and investing in and managing relationships for greater impact.
  • Task 9: Provide Continuous Improvement and Innovation for Executives Course and Expanded Content Executive/Senior Leadership Course. The contractor shall deliver four (4) three- day Continuous Improvement and Innovation for Executives program courses which augment General Officer (GO), Senior Executive Service (SES), Command Chief Master Sergeant (CCM), and Career Field Manager (CFM) leadership skills with an understanding of how to manage performance and strategically align continuous process improvement (CPI) using multiple process improvement methodologies, strategic deployment, and management strategies. The contractor shall deliver customized or off-the-shelf training on Government-selected topics of interest, as identified. For example, the course could include immersion in process improvement concepts and a hands-on review of an industry operation that provides first-hand exposure to CPI tools and concepts in practice. In addition, the 3-day course could include industry Senior Executives testimonials that complement course content with real-world experiences in applying Lean to daily, weekly, and monthly management processes. The course usually takes place in Durham, NC. DoD equivalents to the above stated ranks and positions may be considered for attendance on a case-by-case basis.
  • Task 10: Provide Emerging Requirements Flexibility. The contractor shall accomplish the planning, preparing, and organizing of training for emerging requirements.