Executive Recruiting Services SOW 4 6 2023.docx

Federal Aviation Administration

DRAFT STATEMENT OF WORK

Executive Recruiting Services

March 2023

Introduction The Federal Aviation Administration (FAA), Office of Human Resource Management (AHR), Executive Resources Office is responsible for the recruitment of the best possible talent to fill FAA senior-level positions. The FAA is seeking assistance in identifying candidates from inside and outside of the federal Government, who possess executive experience for specified highly-technical, hard-to-fill, high positions across all Agency lines of business.

1.1 Background

The FAA hires world class executives considered to be leaders and technical experts in specialized areas of science and technology relating to the aviation industry. The most prevalent technical areas include policy, airport management, engineering, information technology, commercial space, finance, legal, human resources as well as aeronautics and aviation operations. Although each executive position requires different knowledge, skills and leadership abilities, most positions require experience and/or knowledge of aviation and the aviation industry and some require an education in aerospace engineering.

1.2 Scope of Work

This Statement of Work (SOW) sets forth the requirements for executive search services to analyze position requirements and recruit highly qualified technical candidates in support of AHR’s Executive Resources Office. The scope includes the development and presentation of recruitment strategies, using search methodologies and tools to identify highly qualified candidates, and providing advisory services to AHR.

Executive search services will include: developing and presenting recruitment strategies; using a variety of search methods and tools to identify highly qualified candidates (as validated by the COR) and ensure identified candidates complete an application in USAJobs.gov.

References The Contractor must ensure all work is in full compliance with any contract issued to include the following:

FAA Acquisition Management Policy:

http://fast.faa.gov/AMP_TOC.cfm

FAA Acquisition Toolset:

http://fast.faa.gov/

ID Badge Online Application:

https://my.faa.gov/org/linebusiness/ash/programs/id_badge.html Contractor & Industrial Security Program:

http://www.faa.gov/regulations_policies/orders_notices/index.cfm/go/docume nt.information/documentid/15573

Orders and Notices:

http://www.faa.gov/regulations_policies/orders_notices/index.cfm/go/docume nt.list/parent TopicID/184

Forms:

http://www.faa.gov/library/forms/

Task Requirements The Contractor must perform the tasks described in the following sections.

1.3 Task 1 – Program Management Support

3.1.1 Task Order Management

The Contractor must provide program management support to perform identified tasks efficiently, accurately, on time, and in compliance with the requirements. The Contractor must participate as a member of a Government-led team when directed by the COR. The Contractor must participate in a contract kickoff meeting with the FAA Program Office, the CO and the COR to review SOW requirements and to understand work scope and deliverables. The Contractor must provide meeting minutes following the meeting.

3.1.2 Project Management Plan

The Contractor must prepare and maintain a Project Management Plan (PMP). The FAA will use the PMP to assess the adequacy of the resources proposed and managed by the Contractor to accomplish the requirements of the SOW. The Contractor must provide a PMP to include each task of this SOW as follows:

· Description of the planned schedule to include all milestones and deliverables;

· Identification of each process step required for completing the work;

· List of executive search systems to be used;

· Period of time needed to accomplish each step;

· Description of the staffing resources allocated to each task, i.e., staffing plan; and

· Rationale for the project organization, staff utilization, and other resource allocations.

The Contractor must submit the initial PMP within five (5) business days after Task Order Award.

The Contractor must update the PMP and resubmit it for COR approval whenever any proposed changes that result in a schedule impact of more than ten (10) business days.

3.1.3 Monthly Status Reports

The Contractor must provide Monthly Status Reports (MSRs) based on the deliverables identified in this SOW. The Contractor must provide an MSR that documents the activities of the previous month and identifies planned activities for the following month. The Contractor must deliver the reports to the COR, and the reports must include, at a minimum, the following information; however, in the event that the Contractor is between Task Orders, and no work is performed during the month, or expected in the following month, there is no need to submit an MSR. Instead, an email to the COR stating that there is no ongoing active work will suffice.

Overview of work completed, work in progress, and work planned for each task;

· Hours expended by task, labor category, and personnel;

· Status of individual deliverables;

· Identification of risk areas with recommended remedial actions;

· Status of all outstanding risks identified in previous MSRs; and

· Any additional information pertinent to the Government in administering the performance of this effort or when directed by the COR; and

· Monthly Financial Reports

· Contract Line Item Numbers (CLINs) used during month;

· Cost/hours funded or apportioned by CLIN;

· Cost/hours used by CLIN;

· Projected date when 75% of funds are spent (if, applicable)

· Projected date when funds are exhausted;

· Funds/hours remaining by CLIN;

· Other direct costs (ODCs) estimated, used, and remaining by month; and

· Summary of expenditures by resource and labor category for the monthly reporting period, as well as cumulative year-to-date totals for the performance period.

3. Program Management Review

The Contractor must meet quarterly (either virtually or in-person) with the Program Office (PO) and COR for a Program Management Review (PMR) that includes the following:

· Contract/Task Order Information;

· Financial Summary;

· Task Order Staffing Summary;

· Performance Summary;

· Accomplishments;

· Task Order Qualification Charts;

· Action Item Summary; and

· Subcontractor Status, if any.

The Contractor must provide all PMR materials at least five (5) business days prior to the scheduled meeting. The Contractor must prepare and deliver PMR minutes including action items, issues, resolutions or specific FAA instructions no later than five (5) business days after the meeting.

Transition-Out Plan and Execution

The Contractor must provide a Transition-Out Plan for COR approval 60 calendar days prior to the last day of the TO. The FAA will use this Transition-Out Plan in the event the FAA awards a Contract following this one. If a follow-on Contract is awarded to a contractor other than the incumbent, the Contractor must cooperate to the extent required to permit an orderly change over to the successor. During this Transition-Out period, the Contractor must provide support for all required Tasks.

Approximately 15 business days prior to this TO’s end date, the Contractor must provide the following:

· All documentation as of the most recent version;

· A final financial report;

· A final status report that includes a projection of activities for the remainder of the TO; and

· A closeout meeting with the FAA (details and participants to be determined by the FAA).

The Contractor must return all FAA security badges to the COR by closeout of the TO.

1.4 Task 2 – Executive Search

The Contractor will not have access to FAA’s managed candidate databases and internal resume banks. The FAA will not sponsor professional and executive association memberships. The Contractor must use a wide array of external sources to provide support to the PO by performing the following tasks:

· Meet with AHR’s Executive Resources Office (and various Lines of Business, as instructed) to understand the position requirements;

· Advise PO on recruiting best practices within the aviation industry;

· Use a wide variety of search methods and tools to identify potential sources and candidates. Search methods include internal resume banks, cold calling, industry and functional networking, professional and executive associations, and interviews with internal and external stakeholders to identify leads;

· Develop executive recruitment strategies and methodologies to support FAA hiring initiatives; and

· For each search, identify a minimum of three (3) highly qualified candidates that are deemed acceptable by the selecting official. Candidates may be from either government or non-government sources.

A highly qualified candidate possesses both the leadership and technical competencies required for Executive positions. The leadership competencies are static across the Executive population while the technical competencies are position-dependent. The TO for each search request will define the technical competencies for a highly qualified candidate.

In regard to the leadership requirements, a highly qualified candidate’s experience is characterized by leadership of large, complex organizations and widespread recognition within an industry or area of expertise. At the high level, candidates demonstrate an awareness of the influence of external environments on their organizations and have substantively dealt with influential external parties to address factors that affect their organizations and programs. High level candidates will usually have managed multiple organizational units led by subordinate managers. Attributes of leadership at the high level are listed below:

· Leadership that is broad in scope and impacts the organization’s mission or goals.

· Results that affect major public services and programs, major industries, or comparable entities.

· Actions that directly affect the financial status or public view of the organization.

· Communication with industry leaders, influential stakeholders, agency heads, or members of Congress.

· Use of communications to advocate for agency programs, market corporate products and services, or acquire funding or support for new corporate ventures.

· Direction of a workforce involved in different lines of work or functions and reliance on subordinate managers for daily supervision of the workforce.

· Development of strategic plans for critical agency initiatives.

· Accountability for highly-visible agency or corporate programs.

3.3 Task 3 – Candidate Recruitment and Resume Submittal

The Contractor must provide support to the PO by performing the following Tasks:

· Verify candidates meet technical qualifications and leadership requirements to ensure suitability and long-term compatibility with organizational culture;

· Ensure candidates possess U.S. citizenship;

· Reach out to prospective candidates identified through the executive search; discuss and promote the FAA opportunity; determine availability and level of interest of potential candidates to ensure timely application and placement;

· Maintain familiarity with the FAA application process within USAJobs.gov and ensure identified candidates make application via USAJobs.gov

· Conduct preliminary candidate interviews and provide ongoing advice and technical assistance to identified candidates during the application process; and

· Conduct preliminary reference checks, if requested, and provide ongoing advisory services to AHR Executive Resources Office.

· Submit resumes and proof of U.S. citizenship for at least three candidates that the FAA deems as highly qualified, and ensure that these individuals complete their applications in USAJobs.gov. Note: if the Contractor fails to submit three highly qualified candidates, the FAA reserves the right to withhold payment. However, if the Contractor submits at least five highly qualified candidates that are approved by the PO, and more than five submit applications, the FAA may issue an award incentive of $xxxx per individual after the third successful submission.

1. Task 4 – Recruitment Reports The Contractor must provide support to the PO by performing the following Tasks:

· Compile candidate data and selection metrics (i.e., suitability, availability) into recurring matrix reports at intervals and in format determined by FAA; and

· Demonstrate an understanding of the Uniform Guidelines on Employee Selection Procedures (29 CFR 1607) and merit systems principles and prohibited personnel practices (defined in FAA Personnel Management System Sections VII and VIII) as relates to the recruitment/selection process.

1. Task 5 – Communications Any communication with the selecting official will be planned, scheduled, and attended by the AHR Executive Resources Staff.

Communication type is telephonic, electronic, and virtual to collaborate with the PO to identify and validate position requirements of Task 5 into Task 2.

End Results/Deliverables This section describes 1) the products and tangible end results that are expected from each task contained in the previous section, 2) the date each deliverable is due, and 3) the Government acceptance criteria.

The Contractor must verify that all submitted deliverables conform to applicable FAA policies, standards, and guidelines as listed in Section 2 of this SOW and any specific formatting requirements when directed by the COR.

The Contractor must incorporate all deliverables into the PMP for tracking and reporting purposes.

The Contractor must obtain the COR’s approval in writing on all deliverables. All days are business days unless otherwise specified. The Government will conduct an initial review of each deliverable in accordance with the “Initial Review” terms listed in the Acceptance Criteria section below. The definitions for the terms are as follows:

· Technical Performance Execution (TPE): Task activities performed with little to no re- work/re-performance required.

· Schedule Compliance (SC): Contractor provides deliverables on due dates and meets project milestones or schedules.

· Deliverable Quality (DQ): Deliverables are complete, accurate and compliant with task requirements.

· Cost Control (CC): Successful delivery of task requirements within originally specified estimated cost.

The following provisions and the applicable SOW Section(s) (as listed in the Acceptance Criteria for each deliverable in the table below) govern the FAA’s final acceptance of each deliverable:

· 3.10.4-4 Inspection of Services--Both fixed price & Cost Reimbursement (April 1996) 3.10.4-5 Inspection- Time and Material and Labor Hour (April 1996)

Task

3.1.1

Kick Off Meeting Minutes

Within 2 days after Kick Off Meeting Initial Review: SC, DQ

Kick Off Meeting Minutes capture all relevant topics discussed and summarize contractor’s understanding of work scope, SOW requirements and what constitutes a highly qualified candidate. The format is acceptable, meets COR approval of content, and is prepared in accordance with SOW Section 3.1.1.

3.1.2

Project Management Plan (PMP) 5 days after TO start;

Updates within 5 days whenever any proposed changes are expected to result in a schedule impact of more than 10 days Initial Review: SC, DQ

The PMP is accurate, complete, submitted on time in the COR-approved format and is prepared in accordance with SOW Section 3.1.2.

3.1.3

Monthly Status Reports (MSRs)

The MSRs are accurate, complete, submitted on time in the COR-approved format and is prepared in accordance with SOW Section 3.1.3.

3.1.4

Program Management Review (PMR) Documentation

5 days prior to the PMR Initial Review: SC, DQ

PMR Documentation is accurate, complete, submitted on time in the COR-approved format and is prepared in accordance with SOW Section 3.1.4.

3.1.4

Program Management Review (PMR) Minutes

Within 5 days after each PMR Initial Review: SC, DQ

PMR Minutes are accurate, complete, submitted on time in the COR approved format and are prepared in accordance with SOW Section 3.1.4.

3.1.5

Transition-Out Plan

60 calendar days before the end of the TO Initial Review: SC, DQ

The Transition-Out Plan establishes the transition process the contractor will follow to relinquish operational responsibility upon the end date of the TO. Includes a transition-out schedule, meets COR approval of content and is prepared in accordance with SOW Section 3.1.5.

The Recruitment Strategy outlines the process and procedures that recruiters will use to recruit for the position, identifying unique methods applicable to each specific position to be filled. The strategy must meet COR approval, and be prepared in accordance with Section 3.2 Executive Search.

3.3 Candidate Resumes and Proof of U.S. Citizenship

Within 7 days after request from COR Initial Review: SC, DQ, TPE

Set of resumes and proof of citizenship for a minimum of three candidates that the COR deems highly qualified. Several sets of candidates may be submitted at regular intervals; however, the FAA must receive the first list of at least three strong candidates on time.

3.4

Candidate Recruitment Report/Matrix

Within 5 days after request from COR Initial Review: SC, DQ, TPE

Information is accurate, complete, submitted on time in the COR-approved format and are prepared in accordance with SOW Section 3.4.

Place of Performance The primary location is at the Contractor Facility. In situations where mission objectives require face-to-face meetings and periodic support of specified projects, the place of performance will be at the FAA National Headquarters located at 800 Independence Ave, SW, Washington, DC 20591 (FOB 10A).

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