A03_PWS.pdf

PERFORMANCE WORK STATEMENT

AWF STRATEGIC COMMUNICATION INITIATIVE SERVICES

OFFICE OF THE UNDER SECRETARY OF DEFENSE

(ACQUISITION & SUSTAINMENT)

HUMAN CAPITAL INITIATIVES

(Version, June 4, 2018)

1.0 INTRODUCTION

The Director, Human Capital Initiatives, is charged by USD A&S with coordinating and implementing the statutory requirements of 10 USC Chapter 87 for maintaining and strengthening the DOD Acquisition Workforce (AWF). Pursuant to this requirement, HCI, in collaboration with DoD components, has established a comprehensive Strategic Plan for accomplishing its mission to ensure that a highly qualified and motivated workforce is in place to acquire and deliver world class warfighting capabilities to the US Armed Forces. The Plan supports the National Defense Strategy to recruit, develop, and retain the high-quality military and civilian workforce essential for warfighting success. The Plan identifies four goals to enable the Strategic Plan to be accomplished.

Support of HCI efforts to accomplish the first strategic goal - “Make the Department of Defense (DoD) an employer of choice” - is the objective of this Performance Work Statement. The goal is focused on attracting and retaining highly qualified and capable acquisition professionals to ensure that DoD continues to support the US warfighters effectively and efficiently. The challenge is for DoD acquisition to become more competitive with the private sector in hiring and retaining the best available talent. In addition to adding flexibilities to the hiring and compensation / recognition practices and making improvements to the workplace environment, this effort requires that DoD acquisition present a strong and enduring outreach to talented, prospective members of the defense acquisition workforce. HCI has deployed a robust branding and communications campaign designed to acquaint college and university audiences with knowledge not only about the employment opportunities available in DoD acquisition, but the public service aspects of joining the DoD acquisition community – namely, the important and unique contribution to the military’s capability and consequently to the nation’s defense. The future branding and communications program will build upon the robust platform that has been established and expand outreach with colleges and universities while launching a complimentary AWF campaign targeting industry professionals who may be interested in the DoD acquisition community and its central role in the nation’s safety and defense.

2.0 DESCRIPTION OF SERVICES

Supporting HCI efforts on this branding, outreach and strategic communications success requires the support of a proven contractor that has demonstrated experience in strategic communications, messaging, outreach, and branding expertise within DoD.

The contracted services are for branding and outreach services that support HCI efforts to drive awareness of DoD civilian employment opportunities within the acquisition career fields. Services include, but are not limited to college/university career events and outreach; enhancements and maintaining HCI website branding and outreach content; targeted promotion and messaging to current and future AWF members and experienced industry professionals; ongoing social media engagement, and targeted workforce campaigns.

2.1 AWF STRATEGIC COMMUNICATIONS, BRANDING, AND OUTREACH

SERVICES

To sustain HCI’s requirements and goals, the contractor shall undertake the following:

a. Continuously improve the current AWF Strategic Communications Plan (hereafter referred to as the Plan), focusing on AWF outreach and expanding the existing DoD AWF branding and outreach strategy. Planned outreach efforts shall cover external communications with potential new hires, such as college/university students and interns and experienced industry professionals, as well as internal communications to current AWF members and non-AWF DoD professionals. Outreach events shall include both brick-and-mortar and virtual events. Contractor shall describe the range of communications media, innovative, as well as traditional media, that will be utilized for branding and outreach efforts. Contractor shall deliver an updated Plan of Action and Milestones (POA&M) as part of the Plan. The updated Plan is due 90 days after initial coordination meeting with Government.

b. Conduct and update stakeholder research and analysis and industry benchmarking for branding and awareness of the career fields within DoD.

c. Develop outreach, other marketing and senior leader documents supporting the

AWF Strategic Communications Plan and its implementation.

2.2 AWF STRATEGIC COMMUNICATIONS PLAN IMPLEMENTATION

After acceptance of the updated Plan by HCI, the contractor shall support HCI’s efforts to implement the Plan. These services include the following:

a. Utilize the current HCI branded outreach materials and develop a battle rhythm of timing for promoting and delivering these materials to key audiences, including college/university students and interns, experienced industry professionals, and the current DoD AWF. Additional materials may be required in support of the updated Plan. The materials will visually and verbally convey our value proposition of Defining the Future that elicits excitement and enthusiasm about careers with the DoD AWF.

b. Develop content for articles and printed materials.

c. Develop and produce video(s) vignettes and a mobile application highlighting the career opportunities, work environment and mission of the DoD, career fields, and/or locations and subordinate organizations.

d. Enhance and maintain content for the HCI website branding and outreach content to support policy and strategic initiatives aimed at making DoD an employer of choice and promoting workforce priorities.

e. Recommend and support specific outcomes to develop a dynamic and assertive social media platform strategy promoting DoD as an employer of choice.

f. Recommend and create other new media usage such as, podcasts and organizational, employee, or key leadership video profiles, etc. The goal is to establish and enhance DoD Acquisition career name recognition among a variety of sources and potential partners such as academic institutions, employment or job sites, Federal agencies, professional associations, ethnically diverse organizations, veterans and service disabled veterans groups, physically challenged interest groups, and others as identified by the DoD.

g. Recommend and support HCI engagement with industry on shared recruiting and retention challenges.

h. Conduct virtual/online outreach events, separately or in conjunction with, customer conducted brick and mortar recruiting events, including, but not limited to, DoD leadership campus visits, college alumni campus visits, college panel participation, branding events, industry benchmarking and engagement, stakeholder summits, and career days.

i. Consolidate, evaluate, and analyze outreach event/site visit feedback from participants and make actionable implementation plans for post-event/visit engagement. Follow-up efforts include, but are not limited to, communications (via email, phone conference, etc.), researching, providing collateral materials including customized content, and scheduling follow-on visits.

2.3 AWF STRATEGIC COMMUNICATIONS PLAN QUALITY ASSURANCE

To maintain the effectiveness of the Plan, the contractor will:

a. Provide quarterly metrics on communications outreach and brand effectiveness.

b. Conduct benchmarking and stakeholder monitoring and analysis and provide tailored quarterly reports and outreach impact. Incorporate improvements, modifications, and additions to the AWF brand campaign and outreach efforts.

3.0 SERVICES SUMMARY

a. Table below includes a summary of PWS objectives, performance standards and associated deliverables.

Tasks PWS Para.

Performance Objective Performance Threshold Associated

Deliverables Delivery Date

2.1 2.1.a AWF Strategic Communications Plan (SCP) and Implementation POA&M Current

Plan completed on time and includes all required elements

AWF Strategic Communications Plan;

Implementation POA&M;

Monthly Status Report

SCP 90 days after initial award meeting; POA&M and Status Report and updates - Monthly

2.1 2.1.b Conduct stakeholder analysis and industry benchmarking

Covered all requirements and provided in timely manner

Stakeholder analysis report; industry benchmarking report

Report updates monthly

2.1 2.1.c Outreach and Marketing Plans and Senior Leader Documents

Plans and documents completed on time and includes all required elements

Plans and documents Plans and documents monthly

2.2 2.2.a., b., c., f.

Develop required collateral products for targeted audiences

Covered all requirements and provided in timely manner

Collateral materials and media

Updates to existing materials and media monthly; materials for new audiences – drafts 4 months after award and final 7 months after award

2.2 2.2.d Website support Provided website support and maintenance of branding and outreach content in a timely manner

Enhancements and maintaining HCI web site branding and outreach content

Monthly

2.2 2.2.e Conduct Social Media activities

Provided social media plan and management of online activity in a timely manner

Monthly Social Media Plan and activity metrics

Plan updates and Activity Metrics report -monthly

2.2 2.2.g., h., i

Recommend and support outreach events

Covered all requirements and provided in timely manner

Event plans and event execution support

Event plans – monthly;

Event execution support reports - monthly

2.3 2.3.a Provide metrics of Campaign effectiveness

Timely metrics; mitigation recommendations for negative results

Branding/Outreach Metrics Dashboard with mitigation recommendations;

POA&M Updates as required

Bi-monthly (every two months)

b. Table below provides scope information (estimated labor categories/mix and travel trips per year)

Estimated Labor Categories/Mix Hours Senior Communications Strategist 720 Senior Communications Planner 840 Communications Specialist/Graphics-Web Design 1,677 Communications Specialist/Social Media 990 Communications Specialist/Planner 940 Communicaitons Specialist/Strategist 940

Total CLIN001 Estimate 6,107

Travel 10 trips/yr

4.0 GOVERNMENT FURNISHED PROPERTY AND SERVICES. Not applicable.

4.1 DATA SECURITY. All contractor personnel having access to HCI files shall sign a statement of non-disclosure.

5.0 MANAGEMENT OF DELIVERABLES AND REPORTING. The contractor shall provide deliverable letters for each major item accomplished or produced within ten (10) working days of the completion of the task, unless otherwise noted. Monthly reports shall be delivered within 10 days of the end of the reporting month; quarterly reports shall be delivered with 10 working days of the end of the reporting quarter.

5.1 REPORTS AND DOCUMENTS. The contractor shall provide technical reports and documents as specified in Section 3 of this task order.

6.0 LOCATION OF CONTRACTOR PERSONNEL. The contractor will provide one person on-site at HCI, 9820 Belvoir Road, Fort Belvoir, VA 22060. Other contractor personnel who support this effort must perform these tasks off-site except for required onsite meetings or briefings.

7.0 PERIOD OF PERFORMANCE (PoP):

Base: August 16, 2018 – August 15, 2019 Option 1: August 16, 2019 – August 15, 2020 Option 2: August 16, 2020 – August 15, 2021 Option 3: August 16, 2021 – August 15, 2022 Option 4: August 16, 2022 – August 15, 2023