Attachment 1 PWS 3-11-24.pdf

SECTION 2 – PERFORMANCE WORK STATEMENT

(PWS) ARPA-H CAREER LIFE CYCLE

This requirement is explicitly stated as not being for personal services by the performer or personal expenses of any government employee. All services outlined in this PWS are intended to provide advisory and assistance support to ARPA-H. The tasks specified in the PWS are designed to enhance and facilitate the achievement of ARPA-H’s mission.

Additionally, it is worth noting that these services may also be utilized to attract and recruit high-end talent that may not typically consider Federal Service due to the allure of more competitive salaries, incentives, and benefits, in other sectors. These efforts however remain aligned with the overarching mission and goals of ARPA-H.

It is important to emphasize that all services offered under this requirement are strictly intended to further the goals and objectives of ARPA-H. These services are not for personal gain, and their scope is exclusively aligned with the mission, functions, and needs of ARPA-H.

Any services provided to ARPA-H employees, including those aimed at recruiting top talent, are within the context of their professional roles and responsibilities and do not extend beyond the defined scope of the ARPA-H mission.

2.1 INTRODUCTION

The Advanced Research Projects Agency for Health (ARPA-H) serves within the Department of Health and Human Services (HHS) supporting transformative research to drive biomedical and health breakthroughs – ranging from molecular to societal – to provide transformative health solutions for all. ARPA-H advances high-potential, high-impact biomedical and health research that cannot be readily accomplished through traditional research or commercial activity.

2.1.1 BACKGROUND

ARPA-H, a recently established agency, is actively working towards its goal of becoming a self-sustaining and fully operational entity. Given the paramount importance of ARPA-H’s mission, a series of strategic measures have been undertaken to ensure the organization’s objectives, performance standards, and overall strategic trajectory are well-aligned with its mission.

Central to the strategic roadmap of ARPA-H is the recruitment of exceptional talents who can drive significant breakthroughs in major medical advancements. The agency seeks to attract and hire top-tier professionals, including doctors, scientists, and other specialized medical and health experts, who are highly coveted in the competitive commercial job market. To further enhance the capabilities of these accomplished individuals, ARPA-H recognizes the necessity of assembling a proficient and specialized support team that complements the specific requirements of the professionals who will be leading the Mission Offices that will be created based on their research efforts.

In order to secure and retain these exceptional and uniquely skilled career professionals, ARPA- H has been granted distinctive hiring authorities, setting it apart from conventional government organizations. This unique entitlement empowers ARPA-H to offer competitive compensation packages that are on par with prevailing industry standards or academic institutions. As a stipulation of this authority, each Program Manager (PM) will be appointed for a fixed term of only three years.

In pursuit of fostering an environment conducive to the success of these appointed PMs and to bolster the effectiveness of the entire ARPA-H workforce, the Government is seeking to establish a comprehensive suite of Career Lifecycle Management Support Services. These services are intended to provide unwavering support to the PMs during their term appointments and extend assistance to the broader ARPA-H staff community. The overarching aim is to optimize their contributions towards fulfilling the agency’s mission. Additionally, the Career Lifecycle Support services will offer a level of assurance to the PMs and staff members regarding their career progression plan after their tenure at ARAP-H comes to a close.

The Career Lifecycle Support Services will play a pivotal role in fostering a thriving professional ecosystem within ARPA-H. This ecosystem will not only align with commercial industry standards but also ensure the seamless career progression of the agency’s accomplished professionals, ultimately enriching ARPA-H’s mission accomplishments and the ultimate goal of better health outcomes for all Americans.

2.1.2 PERFORMANCE OBJECTIVE

ARPA-H is actively seeking the expertise and assistance support of a firm specializing in professional and management development training. The agency has a critical need for a tailored program that encompasses a wide spectrum of services aimed at enhancing organizational effectiveness and talent acquisition.

The selected Contractor will play a pivotal role in shaping ARPA-H's landscape, drawing on their experience in collaborating with other ARPAs and startup agencies. Past success in designing and implementing employee career journeys, robust leadership development initiatives, skilled in the art of handling of employees with mid-career professional development and fostering a culture of continuous learning.

ARPA-H's overarching objective is to engineer and standardize innovative organizational structures that yield heightened administrative efficiencies. To achieve this, the chosen Contractor will guide both individuals and teams through a comprehensive career lifecycle support framework. This framework will encompass various elements, including personalized coaching, systematic resolution of career-related obstacles, resume development, and expert assistance during career transitions.

2.2 SCOPE OF WORK

2.2.1 The PWS underlines the role of the Contractor in bolstering the capacities within ARPA-H, specifically among Mission Office PMs hired on term appointments and extending to other federal supporting staff as determined by the Government. The objective is for the Contractor to seamlessly harmonize and amplify the diverse initiatives, actions, and tasks integral to cultivating a culture deeply rooted in continuous learning throughout every phase of the employee lifecycle.

The Contractor shall provide comprehensive employee1 support, which may begin with the onboarding process and extending throughout the entirety of an employee's tenure depending on the needs of the employee. Key support areas of engagement are as follows:

1. Development of Highly Competent Employees and Support Cultivating a Learning Culture: Provide support on how to collaboratively cultivate a work environment that actively fosters continuous learning at every juncture. This involves assisting with planning annual strategies to address both awareness and targeted communication to ARPA-H employees and leadership.

2. Promoting Mentoring: Provide support on cultivating a culture of mentorship that empowers employees to share insights, experiences, and guidance, thereby fostering professional growth and knowledge exchange.

3. Assessment of Developmental Strengths and Needs: Providing employees with the means to evaluate their developmental strengths and areas for improvement regarding their roles within the organization and their envisioned career trajectories.

4. Enhancing Career Development: Spearheading efforts to augment employees' career development journeys, resulting in a mutually beneficial alignment between individual growth and the organization's overarching mission.

5. Individual Career Counseling and Training Workshops: Offering personalized career counseling sessions and targeted training workshops tailored to individual needs and organizational requirements.

1 In the context of this requirement, an “employee” refers to individuals who are employed by ARPA-H, including primarily Mission Office Program Mangers hired on term appointments and other federal supporting staff. Science, Engineering, and Technical Assistance (SETA) contractors are not considered employees and shall not be entailed to services.

6. Facilitating Career Planning and Transition: Equipping employees with the tools and resources essential for effective career planning and seamless transitions, ensuring continuity even beyond their ARPA-H tenure.

Collaborating closely with members of the Strategic Resources Office within ARPA-H, the Contractor shall execute the following tasks:

1. Employee Development and Career Management: Designing and executing strategies to empower employees' professional evolution and fortify their career trajectories.

2. Career Alignment: Aligning individual aspirations with ARPA-H's mission, harmonizing personal growth with organizational goals.

3. Customized Training: Crafting specialized training initiatives that cater to distinct roles and skills, nurturing a culture of perpetual improvement.

4. Leadership Coaching: Delivering tailored coaching and mentorship programs to cultivate effective leadership attributes.

5. Outplacement Services: Supporting employees in times of transition, ensuring a smooth and resource-rich departure.

2.2.2 The Contractor shall provide personnel for Program and Contract Management, who will be entrusted with the oversight and administration of contract performance, ensuring seamless execution and adherence to stipulated deliverables. See PWS 2.3.7 for more information.

2.3 PERFORMANCE REQUIREMENTS

The Contractor shall perform the following tasks:

2.3.1 TASK 1- EMPLOYEE DEVELOPMENT AND CAREER MANAGEMENT SUPPORT

The Contractor shall assume responsibility for delivering comprehensive employee development and career management support services within the stipulated timeframe. This task is a fundamental component of ARPA-H's commitment to nurturing a highly skilled and motivated workforce. The Contractor shall undertake the following actions and activities when requested by ARPA-H to ensure the successful implementation of this task:

1. Onboarding and Goal Alignment (Within 60 Days of Onboarding):

• Upon an employee's onboarding, the Contractor shall initiate a structured process aimed at assessing an employee’s temperament, personality, goals, and “Preference” and their alignment with ARPA-H’s culture and mission.

• The Contractor shall utilize a combination of surveys, interviews, and validated evaluation techniques—both commercially available and proprietary—to discern areas of strength, address deficit areas, and pinpoint opportunities for enhancing alignment between the employee's aspirations and ARPA-H's transformative goals.

• The Contractor shall develop operational best practices and sound employee lifecycle management methodologies, tools, and templates.

Note: The Government anticipates these services to be utilized on an as-needed basis, as determined by SRO, Contract PM, or COR. It is important to note that not all PMs will require these services.

2. Individual Career Counseling and Developmental Roadmaps:

• The Contractor shall appoint a dedicated career counselor to engage in one-on-one consultations with ARPA-H employees.

• These consultations shall facilitate the creation of curated developmental roadmaps, charting a strategic course for employees' professional growth within

ARPA-H.

3. Assessment and Development Planning:

• The Contractor shall employ diverse methods for evaluating employees' skill sets, mindset, behavior patterns, preferences, and developmental needs.

• Based on the initial engagement assessment, the Contractor shall collaboratively draft short-term and long-term developmental action plans.

• These action plans shall be dynamic, allowing for periodic adjustments based on insights gained from coaching sessions and subsequent assessments.

4. Mid-Point Assessment and Stakeholder Survey):

• At the midway point of the employee's development program, the Contractor shall conduct a comprehensive assessment or evaluation of the individual's progress.

• Additionally, the Contractor shall administer a survey to stakeholders, seeking feedback on identified growth areas and gauging the efficacy of the developmental process.

• Based on the findings, the Contractor shall design the subsequent steps in the career development journey.

5. Developmental Progress Highlight and Self-Guided Activities (Closeout Session):

• The Contractor shall organize a closeout session to spotlight the employee's developmental progress, accomplishments, and milestones achieved.

• This session shall provide a platform for transitioning to self-guided activities that enable the individual to sustain and further their development beyond the formal engagement with the Contractor.

2.3.1.1 The Contractor shall provide a Career Development and Counseling Plan (CDCP) at time of proposal submission, detailing the Contractor’s approach to providing individualized career development and counseling services. The plan shall describe the methodology for onboarding assessments, development roadmaps, skills assessment, coaching sessions, and progress evaluations.

2.3.1.3 Highly Desirable Corporate Experience: The Government seeks a contractor possessing corporate experience in working with other Advanced Research Project Agency (ARPA) organizations or companies in their start-up phase. Such relevant experience may receive favorable consideration during the evaluation process under the Employee Development and Career Management Support criterion in RFQ section 4.2.1.

This experience demonstrates an understanding of the unique challenges and dynamic associated with ARPA-like environments and start-up companies, which is valued in the potential contractor’s capabilities.

2.3.2 TASK 2- CAREER ALIGNMENT

The Contractor shall facilitate a strategic career alignment process, ensuring that employees' aspirations and competencies harmoniously converge with ARPA-H's mission and objectives.

This task shall encompass the following performance requirements:

1. Within 90 days of initiating the career alignment process, the Contractor shall assess employees' career aspirations, strengths, and capabilities in the context of ARPA-H's overarching mission.

2. The Contractor shall utilize a combination of data-driven methodologies, interviews, and interactive workshops to identify areas of congruence between employees' career trajectories and ARPA-H's strategic goals.

3. The Contractor shall collaborate with employees to craft personalized development plans that bridge any gaps between individual aspirations and organizational needs.

4. Progress evaluations shall be conducted bi-annually, and adjustments to career alignment strategies shall be made based on evolving employee and organizational dynamics.

2.3.2.1 The Contractor shall provide a Career Alignment Strategy at time of proposal submission for aligning employees’ career aspirations with ARPA-H's mission. The strategy shall describe the assessment methods, personalized planning process, and tools that will be used to create effective alignment.

2.3.3 TASK 3 – CUSTOMIZED TRAINING

The Contractor shall design, implement, and manage customized training programs tailored to specific roles and skill requirements within ARPA-H. The following performance requirements shall apply:

1. Develop and propose training curricula for specific job roles within 45 days of contract initiation.

2. Assist with planning bi-annual strategies to address both awareness and targeted communication plan to ARPA-H employees and leadership.

3. Customize training content to align with ARPA-H's unique needs and objectives, incorporating innovative instructional methods and materials.

4. Deliver training sessions that are interactive, engaging, and targeted, utilizing a blend of virtual and in-person formats as necessary.

5. Continuously assess the effectiveness of training programs through participant feedback, skill assessments, and observed improvements in job performance.

2.3.3.1 Customized Training Framework

PWS Exhibit 1 Training Framework has been included to define the scope and parameters of the training curricula suggested for the CLMS program. Exhibit 1 outlines the suggested components of the training, the target audience, and the delivery methods, encompassing self-paced, virtual and in person instructor-led training formats. This framework is included as a tool to help the contract develop the best proposed curricula and Training and Development Plan.

2.3.3.2 The Contractor shall provide a Training and Development Plan (TDP) at time of proposal submission that provides a strategic plan that bolsters learning and development initiatives and presents an approach for designing and delivering customized training programs. The Contractor shall explain how training needs will be assessed, how curricula will be tailored to specific roles, the mix of training modalities (e.g., workshops, e-learning), how training effectiveness will be measured and provide informative materials that reinforce the training plan’s objectives and promotes its implementation.

2.3.3.3 Highly Desirable Experience: The Government seeks a contractor who has experience in developing customized training programs specifically for ARPA organizations or companies that are in their start-up phase. This particular experience is considered a valuable asset and will be regarded as a strength during the evaluation of this section of the technical quote, as detailed in RFQ section 4.2.2, Advisory Note 1.

2.3.4 TASK 4 – LEADERSHIP COACHING

The Contractor shall provide expert leadership coaching to ARPA-H personnel to enhance leadership capabilities and promote effective management practices. The following performance requirements shall apply:

1. Within 30 days of engagement, propose a comprehensive leadership coaching framework, tailored to ARPA-H's leadership tiers.

2. Deliver one-on-one coaching sessions for designated leaders to enhance their strategic thinking, communication skills, team management, and decision-making capabilities.

3. Deliver engaging team-building activities to foster cohesive collaboration and skills development among leaders.

4. Utilize proven coaching methodologies and tools to guide leaders in setting and achieving personal and professional development goals.

5. Monitor leadership performance improvements over time and conduct regular feedback sessions to fine-tune coaching strategies.

2.3.4.1 The Contractor shall provide an initial Leadership Coaching Framework at time of proposal submission and final 30 days after contract award that elaborates on the contractor’s approach to providing leadership coaching. The Contractor shall define coaching methodologies, assessment tools, coaching sessions' structure, and how leadership growth and improvement will be tracked.

2.3.5 TASK 5 – OUTPLACEMENT SERVICES

The Contractor shall provide compassionate and effective outplacement services to employees during times of transition. The following performance requirements shall apply:

1. Establish a final Outplacement Framework within 60 days of contract award, outlining procedures for guiding departing employees through the transition process.

2. Provide resources and information to assist departing employees in their career transitions, including individualized career counseling, resume-building tips, general job search strategies, and interview preparation guidance.

3. Foster a supportive environment that contributes to a positive seamless transition experience for departing employees, aiding their efforts in successfully navigating their career transitions.

Note: While these services aim to provide valuable resources and support, the Contractor shall not actively assist employees in finding new job opportunities.

2.3.5.1 The Contractor shall provide their initial Outplacement Services Framework at time of proposal submission. The Contractor’s framework shall describe the approach to providing compassionate and effective outplacement services to departing employees.

Include counseling methods, resume-building support, job search strategies, and ways to ensure a smooth transition.

2.3.5.2 Highly Desirable Experience: The Government is seeking a contractor who possesses experience in providing Outplacement Services to other ARPA organizations that have term appointment staff. This specific experience will be considered a strength in the evaluation of this section of the technical quote, as detailed in RFQ section 4.2.2, Advisory Note 1.

2.3.6 TASK 6 – PROGRAM AND CONTRACT MANAGEMENT

CONTRACT MANAGER (CM)

The Contractor shall designate a CM in its proposal. The CM has full authority to act on behalf of the Contractor on Contractual matters relating to the Contract. The individuals point of contact information (name, telephone, and email) is required. The CM must be available via telephone or electronic mail during normal business hours, unless otherwise stated.

PERFORMER PROGRAM MANAGER (PM)

The Contractor shall designate a PM in its proposal. The PM is responsible for the daily operation and performance of the Contract. The individual’s point of contact information (name, telephone, and email) is required. The PM must be available via telephone or electronic mail during normal business hours, unless otherwise stated. The PM shall have demonstrated experience in their resume of program management.

Note: The PM can also fill the role as the CM, but role must be clearly annotated on the Project Management Plan.

The Contractor shall perform the following Program Management and Contract Management duties in support of this Contract:

2.3.3.1 The Contractor shall provide a Project Management Plan (PMP) initially at the time of proposal submission and final 30 days after contract award, outlining how the Contractor intends to manage and execute the requirement. Include details about project organization, staff roles and responsibilities, communication protocols, risk management strategies, and a timeline of key milestones.

2.3.3.2 The Contractor shall, as part of the PMP, provide an Innovation and Continuous Improvement Strategy which describe how the offeror plans to innovate, stay up to date with industry best practices, and continuously improve the services provided over the course of the contract.

2.3.3.3 The Contractor shall provide the necessary resources to effectively oversee the performance of all requirements as defined herein. Within this responsibility, the Contractor shall develop and implement a Quality Control and Management Oversight plan to effectively manage the staff and the performance per the performance standards established herein. This plan is required at time of proposal submission and shall be updated as necessary throughout contract performance.

2.3.3.4 The Contractor shall develop and deliver a Monthly Status Report (MSR). The MSR shall detail the accomplishments to date, projected activities, and a schedule to accomplish those projected activities. This report shall also project the availability of contractor resources and include copies of completed work products as appliable to the requirement. This report shall be provided electronically to the CO by the 10th working day each month.

2.3.3.5 The Contractor shall meet as needed with the CO or their designee and other Government representatives, at the discretion of the CO or designee, to review Contract performance. There may be conditions where the Contractor will meet more than once in a month due to unanticipated circumstances.

2.3.3.6 The Contractor shall, within ten (10) business days following the Contract award date, attend a Kick-Off Meeting to review Contract goals and objectives, and to discuss technical requirements, administrative matters, project transition, Government Furnished Information/Materials/Equipment (GFI/GFM/GFE), the milestone schedule, review cycles, and invoicing.

2.3.3.6.1 The Contractor shall prepare and present their plan for performing all tasks and schedules. The meeting shall be attended by the CO, the Program Staff and all Contractor key personnel and shall be held virtually or in person either at a Government or Contractor facility.

2.3.3.6.2 The Contractor shall develop a kick-off meeting agenda and presentation slides summarizing the contract management and implementation plan and

Contractor staffing. The agenda shall be delivered five (5) days prior to the proposed kick-off meeting for Government review.

2.3.3.7 Contingency Plan: The contractor shall develop and maintain a Contingency Plan (see section 2.4 – Deliverables) addressing the approach for addressing contract contingencies, including excusable delays, weather/natural disasters, contractor business disruptions (e.g., strikes, financial issues, tenancy disputes, maintenance problems), and other potential service interruptions, and outline plans for resuming service. At the commencement of any actual service disruption, the contractor shall additionally submit a detailed plan within 24 hours to the CO addressing the specifics and implementation of the overall contingency plan for the individual situation. This plan is required at time of proposal submission and shall be finalized within 30 days of contract award.

2.4 DELIVERABLES

The table 2.4.1 represents all deliverables due by the Contractor to the Government after Contract award. Items 1-6 below provides a description of each column included in the deliverables table.

1. CRDL (Control Reference Document Locator): This column provides a unique identifier for each deliverable/event. The CRDL helps in tracking a referencing specific item throughout the requirement’s lifecycle.

2. Task Number: This column denotes the task to which the deliverable/event is associated.

It establishes a clear link between the deliverable and its corresponding task within the requirement.

3. Deliverable/Event: This column describes the specific item or outcome that the

Contractor is responsible for delivering as a part of the requirement. It highlights the tangible or measurable result of the task.

4. Objective/Description: In this column, the purpose and significance of the deliverable/event are elaborated upon. It explains why the deliverable is essential to the project’s goals and how it contributes to the meeting the overall objectives.

5. Time of Delivery: The Time of Delivery column specifics the anticipated timeframe or milestone by which the deliverable/event should be completed or provided. It helps in establishing deadlines and managing project progress.

6. Proposed Plans Included: This column indicates the key plans, strategies, or framework associated with the task that are relevant to the creation or execution of the deliverable/event. It provides a reference to the plans that guide the implementation of each task.

Table 2.4.1 Deliverables

CRDL Task Number Deliverable/Event Objective/description Time of

Delivery Proposed Plans Included

A0001 Task 1 Onboarding Career Assessment

Assess employee's professional goals and alignment with agency's culture and mission

Within 60 days of onboarding

Career Development and Counseling Plan

A0002 Task 1 Individual Career Counseling and Roadmaps

Provide curated developmental roadmaps for employees

Ongoing, as needed

Career Development and Counseling Plan

A0003 Task 1 Developmental Strengths and Needs Assessment

Identify areas of improvement, leverage preferences and strengths, and align opportunities

Ongoing, as needed

Career Development and Counseling Plan

A0004 Task 1 Mid-Point Assessment and Stakeholder Survey

Evaluate employee's progress, gather stakeholder feedback

TBD after contract award

Quality Assurance and Performance Monitoring Plan

A0005 Task 1 Closeout Session and Self-Guided Activities

Highlight progress, transition to self-guided activities

End of engagement

Quality Assurance and Performance Monitoring Plan

A0006 Task 2 Career Alignment Proposals Propose strategies for aligning employee aspirations with mission

Within 90 days of contract award

Career Alignment Strategy

A0007 Task 2 Personalized Development Plans Develop individualized plans to bridge gaps and enhance alignment

Ongoing, as needed

Career Alignment Strategy

A0008 Task 3 Customized Training Curricula Develop and propose training curricula for specific job roles

Within 45 days of start

Training and Development Plan

A0009 Task 3 Training Delivery and Evaluation Deliver engaging training sessions, assess effectiveness

Ongoing, as scheduled

Training and Development Plan

A0010 Task 4 Leadership Coaching Framework Propose a comprehensive coaching framework for leadership

Within 30 days of start

Leadership Coaching Framework

A0011 Task 4 Leadership Coaching Sessions Conduct one-on-one coaching sessions for designated leaders

Ongoing, as scheduled

Leadership Coaching Framework

A0012 Task 5 Outplacement Services Framework Establish a framework for supporting departing employees

Within 60 days of start

Outplacement Services Framework

A0013 Task 5 Individual Outplacement Support Provide career counseling, resume building, job search strategies

Ongoing, as needed

Outplacement Services Framework

A0014 Task 6 Program and Contract Management Designation

Assign qualified Program Manager and Contract Administrator

Frist day of contract award

Program and Contract Management Approach

A0015 Task 6 Project Plan and Communication Setup Develop project plan, establish communication and reporting

Initial at time of proposal submission and final within 30 days of contract award

Project Management Plan

A0016 Task 6 Performance Monitoring and Issue Resolution

Quality control, monitor metrics, address deviations, ensure contract compliance

Initial at time of proposal submission

Quality Control and Management Oversight plan and ongoing, as needed

A0017 Task 6 Performance Monitoring and Issue Resolution

Provide monthly reporting on accomplishments, project activities, and manager milestones planned

Within the 10th day of each month

Monthly Status Reports

A0018 Task 6 Performance Monitoring and Issue Resolution

Develop a plan addressing contract contingencies

Initial at time of proposal submission and final within 30 days of contract award

Contingency Plan

2.5 QUALITY CONTROL/GOVERNMENT REMEDIES

2.5.1 The Contractor shall develop and maintain an effective quality control program to ensure services are performed in accordance with the PWS. The Contractor shall develop and implement procedures to identify, prevent, and ensure non-recurrence of defective services.

The Contractor ‘s quality control program is the means to which the Contractor can quantifiably ensure compliance to the requirement of the resultant Contract. Refer to Section

2.4 for a complete list of deliverables that correspond to all paragraphs below unless specified as “none” in Table 2.4.1, Deliverables:

2.5.2 The CO and/or other Government personnel, as appropriate, will meet monthly with the Contractor to review the Contractor’s performance. At these meetings, the applicable Government personnel will apprise the Contractor of how the Government views the Contractor’s performance, and the Contractor will apprise the Government of problems, if any, being experienced. Appropriate action shall be taken to resolve outstanding issues.

These meetings shall be at no additional cost to the Government.

2.5.3 The service requirements are summarized into performance objectives that relate directly to mission-essential items. The performance threshold briefly describes the minimum acceptable levels of service required for each task or deliverable. These thresholds are critical to mission success.

Table 2.5.4: Performance Requirements Summary:

Performance Objective Standard Performance Threshold Method of Surveillance

Task 1: Employee Development and Career Management

Onboarding Career Assessment

Complete assessment for all newly onboarded employees

100% completion Review of assessment records

Individual Career Counseling and Roadmaps

Provide personalized roadmaps to all employees

All eligible employees receive personalized roadmaps

Documented roadmaps and counseling sessions

Developmental Strengths and Needs Assessment

Identify strengths and needs for each participating employee

Comprehensive assessment of strengths and needs

Regular assessment reports and follow-up actions

Mid-Point Assessment and Stakeholder Survey

Conduct mid-point assessment and gather stakeholder feedback

Mid-point assessment and stakeholder survey completed

Review of assessment results and stakeholder feedback

Closeout Session and Self- Guided Activities

Conduct closeout session and facilitate self-guided activities

Successful completion of closeout session

Observation of closeout session and follow-up actions

Task 2: Career Alignment

Career Alignment Proposals Deliver alignment proposals to ARPA-H leadership

Timely delivery of alignment proposals Review of proposal submissions

Personalized Development Plans

Create development plans for employees aligned with ARPA-H goals

All eligible employees have personalized plans

Documentation of development plans and progress

Task 3: Customized Training

Customized Training Curricula

Propose training curricula for specific roles

Timely submission of training curricula proposals

Review of proposed curricula

Training Delivery and Evaluation

Successfully deliver and assess training sessions

High participant engagement and positive feedback

Participant feedback and session assessments

Task 4: Leadership Coaching

Leadership Coaching Framework

Deliver comprehensive coaching framework

Submission of comprehensive framework

Review of framework and approval from ARPA-H

Leadership Coaching Sessions

Conduct effective one-on-one coaching sessions

Positive feedback from coached leaders

Participant feedback and session assessments

Task 5: Outplacement Services

Outplacement Services Framework

Develop comprehensive outplacement framework

Submission of detailed outplacement framework

Review of framework and approval from ARPA-H

Individual Outplacement Support

Provide effective support for departing employees

Successful assistance provided to all departing employees

Documentation of support services and employee feedback

Task 6: Program and Contract Management

Designation of Program and Contract Management

Assign qualified personnel for program and contract management

Timely designation of qualified individuals

Review of personnel qualifications and assignment

Project Plan and Communication Setup

Develop and maintain a comprehensive project plan

Detailed project plan submitted and maintained

Review of project plan and communication strategy

Performance Monitoring and Issue Resolution

Oversee contract performance and address deviations

Timely resolution of performance issues

Review of performance reports and issue resolution

2.6 KEY PERSONNEL

Key personnel are not designated for this requirement. The vendor shall have the flexibility to assign personnel with the necessary skills, education, and certifications to meet the needs of the tasks outlined in the requirements.

2.7 NON-KEY PERSONNEL REQUIREMENTS AND QUALIFICATIONS

The Contractor shall allocate appropriate non-key personnel to fulfill the responsibilities outlined in the tasks described in this PWS. The Contractor has the flexibility to adjust the non-key personnel based on the proposed approach.

2.8 REMOVING CONTRACTORS FOR MISCONDUCT OR SECURITY REASONS

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

2.9 CONFIDENTIALITY AND DATA PRIVACY

This contract may require that services Contractors have access to Privacy Information. Services Contractors are responsible for maintaining confidentiality of all subjects and materials and may be required to sign and adhere to a Non-disclosure Agreement (NDA).

2.10 INTELLECTUAL PROPERTY RIGHTS

All deliverables are the property of the U.S. Government. All documents, analyses, files (digital or other), reports, notes and photos are to be used only by Contractor personnel assigned to this Contract/Task Order. Documents, files, and other data are to be stored exclusively on Government owned equipment and at no point should be saved or archived on personal drives or devices. Copies are not to be disseminated to anyone outside of ARPA-H or to any other Contractor personnel without explicit release from the ARPA-H COR/Project Leader.

2.11 CONTRACTING OFFICER’S REPRESENTATIVE (COR) DESIGNATION

2.11.1 After contract award, the Contracting Officer will retain all Contracting Officer Representative (COR) duties. The CO reserves the right to appoint COR and issue a COR Designation Letter stating the authority of the COR at any point during contract performance. In the event a COR is appointed the Contractor will receive a copy of the written designation.

2.11.2 The CO will participate in project meetings, as necessary, and receive copies of all Contract deliverables.

2.11.3 The CO will provide technical assistance and clarification required for the performance of this task. The CO will not provide any supervision or instructional assistance to Contractor personnel.

2.12 TECHNICAL DIRECTION

2.12.1 Performance of the work under this Contract shall be subject to the technical direction of the CO/COR. The term “technical direction” is defined to include, without limitation:

2.12.1.1 Directions to the Contractor which fill in details or otherwise serve to accomplish the PWS.

2.12.1.2 Provision of written information to the Contractor which assists in the interpretation of drawings, specifications, or technical portions of the work description.

2.12.1.3 Review and, where required by the Contract, approval of technical reports, drawings, specifications, and technical information to be delivered by the Contractor to the Government under the Contract

2.13 SUBCONTRACTOR MANAGEMENT

The Contractor shall be responsible for any subcontract management necessary to integrate work and shall be responsible and accountable for sub-contractor performance on the requirements of this PWS. The Contractor will manage work distribution to ensure there are no Organizational Conflict of Interest considerations.

2.14 INFORMATION TECHNOLOGY SECURITY

The Contractor shall meet the HHS IT Security Program Policy and Minimum Implementation Standards.

2.15 GENERAL

2.15.1 PERIOD OF PERFORMANCE

The period of performance shall be for one (1) base year from July 1, 2024, through June 30, 2025, and with four (4) one-year option periods July 1, 2025, through June 30, 2029.

2.15.2 TYPE OF CONTRACT

The Government will award a hybrid Firm Fixed Price (FFP) Time and Material (T&M) Indefinite Delivery, Indefinite Quantity (IDIQ) type Contract.

2.15.3 HOURS OF OPERATION

Contractor work schedules will coincide with the work schedules of Government employees working at APRA-H, with maximum availability from 0800-1800 (time zone dependent on location of employee) on Government workdays. Normal duty days shall be Monday through Friday, excluding Government-observed holidays or when the Government facility is closed due to local or national emergencies, administrative closings, or similar Government directed facility closings.

The Contractor must at all times maintain an adequate work force for the uninterrupted performance of all tasks defined within this PWS when the Government facility is not closed.

This schedule will facilitate coordination with Government personnel, if appropriate advanced approval from the Contracting Officer (CO), hours outside of these normal working hours may be authorized. The following is a list of Federal holidays where the Government will be closed:

New Year’s Day Labor Day Martin Luther King, Jr.’s Birthday Columbus Day President’s Day Veteran’s Day Memorial Day Thanksgiving Day Independence Day Christmas Day

Juneteenth

2.15.4 PLACE OF PERFORMANCE

The work performed under this contract will take place at the contractor’s facilities, with the majority of the work being conducted virtually. The Government anticipates in-person training sessions to be held at the Government facility when necessary.

2.16 OVERTIME AND TRAVEL

2.16.1 OVERTIME

Overtime is not anticipated nor authorized at this time. If overtime is required, it will be coordinated through the ARPA-H and approved on a case-by-case basis by the Contracting Officer in writing. Any overtime worked prior to the receipt of proper written authorization from the Contracting Officer will be done at the Contractor’s own risk and expense.

2.16.2 TRAVEL

Travel is anticipated but not authorized at this time. If travel is required, it will be coordinated through the ARPA-H and approved on a case-by-case basis by the COR in writing. Any travel initiated prior to the receipt of proper written authorization from the COR will be done at the Contractor’s own risk and expense.

The Contractor shall provide a detailed estimate of any required travel in advance to the COR in writing via memorandum or email. All travel costs shall not exceed daily the maximum per diem rates in effect at the time of travel as set forth in the Federal Travel Regulation (FTR).

All travel shall be approved by the CO in writing via memorandum or e- mail prior to the contractor incurring any travel expenses and prior to any departure.

2.17 RISK

This contract/task order is considered low risk, and Contractor staff must be suited for public trust classification. Background investigations are required for all contractor staff proposed for this task order.

2.18 NON-PERSONAL SERVICES

The Government will neither supervise Contractors nor control the method by which they Contractor performs the required tasks. Under no circumstances will the Government prepare work schedules for individual Contractors. It shall be the responsibility of the Contractor to manage its employees and to guard against actions that are of a personal services nature or give the perception of personal services. If the Contractor believes that any actions constitute or are perceived to constitute personal services, it shall be the Contractors responsibility to notify the Contracting Officer in writing immediately.

2.19 BUSINESS RELATIONS

The Contractor will successfully integrate and coordinate all activity needed to execute the requirements of the PWS. The Contractor shall manage the timeliness, completeness, and quality of problem identification. The Contractor shall provide corrective action plans, proposal submittals, timely identification of issues and effective management of sub-Contractors. The Contractor will seek to ensure customer satisfaction, professional and ethical behavior of all Contractor personnel.

2.20 CONTRACTOR INTERFACES

The Contractor may be required as part of the performance of this effort to work with other Contractors working for the Government. Such other Contractors shall not direct this Contractor in any manner. In addition, this Contractor shall not direct the work of other Contractors in any manner.

2.21 FEDERAL, STATE, AND LOCAL LAWS, AND REGULATIONS

The Contractor shall comply with all applicable federal, state, and local laws and regulations in the performance of this contract.