Attachment 1 Revised SOW 70RWMD24R00000001 22Mar24_Amendment 004.pdf

Attachment 1: Statement of Work (SOW) Request for Proposal (RFP): 70RWMD24R00000001 Amendment 004

STATEMENT OF WORK (SOW)

FOR

ChemPREP (Chemical Preparedness) — Enhancing Local Preparedness

January 24March 20, 2024

1.0 GENERAL

1.1 BACKGROUND

Chemical incidents can quickly overwhelm a community’s emergency response system and require specialized resources which may not be immediately available. Decisions made and communicated within the first four hours of an event can dramatically reduce the number of casualties and the severity of their injuries. The information needed to make these decisions is complex and difficult to verify during those first critical minutes and hours of an event. The first emergency officials on scene may struggle with what critical information specific to a chemical event needs to be shared and with which critical stakeholders. Preparedness begins and ends at the community level; and the greatest impact the Federal Government can make is before an incident ever happens.

DHS CWMD supports enhancing preparedness at the local level to ensure a successful community response to chemical threats. This preparedness support allows CWMD to work directly with emergency management officials at all levels within a community to build a community-wide approach to enhancing critical decision making prior to, during, and after an incident. This is accomplished through direct engagement with jurisdictions and developing a layered defense to the community.

CWMD’s Chemical Support Branch previously conducted a multi-year Chemical Defense Demonstration Cities Initiative in five major U.S. jurisdictions to understand the preparedness challenges communities face regarding high consequence chemical events.

The study found each jurisdiction was concerned about limited knowledge of their unique chemical risks and they desired tools to better understand those risks and wanted a means to assess their current capabilities and prioritize their needs to optimize preparedness.

The four key findings from the Chemical Defense Demonstration Cities Initiative were:

To improve the efficiency and effectiveness of a chemical incident response, communities need to understand how time-sensitive decisions are made in chaotic, ambiguous situations.

Treating the community’s entire emergency response system as a systems engineering problem will help community decision-makers understand the interdependency of community relationships, resources, and components for a successful response.

Communities need tools to better understand their unique chemical risks and assess their current capabilities and greatest needs.

Emergency response planning requires a “whole community” concept of operations that is coordinated with local elected leadership.

The ChemPREP Community Implementation Process, formerly known as the Integrated Chemical Defense Assessment Toolkit (ICDAT), concept and project are meant to build upon these key findings.

1.2 SCOPE

The selected Contractor will support CWMD’s community-wide approach in working with emergency management officials through a defined process of understanding the current capability, understanding the unique chemical threats to a community, and through scenario-based response training and exercises. This approach will allow CWMD to support communities throughout the country in agile decision making and response capabilities during a chemical incident, to include the identification of those critical decision points, information flows, and decision making defined by position and affiliation during a response to a chemical incident.

This approach will be accomplished with a chemical vulnerability, threat, and unmitigated risk assessment process that will over the course of CWMD’s engagement with a community will align the entire response capability.

Threat and Vulnerability - Within each community, map the framework of all known high-risk chemicals, prevention resources available, response resources available, interconnections between responders, and response coordination across every stakeholder.

Risk Assessment - Using this mapped framework build scenarios for each community to work through risk and identify gaps in capabilities.

Enhanced Readiness - Build a repeatable process for CWMD to use across every community in the United States regardless of size to build their community into a national prevention and response capability.

The jurisdictional specific tools to be developed include Community Chemical Inventory, Community Chemical Commodity Flow and Gap Analysis; a Cognitive Decision-Making Framework; and a Federal Resource Compendium.

The process should be piloted and validated in at least one jurisdiction during the Period of Performance. Developing digital, IT, software, or other automated tools is outside the scope of this project. In addition, the Contractor shall also develop procedures and training materials to be used to instruct others independent from the Contractor. The Contractor will establish and maintain technical assistance teams to work with CWMD and the local jurisdiction to implement the specified tools.

1.3 OBJECTIVE

The objective of this project is to have a fully integrated and developed methodology and process that has been piloted for CWMD to use in future engagements with communities across the United States and its territories. This enhanced preparedness will allow each community to better understand their baseline chemical risks, their capabilities to respond to chemical incidents, federal resources available to them to enhance their capabilities, and enhance their ability to make critical decisions required prior to, during, and after an incident. The ultimate goal from deploying and using these processes with local communities is enhanced preparedness against chemical threats.

1.4 APPLICABLE DOCUMENTS (attached unless otherwise indicated)

1.4.1 Compliance Documents

The following documents provide specifications, standards, or guidelines that must be complied with in order to meet the requirements of this contract:

CWMD—Chemical Defense Demonstration Cities Initiative Report (June

2018) (FOUO will be made available post award) FEMA—Key Planning Factors and Considerations for Response to

Recovery from a Chemical Incident (June 2022) DHS Lexicon – Terms and Definitions (2016 Edition) DHS Writing Style Guide (December 2020) Lawrence Livermore National Laboratory Response Risk Assessment

Process for Chemical Incidents (September 2018) Nassau County TTX -Decision-Making Analysis (November 2015) Planning Guide for Integrating a Chemical Detection System within a

Chemical Defense Framework at an Open-Air Stadium (Will be made available post award)

1.4.2 Reference Documents

The following documents may be helpful to the Contractor in performing the work described in this document:

National Strategy for Countering Weapons of Mass Destruction Terrorism

(December 2018) DHS Countering Weapons of Mass Destruction Office Strategy 2020-2024 DHS Countering Weapons of Mass Destruction Office Implementation

Plan Fiscal Year 2020 (January 2020) DHS Chemical Defense Strategy (December 2019) DHS Strategic Framework for Countering Terrorism and Targeted

Violence (September 2019) DHS Countering Weapons of Mass Destruction State, Local, Tribal, and

Territorial Engagement Strategy, FY 2022- 2025 (September 2021)

2.0 TASKS

The Contractor shall review all components of the requirements identified within the tasks below with representatives from CWMD-identified community(s), and capture feedback from the identified communities to be used to enhance preparedness, close gaps, build capabilities, and improve and drive critical decision making at a local level.

All deliverables or final products shall be submitted to the Contracting Officer Representative (COR) and Federal Program Manager (PM) in the appropriate format(s) (e.g., Word, PowerPoint, PDF, html, etc.) via electronic files via email or as instructed by the Government within sixty (60) days of task assignment unless otherwise noted within the task or via written direction from the COR. The Contractor shall have knowledge of the structure and content of the English language including the meaning and spelling of words, rules of composition, and grammar. Deliverables should comply with the DHS Lexicon, DHS Style Guide, and the Gregg Reference Manual. Deliverables should also adhere to standard systems engineering principles.

2.1 REVIEW AND INTEGRATION

The Contractor shall support the CWMD Chemical Support Branch staff with a full review and understanding of prior work (e.g., documentation from Demonstration Cities Initiative). This baseline review will ensure the Contractor has an in-depth understanding of the complex and intertwined nature of chemical defense at the local level in order to build and deliver products, tools, and work that builds upon prior CWMD initiatives within the Demonstration Cities. The Contractor shall ensure all products provided to the Government are integrated and in accordance with the Chemical Support Branch efforts to strengthen jurisdictional response capability. This task shall be completed in the base Period of Performance and not carry over into the Optional Periods of Performance, should the Government choose to exercise those Option Periods.

2.1.1 Review Demonstration Cities Initiative

Review and understand Demonstration Cities work to build and expand the project using a systems engineering approach.

2.1.2 Chemical Preparedness Capabilities

Use Demonstration Cities work to determine list of community chemical preparedness capabilities (leverage points) categorized by the National Preparedness Goal’s Mission Areas and Core Capabilities.

2.1.3 Chemical Preparedness Gaps

Review Demonstration Cities work to determine common (up to 50 but not to exceed 100) community chemical preparedness gaps.

2.1.4 Review Virginia Department of Health Hospital Preparedness Toolkit

Review and understand the Virginia Department of Health Hospital Preparedness Toolkit and the medical countermeasures deployment decision making analysis, (prior Contractor) to show integration of this methodology and process towards the development of the ChemPREP.

2.1.52.1.4 Refine Process

Using a systems engineering approach, refine the process established during the Demonstration Cities Initiative to provide the Government with a robust and scalable analytical process that can be provided to local jurisdictions to support agile decision making and response during a chemical incident.

2.2 CHEMICAL INVENTORY AND COMMODITY FLOW ASSESSMENT

Develop a series of processes to execute the risk assessment methodologies provided by the Government to identify local chemical inventories and commodity flows and determine the relative risks of each chemical to inform local emergency preparedness, mitigation, and response planning. The application must be flexible and tailorable to the capabilities and resources of the local jurisdictions. At a minimum, the chemical inventory and commodity flow assessment effort will be conducted in at least two (2) CWMD-identified jurisdictions in the 12 month Base period and at least two (2) but no more than five (5) jurisdictions per 12-month Optional period of performance.

2.2.1 Based on the client-provided methodologies, identify mechanism / action steps to acquire the necessary information to execute prioritization. Areas of consideration should include:

Chemical production facilities/industries Chemical storage facilities (including hazardous waste storage) Chemical commodity flows to include rail, surface, and maritime

2.2.2 Work with the client and jurisdiction planners to create and execute an SLTT jurisdiction-specific project plan including but not limited to:

Data collection plan for fixed locations described in 2.2.1 with existing, collected, open source, local data sets as the preferred sources

Sampling plan for commodity flows as described in 2.2.1 Data processing, maintenance, and transference plan of all data collected

2.2.3 Align, compile, and provide the acquired data with existing vulnerable population data sources on a local jurisdictional identified geographical information system platform to allow the client and SLTT jurisdictions to further modify prioritization based on local knowledge and experiences including but not limited to:

CDC Social Vulnerabilities Index HHS empower data (deidentified) Local essential facilities and venues (e.g., police department, public works, firehouses, hospitals, schools, stadiums, arenas, etc.)

2.2.4 Document existing SLTT mechanisms and processes applicable to this effort and provide optimization recommendations for each subsequent period of performance as “Best Practices” and “Process Improvements”.

2.2.5 Provide a Threat Evaluation profile for each jurisdiction based on the data collection in tasks 2.2.1 through 2.2.3.

Provide the client with the initial prioritized results from client-provided methodologies, the modified results from alignment with GIS profiles and discussion with SLTT jurisdictions, the complete GIS files (Task 2.3), and best practices and process improvements (Task 2.4) in to-be-prescribed formats.

2.2.6 Repeat tasks described in 2.2.2 through 2.2.5 for at least two (2) but no more than four (4) jurisdictions per 12-month Base Period of performance and at least two (2) but no more than five (5) jurisdictions per 12-month optional period of performance as identified by the client

2.3 MODEL THE CHEMICAL DEFENSE SYSTEM

The Contractor shall, using systems engineering principles approach, develop a process mapping wire diagram model of a complete and extensive integrated chemical defense system at the jurisdictional level.

2.3.1 Construct Model

The Contractor shall construct a model that represents the system of chemical preparedness at the local level within the United States. It shall identify known key challenge areas to map the information flow/resource flow/interconnections/metrics to measure outcomes. This should be done by building upon the Demonstration Cities Initiative to build a whole of nation scalable capability. The Contractor shall use real jurisdictional incident AARs, AARs from exercises, and expert panel consensus recommendations to focus on the following four primary areas:

Prevention and Protection: using threat inventory/vulnerable site assessment determine the protection/prevention aspects available as compared to the actual capabilities of the jurisdiction.

Integrated Recognition: using all available means to rapidly recognize an attack just prior to release or a significant release has occurred.

Stop the Exposure: effects of implementing critical actions to prevent or minimize exposure to chemical releases (e.g., evacuation, shelter in place, appropriate PPE selection, decontamination, securing perimeters, preventing convergence on hospitals without decontamination, turning off HVAC, stopping trains, etc.)

Treating the Wounded: focus on recognition, decisions, and actions to care for exposed, critically ill, mass casualty care, adequate resources and plans for scarce resource events and medical countermeasure coordination.

Deliverable shall be the mapping, architecture, and design of a whole of community chemical defense system concentrating on jurisdictional level. This should be done in close coordination with CWMD and through multiple iterations and drafts being submitted to the Government for review and refinement at points to be identified by the COR.

The deliverable shall be a visual representation of decision points, information flow, and decision makers as defined by position and affiliation to display the interconnected chemical defense system at the jurisdictional level.

2.3.2 Scenario Process

The Contractor shall develop a process to build scenarios based on the outputs from Community Chemical Inventory/Commodity Flow and Threat Evaluation process.

2.3.3 Mapping Process

The Contractor shall develop a process to establish and use focus groups within a community to deconstruct scenarios based on the outputs from Community Chemical Inventory/Commodity Flow and Threat Evaluation process to develop a map or model of the chemical incident response.

2.3.4 Scalable Product

The Contractor shall work to build a product that is integrated with community best practices and documented plans, other tools outlined in the SOW, identify areas to improve upon previous work, and ensure every step/tool/product is integrated to work seamlessly together, specifically through a generalized/generalizable map that can be adapted to the specific jurisdictional structure.

2.4 CAPABILITY EVALUATION AND GAP ANALYSIS

Using the Chemical Defense System Model (SOW 2.3), the Contractor shall develop an end-to-end and repeatable process to assess a local jurisdiction’s capabilities to respond to the highest chemical risks unique to that local jurisdiction as determined by the Community Chemical Inventory/Commodity Flow and Threat Evaluation process (separate tool developed previously). This process should be based on systems engineering principles and a recognized methodology for assessing and filing response gaps at local jurisdictions associated to these risks. The Homeland Security Exercise and Evaluation Program (HSEEP) Doctrine, January 2020 is a viable model the Government recommends in support of this task.

2.4.1 Chemical Preparedness Capability Workshop Evaluation

Using the Technical Assistance Team developed by the Contractor (see SOW, Sect 2.8 below) and working within a CWMD-identified jurisdiction(s), the Contractor shall evaluate the capabilities to respond to chemical threats in that local jurisdiction. The Contractor shall tailor the scenario developed in 2.3.2 to evaluate the jurisdiction’s capabilities through client-provided workshop formats.

The Government recommends instituting a structured evaluation as expressed through the Homeland Security Exercise and Evaluation Program (HSEEP) Doctrine, January 2020. However, if the Contractor or the respective jurisdiction has an approach better suited to the task, the Government welcomes the alternative method but will require a formal briefing on the procedure. The final choice on method of evaluation is at the Government’s discretion.

Since the key players within the respective jurisdiction will likely represent disparate sectors of the community, maintaining and strengthening communication lines with all parties involved is essential. As such, per the Government’s direction, the Contractor’s Technical Assistance Team shall provide a jurisdiction assistance by executing workshop(s) and serving as the lead facilitator(s) that guides the jurisdiction in identifying the distinct capabilities required to respond to a chemical threat. The level of effort associated with this assistance is contingent upon stakeholder willingness and direction from the Government.

At a minimum, the capability evaluation effort will be conducted in at least two

(2) CWMD-identified jurisdictions but no more than four (4) jurisdictions in the 12 month Base period and at least two (2) but no more than five (5) jurisdictions per 12-month Optional period of performance. Contractor shall identify capabilities within a CWMD-identified jurisdiction to respond to the highest risk chemical threats as identified in the Community Chemical Inventory/Commodity Flow and Threat Evaluation Process.

NOTE: Capability in this context is defined as the “means to accomplish a mission, function, or objective.”1 All capabilities and competencies will be defined and expressed using the DHS National Preparedness Goal, Mission Areas and Core Capabilities.

2.4.2 Chemical Preparedness Capability Gap Analysis

As an extension of subtask 2.4.1, the Contractor’s Technical Assistance Team shall fully define the competencies needed within a CWMD-identified jurisdiction(s) to achieve the goal of identifying the tactics, techniques and procedures (TTPs) needed for that jurisdiction to identify and close gaps related to chemical threats.

As previously expressed in subtask 2.4.1., the contractor shall develop a repeatable and scalable process using the capabilities evaluation findings to perform a chemical preparedness gap analysis (including any forms, tools, templates) across a CWMD-identified community. The deliverable must:

1 DHS Lexicon | Homeland Security

Identify and prioritize corrective actions which will improve capability gaps identified in the workshop evaluation process.

Create capability targets for the capability gaps.

Analyze and describe how the community can address capability gaps through relevant planning, organization, equipment, training, and exercise areas2 Develop a targeted training plan for the community that has been reviewed, vetted, and coordinated across CWMD as requested by the COR.

Include the development of key questions (up to 50 but not to exceed 100) for a CWMD-identified jurisdiction to review and prompt implementation of chemical preparedness capabilities.

The Contractor shall provide a final deliverable that will consist of a capability gap analysis report that includes all of the considerations outlined above and an out brief to all respective parties. Drafts of this report shall be coordinated with each respective community and CWMD, accordingly.

This report should identify areas to improve upon previous work and ensure every step/tool/product is integrated to work seamlessly together. The deliverable shall be submitted to the Contracting Officer Representative (COR) and Federal Program Manager (PM) within thirty (30) days of task completion.

2.5 COGNITIVE DECISION-MAKING FRAMEWORK

Using the Chemical Defense System Model (SOW 2.3), the Contractor shall develop a methodology to be used with a CWMD-identified jurisdiction to identify critical decisions that need to be made during a response to a chemical incident.

The initial deliverable shall be a process for mapping key decision points to the Chemical Defense System Model (SOW 2.3). For each jurisdiction, the deliverable shall be a visual representation of critical decision points, information flow, and decision makers defined by position and affiliation aligned to the Chemical Defense System Model (SOW 2.3). This visual representation should follow the construct outlined in DHS’s Planning and Decision Framework for Chemical Incident Consequence Management Decision Flow or similar visual representation. The cognitive decision-making framework will be conducted in two (2) CWMD-identified jurisdictions in the 12-month Base period and three (3) per 12-month Optional period of performance.

2.5.1 Critical Decision Points

Deliverable shall identify critical decision points, identify who is responsible for making these decisions, and identify what information is required to make these decisions, which are likely to span multiple agencies or rise to a higher authority (e.g., Mayor’s office or City Council).

2 DHS Comprehensive Preparedness Guide 201

2.5.2 Leverage Points

Deliverable shall identify leverage points with the highest impact of enhancing outcomes (e.g., enhancing expert decision making; removing delays to optimize the speed to crucial actions; and managing scarce resources) by conducting a systems analysis of response to a catastrophic chemical incident within the identified jurisdiction, defining specific community elements that are critical to decision making within the first two hours of a chemical incident.

2.5.3 Timeline

Deliverable shall include a draft timeline of incident and key decisions mapped for the whole of community response. This will be coupled with the creation of a complete information sharing map (wiring diagram of information flow) to include linking key decisions from the information sharing map to specific local decision-makers by title, linking decisions points made during an incident to critical information needs that are needed or were an identified gap needed; and development and/or proposal of a key information repository that includes key contacts to institutionalize the developed decision-making framework.

2.5.4 Best Practices

Deliverable shall include the development of a “Best practices of expert decision-makers” document specific for response to a catastrophic chemical incident but jurisdiction independent to allow for scalability and expansion. This deliverable shall include identified mechanisms for decision makers at all levels to access key information and a plan template for jurisdictions to train and exercise to using realistic scenarios and consequence feedback.

2.6 CHEMICAL PREPAREDNESS CAPABILITIES RESOURCE CATALOG

The Contractor shall both review and incorporate client provided materials and identify through research currently available resources to compile a catalog of Federal resources (e.g., grant programs, programs that provide materiel solutions). The catalog will be made available to CWMD-identified jurisdictions to access and address the capability gaps identified through the process developed in SOW 2.4.

2.6.1 Catalog

Deliverable shall include a comprehensive inventory that outlines existing and new grant programs, guidance, research findings, and tools from federal, state, local, tribal, and territorial governments, academia, professional organizations, industry, and private sector sources. Examples include a substantive listing of grants, exercise programs, training, direct technical assistance, equipment, etc.

This deliverable shall be used by the Contractor’s Technical Assistance Team(s) when working with jurisdictions considering ways to address capability gaps identified using the tools developed through SOW 2.1 through 2.7.

2.7 CAPSTONE EXERCISE

The Contractor shall develop and execute a two (2) HSEEP compliant capstone exercises in the 12-month Base period and two (2) per 12-month Optional period of performance to validate plans and test capabilities. The exercises should be unique to each CWMD-identified community.

At the conclusion of this capstone exercise, the Contractor shall provide a draft Exercise After-Action Report/Improvement Plan (AAR/IP) to the COR and PM no later than sixty

(60) days after the conclusion of the capstone exercise. The Contractor shall facilitate an After-Action Meeting with CWMD and the community to discuss and validate the analytical findings and corrective actions in the draft AAR/IP. The Contractor shall deliver a Final AAR/IP no later than thirty (30) days after the draft version has been accepted with requested revisions.

The Technical Assistance Teams shall be included and utilized in of all phases of the Capstone Exercise. This includes all development, planning, execution, evaluation, and after-action activities.

2.8 TECHNICAL ASSISTANCE TEAMS

The Contractor shall provide a team of experienced chemical incident subject matter experts that have extensive experience working at the state and local level across the United States. These teams will consist of enough qualified staff to support two (2) simultaneous engagements within CWMD-identified jurisdictions at one time. The COR and PM will review the quality of engagements and shall make recommendations to add additional personnel if required to generate quality products. CWMD shall identify which jurisdictions to engage and will initiate communication with selected jurisdictions. At a minimum, the deployment of the ChemPREP Community Implementation Process as administered through the Contractor’s Technical Assistance Team(s) shall be implemented in at least two (2) CWMD-identified jurisdictions.

2.8.1 Representation

These engagement teams will be expected to have direct communications with the identified CWMD jurisdictions and be able to represent CWMD in a professional manner to further this initiative.

2.8.2 Execute ChemPREP Community Implementation Process

These teams, in coordination and in direct support of the CWMD Chemical Support Branch, will use the established tools completed within all SOW 2 tasks-

2.1 through 2.7 (i.e., Community Chemical Inventory/Commodity Flow and Threat Evaluation, Capabilities Evaluation and Gap Analysis, and Cognitive Decision-Making Framework, Chemical Preparedness Capabilities Catalog, and Capstone Exercise) to engage with these jurisdictions to gather, compile, analyze, and produce the information needed to build capabilities.

2.8.3 ChemPREP Community Implementation Process Improvement

The Contractor shall also identify areas of improvement for the tools in the

ChemPREP Community Implementation Process and recommend solutions to CWMD Chemical Support Branch.

2.8.4 Gap Solution Sets

The Contractor shall provide data gathered from implementing ChemPREP Process in all communities in a format identified by the Government. The data will be analyzed to determine trends, gaps, areas for improvement, and best practices.

The Contractor shall include data that could be used to develop requirements for material and non-material solutions. Additionally, the Contractor shall include a fully coordinated and developed targeting training plan for the jurisdiction that has been reviewed, vetted and coordinated across CWMD as requested by the

COR.

2.9 TRAINING AND DOCUMENTATION

The Contractor shall develop and provide a documented process and procedures to employ the tools identified in this SOW. Specifically, the Contractor shall develop instructor-led face-to-face (F2F) curricula using the DHS standard courseware development methodology that includes analysis, design, development, implementation, and evaluation activities. This task shall be completed in the base Period of Performance and not carry over into the Optional Periods of Performance, should the Government choose to exercise those Option Periods.

Deliverable shall include a Training Support Package (TSP) and finalized training materials to be used by DHS CWMD to instruct others (e.g., Federal employees) on how to employ all developed tools and analyze the results identified throughout this SOW.

This will include train-the-trainer modules for each tool developed within this SOW for federal and Contractor staff conducting ChemPREP Community Implementation Process

2.9.1 Face-to-Face Course of Instruction

The Contractor shall design instructor-led face-to-face (F2F) Train-the-Trainer (T3) modules for CWMD staff to both facilitate the ChemPREP Community Implementation Process with emergency management/response professionals and to train future staff to facilitate the Process.

The Contractor shall coordinate with CWMD to provide written details on all components of the project to include: Project Plan and Timeline; conceptual design document; detailed design document; content script (also known as Instructor Notes); and final course materials, as applicable. The Contractor shall deliver finished, master copies of all required products in written and electronic formats. The product development shall include PowerPoint presentations, an instructor guide to accompany presentations, training aids, student handout materials, and a student workbook.

The Contractor shall design and develop a TSP and a participant material packet for a classroom-based module. The TSP will provide the instructor with all the materials to present the course. The student workbook will provide the participant the ability to conduct learner activities within the workbook and have all the materials discussed in the course for future reference. The TSP and the student workbook shall be designed for distribution in written and electronic formats. This will facilitate review and updating. There should be a module of training for each step of the ChemPREP Community Implementation Process.

Modules can have pre-requisite modules, as appropriate.

2.9.2 Draft Plan of Instruction (POI):

Considering the training material shall be based off of the processes developed throughout SOW 2.1-2.8, the Contractor shall develop a draft Plan of Instruction (POI) for the F2F modules associated step of the Process. The draft POI will be delivered within fifteen (15) days of task assignment. The Contractor shall meet and discuss TSP specification with the Federal Program Manager and COR, before the final POI is accepted.

2.9.3 Draft Training Material:

Considering the training material shall be based off of the processes developed throughout SOW 2.1-2.8, develop draft training material based on the approved F2F POI within thirty (30) days of task assignment. The Contractor shall meet and discuss the training materials with the Federal Program Manager and COR, before the final training materials accepted.

2.9.4 Training Products Delivery:

Deliver final products for 2.9.1 – 2.9.3 to the Federal Program Manager and COR in the appropriate format(s) (e.g., written, DVD, PowerPoint, PDF, html, etc.) as instructed by the government within fifteen (15) days of task assignment.

3.0 CONTRACT MANAGEMENT

3.1 POST AWARD CONFERENCE

The Contractor shall attend a Post Award Conference with the Contracting Officer and the COR no later than 30 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 objectives of this contract and review the Contractor's draft project plan. The Post Award Conference will be held via teleconference.

3.2 PROJECT PLAN

The Contractor shall provide a draft Project Plan at the Post Award Conference for Government review and comment. The Contractor shall provide a final Project Plan to the COR not later than 14 business days after the Post Award Conference. The project plan shall include a Work Breakdown structure, Milestone Schedule, and Risk Management plan.

3.3 PROGRESS REPORTS

The Project Manager shall provide a monthly progress report to the Contracting Officer, COR, and PM via electronic mail. This report shall include a summary of all Contractor work performed, including a breakdown of labor hours by labor category, all direct costs by line item, an assessment of technical progress, schedule status, any travel conducted and any Contractor concerns or recommendations for the previous reporting period.

Progress report shall also contain any decisions or actions required of the Government PM or COR.

3.4 PROGRESS MEETINGS

The Project Manager shall meet with the COR and Program Office on a bi-weekly basis during initial development of the tool to discuss progress, exchange information and resolve emergent technical problems and issues. Once tools are developed, progress meetings will be held monthly and as needed. These meetings shall take place via teleconference (i.e., MS Teams).

3.5 STARTUP/TRANSITION-IN AND TRANSITION-OUT SERVICES

The Contractor shall provide transition out services. The transition-out period shall be ninety (90) days prior to IDIQ or final Task Order completion, whichever comes last.

3.6 TRANSITION PLAN

The Contractor shall develop and implement a Transition-In Plan that shall commence ninety (90) days prior to taking over the existing efforts of the Government and/or as identified by the Government.

At a minimum the plan shall address:

The Contractor shall provide sufficient and appropriate contractor personnel to participate in a transition kick-off conference calls/meetings with the Government and the outgoing contractor within two (2) business days after the Government provides determination and notification of transition.

The Contractor shall coordinate and integrate outgoing contractor inputs into the future reports during the transition period.

The Contractor shall complete a full turnover of work-in-process and how continuation of that work will proceed prior to the end of the transition period.

3.6.1 Deliverables:

A draft of the Transition Plan shall be delivered 90 calendar days after the kickoff meeting.

A final revised version of the Transition Plan shall be delivered 120 calendar days after the kickoff.

4.0 CONTRACTOR PERSONNEL

4.1 CONTINUITY OF SUPPORT

The Contractor shall ensure that the contractually required level of support for this requirement is maintained at all times. The Contractor shall ensure that all contract support personnel are present for all hours of the workday. 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 shall provide e-mail notification to the Contracting Officer’s Representative (COR) prior to employee absence. Otherwise, the Contractor shall provide a fully qualified replacement.

4.2 KEY PERSONNEL

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 following Contractor personnel are designated as Key for this requirement. Note: The Government may designate additional Contractor personnel as Key at the time of award.

Project Manager Chemical SMEs Critical Decision-Making SME

4.2.1 Project Manager

The Contractor shall provide a Project Manager who shall be responsible for all Contractor work performed under this SOW. The Project Manager shall be a single point of contact for the Contracting Officer and the COR. It is anticipated that the Project Manager shall be one of the senior level employees provided by the Contractor for this work effort. 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 must meet the following requirements:

Project Management Professional (PMP certification) plus 10 years experience managing complex projects incorporating multiple virtual teams across multiple locations throughout the country.

10 (ten) years experience working in or with State, Local, Tribal, or Territorial (SLTT) responder agencies (e.g., fire/hazmat, EMS, LE, health care, public health, or Emergency Management).

5 (five) years’ experience working with response organizations (federal or state) to identify threats, assess capabilities, analyze capability gaps, recommend solutions.

5 (five) years’ experience applying HSEEP principles or managing an HSEEP exercise program.

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 contract.

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.

The Project Manager shall be available to the COR via telephone between the hours of 0900 and 1500 EST, Monday through Friday, and shall respond to a request for discussion or resolution of technical problems within 48 hours of notification.

4.2.2 Chemical SMEs

The Contractor shall provide qualified personnel to perform all requirements specified in this SOW. The team will consist of a minimum of 4 qualified and experienced chemical incident and state and local subject matter experts that have extensive (5-10 years) experience working at the state and local level specifically on chemical preparedness across the United States.

All of the Chemical SMEs require the following:

Recognized chemical defense (prevention, preparedness, and response) subject matter experts—more than one individual and can cover all three aspects of defense.

State and local expert (non-federal experience only - must be at the SL level as well) who has contacts and who has worked with all agencies involved in first responder activities across the U.S.—more than one individual. First responder agencies include but are not limited to: law enforcement, fire, EMS, hazmat, task forces, public health, poison centers, hospitals, medical professionals, clinics, state homeland security agency, Mayor’s office, national guard, NGOs, CDC, FEMA, FBI, DOD, and DHS Components.

Understands how to support communities from the bottom up not just from the federal level down to prepare communities for chemical incidents. Working with a community to identify resources (documents, processes, lists, etc.) that may not be available electronically, held by the private sector, or don’t exist.

4.2.3 Critical Decision-Making SME

The project plan will need to assess the jurisdiction’s information management, sensemaking, and decision-making processes used by key decision-makers (i.e., jurisdiction’s multi-agency, interdisciplinary emergency response leaders) and informing the whole community’s command, control, and coordination of incident response events. The Contractor shall therefore provide a Critical Decision-Making SME.

The Critical Decision-Making SME must meet the following requirements:

Must be able to map the key decisions Incident Commanders make during the initial 2-4 hours of an incident response event. Specifically, outlining those decisions that affect course of action selection, team communication and coordination, and the eventual unified response. These decision maps will support the DHS in creating decision-making assessments of each jurisdiction and allow development of training for novice Incident Commanders.

Must have expertise in naturalistic decision-making science with experience specifically in applying primed decision model (PMD) to understand responders’ decision making.

Must have knowledge and experience applying PDM to responders (e.g., emergency response incident commanders and emergency physicians) dealing with complex situations, with time pressure, uncertainty and high stakes and requiring quick, effective decisions.

Must have knowledge and experience using cognitive task analysis and cognitive task mapping to analyze the decision-making processes of teams.

Must have experience in training cognitive skills development to first responder personnel (law enforcement, fire, EMS and emergency managers) using scenario-based learning sessions to accelerate gaining experience in decision-making.

Must be able to utilize the Cognitive Task Analysis and other research methods to conduct front-end data collection and analysis of the key decisions made during an incident response event. The analysis needs to focus on the key decision-makers, individual and team level decisions and then aggregate analysis of the entire jurisdictions interrelated information sharing and decision-making processes.

Must be able to 1) optimize jurisdictional, interconnected decision-making processes and 2) enhance the ability of organizations across various domains to capture and transfer expertise.

4.3 EMPLOYEE IDENTIFICATION

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.

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.

4.4 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. The Project Manager shall ensure Contractor employees understand and abide by Department of Homeland Security established rules, regulations and policies concerning safety and security.

4.4.1 Removing Employees for Misconduct or Security Reasons

The Government may, at its sole discretion, 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.

5.0 DELIVERABLES

The Contractor shall consider items in BOLD as having mandatory due dates. Items in italics are deliverables or events that must be reviewed and/or approved by the COR prior to proceeding to next deliverable or event in this SOW.

ITEM

SOW

REFERENCE

DELIVERABLE /

EVENT

DELIVERABLE

FORMAT

DUE BY

DISTRIBUTION

2.1

Review and Integration

At COR Direction

Enduring/Continuous

COR and PM

2.2

Chemical inventory and commodity flow assessment

2.3

Model the Chemical Defense System

2.4

Capability Evaluation and Gap Analysis

After Action Report and Out Brief

Thirty (30) days after task completion

2.5

Cognitive Decision- Making Framework

2.6

Chemical Preparedness Capabilities Resource Catalog

2.7

Capstone Exercise

Contractor shall provide a draft and final Exercise After-Action Report/Improvement Plan (AAR/IP) to the COR and

PM.

The Contractor shall facilitate an After-Action Meeting with CWMD and the community.

AAR/IP.

Draft no later than sixty (60) days after the conclusion of the capstone exercise.

Final no later than thirty (30) days after the draft version has been accepted with requested revisions

2.8

Technical Assistance Teams

2.9

Training and Documentation

Training Support Package

(TSP)

Within sixty (60) days of Task Assignment

4.1

Post Award Conference and Draft Program Plan

At COR Direction No later than thirty

(30) business days after the date of award

COR and CO

ITEM

SOW

REFERENCE

DELIVERABLE /

EVENT

DELIVERABLE

FORMAT

DUE BY

DISTRIBUTION

4.2

Contractor Project Plan

At COR Direction Not later than fourteen

(14) business days after the Post Award Conference

COR

4.3

Progress Reports

Monthly

CO, COR, and

PM

4.4

Progress Meetings

At COR Direction Initially Bi-Weekly Transitions to Monthly

4.5

Startup/Transition- In and Transition- Out Services ninety (90) calendar days prior to IDIQ or final Task Order completion, whichever comes last

4.6

Transition Plan

Draft - No later than 60 calendar days after the kickoff Final - No later than 90 calendar days after the kickoff

6.0 SECURITY

Contractor access to unclassified, but Security Sensitive Information may be required under this SOW. Contractor employees shall safeguard this information against unauthorized disclosure or dissemination.

It is not expected that work under this contract will utilize foreign end products or services.

Should this change for whatever reason the PM/COR will engage CWMD IT Security personnel to establish security provisions prior to the establishment of any data exchanges.

1. The Government will

a. assess the security category of the Government sensitive information (“sensitive information”) to be furnished by the Government to the contractor and to be produced by the contractor under the statement of work

b. identify and incorporate in the solicitation applicable DHS requirements—including accessibility, supply chain risk management, privacy, cyber hygiene, and sensitive information safeguarding, retention, and disposal—for use of contractor information system services and services in support of Government requirements

c. furnish the contractor access to current Government publications as necessary for the contractor to comport with applicable Government requirements;

d. furnish the contractor access to sensitive information as the Government determines necessary to the performance of tasked requirements;

e. notify the contractor of newly discovered threats, hazards, or vulnerabilities and requirements for remediation;

f. coordinate its incident response activities—including inspections, investigations, forensic reviews, and data analyses and processing with the contractor;

g. obtain, as necessary, the assistance from other Federal agencies and/or third-party firms to aid in incident response activities; and

h. assure that contractor deliverables comport with DHS requirements to ensure that information and communications technology (ICT) procured, developed, maintained, or used for or on behalf of DHS is accessible to DHS employees and customers with disabilities.

2. The Contractor shall

a. safeguard federal contract information and other sensitive information in accordance with applicable Government requirements, including

i. FAR 52.204-21 Basic Safeguarding of Covered Contractor Information Systems

ii. DHS Sensitive Systems Policy Directive 4300A, as amended and supplemented;

b. use sensitive information only on contractor information systems and services which have been authorized for use with the information having the impact levels of the assessed security categorization of the sensitive information;

c. provide evidence and access sufficient to support Government reviews of contractor information technology systems and safeguards to ensure security requirements are being implemented and enforced;

d. notify the DHS Contracting Officer, Contracting Officer’s Representative, and DHS

Enterprise Network Operation and Security Center (NOSC) directly of any suspected or potential violations of Section 889 of the National Defense…