PERFORMANCE WORK STATEMENT (PWS)

for

Polar Security Cutter (PSC) Human Performance Support and Training System

C.1 GENERAL

C.1.1 BACKGROUND

C.1.1.1 Acquiring a fully mission capable United States Coast Guard (USCG) Polar Security Cutter (PSC) is essential to America’s Polar region capability. Initial training is a key determinant of mission capability for new assets. Knowledge and skills received by initial crews before and after initial delivery effectively set a performance baseline for the asset class and shape operator and maintainer performance for decades to come. To acquire a fully capable PSC, a robust initial training program must be developed on pace with the PSC acquisition. The PSC will conduct extended deployments from homeports and bases in the United States; thus, forward deployed training is an essential part of ensuring that mission critical functions are maintained. For this reason, providing training that is “at the point of performance at the moment of need” (including redundancy where necessary) will ensure that scheduled and unscheduled maintenance may be completed to achieve required availability during extended deployments.

C.1.1.2 USCG training development requires a multi-phased process starting with linked analyses that build progressively from a wide array of inputs into USCG approved curriculum. Preparing the total workforce, the USCG highlighted in the Force Design 2028 Executive Summary the need to revamp legacy approaches to training and prepare a skilled and ready workforce.” The effort emphasizes the necessity for new and novel tailored training solutions for individuals in order to rapidly reskill our workforce to keep pace with a fast-changing, increasingly technological operational landscape.

C.1.1.3 Asset specific training such as that required for the PSC fits within a continuum of career-long professional development and training. A new asset class opens asset-specific knowledge, skills, and abilities (KSA) gaps within the USCG workforce that are filled initially by a training Contractor associated with the systems acquisition. The performance support solutions developed as a result of that effort will eventually be blended into the USCG career-long professional development profile and thus must be compatible with the USCG approach to performance support as well as current and/or future plans for USCG internally supported performance support solutions.

C.1.1.4 The core user group of the PSC will be the active duty USCG men and women who sail and operate the icebreaker. The crew will have the responsibility for the daily maintenance, repair, and all capabilities for mission execution. The crew will be both operators and maintainers, and critical to the capability of the PSC.

C.1.1.5 The PSC shall be designed to use common and USCG fleet standard equipment, such as electronics, hardware, and software. Other common equipment including existing DHS, DoD, United States Navy (USN), and Government-approved systems will be used whenever possible to reduce training costs and time, increase workforce availability, increase operational readiness/effectiveness, reduce sustainment costs, and reduce parts inventories while avoiding obsolescence issues.

PWS: PSC Human Performance Support and Training System Rev. 16 January 2026

C.1.1.6 The PSC will be delivered to one location. Initial crew training will occur at the shipbuilder’s shipyard.

C.1.1.7 The current acquisition plan has a single PSC contract that has been awarded while the remaining 2 are anticipated to be contracted at a later date. The primary training development will occur based upon products from the awarded PSC design and construction contract.

C.1.2 SCOPE

C.1.2.1 Target Audience and Tasks: This Task Order refers to all crew assigned to the PSC and shore support as described in the Manpower Estimate Report (MER) and updates to the MER as these may periodically occur throughout the acquisition. USCG personnel will report to the PSC for training at the proficiency level indicated on the respective rating performance qualification. The Contractor developed training system is only required to address that training that is specific to the PSC and will prepare qualified personnel to maintain and operate this new cutter asset. Tasks such as aviation operations, search and rescue, and icebreaking are outside the scope of this Task Order. However, the knowledge and skills required to operate and maintain the PSC equipment in support of those missions and tasks is within scope. The anticipated crew size is 137.

C.1.2.2 Methods: In order to meet lifecycle affordability and performance support, training solutions for the PSC shall be aligned with the current USCG Force Readiness Command (FORCECOM) training system and strategic direction for USCG training. The FORCECOM Training System Standard Operating Procedures (TRASYS SOP) outlines the USCG tailored approach to Instructional Systems Design (ISD). The Contractor shall align its ISD processes with the FORCECOM TRASYS SOP or a similar industry-recognized systematic approach to training if pre-approved by the USCG.

Early frequent collaboration is appropriate to clarify ambiguity, align expectations, and reduce risk in ISD methodology. The TRASYS SOP can be found here: https://www.forcecom.uscg.mil/Our- Organization/FORCECOM-DIVISIONS/Training/Training-SOP/

C.1.2.3 Equipment: Training development will be broken down by components and their integration into systems/subsystems (main propulsion, auxiliary systems, electrical, etc.). The list below constitutes the components and systems that have been identified from analysis to date. However, this list is not considered comprehensive. The contractor will need to conduct further analysis to identify the full list of systems and those that require training. Prior to the start of analysis, the contractor and the USCG will collaborate to determine which systems are deemed as major or minor based on the following factors: complexity, anticipated training requirements, training availability, and system usage.

This Task Order includes, but is not limited to, component/system-specific training analysis, development, and/or implementation for the components listed below:

• Engines

• Generators

• Switchboards

• Propulsion Motors

• Azimuth Propulsors

• Bow Thrusters

• Air conditioning and Refrigeration Plants

• Fired Heaters

• Water Making Systems

• Contractor Furnished Sensors and Radars

• Contractor Furnished Control Systems

• Depth Sounders and Sonars

• Internal Communications and Networks

• Integrated Bridge System

• Navigation Systems and Navigation Distribution Systems

• Davits and Boat Handling Gear

C.1.2.4 Resources: Information technology resources in the shipyard classroom are expected to be a standard classroom setting with audio/visual equipment and internet connection. Determining specific resource requirements for training performance support solutions is within scope of this Task Order. The training Contractor will need to coordinate access to original equipment manufacturers (OEMs), Shipbuilder Subject Matter Experts (SMEs), and PSC equipment on an arranged basis with the shipbuilder. This access shall not interfere with construction. Any access to USCG SMEs will be coordinated through the USCG PSC Project Resident Office (PRO). Frequent, clear communication of scheduling requests and flexibility to meet the mutual goal of an on-time delivery of a capable ship and crew is required; thus, the planning and scheduling for this Task Order is considered a critical element of the scope.

C.1.2.5 The depth and complexity of the training development process require regular communication, clarification and adjudication between the Government (including Human Systems Integration, Integrated Logistics Support, ship design team, program management, and contracting) and the contracted training developer. Frequent collaboration and engagement with these stakeholders is within the scope of this Task Order.

C.1.2.6 Schedule: The schedule includes a recurring meeting with the USCG to update status and discuss upcoming logistics. This meeting shall be monthly or bimonthly as necessary. Initial development activities must be complete in time to commence the training implementation, which will span nine (9) months. The training cycle will conclude with up to three weeks of dockside training and two weeks of underway training. ISD activities (incorporating evaluations, improving training performance support, incorporating engineering change, etc.) will continue until the expiration of this Task Order. Training analysis will commence immediately upon Task Order award.

Implementation of developed training is expected to commence in FY30.

C.1.3 OBJECTIVE

C.1.3.1 The objective of this Task Order is to create a human performance support and training system for the PSC which enables USCG personnel to operate and maintain the PSC and its systems to accomplish its assigned missions. Courses and curriculum will be a mix of OEM courses determined through review of the shipbuilder factory training report (including OEM available courses and curricula), Government furnished courses (where USCG or United States Navy (USN) resident courses already exist for a given task, job, or piece of equipment), and training Contractor developed courses and performance supports developed through the ISD process. The primary target audience for the PSC training system is the first crew of each PSC hull. This target audience will receive all training as determined through the ISD process. A secondary target audience, starting with the second implementation cycle, is comprised of the personnel who report to the PSC after each hull has been delivered. This target audience is known as the “second and subsequent” crew for each hull.

In order to define how to determine the training needs of the second and subsequent crews, the training objective has been divided into the following two categories- Factory Training and Familiarization Training.

C.1.3.2 Factory training (FACT) is a series of performance-based instruction presented by the OEMs to introduce select shipboard maintainers to shipboard systems and equipment. The factory training schedule is drafted as early as a year in advance of factory training. The final schedule is due to the Coast Guard no later than 60 days prior to the start of factory training. Factory training begins no earlier than 6 months prior to the start of Familiarization training (FAMT). Many of the components will have associated factory training, as detailed in the shipbuilder factory training report. The factory training report and factory training curricula compiled by the shipbuilder will be included as extant data for the analysis portion of this Task Order. USCG operator and maintainer tasks that are included in factory training and are recommended to be trained in the factory training course are not required to be designed or developed under this Task Order.

C.1.3.3 The training developed from this Task Order is FAMT. FAMT focuses on operator tasks, which compliments the maintainer focus of FACT. FAMT should be performance based, hands-on training to give crew members the knowledge, skills and abilities to perform dynamic tasks. The types of tasks that will be covered include, but are not limited to, ship driving, navigation, engineering, and auxiliary systems monitoring. Initial FAMT classes will be general and apply to all crew members such as a ship tour and functionality of equipment utilized by all hands. Later, rate-specific FAMT will be broken out into system-by-system courses.

C.1.3.4 Initial analysis shall include all major and minor systems and subsystems regardless of factory training availability. Following review of the Training System Development Plan (TSDP), the Coast Guard will provide direction as to which systems require training development for FAMT. This guidance will be revisited annually in conjunction with the TSDP Update and Implementation Plan Updates.

C.1.3.5 Performance support interventions are defined as the practices and tools provided to the PSC crew for them to execute their assigned missions successfully and efficiently. These tools may include On-the-Job Training (OJT), Structured OJT (SOJT), Instructor Led Training (ILT), Job Aids, Electronic Performance Support Systems (EPSS), Augmented Reality (AR) interventions, Virtual Reality (VR) interventions, eLearning, Experience Application Programming Interface (xAPI)-enabled performance interventions, technical documentation, and non-instructional interventions.

Readiness training tasks that require dockside and/or underway activities are considered prime targets for SOJT, Advanced Distributed Learning (ADL), or other mobile learning solutions, as a formal dockside and underway learning period is not anticipated for this target audience. These performance support interventions shall be portable (easy to maintain and in standardized, exportable form, ex:

sharable content object reference model (SCORM)), repeatable (available for review and reference after the initial occurrence), and available at the point of performance (accessible while in a workflow, information at the fingertip). All non-resident training interventions, including e-learning requirements, non-instructional interventions, OJT, Job aids, etc. shall be identified and developed in alignment with the FORCECOM TRASYS SOP. See Link: https://www.forcecom.uscg.mil/Our- Organization/FORCECOM-DIVISIONS/Training/Training-SOP/

C.1.3.6 Design recommendations for AR, VR, portable simulators, or other performance support interventions are desired, providing that they are justified by an ISD methodology. However, design recommendations that require procurement of new hardware not currently in the USCG inventory will be procured under a separate contracting effort.

C.1.3.7 An objective of this Task Order is to identify the need for major training aids including simulators and equipment mock-ups (weapons, C4ISR, engine, etc.) to assist the USCG in long term procurement strategies for major training aids.

C.1.4 APPLICABLE DOCUMENTS

APPLICABLE DOCUMENTS DISCLAIMER: The documents included in section C.1.4, if available when expected, should only be used as an additional aid for developing training. While the GFI listed below is expected to be available with the RFP or following Task Order award, it is possible for delays, depending on system maturity and potential shipbuilding delays. The following documents will be available to the awarded contractor as they become available.

Government Furnished Information Available with

RFP

Available after

Award Document Type

NAVSEA Dahlgren final Top-Down Functional Analysis (TDFA) (task level)

X Analysis extant data

BMS factory training report (curriculum level)

X Analysis extant data

BMS Onboard/Embedded Trainer Market Report

X Analysis extant data

PSC Technical Data (TD) schedule X Analysis extant data

PSC Equipment TD (drawings, manuals, etc.)

Phased IAW PSC TD schedule

Analysis extant data

USCG Rating Performance Qualifications for all personnel (job level)

Sample (Qty 1)

All Analysis extant data

USCG PSC MER (with updates) X Analysis extant data Shipbuilder’s Manpower Mix Analysis Report

X Analysis extant data

PSC Operational Requirements Document X Reference document PSC Concept of Operations Document X Reference document USCG FORCECOM TRASYS SOP See 1.3.2 Compliance document

USCG Product Support Analysis for PSC Equipment – TNA (task level)

X Reference document/ data product

Sample - Master Training List X Reference document PSC Master Equipment List X Reference document FORCECOM training analysis sample X Reference document FORCECOM curriculum outline sample X Reference document Shipbuilder’s Human Engineering Design Approach Document operator (HEDAD-O)

X Reference document

Shipbuilder’s Human Engineering Design Approach Document maintainer (HEDAD- M)

X Reference document

Cutter Training & Qualification Manual (COMDTINST M3502.4(series))

X Compliance document

Government Furnished Information Available with

RFP

Available after

Award Document Type

USCG Performance, Training and Education Manual (COMDTINST M1500.10 (series))

X Compliance document

PSC virtual model X Data product A103 X Reference document A104 X Reference document

C.1.5 PERFORMANCE REQUIREMENTS SUMMARY.

C.1.5.1 This Task Order includes a Performance Requirements Summary (PRS) at PWS C.9 DELIVERABLES. The PRS plays an integral role in the administration of the Task Order. In addition to any applicable inspection clauses or other related terms and conditions contained in the Task Order, the PRS shall serve as a primary tool for inspection and acceptance of services as facilitated by the Contracting Officer’s Representative (COR). Evaluation of the Contractor’s performance shall be in accordance with the performance standards set forth in the PRS and will be monitored by the COR. The PRS constitutes a material aspect of the Task Order and will not be changed or otherwise modified without prior written approval of the Contracting Officer.

C.1.6 GOVERNMENT ACRONYMS AND DEFINITIONS

1.1.1. ADL Advanced Distributed Learning

1.1.2. AP Accomplished Performer

1.1.3. AQL Acceptable Quality Level

1.1.4. AR Augmented Reality

1.1.5. C5I Command, Control, Communications, Computers, Cyber, and Intelligence

1.1.6. CBT Computer Based Training

1.1.7. CONOPS Concept of Operations Document

1.1.8. COR Contracting Officers Representative

1.1.9. DHS Department of Homeland Security

1.1.10. DID Data Item Description

1.1.11. DOD Department of Defense

1.1.12. EO Enabling Objective

1.1.13. EPSS Electronic Performance Support System

1.1.14. FEA Front End Analysis

1.1.15. FORCECOM Force Readiness Command

1.1.16. IETM Interactive Electronic Technical Manual

1.1.17. ILT Instructor Led Training

1.1.18. ISD Instructional Systems Design

1.1.19. LO Learning Objective

1.1.20. KSA Knowledge, Skills, and Abilities

1.1.21. MER Manpower Estimate Report

1.1.22. OEM Original Equipment Manufacturer

1.1.23. OJT On the Job Training

1.1.24. ORD Operational Requirements Document

1.1.25. PRO Project Resident Office

1.1.26. PRS Performance Requirements Summary

1.1.27. PSC Polar Security Cutter

1.1.28. PS&T Performance Support and Training

1.1.29. PTC Performance Technology Center

1.1.30. PWS Performance Work Statement

1.1.31. SBU Sensitive but Unclassified

1.1.32. SCORM Sharable Content Object Reference Model

1.1.33. SME Subject Matter Expert

1.1.34. SOJT Structured on the Job Training

1.1.35. SOP Standard Operating Procedure

1.1.36. TD Technical Data

1.1.37. TDFA Top-Down Functional Analysis

1.1.38. TPO Terminal Performance Objective

1.1.39. TRASYS Training System

1.1.40. TSDP Training System Development Plan

1.1.41. USCG United States Coast Guard

1.1.42. USN United States Navy

1.1.43. VR Virtual Reality

1.1.44. WIPT Working Integrated Product Team

1.1.45. xAPI Experience Application Programming Interface

C.2 SPECIFIC REQUIREMENTS/TASKS

C.2.1 TASK ONE: Performance Support and Training System Development Plan (TSDP)

C.2.1.1 The TSDP is the document that communicates the Contractor’s approach to analyzing, designing, developing and implementing the PSC PS&T system to the USCG. In addition to documenting and communicating the training Contractor’s approach to the Task Order, the TSDP will be a forum for the USCG to provide feedback and acceptance of the training Contractor’s approach to the Task Order. The TSDP shall be submitted three months after post award conference and updated when major changes to the TSDP occur, at least twice for the duration of the Task Order. After submittal and adequate time to review the document, a collaborative meeting including USCG Contracting representatives, WMR-3 training representatives, and the awarded contractor will be held to resolve differences and agree upon the planning prior to commencing task two. The TSDP shall include the elements below, as a minimum. Additional elements deemed necessary by the Contractor to communicate critical and important components of the plan may be added.

COVER PAGE

Task Order and Company Information Contact Information Abstract / Brief Description

TABLE OF CONTENTS

EXECUTIVE SUMMARY

PROJECT OVERVIEW

Business Problem Contractor Vision / Mission Statement Contractor Criteria for Project Success

DATA COLLECTION PLAN

Extant data plan

Iterative data collection plan

ANALYSIS METHODOLOGY

DESIGN PROCESS NARRATIVE

DEVELOPMENT METHODOLOGY

IMPLEMENTATION METHODOLOGY

EVALUATION METHODOLOGY

MAINTENANCE METHODOLOGY

PROJECT REQUIREMENTS

Resource Requirements Data Requirements Personnel Locations / Facility Requirements Other Identified Requirements

QUALITY ASSURANCE PLAN

PROJECTED SCHEDULE

Access to shipbuilder SMEs and equipment USCG SME and AP interviews SMEs Contractor identified project milestones or schedule processes Resource requirement timing Key Deliverables Project Milestones (all) Gantt Chart

ROLES AND RESPONSIBILITIES

DECISION MAKING PROCESSES / APPROVAL AUTHORITIES

COMMUNICATIONS AND ISSUE RESOLUTION PLAN

Communication Plan Knowledge Management Plan Method of Providing Deliverables Issue Resolution Plan / Project Backlog Plan Provided or Suggested Project Website / Dashboard

PROJECT RISKS

ADDITIONAL CONSIDERATIONS

C.2.2.1 Annual updates to the TSDP are anticipated to take no longer than 80 man-hours.

C.2.2 TASK TWO: Training Analysis and Design

An iterative approach to conducting analysis and design for this project is required in part due to the way required documents will be provided concurrently with analysis and design efforts. The Contractor will complete iterative new performance planning Front End Analyses (FEA) for every operator and maintainer job to the task level on all PSC systems and the integration of the systems.

The analysis methodology shall be a data driven systems approach, based on validated needs, and design interventions/recommended solutions must be supported by findings. TRASYS SOP Vol 2, Section 4.2 describes the USCG approach to New Performance FEAs. The Contractor analysis methodology shall be described in the TSDP (ANALYSIS METHODOLOGY) of task one.

C.2.2.1.1 Extant data listed in Section C.1.4 of this document are inputs to the analysis. Some extant data will be delivered to the USCG from the shipbuilder on a preplanned schedule and not all data will be available when task two begins. Some extant data will be available late in the task two process, and some data (including technical data for equipment) may be incomplete or absent when required for analysis. The Contractor must take this delivery schedule and possible gaps into account when developing the analysis plan. Iterative analysis processes shall be performed that accommodate backlogs, and successive approximations as data becomes available. Interviews with SMEs and accomplished performers (APs) shall be part of the data collection plan. The Contractor analysis methodology shall be described in the TSDP (DATA collection: extant data) of task one.

C.2.2.1.2 The Contractor shall provide and execute the approved data collection plan. The data collection plan should define proposed analysis cycles, USCG collaboration, and application of the Contractor iterative methodology to the analysis process. The plan shall account for phased receipt of technical data from the shipbuilder, along with any other phased extant data that is required for training analysis. The plan shall include the process for conducting analysis with limited data and proposed minimum viable solution to continue to the design phase. The Contractor iterative data collection plan shall be described in the TSDP (DATA collection: iterative data collection) of task one.

C.2.2.1.3 The Contractor shall provide and execute a resource schedule for all tasks included in this PWS. The schedule shall include planned needs for access to USCG SMEs and APs, anticipated access requests for Shipbuilder equipment, and SMEs access for data collection in the analysis process. This schedule, when approved, will be the basis for communicating access needs to the shipbuilder and USCG coordination of that access. The schedule shall be updated at regular intervals, at least every quarter, as access needs change. Coordination of shipbuilder SME and equipment access and USCG SME and AP access shall be made in advance of the need; timing of requests will be determined after Task Order award. The Contractor iterative data collection plan shall be described in the TSDP (Projected schedule: access to shipbuilder SMEs and equipment and USCG SME and AP interview schedule) of task one.

C.2.2.1.4 In accordance with FORCECOM TRASYS SOP Volume 5, pgs. 43-53, contractors shall break their training into terminal performance objectives (TPOs) which will be made up of Enabling Objectives (EOs).

C.2.2.1.5 Analysis findings reporting. Final analysis for each of the critical systems shall be reported using the U.S. Coast Guard FORCECOM SOP Volume 2.

C.2.2.1.6 Major Analysis – The contractor shall review the provided current fleet TDFA to assess whether a system is categorized as Minor or Major for the purposes of analysis. Vendor to propose analysis categorization as (i.e. minor or major) at CLIN activation. Representative major systems include, but are not limited to, Propulsion Diesel Engines, Diesel Engine Generator Set, and Cranes.

C.2.2.1.7 Minor Analysis – The contractor shall identify systems and subsystems as Minor for the purpose of analysis. Representative minor systems include, but are not limited to, Fire Alarm System, Depth Sounding System, and Exterior Communications. The expected workload difference is based on the size and complexity of the systems and the quantity of technical material.

C.2.2.1.8 The estimated quantities listed in the pricing worksheet represent a conservative consideration of major vs. minor categorization to establish a contract ceiling and facilitate proposal evaluations. The quantities should not be used as a definitive count of major and minor systems. The contractor will be expected to justify system categorization during the analysis phase.

C.2.3.1 Design proposals shall be categorized in accordance with TRASYS SOP Vol 7 identifying the level of student interaction. In addition to direction outlined in PWS C.1.3.6, each design proposal that calls for level 4 student interaction shall require a white paper for USCG consideration.

Any design proposal that calls for level 5 student interaction shall require a white paper and additional Task Order modifications if deemed necessary. The levels are defined as listed:

Level 1: Passive – The student acts solely as a receiver of information.

Level 2: Moderate Student Interaction – The student makes simple responses to instructional cues.

Level 3: Complex Student Interaction – The student makes a variety of responses using varied techniques in response to instructional cues.

Level 4: Real-Time Student Interaction – The student is directly involved in a life-like set of complex cues and responses.

Level 5*: Complex Student Interaction with Virtual Reality – Computer/web-based training which includes text graphics and animation with full student interactivity (virtual reality simulation).

*Note: Level 5 is an industry definition not found in the TRASYS SOP Vol 7 (version SEP 2011).

Where the ISD process and analysis process indicate that training technologies are an appropriate performance support, design proposals may include the following Advanced Distributed Learning (ADL) and training support solutions:

Computer-Based Training (CBT) Adaptive learning technologies Tutorial videos Interactive job aids Electronic Performance Support Systems (EPSS) Interactive Electronic Technical Manuals (IETM) Augmented Reality Virtual Reality Portable simulators OEM (factory) training course Other Contractor proposal

C.2.3.2 FORCECOM’s Standard Operating Procedure (SOP) Volume 6 should be referenced for design recommendation reports.

C.2.3.3 Design recommendations shall be developed from the analysis findings report and consolidated into proposals. For each design proposal, ILT or SOJT are considered the minimum requirement for tasks that are determined through the ISD process to require training. This training may be conducted in a land-based classroom, on the PSC during dockside training availability periods (access granted by shipbuilder on a not-to interfere basis), on the PSC at the acceptance location, or on the PSC during underway training availability periods.

C.2.3.4 Design proposals that recommend Advanced Distributed Learning (ADL) in any manner shall require a white paper for USCG consideration. ADL can be proposed as a primary training solution or in support along with On-the-Job Training (OJT), Structured OJT (SOJT), Instructor-Led Training (ILT).

CG ADL guidelines can be found in the TRASYS SOP Vol 7 ADL. All electronic training solutions will need to be CG network and equipment compatible.

C.2.3.5 The USCG will evaluate design recommendations based on the information contained in the BACKGROUND section of this document: PSC design requirements, USCG strategic initiatives, the case for instructional quality supported by ISD processes, and USCG cost and technical constraints.

C.2.3.6 Once approved by the USCG, accepted design proposals can move into Task 3 on an iterative basis and do not need to be held while other analysis activities are conducted. If a design proposal is not accepted, the USCG will provide feedback and request development of another design option.

C.2.3.7 Factory Training Plan. The contractor is not responsible for the development and implementation of Factory Training (FACT) under this Task Order. The Contractor shall develop a factory training plan for USCG performers by job based on the iterative analysis and the Factory Training report provided by the Shipbuilder. This plan shall include the courses required for each performer, ideal sequence of factory training with other Contractor developed training, the number and type (by job) of USCG personnel who should attend each course, and estimated time required to conduct the FACT. This plan must also ensure that the FAMT created by the Contractor does not duplicate the instruction delivered by the OEMs for FACT. The Factory Training Plan must be completed in time for the USCG to procure the training courses and assign personnel.

C.2.4 TASK THREE: Training Development

C.2.4.1 The Contractor shall iteratively develop approved design proposals into training packages using TRASYS SOP or industry recognized systematic approach. It is not necessary to delay the development of course training modules until all analysis and design activities are complete;

development may begin when a design proposal is approved. The input to this task is approved design proposals from task two; the output is implementation-ready training aids, courses, training technologies and performance support packages.

C.2.4.2 FORCECOM’s Standard Operating Procedure (SOP) Volume 6 should be referenced while developing courses. Course materials shall include the full complement of materials required to conduct training – such as, but not limited to, instructor guides, student guides, content, evaluations, and any other data or information required to conduct the training.

C.2.4.3 Specifications for development shall follow the requirements as approved in design proposals from task two. The USCG desires frequent collaboration to minimize risk to the Contractor and the Government; therefore, the Contractor shall include frequent touchpoints for Government SMEs to evaluate training development packages, such as prototypes or beta testing. This shall be documented in the task one development methodology and quality assurance plan.

C.2.4.4 Development shall meet the minimum viable solution for major equipment in accordance with the objectives of this document for expedited development activities, those activities that occur with minimal time to complete development prior to implementation. The minimum viable solution and definition of “done” shall be described in the TSDP and approved by the USCG prior to commencing development. Development shall include the incorporation of late arriving technical data and other extant data updates that refine the training design.

C.2.4.5 Developed course designs shall include level one evaluations conducted in a reasonable frequency, mutually agreed upon between the Contractor and the Government. Level one evaluations shall be frequent enough to inform instructional system maintenance, but not so frequent that learners disregard their importance. Developed course designs shall also include level two evaluations. Level two evaluations shall be performance based when possible and assess learner retention of the information and skills in each training module. Industry standard evaluations are acceptable. The USCG approach to evaluations is described in TRASYS SOP Volume 3.

C.2.4.6 Training development will be classified based on prior classification as minor or major in addition to the levels of student interactivity outlined in C.2.3.1.

C.2.4.7 Section C.2.2.1.8 applies to training development estimated quantities.

C.2.5 TASK FOUR: Implementation and Evaluation

C.2.5.1 Training implementation will commence no sooner than 3 months prior to hull delivery, and no later than 1 month prior to hull delivery. The current anticipated delivery date for the initial hull is

Q3 FY 2030.

C.2.5.2 The Contractor shall develop and provide an implementation plan no later than 8 months prior to the first hull delivery and update annually. The implementation plan shall cover training implementation and related activities for every hull delivery anticipated in that year. The implementation plan for a given year shall be updated if the delivery schedule for that year changes.

The implementation plan shall be added to the TSDP as Section 17. At a minimum the plan shall include:

TRAINING PLAN FOR CREWMEMBERS BY JOB IN THE SCOPE OF THIS CONTRACT

Required courses including instructor student ratios (fit within facilities constraints including available classrooms and PSC spaces) Sequence of courses Total time required for training for initial crews Resources required to conduct training

RECOMMENDED FACTORY TRAINING FOR DEPOT LEVEL MAINTAINERS

TECHNICAL SUPPORT PLAN FOR EXTENDED TECHNICAL AND TROUBLESHOOTING

OF TRAINING TECHNOLOGIES

DESCRIPTION OF HOW CONTRACTOR DEVELOPED EVALUATIONS PROVIDE METRICS

AND DATA FOR MAINTENANCE AND SUBSEQUENT ISD PROCESSES

DOCKSIDE AND UNDERWAY TRAINING PLANNING

Resource requirements Other dockside and underway training considerations

EVALUATION AND MAINTENANCE PLAN TO DESCRIBE HOW EVALUATIONS AND

CHANGES WILL BE USED TO EVALUATE AND IMPROVE TRAINING EFFECTIVENESS

AND UPDATE TRAINING MATERIALS IN SUBSEQUENT ISD ITERATIVE CYCLES

Evaluation Methodology Engineering change methodology Schedule

OTHER PSC TRAINING IMPLEMENTATION CONSIDERATIONS

Recommended training aids, equipment, simulations, or other training devices to support USCG PSC sustainment training

C.2.5.2.1 Implementation plan updates are expected to take no more than 80 man-hours.

C.2.5.2.2 The USCG anticipates executing the approved total time proposed for training for initial crews for each hull within the implementation plan. The Government anticipates training implementation to take 652 instructional hours per hull. The shipbuilder is contracted to allow for 130 hours of training on the cutter. The schedule for training implementation shall be in accordance with instruction policy and guidelines (i.e., instruction hours per day, breaks, etc.) outlined in TRASYS SOP Volume 6.

C.2.5.3 Training implementation shall be provided for the crew and shore support for the PSC vessel delivered. The training delivery method will be in accordance with the previously approved training deliverables under this Task Order. Operator and maintainer tasks that require dynamic equipment (dockside) or underway making way environment may be conducted after ship delivery with prior approval from the USCG. Determinations for scheduling dockside and underway training will be made during the training development process. Implementation for each crew will include level one and level two evaluations planned during development, as defined in C.2.4.5.

C.2.5.4 Each instructor selected by the Contractor to conduct familiarization training shall be technically competent on the operation and maintenance of ship systems and equipment and any associated equipment or tools required for operation or maintenance. Each instructor shall have verifiable experience providing training. The Contractor shall provide satisfactory written documentation and demonstration of such competencies. All items within C.2.5.4 shall be submitted to the Government prior to the start of implementation of familiarization training for every hull.

C.2.6 TASK FIVE: Training Maintenance

C.2.6.1 Training updates may be required due to equipment changes (engineering changes agreed to by the Government and shipbuilder), level one and two evaluation feedback from task four, instructor assessments of training, and other information that impacts the effectiveness of the instructional system on operator and/or maintainer performance. A training update may also be mandated by the Government.

C.2.6.2 An equipment change or other training update that requires greater that 75% of the course to be updated will be treated as a new training course, and each deliverable shall be submitted in full.

Associated modifications will fall under sections 2.2, 2.3 and 2.4. Prior classification as major or minor will remain applicable for training maintenance.

C.2.6.3 A training update that requires less than 75% of the course (measured in TPOs) to be updated may be reported in one combined deliverable, encompassing the requirements of sections 2.2, 2.3 and 2.4. Joint scoping may be necessary to determine the percentage of change for a training update.

Prior classification as major or minor will remain applicable for training maintenance.

C.2.7 Supplies, Materials, and Consumables

During the performance of this Task Order, it shall be necessary for the Contractor to procure materials to meet mission requirements, including items related to training delivery. The term “material” includes supplies, consumables, parts, equipment, hardware, and information technology (IT) resources including hardware, services, and software.

The Contractor shall propose a handling overhead rate to be applied to the price paid but shall not include fee or profit, as part of the proposal cost narrative.

The numbers of and types of material purchases shall be limited to the minimum required to accomplish requirements and shall be coordinated with the COR

The Contractor shall provide a report detailing the unique voucher number used in invoicing, an item description (including noun/name, model, part number, and other relevant information), vendor, requisition order information (date, item required by date, item order date, item received date), work area supported, purchase purpose, purchase unit/quantity, the price per unit, quantity purchased, total purchase price, unbilled yes/no, invoice number in which the material is billed..

The Contractor is required to possess and maintain an adequate property management system. The system must track all materials associated with this Task Order. Upon completion of the Task Order period of performance, all material associated with the Task Order that is purchased by the Contractor and not depleted or previously delivered to the Government during the performance of the Task Order shall become the property of the Government.

C.3 CONTRACTOR PERSONNEL

C.3.1 QUALIFIED PERSONNEL

C.3.1.1 The Contractor shall provide qualified personnel to perform all requirements specified in this PWS. All Contractor employees supporting this Task Order shall be citizens of the United States.

Contractor personnel may be required to access proprietary and Sensitive but Unclassified (SBU) information in the performance of their duties and will be required to complete a Non-Disclosure Agreement (NDA) prior to starting work on this Task Order. Completing the NDA is voluntary;

however, failure to provide a completed Agreement will prevent Contractor personnel from being granted access to SBU Information. Before replacing any individual designated as Key by the Government, the Contractor shall notify the Contracting Officer no less than 15 business days in advance, submit written justification for replacement, and provide the name and qualifications of any proposed substitute(s). All proposed substitutes shall possess qualifications equal to or superior to those of the Key person being replaced, unless otherwise approved by the Contracting Officer. The Contractor shall not replace Key Contractor personnel without approval from the Contracting Officer. The Project Manager is designated as Key for this requirement. The Government may designate additional Contractor personnel as Key at the time of award.

C.3.2 KEY PERSONNEL

C.3.2.1 Project Manager

The Contractor shall provide a Project Manager who shall be responsible for all Contractor work performed under this PWS. The Project Manager shall be a single point of contact for the Contracting Officer and the COR. The name of the Project Manager, and the name(s) of any alternate(s) who shall act for the Contractor in the absence of the Project Manager, shall be provided to the Government as part of the Contractor’s proposal. The Project Manager is further designated as Key by the Government. During any absence of the Project Manager, only one alternate shall have full authority to act for the Contractor on all matters relating to work performed under this Task Order.

The Project Manager is expected to provide full project management oversight of the project, to include but not limited to schedule management, collaboration coordination, and iterative process management.

C.3.2.1.1 The Project Manager and all designated alternates shall be able to read, write, speak and understand English. Additionally, the Contractor shall not replace the Project Manager without prior approval from the Contracting Officer.

C.3.2.1.2 The Project Manager shall be available to the COR via telephone between the hours of 0900 and 1700 ET, Monday through Friday, and shall respond to a request for discussion or resolution of technical problems within 24 hours of notification.

C.3.2.1.3 The Project Manager shall hold a bachelor’s degree from a college or university accredited by a body recognized by the US Department of Education. The Government desires, but doesn’t require, the bachelor’s degree to be in business, public administration, project management or related fields.

C.3.2.1.4 The Project Manager shall have a minimum of 3 years program management experience managing similar requirements.

C.3.2.2 Senior Analyst

A senior analyst is a senior expert with extensive knowledge and experience in applying analytical and research methodologies. This effort requires the Senior Analyst to perform analysis and research functions, such as conducting research, conducting literature reviews, organizing and archiving information in databases for statistical analysis, conducting interviews and focus groups, developing analysis files by coding data and creating new variables, and writing analytical reports.

C.3.2.2.1 Senior Analyst qualifications. It is required that the senior analyst has at least 5 years’ experience in conducting research, at least 2 years of experience in conducting performance analyses or FEAs, completed at least 2 new performance planning FEA or equivalent analysis within the past 5 years, and at least 2 years’ experience in ISD methodologies. It is required that the senior analyst has experience with at least 1 iterative training development project, applying iterative development models such as agile/scrum, Kanban, or other iterative approach to training development.

C.3.3 EMPLOYEE IDENTIFICATION

C.3.3.1 Contractor employees visiting Government facilities shall wear an identification badge that, at a minimum, displays the Contractor name, the employee’s photo, name, clearance-level and badge expiration date. Visiting Contractor employees shall comply with all Government escort rules and requirements. All Contractor employees shall identify themselves as Contractors when their status is not readily apparent and display all identification and visitor badges in plain view above the waist at all times.

C.3.3.2 Contractor employees working on-site at Government facilities shall wear a Government issued identification badge. All Contractor employees shall identify themselves as Contractors when their status is not readily apparent (in meetings, when answering Government telephones, in e-mail messages, etc.) and display the Government issued badge in plain view above the waist at all times.

C.3.4 EMPLOYEE CONDUCT

Contractor’s employees shall comply with all applicable Government regulations, policies and procedures (e.g., fire, safety, sanitation, environmental protection, security, “off limits” areas, wearing of parts of DHS uniforms, and possession of weapons) when visiting or working at Government facilities. The Contractor shall ensure Contractor employees present a professional appearance at all times and that their conduct shall not reflect discredit on the United States or the Department of Homeland Security (DHS). The Project Manager shall ensure Contractor employees understand and abide by DHS established rules, regulations and policies concerning safety and security.

C.3.5 REMOVING EMPLOYEES FOR MISCONDUCT OR SECURITY REASONS

The Government may, at its sole discretion (via the Contracting Officer), direct the Contractor to remove any Contractor employee from DHS facilities for misconduct or security reasons. Removal does not relieve the Contractor of the responsibility to continue providing the services required under the contract. The Contracting Officer will provide the Contractor with a written explanation to support any request to remove an employee.

C.4 OTHER APPLICABLE CONDITIONS

C.4.1 SECURITY

Contractor access to classified information is not required under this contract. All Contractor employees working under this contract will be required to endorse a Non-Disclosure Agreement, prior to beginning work. See also C.3.1.1.

C.4.2 PERIOD OF PERFORMANCE

The period of performance for this Task Order is five years from the date of award.

C.4.3 PLACE OF PERFORMANCE

The primary place of performance will be the Contractor’s facilities; however, based on the specific content and scope of the performance issue being analyzed, elements of the Task Order PWS may take place at any location of USCG PSC performance and will be determined and agreed upon as a condition of the TSDP (Task 1). The following locations are potential places of performance:

Shipbuilder, Pascagoula, MS; USCG Headquarters, Washington, D.C.; USCG PTC, Yorktown, VA;

PSC Homeport, Seattle Washington.

C.4.4 HOURS OF OPERATION

Contractor employees shall generally perform all work between the hours of 0700 and 1700 ET, Monday through Friday (except Federal holidays). Interaction with other USCG facilities shall be in accordance with each facility’s specific established hours of operation. There may be occasions when Contractor employees shall be required to work other than normal business hours, including weekends and holidays, to fulfill requirements under this PWS.

C.4.5 TRAVEL

(a) Contractor travel shall be required to support this requirement. The numbers of trips and types of personnel traveling shall be limited to the minimum required to accomplish work requirements and shall be coordinated with the COR.

(b) All travel shall be conducted in accordance with FAR 31.205-46 Travel Costs and shall be pre-approved by the Contracting Officer and the COR. All travel requests shall be submitted in writing or by electronic mail and must show the appropriate Task Order number, the number of people traveling, the number of days for the trip, the reason for the travel, and a reasonable estimate of costs expected to be incurred. For local travel, also known as day travel, the travel itinerary will include a reasonable cost estimate whenever possible based on the start time of the scheduled event being supported. This Task Order does not authorize Contractor travel that is not in conjunction with this Task Order. The Contractor shall document in a trip report the actions performed during travel, along with reconciling the actual travel costs and shall maintain a monthly running Other Direct Costs (ODC) Trip/Travel Report from the Task Order start date through Task Order end date.

C.4.6 POST AWARD CONFERENCE

The Contractor shall attend a Post Award Conference (PAC) with the Contracting Officer and the COR no later than thirty (30) business days after the date of award. The purpose of the PAC, which will be chaired by the Contracting Officer, is to discuss technical and contracting objectives of this Task Order, analysis and design methodologies and reporting iterative schedule planning, and review the Contractor's draft project plan. The PAC will be held at the Government’s facility, located at USCG Headquarters, Washington, D.C., or via teleconference.

C.4.7 ALIGNMENT MEETING

An alignment meeting will take place to formally kick off the effort. The alignment meeting shall occur no later than fifteen (15) business days after the Post Award Conference. The objectives of the alignment meeting are to introduce the analysis team, review and verify preliminary project information, make decisions regarding the TSDP, provide an overview of analysis, design and development methodology, and clarify roles and expectations regarding access to information and people during the course of the Task Order.

C.4.8 PROJECT PLAN

C.4.8.1 The Contractor shall provide a final project plan to the COR not later than five (5) business days after the alignment meeting.