3c_SOW Academic Dean Search FY2026 4.29.2026.docx

STATEMENT OF WORK (SOW) FOR

COAST GUARD ACADEMY ACADEMIC DEAN SEARCH

1.0 GENERAL

1.1 BACKGROUND

The United States Coast Guard Academy (USCGA) is a federal military service academy and accredited higher education institution, offering rigorous Bachelor of Science programs in engineering, marine science, data analytics, government, and management. Its engineering, science, and cyber systems programs are ABET accredited and its management program is AACSB accredited. The Academy’s academic enterprise is led by a Provost and includes 200 civilian and military faculty and staff in three schools: the School of Leadership and Management, the School of Engineering and Cyber Systems, and the School of Science, Mathematics, and the Humanities. Each school is led by a Dean.

1.2 SCOPE

The USCGA will employ a formal nationally competitive process for hiring its academic deans. This process will include developing a compelling position profile, desired qualifications, and selection criteria, recruiting and screening top talent, facilitating candidate engagement, and supporting the Academy’s selection and assessment process to ensure the appointment of highly qualified academic leaders aligned with the Coast Guard’s core values of Honor, Respect, and Devotion to Duty and able to advance the Academy’s mission and strategic goals.

1.3 OBJECTIVE

The objective is to engage a highly respected executive search firm with robust higher education expertise and a nationally proven track record of tailored client support and effective results placing deans at accredited academic institutions. The firm will have clear capacity to draw upon deep networks across a diverse range of colleges and universities to identify the finest talent and bring top-tier dean candidates prepared and energized to lead a school charged with delivering academic excellence essential to the Academy’s purpose of developing leaders of character.

2.0 SPECIFIC REQUIREMENTS/TASKS

2.1 TASK ONE. PLANNING

2.1.1 Conduct virtual meetings with USCGA leaders, the academic dean search committee, faculty, and other stakeholders to understand the academic environment, identify sensitive issues affecting recruitment, and benchmark qualifications essential for the academic dean roles, forming the basis for the search strategy, and candidate transition.

2.1.1.1 All planning meetings will be conducted virtually.

2.1.2 Conduct an institutional needs analysis, develop a personalized communication plan and search timeline, identify critical leadership competencies, and propose and implement a targeted recruitment strategy tailored to USCGA’s objectives.

2.1.3 Provide recommendations on advertising platforms. Advertising cost and prospectus for the positions will be handled by USCGA.

2.1.4 Use position profile provided by USCGA to effectively communicate the position to prospective candidates.

2.2 TASK TWO. MARKET OUTREACH

2.2.1 Leverage extensive networks and original research to identify, recruit, and build a robust and diverse pool of exceptional candidates who are genuinely interested in the opportunity, conduct in-depth behavioral interviews to assess their qualifications and fit, and evaluate all candidates with a comprehensive and equitable approach, ensuring sensitivity toward internal applicants.

2.2.1.1 All communication with potential candidates will be professional and personalized.

2.2.2 Provide secure access to a protected web portal for candidate materials.

2.3 TASK THREE. CANDIDATE COMMUNICATION

2.3.1 Maintain effective and personalized communication with candidates including answering questions in a timely manner.

2.3.2 Coordinate all candidate engagements with USCGA.

2.3.3 Notify those who will not continue in the selection process or be selected.

2.4 TASK FOUR. CANDIDATE SCREENING AND APPOINTMENT

2.4.1 Conduct comprehensive candidate due diligence, including personal references, media and public record reviews, employment and education verification, and screening for allegations of harassment or discrimination, while recommending additional background checks and optional leadership assessments for deeper insight into finalists’ behavioral styles and motivators.

2.4.1.1 Confirm candidate has doctoral or other applicable terminal degree and relevant leadership experience at an accredited college or university.

2.4.1.2 Official government background checks will be conducted by USCGA.

2.4.2 Collaborate with the dean search committee to narrow the candidate pool, assist with interview preparation and execution, and offer feedback and guidance throughout the interview process and finalist selection.

2.4.3 Assist the search committee with identifying semi-finalists and finalists during candidate review meetings while ensuring USCGA retains full authority in selecting semi-finalists, finalists, and the candidate(s) of choice.

2.4.3.1 Candidate review meetings will be conducted virtually.

2.4.4 Manage scheduling semi-finalist and finalist interviews.

2.4.4.1 Semi-Finalist interviews to be conducted virtually.

2.4.4.2 Finalist interviews will be conducted in person at the Coast Guard Academy, New London, CT. Travel logistics and payment for finalists will be completed by USCGA.

2.4.4.2.1 Provide guidance on campus visits and related activities for candidates and their families.

2.4.6 Advise on offer terms, salary, benefits, and relocation based on executive compensation expertise, and support the communication strategy once the candidate accepts the offer and the appointment is announced, including notifying other participants of the outcome.

2.5 TASK FOUR. SELECTEE FOLLOW UP

2.5.1 Provide transition support by staying in close contact with USCGA and the newly appointed academic dean (s), offering feedback to all assessed candidates, and conducting an individual assessment feedback session with the selected candidate to facilitate a smooth transition into the role.

3.0 CONTRACTOR PERSONNEL

3.1 QUALIFIED PERSONNEL

The Contractor must provide qualified personnel to perform all requirements specified in this SOW.

3.1.1 The Contractor’s principal leader for the engagement must have substantial recent experience (within the last two years) successfully placing academic deans at universities and colleges.

3.1.1.2 The Contractor’s principal leader must maintain regular communication with and be readily available to USCGA leadership (The Provost/Provost’s Office).

3.1.2 Personnel must maintain a robust national network of academic leaders to draw upon when recruiting for these positions.

3.1.3 Personnel assigned to the Dean of Science, Mathematics and Humanities must have previous search experience within the schools disciplines.

3.2 CONTINUITY OF SUPPORT

The Contractor must ensure that the contractually required level of support for this requirement is maintained at all times. The Contractor must ensure that all contract support personnel are present for specified times. If for any reason the Contractor staffing levels are not maintained due to vacation, leave, appointments, etc., and replacement personnel will not be provided, the Contractor must provide e-mail notification to the Contracting Officer’s Representative (COR) prior to employee absence. Otherwise, the Contractor must provide a fully qualified replacement.

3.3 PROJECT MANAGER

The Contractor must provide a Project Manager who must be responsible for all Contractor work performed under this SOW. The Project Manager must 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 must act for the Contractor in the absence of the Project Manager, must be provided to the Government as part of the Contractor's proposal. During any absence of the Project Manager, only one alternate must have full authority to act for the Contractor on all matters relating to work performed under this contract. The Project Manager and all designated alternates must be able to read, write, speak and understand English.

The Project Manager must be available to the contracting officer via telephone between the hours of 0800 and 1600 ET, Monday through Friday, and must respond to a request for discussion or resolution of problems within 24 hours of notification.

3.4 EMPLOYEE IDENTIFICATION

3.4.1 Contractor employees visiting Government facilities must 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 must comply with all Government escort rules and requirements. All Contractor employees must 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.

3.4.2 Contractor employees working on-site at Government facilities must wear a Government issued identification badge. All Contractor employees must 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.

3.5 EMPLOYEE CONDUCT

Contractor’s employees must 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 must ensure Contractor employees present a professional appearance at all times and that their conduct or behavior must not reflect discredit on the United States or the Department of Homeland Security. The Project Manager must ensure Contractor employees understand and abide by Department of Homeland Security established rules, regulations and policies concerning safety and security.

3.6 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.

4.0 GENERAL CONTRACT INFORMATION

4.1 PERIOD OF PERFORMANCE

Dean of the School of Science, Mathematics and Humanities Search

4.2 PLACE OF PERFORMANCE

The primary place of performance will be virtually at contractor discretion. The secondary place of performance will be at the Department of Homeland Security, United States Coast Guard Academy, 33 Mohegan Avenue, New London CT 06320.

4.3 HOURS OF OPERATION

Contractor employees must provide services between Monday through Friday from 8:00 a.m. (0800) to 4:00 p.m. (1600). Changes in scheduling may occur if mutually agreed upon by the Government and Contractor personnel.

4.4 POST AWARD CONFERENCE

The Contractor may request a Post Award Conference with the Contracting Officer no later than three (3) business days after the date of award. If requested, the Post Award Conference will take place no later than five (5) business days after the date of award. The purpose of the Post Award Conference, which will be chaired by the Contracting Officer, is to discuss technical and contracting aspects of this contract. The Post Award Conference will be held via teleconference.

5.0 GOVERNMENT FURNISHED RESOURCES

The Government will provide the workspace, equipment and supplies necessary to perform the on-site portion of Contractor services required in this contract, unless specifically stated otherwise in this work statement.

6.0 CONTRACTOR FURNISHED PROPERTY

The Contractor must furnish all facilities, materials, equipment and services necessary to fulfill the requirements of this contract, except for the Government Furnished Resources specified in SOW 2.0 and SOW 5.0