Attachment_A_PWS.pdf

70Z02319RPPE05100

Attachment A

July 2019

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Performance Work Statement (PWS) Foundational Steps to a More Inclusive Coast Guard

1.0 GENERAL

As the U.S. Coast Guard celebrates the 25th anniversary of its Core Values of Honor, Respect, and Devotion to Duty, there is an opportunity to fully embrace the values through an active journey that encompasses the total workforce. As the U.S. Coast Guard strives to improve upon an environment where respect and honor are inherent in everything we do, the foundational steps are designed to increase understanding of the value of diversity and strengthen inclusive behaviors by all members of the U.S. Coast Guard workforce.

1.1 BACKGROUND

Building on the lessons learned from the 2015 – 2018 Diversity & Inclusion Strategic Plan, the U.S. Coat Guard’s new path aligns with the Commandant’s Guiding Principles, the Coast Guard Core Values, and Coast Guard Strategic Plan 2018-2022.

1.2 SCOPE

This contract will allow the U.S. Coast Guard’s Office of Diversity and Inclusion (CG-127) to execute key components of the 2019 – 2023 Diversity and Inclusion Action Plan. Our future focus is to create a workplace culture that encourages the total workforce to feel uniquely valued, allowing them to contribute to their full potential through a sense of belonging, engagement, and connection to the mission of the Coast Guard. The goal is to leverage the full range of talent in society to meet the emerging challenges of a fast-paced, ever changing world.

By further embedding inclusion and diversity into the culture, the U.S. Coast Guard will recruit and retain a Ready, Relevant, and Responsive total workforce.

The foundational steps to build a more inclusive Coast Guard are identified by three phases that will gradually influence the total workforce. The total workforce is comprised of Active Duty, Reserve, Civilian, and Auxiliary members.

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The objective of Phase 1: Development of D&I Acumen, is to prepare Leadership Diversity

Advisory Council (LDAC) chairs and members, D&I Practitioners, D&I Champions and key stakeholders with the tools and resources to support members in the process of building common ground for D&I conversations, learning, and cross-cultural relationship building. Phase

1 is composed of the following 4 major efforts in the U.S. Coast Guard: (1) D&I Program Holistic

Assessment; (2) Coast Guard Core Values Definitions and Behaviors Analysis, (3) D&I

Certification Program; and (4) a D&I Practitioners Coaching Program.

After the D&I common ground is built, the next step is to increase unit leaders’ awareness on

Diversity and Inclusion challenges and opportunities. The objective of Phase 2: Strengthen

Leadership’s D&I Awareness & Accountability, is to equip leaders with tools to create specific, targeted personal inclusion action plans that help align intention with action. Each inclusion assessment will provide a custom report with a baseline inclusion index score and identified next step actions. The insights from the consolidated reports will allow the U.S. Coast Guard to evolve coaching and leadership strategies to increase the inclusion and diversity competency level of the total workforce. Using the insights provided by the assessments, the U.S. Coast

Guard can customize interventions with an eye toward specific behavioral habits that must be changed.

Phase 1 and 2 are about preparing a cadre of D&I champions that are equipped with the tools, training, and experience to lead D&I efforts that are crucial to conversations and strategy. The contractor will leverage the lessons learned through phases 1 and 2 to deliver a learning solution that engages the total workforce.

The objective of Phase 3: Build and Maintain an Inclusive Workforce, is to establish unique and customizable D&I concepts for the U.S. Coast Guard with metrics and analytical components to continue assessing the awareness and development of the total workforce. This phase is about continuously driving awareness and asking individuals to act, while taking into consideration that everyone’s journey will be unique and will take different amounts of time to evolve. Phase 3 will initiate the path to intentional inclusion across the entire organization.

The successful completion of the three foundational phases will equip the U.S. Coast Guard to implement D&I systematically and sustainably across the talent management cycle in all mission areas.

1.3 OBJECTIVE

To achieve the goals of being a Ready, Relevant and Responsive, the Coast Guard must call upon the talents and contributions of every member of the Service’s total workforce. This requirement is designed to jump-start the execution of the 2019-2023 Diversity and Inclusion Action Plan. The objective is to provide the introductory and advanced tools and resources that are needed to build the foundational steps to ensure the USCG is an employer-of-choice that attracts top talent from across society to meet the increasingly complex needs of the American public.

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2.0 SPECIFIC REQUIREMENTS/TASKS

Phase 1: Development of D&I Acumen

2.1 CG Global Diversity and Inclusion Benchmark (GDIB) Assessment/D&I Program Holistic Audit and Assessment following the standards created by The Centre for Global Inclusion (centreforglobalinclusion.org) The Global Diversity & Inclusion Benchmarks: Standards for Organizations Around the World (GDIB) is powered by The Centre for Global Inclusion, a US 501c3 nonprofit organization, and is distributed free of charge with the permission of its authors, Julie O’Mara and Alan Richter. It is provided in a PDF file format and distributed via the Internet, although it is also available in other formats and may be distributed elsewhere. The ninety- seven authors, the Expert Panelists, and others who have been involved in the development, enhancement, and sponsorship of the GDIB have done so with a mission of advancing the Diversity & Inclusion field. To stimulate the widest use possible, the GDIB is provided at no cost.

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An essential first step to strengthening our culture of respect and inclusion within the Coast Guard is to better understand the current and existing D&I practices across the organization, understand the cultural realities and define the root cause for relevant cultural challenges. The D&I standardized audit and assessment based in the standards of the GDIB created by the Centre for Global Inclusion will help the Coast Guard achieve the following:

Attract and retain diverse talent

Build strong and high-performing teams

Cultivate leaders who inspire inclusion and champion diversity

Leverage an extensive range of backgrounds and skills to enhance creativity, innovation, and problem solving

Increase engagement, motivation, and productivity

Improve the quality of work/life integration

Enhance the organization’s reputation/brand as an employer or provider of choice

Minimize risk/exposure and ensure compliance with legal requirements

Sustain an environment that treats people fairly and equitably

Associated Deliverables

Complete, and obtain approval to use the GDIB by submitting the GDIB Permission Agreement on behalf of the U.S. Coast Guard.

A comprehensive report with findings and recommendations will be completed as a result of a holistic organizational D&I assessment. This step will be the catalyst to assist CG-127 in developing the strategic D&I direction and further support our goal of being a Ready, Relevant and Responsive Coast Guard.

The audit and assessment report of the U.S. Coast Guard’s total workforce (Active Duty, Reserve, Civilian, and Auxiliary) Diversity & Inclusion status will assess the following:

D&I Vision, Strategy, and Business Case; Leadership and Accountability; D&I structure and Implementation; Recruitment, Retention, Development and Advancement; Benefits, Work-life Integration, and Flexibility; D&I Learning and Education; D&I Assessment, Measurement, and Research; D&I Communications; and D&I Sustainability.

A complete Findings and Recommendations Report upon evaluation of the organizational assessment, including recommendations on measurement tools for tracking D&I within the Coast Guard over time, how to improve the D&I vision, mission, strategy and business case, and identificatipon of what’s working.

A presentation of Findings and Recommendations Report and a facilitated strategy session to assist the Coast Guard in establishing its response to the Report.

Develop a comprehensive D&I measurement system to track the progress in managing diversity and fostering inclusion across the organization.

The D&I measurement system must provide an index that can be used by leaders to implement action plans to enhance diversity, inclusion and belonging at the unit level.

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2.2 CG Core Values and Behaviors Analysis

Leveraging the results of the Coast Guard Culture of Respect Report conduct a series of facilitated dialogues to gain an understanding of the Coast Guard Core Values of Respect, Honor and Devotion to Duty, as seen through the eyes of the U.S. Coast Guard workforce at all levels.

Associated Deliverables

The Core Values Analysis process will be comprised of open-ended dialogues where participants are afforded an opportunity to discuss their views of the definitions and behaviors associated to the Coast Guard core values. As this dialogue is occurring, contract assigned facilitators will ask clarifying questions, challenge assumptions and generalizations, identify root causes, and determine root solutions.

As result of the sessions, a report of findings and communication strategy that clearly defines the behaviors and expectations associated with the Coast Guard Core Values will be deployed to include: dissemination of workforce focused emails; town halls and roundtable discussions; and digital and print marketing materials.

2.3 D&I Certification Program (Train-the-Trainer approach)

The objective of this step is to transition traditional diversity training and education to a journey that has a sharp focus on organizational development and talent management. Upon completion of this workshop, selected personnel will become certified facilitators within the Coast Guard to educate the total force how to embrace diversity and inclusion as strategic opportunities, challenge unproductive stereotypes, increase cultural intelligence, recognize the value of each employee's unique contribution and work effectively with diverse teams. The D&I Certification Program is at the D&I intermidiate level. Participants are not expected to fully educate the workforce on advanced D&I topics, but to broaden the understanding of basic D&I concepts.

Associated Deliverables Develop a D&I Train-The-Trainer workshop to integrate with Coast Guard leadership standards, priority areas, and initiatives;

Discovery call/s between contractor key personnel and relevant Coast Guard representative/s in order to gather all necessary information for specific customization that incorporates client-specific vocabulary and methodology to organically elevate leaders’ current learning baseline.

Contractor key personnel develops customized curriculum based on results of discovery call/s, review of relevant Coast Guard studies related to D&I, and relevant Coast Guard stakeholders.

Review call between contractor key personnel and relevant Coast Guard representative/s for feedback and/or approval of D&I Certification Program curriculum design.

All training materials must be provided electronically and include the Coast Guard and the Office of Diversity and Inclusion logos.

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Provide multiple live, in-person, workshop/s facilitated by the contractor. Each workshop has a maximum capacity of 25 individuals, in order to ensure a high-touch, individually relevant experience. The workshop shall be highly interactive and suitable for senior leaders, managers, team leaders, SME’s and employees at all levels in the organization with limited D&I knowledge. It emphasizes the following areas:

o Historical, sociological, and scientific factors impacting diversity and inclusion work today o Concepts of intersectionality and multiple identities o Understanding of the concept of race o The business case for diversity and inclusion o Introduction to a variety of models of individuals, cultural, and social group identities, grounded on contemporary frameworks for understanding differences o The importance of self as an agent of change in diversity and inclusion work o Understanding of the role that resistance plays in all change initiatives, particularly those dealing with issues of difference o Understand how organizations can get stuck when implementing diversity and inclusion strategies and explore what it takes to reset and re-engage o Premiere models for measuring effectiveness in diversity and inclusion initiatives o The Problem Of Homogeneity o How to handle resistance o Unconscious bias awareness o White privilege, white supremacy, oppression, systemic discrimination, and institutional racism.

o Understand the concept of Internal Racialized Oppression o Systems approach to diversity, inclusion, and cultural competence o Overview of inclusive behaviors o Drill down on key inclusive behaviors that drive high performance o Practice: Train-The-Trainer coaching activities and difficult conversations o Gain clarity around when to advise or use coaching, mentoring, or other developmental activities in support of a diversity and inclusion initiative o Cross-cultural effectiveness and inclusion practices o How to leverage diversity and inclusion through psychological safety o The business rational for cultural intelligence o Assess stereotypes and prejudices that may influence behavior in work groups and learn methods to improve the psychological safety of all employees

Develop a digital facilitation kit that includes PowerPoint presentation slides, comprehensive facilitation notes with suggested script, frequently asked questions, experiential exercises, learning videos, and participant materials (worksheets, handouts, etc) to fully support the D&I certified practitioners to lead 2 hour (Beginner), 4 hour (Elementary) and full day (Pre-Intermediate) interactive workshops and discussions at their local units. The facilitiation kit must prepare the facilitator to conduct the session in face-to-face and virtual settings (i.e. VTC, webinar, conference call, etc.). This digital facilitation kit shall be designed for immediate use as is, and the Coast Guard must be able to incorporate components of it into existing training programs. The facilitation kit

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must include versions for a 2 hour (Beginner), 4 hour (Elementary) and full day (Pre- Intermediate) workshop options.

2.4 D&I Practitioners Coaching Program

The objective of the program is to provide 60 hours of coach certification training to Diversity Practitioners in the U.S. Coast Guard. Participants may come from CG-1, CG-127, CG-00H, FORCECOM, CGA, TRACENs, CGRC, LDC, etc. Participants will learn coaching skills that are aligned with the International Coaching Federation core coaching competencies without skirting around the issues of identity, race, class, gender, religion, ethnicity, sexual orientation, and ability, which underpin the challenges faced throughout our institutions and communities. The D&I Practitioner coaching certification training will build upon the concepts learned in the D&I Certification Program plus include 60 hours of in-person training, virtual labs, peer and mentor coaching hours. The D&I Practitioners Coaching Program is at the D&I advanced level.

International Coaching Federation (ICF) Core Coaching Competencies:

Establishing the Coaching Agreement

Establishing Trust and Intimacy

Coaching Presence

Active Listening

Powerful Questioning

Direct Communication

Creating Awareness

Designing Actions

Planning and Goal Setting

Managing Progress and Accountability

The D&I Practitioners Coaching Program module topics must build upon the objectives and competencies addressed during the D&I Certification Program with a laser focus on developing cultural competence in coaching skills. Additional topics shall include:

What is cultural intelligence?

Understand how culture affects managers, staffs and processes

Coaching cross-cultural concepts

How to develop cultural competency to support teams, staff and stakeholders

Learn to use the core coaching competencies through the lens of culture

Developing awareness of cultural difference

Cultivating non-judgmental attitude toward difference

Transforming bias toward inclusion

Coaching principles and cultural competency

What is minority stress?

Managing conflict around diversity and inclusion in the workplace

Coaching micro aggressions

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Associated Deliverables

Discovery call/s between contractor key personnel and relevant Coast Guard representative/s in order to gather all necessary information for specific customization that incorporates client-specific vocabulary and methodology to organically elevate leaders’ current learning baseline.

Contractor key personnel develops customized curriculum based on results of discovery call/s, review of relevant Coast Guard studies related to D&I, and relevant Coast Guard stakeholders.

Review call between contractor key personnel and relevant Coast Guard representative/s for feedback and/or approval in order for Program Manager to finalize D&I Practitioners Coaching Program curriculum design.

Create a digital facilitation kit that includes PowerPoint presentation slides, comprehensive facilitation notes with suggested script, frequently asked questions, experiential exercises, learning videos, and participant materials (worksheets, handouts, etc.) to fully support the D&I certified practitioner coaches. Full access to the material is required.

All training materials must be provided electronically and include the Coast Guard and the Office of Diversity and Inclusion logos.

Provide 60 hours of in-person training, virtual labs, peer and mentor coaching hours for a group of 25 individuals.

The training must include a module on how to coach leaders on their inclusion assessment results from deliverable 2.5: Unit Leaders Inclusion Assessment.

Provide all the requirements required by the International Coaching Federation (ICF) to become a certified coach.

Phase 2: Strengthen Leadership’s D&I Awareness & Accountability

2.5 Unit Leaders Comprehensive Inclusion Index Report and Action Plan The Coast Guard has several assessments, surveys and instruments to assess leadership, workplace climate, perceptions of discrimination, sexual assault, harassment, employee engagement and diversity and inclusion. The Coast Guard is looking for a solution to provide leaders with an aggregate data insight that delivers a holistic view of their organization from a diversity and inclusion point of view. The contractor shall analyze data points from the following survey instruments and provide a singular inclusion index for leaders: Defense Organizational Climate Survey (DEOCS), Federal Employee Viewpoint Survey (FEVS), Leadership Assessment Survey (LAS), Coast Guard Inclusive Leadership Environment (CGILE) Index, and Organizational Assessment Survey (OAS). The contractor will answer the following questions: Is the Coast Guard asking the right questions to measure inclusion in the workplace? How should the Coast Guard track inclusion in units across the organization? The Coast Guard is looking for a solution to help leaders measure and enhance inclusion in their units.

Associated Deliverable/s

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Using data points from DEOCS, FEVS, LAS, CGILE, OAS and other Coast Guard surveys develop a fully-automated digital report to help unit leaders assess the Inclusiveness of their organizations.

The unit leader report shall include an explanation of inclusive leadership including the behaviors associated with inclusion, an inclusion index score with a description of the results, and an action plan addressing areas for improvement and the steps needed to being a more inclusive leader.

Aggregate Assessment Report (for office of D&I and Commands): Confidential interactive dashboard of descriptive aggregate data comparing the results of mutually agreed upon demographic factors. A brief summary of findings will be included.

Extended Report: Extended report with deeper analysis through data comparison of demographic factors, correlated with key inclusive behavior categories. Insights are analyzed using heat maps of leadership risk areas and other custom dashboards. A summary of findings is needed as well.

Phase 3: Build and Maintain an Inclusive Workforce

2.6 Total Workforce Inclusion Awareness

The contractor will deliver virtual learning solutions with the objective of actualizing D&I concepts for the total workforce and to strengthen a culture where everyone feels respected, included and valued. Phase 3 is about continuously driving awareness and asking individuals to act, while taking into consideration that everyone’s journey will look different and may take different amounts of time to evolve. The Coast Guard is seeking for a solution to provide leaders the necessary tools to create an inclusive workplace; improve collaboration between Coast Guard directorates; and enhance an inclusive culture that impacts people across levels.

Associated deliverables:

Utilizing the results from the aggregate assessment results from the Leadership Inclusion Assessment Report to develop an experiential learning solution to embed inclusion in the total workforce. We are looking for experiential learning coupled with webinars, case studies, videos, job aid or other learning strategies.

Include an unconscious bias solution that will engage members by utilizing the webinars and tools from previous sessions to find common ground for on-going conversations, learning, and relationship building across differences and conflict.

Develop a guidebook for unit leaders with detailed instructions, talking points, discussion starters, FAQ’s, and ground rules.

Develop a learning solution for the total workforce that includes the following:

o Diversity & Inclusion: Learn what diversity & inclusion mean o Unconscious Bias Awareness: What unconscious bias is & how it shows up at work o Assumptions About Trust: How unconscious bias affects our trust relationships o Inclusive Behaviors: Create a higher performing team with inclusion o What inclusive behaviors are and how to use them o Practicing Inclusion: For people managers

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o Take Action: How to create your action plan for change o Participant guide with practice/flash cards

3.0 CONTRACTOR PERSONNEL

3.1 Qualified Personnel

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.

3.2 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:

Program Manager

Note: The Government may designate additional Contractor personnel as Key at the time of award.

3.2 Program Manager

The Contractor shall provide a Program Manager who shall be responsible for all Contractor work performed under this PWS. The Program Manager shall be a single point of contact for the Contracting Officer and the COR. The Program Manager is further designated as Key by the Government. During any absence of the Program Manager, only one alternate shall have full authority to act for the Contractor on all matters relating to work performed under this contract.

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

3.2.1 The Program Manager shall be a single point of contact for the Contracting Officer (KO) and the Contracting Officer’s Representative (COR). It is anticipated the Program Manager shall be one of the senior level employees provided by the Contractor for this work effort. During any absence of the Program Manager, only one alternate shall have full authority to act for the Contractor on all matters relating to the work performed under this task order. The Program Manager shall be able to read, write, speak and understand English.

3.2.2 The Program Manager shall be available to the COR via telephone between the hours of 0800 and 1730 EST, Monday through Friday, and shall respond to a request for discussion or resolution of technical problems within 2 hours of notification.

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3.2.3 The Program Manager shall hold a Master’s degree from a college or university accredited by a body recognized by the US Department of Education. It is required that the master’s degree to be in education, business administration, or management related fields. The government desires, but doesn’t require the Program Manager to have a Project Management Professional (PMP), or a Six Sigma Green Belt Certification.

3.2.4 The Program Manager shall possess a minimum of four (4) years of management experience including supervising supervisors; a minimum of 10 years of program management experience; be proficient in using the following software applications: Microsoft Word, Outlook, Excel, & PowerPoint.

3.2.5 The Program Manager shall possess experience managing enterprise-wide programs for Military organizations.

3.3 Employee Identification

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.

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

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.

4.0 OTHER APPLICABLE CONDITIONS

4.1 REQUIRED CERTIFICATIONS

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The Contractor shall have the following certifications: Certified Diversity and Inclusion Professional. In addition, the contractor shall be certified to offer a coaching certification, through the ICF to U.S. Coast Guard members.

4.2 PERIOD OF PERFORMANCE

The period of performance for this contract is one year from date of award and includes (4) one-year option periods.

4.3 PLACE OF PERFORMANCE

The primary place of performance will be the Contractor’s facilities with frequent visits to the Department of Homeland Security at U.S. Coast Guard Headquarters, 2703 Martin Luther King Jr Ave SE, Washington, DC 20593. Additional visits to U.S. Coast Guard field units as required.

4.4 HOURS OF OPERATION

Contractor employees shall generally perform all work between the hours of 0700 and 1730 EST, Monday through Friday (except Federal holidays). However, 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. All work performed outside normal business hours will need to be preapproved by the COR.

4.5 TRAVEL

Contractor travel shall be required to support this requirement. All travel required by the Government outside the local commuting area(s) will be reimbursed to the Contractor in accordance with the Federal Travel Regulations. The Contractor shall be responsible for obtaining COR approval (electronic mail is acceptable) for all reimbursable travel in advance of each travel event.

4.6 POST AWARD CONFERENCE

The Contractor shall attend a Post Award Conference with the Contracting Officer and the COR no later than 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 objectives of this contract and review the Contractor's draft project plan. The Post Award Conference will be held at the Government’s facility, located at U.S. Coast Guard Headquarters, 2703 Martin Luther King Jr Ave SE, Washington, DC 20593.

4.7 PROJECT PLAN

The Contractor shall provide a draft Project Plan at the Post Award Conference for Government review and comment. The plan, at a minimum, shall include: (a) list of work to be performed; (b) project schedule; (c) description of intended results; (d) role of key personnel, if applicable and;

(e) how quality of service (project) will be maintained throughout life of contract. The Contractor shall provide a final Project Plan to the COR not later than 10 business days after the Post Award Conference.

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4.7.1 The Program Manager will provide an agenda, power point presentation, draft project plan and list of Contractor attends one (1) business day prior to the Post Award Conference.

4.7.2 The Program Manager shall provide meeting minutes to COR NLT two (2) business days after Post Award Conference. Approved minutes shall be included in final Report.

4.8 PROGRESS REPORTS

The Program Manager shall provide a bi-monthly progress reports to the Contracting Officer and COR 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.

4.9 PROGRESS MEETINGS

The Program Manager shall meet with the COR on a monthly basis to discuss progress, exchange information and resolve emergent technical problems and issues. These meetings shall take place at U.S. Coast Guard Headquarters, 2703 Martin Luther King Jr Ave SE, Washington, DC 20593.

4.10 GENERAL REPORT REQUIREMENTS

The Contractor shall provide all written reports in electronic format with read/write capability using applications that are compatible with DHS workstations (Windows XP and Microsoft Office Applications).

4.11 PROTECTION OF INFORMATION

Contractor access to information protected under the Privacy Act is required under this PWS.

Contractor employees shall safeguard this information against unauthorized disclosure or dissemination in accordance with the law and Government policy and regulation.

Contractor access to proprietary information is required under this PWS. Contractor employees shall safeguard this information against unauthorized disclosure or dissemination in accordance with DHS MD 11042.1, Safeguarding Sensitive but Unclassified (For Official Use Only) Information. The Contractor shall ensure that all Contractor personnel having access to business or procurement sensitive information sign a non-disclosure agreement (DHS Form 11000-6).

4.12 SECTION 508 COMPLIANCE

Section 508 of the DHS Accessibility Requirements Tool (DART 2.0) is not applicable. There will not be any items that include Information and Communications Technology (ICT) in the solicitation.

5.0 GOVERNMENT FURNISHED RESOURCES

The Government will not furnish any resources to the Contractor in support of this contract.

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6.0 CONTRACTOR FURNISHED PROPERTY

The Contractor shall furnish all facilities, materials, equipment and services necessary to fulfill the requirements of this contract.

7.0 GOVERNMENT ACCEPTANCE PERIOD

The COR will review deliverables prior to acceptance and provide the contractor with an e-mail that provides documented reasons for non-acceptance. If the deliverable is acceptable, the COR will send an e-mail to the Contractor notifying it that the deliverable has been accepted.

7.1 The COR will have the right to reject or require correction of any deficiencies found in the deliverables that are contrary to the information contained in the Contractor’s accepted proposal. In the event of a rejected deliverable, the Contractor will be notified in writing by the COR of the specific reasons for rejection. The Contractor may have an opportunity to correct the rejected deliverable and return it per delivery instructions.

7.2 The COR will have 5 business days to review deliverables and make comments. The Contractor shall have 5 business days to make corrections and redeliver.

7.3 All other review times and schedules for deliverables shall be agreed upon by the parties based on the final approved Project Plan. The Contractor shall be responsible for timely delivery to Government personnel in the agreed upon review chain, at each stage of the review.

The Contractor shall work with personnel reviewing the deliverables to assure that the established schedule is maintained.

8.0 INTELLECTUAL PROPERTY, SOURCE ARTIFACTS, AND CODE ANNOTATIONS.

All Contractor developed processes and procedures and other forms of intellectual property first developed under this Task Order shall be considered Government property IAW FAR 52.227- 14, for data other than special works, and FAR 52.227-17 for special works.

8.0.1 The Contractor shall furnish to the Government all source documents used and produced in the analysis, design, development, implementation, and evaluation of the interactive courseware (ICW) not later than 25 days after approval of the final products.

8.0.2 The Contractor shall develop all graphics, illustrations, videos segments, human interfaces, and simulations deemed relevant to learning. These source artifacts will be delivered to the CG with final deliver of the training course.

8.0.3 The contractor shall supply all code (if any) and all plain language annotation of code so that the coding functions/purpose are easily understood by government developers.

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8.0.4 The Contractor shall provide a functioning interactive courseware (ICW) product with tests that support the training and performance of CG members in accordance with USCG Standard Operating Procedure (SOP), Volume 7, Advanced Distributed Learning (ADL).

8.0.5 The Contractor shall meet technical standards for delivery via the Coast Guard Standard Workstation, LMS, and the CG intranet. Product shall include a SCORM-conformant (to the latest version used by the Coast Guard) and Section 508-compliant source file package. This package shall be in a .ZIP file and loadable on the CG Learning Management System for deployment to CG members at home and work. Each page of the distributed course shall meet the load and bandwidth requirements outlined in the SOP Volume 7 and shall adhere to the standard guidelines for navigation and user interface.

9.0 PROTECTION OF INFORMATION.

Contractor access to proprietary information is required under this contract. Contractor employees shall safeguard this information against unauthorized disclosure or dissemination in accordance with DHS MD 11042.1, Safeguarding Sensitive but Unclassified (SBU) Information.

The Contractor shall ensure all Contractor personnel having access to business or procurement sensitive information sign a non-disclosure agreement (DHS Form 11000-6) at the time of award.

10.0 GOVERNMENT FURNISHED RESOURCES.

The Government will provide pertinent extant data, including U.S. Coast Guard studies and manuals, necessary to complete the specified work five (5) business days prior to the kickoff meeting. The Government will also supply APs and SMEs to participate in data collection focus groups, interviews, and/or surveys. These individuals will not aid the Contractor in creation of the deliverables, but will serve as data gathering opportunities for the Contractor.

11.0 CONTRACTOR FURNISHED PROPERTY.

The Contractor shall furnish all facilities, materials, equipment and services necessary to fulfill the requirements of this PWS, except for the Government Furnished Resources specified in this

PWS.

12.0 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 PWS.

Item PWS Deliverable/Event Due By

1 4.6 Post Award Conference No later than 5 business days after Contract Award

2 4.7 Project Plan Included in response to RFP

3 2.1 Obtain approval to use the GDIB 90 days after award of

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contract

4 2.1 Comprehensive Global Diversity and Inclusion Index Assessment

90 days after award of contract

5 2.1 Findings and Recommendations Report/Presentation

90 days after award of contract

6 2.1 Comprehensive D&I measurement system 90 days after award of contract

7 2.2 CG Core Values and Behaviors Analysis 120 days after award of contract

8 2.2 CG Core Values Open ended dialogues execution plan

120 days after award of contract

9 2.2 CG Core Values Communication Strategy 6 months after award of contract

10 2.3

Diversity Practitioners Certification Training Curriculum (to include PowerPoint presentations, videos, exercises and instructor notes/script)

30 days after award of contract

11 2.3 D&I Certification Live Train-the-Trainer Workshops (to include status meetings, status reports, and curriculum)

Period of performance 9/30/2019 – 9/29/2020

12 2.3

Digital facilitation kit (to include PowerPoint presentation slides, comprehensive facilitation notes with suggested script, frequently asked questions, experiential exercises, learning videos, and participant materials

6 months after award of contract

13 2.4

D&I Practitioners Coaching Certification Learning Module Curriculum (to include PowerPoint presentations, videos, exercises and instructor notes/script)

90 days after award of contract

14 2.4 D&I Practitioners Coaching Certification Period of performance 9/30/2019 – 9/29/2020

15 2.5 Unit Leaders Inclusion Assessment Period of performance 9/30/2019 – 9/29/2020

16 2.5 Aggregate Assessment Report Period of performance 9/30/2019 – 9/29/2020

17 2.5 Extended Assessment Report Period of performance 9/30/2019 – 9/29/2020

18 2.6 Total Workforce Inclusion Awareness Plan (to include webinars, case studies, videos, job aid and learning strategies)

Period of performance 9/30/2019 – 9/29/2020

19 2.6 Unconscious Bias Solution Period of performance

PAGE 17/20

9/30/2019 – 9/29/2020

20 2.6 Guidebook with detailed instructions, talking points, discussion starters, FAQ’s, and ground rules

Period of performance 9/30/2019 – 9/29/2020

21 2.6 Inclusion and Respect Learning Solution Period of performance 9/30/2019 – 9/29/2020

22 4.8 Progress Reports Bi-Monthly, no later than 5th of each month

23 4.9 Progress Meetings Monthly

LAST UPDATED: 07/11/2019 PAGE 18/18

13.0 PERFORMANCE REQUIREMENTS SUMMARY (PRS).

The PRS table below reflects the deliverables considered by the Coast Guard to be important for the successful performance of this Contract. This includes the expected standards of performance. The PRS is not an exclusive remedy and inclusion of the PRS does not preclude the Government from using any other remedy available by law or contract terms, including incentives/reductions in payment in accordance with any clause for inspection of services.

Objectives Required Service Performance Standard Incentives/Reductions

1. Quality Technical Writing.

All documents produced by Contractor shall be well designed, clearly written and expertly edited. (PWS Sections 2.1 – 2.6)

Meets the requirements set forth in the PWS

Written in a clear and simple language

Organized in a logical manner

Free from grammatical errors

Failure to meet schedule or provide acceptable deliverables will result in corrective action as determined appropriate by the Contracting Officer in consultation with the COR. The range of possible actions includes re-performance of work, renegotiating the schedule in conjunction with appropriate consideration, and partial or total termination for convenience/default.

2. On time deliverables.

The Contractor shall be responsible for electronic submission, printing, binding and delivering reports in accordance with approved schedules. (PWS Sections 2.1 – 2.6)

No deliverable is more than one business day overdue (unless Government causes delay)

Failure to meet schedule or provide acceptable deliverables will result in corrective action as determined appropriate by the Contracting Officer in consultation with the COR. The range of possible actions includes re-performance of work, renegotiating the schedule in conjunction with appropriate consideration, and partial or total termination for convenience/default.

LAST UPDATED: 07/11/2019 PAGE 19/18

Objectives Required Service Performance Standard Incentives/Reductions

3. Successful Facilitation Support.

The Contractor shall provide skilled facilitation support, in conjunction with overall program support. This is a key element of Contractor performance that substantively contributes to the successful outcome of the project

(PWS Sections 2.1 – 2.6)

The Contractor shall:

Meet all requirements set forth in the PWS

Be organized in a clear and logical manner

Apply facilitation tools and techniques or risk mitigation to keep the project on schedule (unless Government causes delay).

Facilitation meets agenda objectives (unless Government causes deviation).

Failure to provide acceptable deliverables will result in corrective action as determined appropriate by the contracting officer in consultation with the COR. The range of possible actions includes re-performance of work, renegotiating the schedule in conjunction with appropriate consideration, and partial or total termination for convenience/default

4.

Comprehensive Recommendatio ns and other Deliverables.

The Contractor shall provide comprehensive deliverables that provide best alternative solution. (PWS Sections 2.1 – 2.6)

The Recommendations shall:

Meet all requirements set forth in the PWS

Be written in a clear and logical manner

Identify source searched

Failure to provide acceptable deliverables will result in corrective action as determined appropriate by the contracting officer in consultation with the COR. The range of possible actions includes re-performance of work, renegotiating the schedule in conjunction with appropriate consideration, and partial or total termination for convenience/default.

LAST UPDATED: 07/11/2019 PAGE 20/18

GLOSSARY

D&I- Diversity and Inclusion HR- Human Resources GDIB- Global Diversity and Inclusion Benchmark CGA- Coast Guard Academy TRACEN- Training Center CGRC- Coast Guard recruiting Command LDC- Leadership development Center VTC- Video Teleconferencing ICF- International Coaching Federation DEOCS- Defense Organizational Climate Survey FEVS- Federal Employee Viewpoint Survey LAS- Leadership Assessment Survey CGILE- Coast Guard Inclusive Leadership Environment OAS- Organizational Assessment Survey PWS- Performance Work Statement COR- Contracting Officer Representative KO- Contracting Officer PMP- a Project Management Professional DHS- Department of Homeland Security ICT- Information and Communications Technology ICW- Interactive Courseware SOP- Standard Operating Procedure ADL- Advanced Distributed Learning LMS- Learning Management System SBU- Sensitive but Unclassified SME- Subject Matter Expert PRS- Performance Requirements Summary