3c_SOW Executive Search_AUG 2025.pdf

STATEMENT OF WORK

(SOW) FOR

EXECUTIVE SEARCH

1.0 GENERAL

1.1 BACKGROUND

From 2021 to 2022, the U.S. Coast Guard Academy reorganized its traditional academic structure, establishing an Academic Division comprised of three distinct schools: the School of

Leadership and Management, the School of Engineering and Cyber Systems, and the School of

Science, Mathematics, and the Humanities. At the time of reorganization, there was no formalized process for appointing academic deans, and these roles were filled by tenured faculty and Permanent Commissioned Teaching Staff (PCTS) officers on an ad hoc basis. This interim arrangement was instrumental in maintaining academic continuity but did not align with the long-term vision for the division’s leadership structure. To advance the Academy’s mission and enhance the governance of its academic programs, it is essential to establish a formal hiring process for selecting academic deans. This process will ensure the appointment of qualified leaders who can effectively guide each school in achieving academic excellence accreditation standards and supporting cadet development.

1.2 SCOPE

The U.S. Coast Guard Academy seeks to develop and implement a formal process for hiring academic deans to lead the School of Leadership and Management, the School of Engineering and Cyber Systems, and the School of Science, Mathematics, and the Humanities. This process will include defining qualifications, responsibilities, and selection criteria to ensure the appointment of highly qualified leaders who align with the Academy’s mission and strategic goals.

1.3 OBJECTIVE

The objective is to engage a search firm to assist the U.S. Coast Guard Academy in identifying and vetting highly qualified candidates for the positions of academic deans for its three schools.

2.0 SPECIFIC REQUIREMENTS/TASKS

2.1 TASK ONE. PLANNING

2.1.1 Conduct virtual or in-person meetings with the search committee, leadership, faculty, and other stakeholders to understand the operational environment, identify sensitive issues affecting recruitment, and benchmark qualifications essential for the Dean role, forming the basis for the search strategy and candidate transition plan.

2.1.1.1 Conduct an institutional needs analysis, develop a communication plan and search timeline, identify critical leadership competencies, create and finalize a leadership profile, and propose and implement a targeted recruitment and advertising strategy tailored to the Academy’s objectives.

2.1.1.2 Develop a comprehensive leadership profile in collaboration with the search committee and institutional leadership, ensuring alignment with role expectations and the Academy’s campus culture, and use this profile 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 a diverse pool of exceptional candidates, 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.

2.2.2 Provide secure access to a protected web portal for candidate materials, collaborate with the 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.

2.3 TASK THREE. CANDIDATE APPOINTMENT

2.3.1 Conduct comprehensive candidate due diligence, including personal referencing, 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.

2.3.2 Assist with scheduling finalist interviews, provide guidance on campus visits and related activities for candidates and their families, while ensuring the Academy retains full authority in selecting semi-finalists, finalists, and the candidate(s) of choice.

2.3.3 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.

2.4 TASK FOUR. SELECTEE FOLLOW UP

2.4.1 Provide transition support by staying in close contact with the Academy and the newly appointed Dean, 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.

3.2 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

The period of performance for this contract is 1 year after the contract award date.

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 occur 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