SOURCES SOUGHT
U -- Combat Leadership during Contingency Ops Course of Instruction
- Notice Date
- 11/15/2017
- Notice Type
- Sources Sought
- NAICS
- 611430
— Professional and Management Development Training
- Contracting Office
- Other Defense Agencies, U.S. Special Operations Command, NAVSOC, 2000 Trident Way; Bldg 603M, San Diego, California, 92155, United States
- ZIP Code
- 92155
- Solicitation Number
- H92240-17-T-BCLC
- Archive Date
- 12/9/2017
- Point of Contact
- Daniel J. Octaviano, Phone: 6195371699
- E-Mail Address
-
daniel.octaviano@socom.mil
(daniel.octaviano@socom.mil)
- Small Business Set-Aside
- N/A
- Description
- Sources Sought Notice Performance Work Statement (PWS) Combat Leadership During Contingency Operations Class NAICS: 611430 1.0 OBJECTIVE 1.1 Naval Special Warfare Command (NSWC) requires a four (4) hour standardized Combat Leadership During Contingency Operations Class that specifically addresses leadership, decision making, communications, command and control (C2), planning, and risk assessment at the platoon level during contingency operations in a joint, combined, interagency, and multi-Special Operations Task Force environment as part of the Naval Special Warfare (NSW) Ground Force Commanders Course. 2.0 BACKGROUND (Reserved) 3.0 SCOPE 3.1 The Contractor shall provide all personnel, management, equipment, and supplies (not otherwise provided by the Government) all other course consumable materials, administrative supplies, and other deliverables outlined in this PWS to develop and deliver a four (4) hour standardized Combat Leadership During Contingency Operations Class, integrated into the NSW Ground Force Commanders course. 4.0 REQUIREMENTS 4.1. The Contractor shall conduct up to four (4) iterations of these four (4) hour standardized NSW Combat Leadership during Contingency Operations Classes that specifically addresses the learning objectives identified herein. 4.1.1 The structure of the class shall be built around a case study of a combat operation that the instructor led, during contingency or expeditionary operations, involving partner or surrogate forces. Operations in a mature and established theater with the associated buildup of logistics, C2, communications and MEDEVAC/CASEVAC infrastructure do not address the learning objectives. Recent contingency operations and the current operating environment faced by deploying NSW leaders necessitate the need for them to fully understand and be prepared to make critical leadership decisions in this challenging environment. 4.1.2. The class shall address the below critical leadership learning objectives (4.1.2.1 - 4.1.2.31) associated with today's operations in ambiguous and expeditionary operations. These learning objectives are specifically focused on lessons learned by NSW during operations in a joint, combined, interagency, multi-Special Operations Task Force environment during contingency or expeditionary operations. NSW tactical leaders will be operating in this unique and challenging environment in support of Theater Special Operations Commanders with partner or surrogate forces for the foreseeable future. They must be fully prepared, understand the challenges, nuances, and risks they will face and have the knowledge to make the proper decisions in this ambiguous environment. This preparation, understanding and knowledge must be tailored for NSW tactical leaders by an individual who has led at all levels from Platoon to SOTF. 4.1.2.1. Explain the implications of making surrogate forces the Main Effort in NSW operations and the leadership nuances and mindset associated with being a supporting effort to them. 4.1.2.2. Explain why making surrogate forces the Main Effort aligns with National Security objectives. 4.1.2.3. Evaluate Operational Risk Management and Group Think shortfalls at the TSOC and SOTF levels that NSW tactical leaders may encounter in contingency operations and be prepared to counteract. 4.1.2.4. Explain how terrain impacts contingency operation as it applies to defense, routes of ingress/egress, communications, fields of fire, observation, etc. 4.1.2.5. Evaluate the tyranny of distance and lack of MEDEVAC/CASEVAC and be prepared to make risk decisions during contingency operations. 4.1.2.6. Explain Task Organization issues encountered, when multiple Task Forces are operating in the same battle space, including planning, coordination, communication and C2 issues that could arise in these type of expeditionary operations. 4.1.2.7. Explain tactical communications issues and considerations when operating in an expeditionary environment, to include: power considerations, temperature effects on battery life, distances vs power, comms between task forces to include crypto synchronization, and SINGARS training. 4.1.2.8. Explain what goes into an Air Tasking Order and the hundreds of events and logistical assets that must be coordinated to provide multiple layers of combat air power and ISR over a target in expeditionary operations. 4.1.2.9. Use Military symbols, to communicate basic tactics and plans to Commanders during contingency operations. 4.1.2.10. Explain how overreliance on equipment and satellite navigation systems can contribute to Blue on Blue risk or incidents. 4.1.2.11. Explain how surrogate forces mindset and cultural implications impact contingency operations. 4.1.2.12. Communicate effectively with the JOC during contingency operations, to include when Commander to Commander communications are required. 4.1.2.13. Explain link-up procedures, tactics de-confliction between units, communications and coordination. 4.1.2.14. Conduct map studies using photographs and maps of actual terrain with an emphasis on how distances in expeditionary operations impact all aspects of planning and execution. 4.1.2.15. Explain time sensitive planning and the risks associated with insertion at the X, often required in contingency operations versus the detailed map studies and deliberate timelines planned around cycles of darkness found in deliberate planning. 4.1.2.16. Communicate risk effectively to the Commander when inserting at the X is dictated by higher headquarters during contingency operations versus offset insertions usually associated with deliberate planning. 4.1.2.17. Explain impact of limited Intelligence Surveillance Reconnaissance (ISR) platform availability in contingency operations. 4.1.2.18. Explain NSW's responsibility to understand the platforms they work with, to include their systems and back-up systems, how to operate them and their limitations and constraints. 4.1.2.19. Explain the Ground Force Commanders responsibility to aircrew and aircraft in the event of a downed aircraft in a contingency operation. 4.1.2.20 Appreciate the impact of distance and terrain, without air mobility and CASEVAC/MEDEVAC support associated with contingency operations. 4.1.2.21. Explain how the NSW creed and core leadership tenants/beliefs can keep a leader focused and motivated during the confusion, rapid pace and ambiguity of contingency operations. 4.1.2.22. Motivate men who are afraid or confused by the lack of support and infrastructure encountered during contingency operations. 4.1.2.23. Explain the importance of thinking in contingency operations, vice "just reacting". 4.1.2.24. Explain why rifle fire from their unit tells the enemy you are on the ground versus the deniability or confusion of explosions, which could be coming from the ground. 4.1.2.25. Explain the difficulty and potential techniques to lead men after casualties or death, often encountered on contingency operations, as a result of your decisions. 4.1.2.26. Understand where to place themselves as a leader during contingency operations. 4.1.2.27. Explain why Intelligence is an opinion in contingency operations; why it shouldn't be treated as fact; how it can be tied into group think and wishful thinking (or validating what you or the SOTF wants to see). 4.1.2.28. Explain techniques for assaulting a well-prepared fighting position. 4.1.2.29. Understand the key decision points for abort/withdrawal. 4.1.2.30. Understand during contingency operations, if they haven't trained to it in 6-months, they aren't capable and how that should be communicated to higher headquarters. 4.1.2.31. Explain how a combat decision by a tactical level leader during contingency operations is impacted by all the following: What is happening that shouldn't be; what is not happening that should be; is this decision mine to make or does HHQ need to be informed/asked; impact of casualties on mission, impact of impaired communications; has intelligence been red-teamed or questioned; is the pressure to act real or imagined; what is Commanders Intent and am I supporting it; constantly conduct ORM using METT-TC, and how stress, fatigue and emotions impact decisions in the field during contingency operations. 4.1.3. Class Size and Audience 4.1.3.1. Class size will vary from 45-60 students. 4.1.3.2. Primary audience will be Military. 4.1.4. The Contractor shall utilize a workshop-style method of instruction with these basic methods: 4.1.4.1. Short curriculum-based lessons. The Contractor shall utilize a variety of teaching aids, to include but not limited to PowerPoint presentations, handouts and/or student guide/workbook. 4.1.4.2. Practical application exercises. The Contractor shall incorporate practical application exercises, small and large group activities and guided discussions. 6.0 DELIVERABLES 6.1. A final lesson plan, structured around an NSW contingency operation that the instructor participated in, which covers all learning objectives in paragraph 4.1.2 above, shall be due within five (5) days of contract award. The final lesson plan, and any subsequent revisions, are subject to approval by the COR. 7.0 SECURITYAND OTHER REQUIREMENTS 8.1 Security. Instructors require access to base without escort. Instructor shall be registered in RAPIDGate or have base access privileges. 8.2 Information Security (INFOSEC). This contract shall be conducted at the unclassified level. The contractor shall not release to anyone outside the contractor's organization any information, regardless of medium (e.g., film, tape, document), pertaining to any part of this contract. All medium produced is property of the U.S. Government in accordance with SOCOM Clause 5652.204-9003 Disclosure of Unclassified Information (Nov 2007). 8.3 Contractor Performance Metrics. The COR or other proper Government surveillance will be used to evaluate contractor performance. If the performance of the instructors or course material is not satisfactory the contractor will be made aware and must work to resolve the problems. If problems persist the Contracting Officer will be made aware and the contract may be terminated. 8.4 Appearance. The Contractor shall present a neat, well-groomed, professional appearance at all times. Wearing of denim jeans is not permitted, unless otherwise authorized by the Contracting Officer. 8.5 Data Rights. The government owns all curriculum and data rights and associated intellectual property. 9.0 GOVERNMENT FURNISHED PROPERTY/EQUIPMENT/INFORMATION (GFP/GFE/GFI) 9.1 The U.S. Government will provide suitable classrooms that are temperature controlled with access to electrical power outlets, with sufficient floor space for a presentation area and seating/desks for all students as applicable; projection screen, flip charts and white board with markers and erasers. 10. TRAVEL REQUIREMENTS 10.1 A Firm Fixed-Price contract is anticipated. Place of duty will include Coronado, CA and/or Little Creek, VA. 11. CONFERENCES AND MEETINGS 11.1 Post Award Kick-off Meeting. Contractor must participate in a post award kick-off meeting no later than fifteen (15) days from contract award start date. This meeting shall provide an introduction between the contractor personnel and Government personnel who will be involved with the contract. Additionally it will aid both the Government and contractor in achieving a clear and mutual understanding of all requirements, as well as identify and resolve any potential issues. The contractor shall be prepared to discuss any items requiring clarification and gather information as necessary to support each deliverable. The meeting shall provide the opportunity to discuss technical matters: review and modify practical exercises. The contractor shall provide a written summary of the post award kick-off meeting. Another meeting may occur before or directly after completion of the first workshop to refine content. 11.2 Annual Curriculum Improvement Meeting. The Contractor must participate in an annual curriculum improvement meeting as requested by the Government personnel. 12.0 PLACE/PERIOD OF PERFORMANCE 12.1 Tentative dates and corresponding locations are provided herein. The COR will confirm dates 4-weeks prior to the scheduled workshop. Course Iteration Tentative Dates Workshop Location a. January 2018 Coronado, CA b. February 2018 Little Creek, VA c. July 2018 Little Creek, VA d. August 2018 Coronado, CA 12.2 Date revisions that have no impact on price or scope of the task order may be made by mutual agreement between the Contracting Officer's Representative (COR) and the Contractor.
- Web Link
-
FBO.gov Permalink
(https://www.fbo.gov/spg/ODA/USSOCOM/NAVSOC/H92240-17-T-BCLC/listing.html)
- Place of Performance
- Address: Coronado, CA and Little Creek, VA, United States
- Record
- SN04740630-W 20171117/171115230901-9c81ae345b1d46d9822cebc45fe6b8dd (fbodaily.com)
- Source
-
FedBizOpps Link to This Notice
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