ITaCS DRAFT PWS for RFI_2-Final Draft.pdf

U. S. DEPARTMENT OF HOMELAND SECURITY (DHS)

IMMIGRATION AND CUSTOMS ENFORCEMENT (ICE)

HOMELAND SECURITY INVESTIGATIONS (HSI)

OFFICE OF THE CHIEF INFORMATION OFFICER (OCIO)

SOLUTIONS DELIVERY DIVISION (SDD)

CYBER AND OPERATIONAL TECHNOLOGY (COT)

HSI IT TRAINING AND COMMUNICATION SERVICES (ITaCS)

PERFORMANCE WORK STATEMENT (PWS)

DRAFT PWS April 15, 2025

TABLE OF CONTENTS

1.0 BACKGROUND/OBJECTIVE

2.0 PROGRAM ORGANIZATION

3.0 SCOPE

4.0 TASKS

4.1 Training

4.2 Communications

4.3 Organizational Change Management

4.4 IT Instructional Systems Design

4.5 ICE Content Management Portal

4.6 Data Analytics Platform Training and Communications Support

4.7 Information Exchange Unit (IXU) Training and Communications Support

4.8 Office of Professional Responsibility (OPR) Training and Communications Support

4.9 Human Resources Information Technology Resources (HRIT) Training and

Communications Support

4.10 HSI Force Labor Visualization Support

4.11 Optional Surge Support

5.0 DELIVERABLES & DELIVERY SCHEDULE

5.1 Kick-Off Briefing/Progress Meeting

5.2 Transition-In Plan

5.3 Transition-Out Plan

5.4 Reporting

5.5 Standard Operating Procedures (SOPs)

5.6 Quality Control Plan (QCP) and Quality Assurance Surveillance Plan (QASP)

5.7 Training Plan Assessment

5.8 Training Plan & Product Deliverables Validation

5.8.1 Web-based Training

5.8.2 Mobile friendly content

5.8.3 Instructional Videos and Microlearning

5.8.4 Quick Reference Guides

5.8.5 Training notifications and registration support

5.8.6 Frequently Asked Questions (FAQ)

5.8.7 SCO/Superuser Program

5.8.8 Specialized training and curriculum to support FLETC

5.8.9 Advanced Webinars

5.8.10 Additional Legacy Resources or New Technologies

5.9 Training Evaluation

5.10 Communications Strategy Assessment

5.11 Communications Strategy Plan & Product Deliverables Validation

5.12 Communications Evaluation

5.13 Content Portal Design, Implementation and Content Delivery

5.14 Legacy Content Maintenance

5.15 Presentations, Demonstrations and Other Documentation

5.15.1 Presentations

5.15.2 Briefings

5.15.3 Meeting minutes

5.15.4 All other documentation

5.16 Deliverable Matrix

5.17 Written Acceptance/Rejection by the Government

6.0 STAFFING & KEY PERSONNEL

6.1 Additional Staffing Requirements

6.2 Key Personnel

6.2.1 Program Manager

6.2.2 Training Lead

6.2.3 Communications Lead

6.2.4 Technical Lead

6.2.5 Graphics and Web Design Lead

7.0 GOVERNMENT FURNISHED EQUIPMENT (GFE) AND GOVERNMENT FURNISHED

INFORMATION (GFI)

7.1 GFE

7.2 GFI

8.0 GOVERNMENT-FURNISHED FACILITIES, SUPPLIES, and SERVICES

9.0 LOCATION OF PERFORMANCE

10.0 PERIOD OF PERFORMANCE

11.0 TELEWORK

12.0 TRAVEL

13.0 APPLICABLE POLICIES AND STANDARDS

13.1 Data Rights

13.2 General

13.3 Preliminary Determination

13.4 Background Investigations

13.5 Transfers from Other DHS Contracts

13.6 Continued Eligibility

13.7 Required Reports

13.8 Employment Eligibility

13.9 Security Management

13.10 Information Technology

14.0 DHS HLS EA COMPLIANCE

15.0 REQUIRED SECURITY LANGUAGE FOR SENSITIVE/BUT UNCLASSIFIED (SBU)

CONTRACTS: SECURITY REQUIREMENTS

CYBER AND OPERATIONAL TECHNOLOGY (COT)

IT TRAINING AND COMMUNICATIONS SERVICES (ITaCS)

1.0 BACKGROUND/OBJECTIVE

The U.S. Immigration and Customs Enforcement (ICE) is the largest investigative agency within the Department of Homeland Security (DHS). ICE's primary mission is to protect national security, public safety and the integrity of the U.S. borders through the criminal and civil enforcement of federal laws governing border control, customs, trade, and immigration.

Homeland Security Investigations (HSI), a critical asset in the ICE mission, is responsible for investigating a wide range of domestic and international activities arising from the illegal movement of people and goods into, within, and out of the United States. HSI uses its legal authority to investigate issues such as immigration crime, human rights violations and human smuggling; smuggling of narcotics, weapons and other types of contraband; and financial crimes, cybercrime and export enforcement issues. ICE special agents also conduct investigations aimed at protecting critical infrastructure industries that are vulnerable to sabotage, attack or exploitation.

HSI's Cyber and Operational Technology (COT) supports ICE and the Department of Homeland Security by improving methods for managing different types of information and operational technology and directing how these tools are shared with other agencies and organizations. Programs and projects under the COT focus on merging methods and technology that result in better law enforcement operations. COT ensures that HSI complies with current information technology standards and security requirements. It also supports information sharing and intelligence reporting. Additionally, it gathers reports based on statistics collected during investigative casework.

COT manages information technology programs and initiatives, working with ICE's Office of the Chief Information Officer (OCIO) to ensure the best use of methods and technology throughout ICE and the Department of Homeland Security. It directly supports HSI's law enforcement and mission support programs and helps develop major advancements in technology used to combat crime.

The Office of the Chief Information Officer (OCIO) provides information technology services and products that enable ICE and DHS to meet their respective missions. In order to meet these goals, the OCIO has developed a number of critical IT initiatives that will help ICE modernize its IT systems, adapt and conform to modern IT management disciplines, and provide IT solutions throughout ICE.

The Solutions Delivery Division (SDD) provides development, modernization, and enhancement of all IT applications and infrastructure in support of the ICE mission. The SDD HSI Branch is responsible for oversight, support and delivery of information technology solutions and services that support the HSI operational mission. The SDD HSI Branch works closely with HSI leadership, in conjunction with the HSI Executive Steering Committee (HSI ESC), to align HSI IT priorities with current and future HSI IT investments, oversees and manages the implementation of new HSI IT investments and measures the performance of those investments relative to the missions they support.

2.0 PROGRAM ORGANIZATION

The HSI IT Portfolio is supported by the HSI Cyber and Operational Technology (COT) Division and the OCIO SDD HSI Branch, which are responsible for ICE investigative/analytical systems.

Within COT, the Operational Systems Development and Management (OSDM) Unit coordinates development of new information technology (IT) systems, maintains existing IT systems, and identifies new technologies for HSI in conjunction with the OCIO and the other program areas within ICE.

Collaboration directly addresses law enforcement information sharing activities, identification of new technologies, support of existing IT systems, transition of existing IT systems to new IT platforms, and ensuring adherence to IT policy.

Within OCIO, the SDD HSI Branch supports the administration of the overall HSI IT Portfolio, developing processes and implementing tools to enable the HSI Portfolio Delivery Branch to have accurate visibility of the IT investments that make up the HSI IT Portfolio and measure performance of those investments.

3.0 SCOPE

This Performance Work Statement (PWS) is to obtain Training and Communications support for the Department of Homeland Security (DHS), Immigration and Customs Enforcement (ICE), Office of the Chief Information Officer (OCIO), Solutions Delivery Division (SDD) Branch supporting HSI COT.

The scope of this work is for training and communications support services for COT, to include all IT investments supported by the HSI IT Portfolio, the HSI COT Division, and the OCIO SDD HSI Branch, and the systems’ end users.

The Contractor will follow Training and Communications best practices to assist the Government in training services to include the assessment, design, and delivery of training for COT systems.

Communications services shall include the assessment, design, and delivery of communications related to the programs and key stakeholders impacted by the COT systems, such as Investigative Case Management (ICM) and HSI Innovation Lab products.

Training services include assessment of current program training documentation and plans to validate training needs, design and development of appropriate training materials and delivery of training for COT systems. Communications services include the assessment of current program communications plans to validate communication needs, as well as the design and development of HSI COT program related communications including organizational change management associated with new policies and systems. Industry standards and best practices are expected to be adhered to while assisting the Government with their training and communications requirements.

The training and communications support services will assist OCIO and HSI management in the design and delivery of an effective approach to managing users of COT systems. Together training and communications activities are intended to build change readiness by ensuring impacted stakeholders are ready, willing, and able to use the information technology systems in their daily operations according to all applicable policies. This approach will:

• Build organizational awareness, understanding, alignment, and support for change;

• Identify and mitigate key change barriers and reinforce organizational change enablers;

• Facilitate user understanding of new tasks and revised operational processes for continuity of the day- to-day mission;

• Guide recommended strategies and actions to ensure successful deployment and end-user implementation.

The successful execution of this requirement will require the Contractor to perform in a dynamic Agile (development) environment, working seamlessly with other project teams across DHS/ICE/OCIO and DHS/ICE/HSI while interfacing and collaborating with other contractors tasked with executing the agency mission. It is acknowledged that these evolving, and sometimes complex environmental factors may play a role in the integration and day-to-day workflow. However, the Contractor shall participate fully, and with best intent, to ensure transparency and information sharing with the members of government and other contractor project teams.

4.0 TASKS

The Contractor shall provide qualified, experienced personnel to perform the assessment, design and delivery of training and communications support services for the HSI IT Portfolio, the HSI COT Division, and the OCIO SDD HSI Branch. The Contractor shall work closely with the programs to provide and maintain awareness of the delivery schedules to plan for training and communications that complement the delivery of program functionality.

The current IT footprint of the HSI Portfolio includes three major Master Acquisition Oversight List (MAOL) level 2 IT system investments: TECS Modernization (Investigative Case Management), Student and Exchange Visitor Information System (SEVIS), and the HSI data analytics platform. TECS Mod and the HSI data analytics platform will require dedicated support. In addition to the overall HSI and OCIO portfolio support for changing policies, there are approximately ten smaller level 3 systems and assorted smaller project which require support. It is not expected that each Level 3 program will require dedicated support, and instead will only need partial, periodic support, to align with large initiatives. The level of support will be determined based on program relevance, need, merit, priority, and timeliness by the appropriate management staff. The Contractor will consult with the integrated program teams and the ITPM and other government officials on how best to assign staff to meet the government’s needs for better alignment, efficiency and flexibility.

As the agency pursues a new mobility initiative, it is critical that all tasks in this contract (training, communications, and change management) grow and evolve with the emerging strategy. The Contractor is expected to lead the change towards a long-term mobility workplace and adapt their methodologies and techniques to promote and develop the new vision of the workplace. This includes accounting for an agency that will be executing its mission with mobility and greater effectiveness and developing the supporting environment to allow for success. The Contractor will support training, communications, and change management activities that empower the workforce to continue operating in the most efficient manner possible, with an emphasis on mobility, enhanced technology, and engaging collaborative work environments. To achieve this initiative, all solutions will be considered with the goals of maximizing flexibility, mobility, collaboration, and advanced information technology to work even more effectively.

All solutions will be expected to be forward-thinking that will facilitate mobile collaboration, automate business processes, utilize cutting-edge technology, all while keeping the daily needs and overall front-line mission goals in mind. The Contractor will work with ICE to embrace innovation and change to help place ICE as the leader among federal agencies at transforming workspaces and work environments, setting the standard for others by transforming the agency and realize the vision for the future.

4.1 Training

The purpose of training is to provide foundational and continuous learning that will help critical users acquire basic skills and information needed to perform critical tasks. Critical users are considered employees who are users of COT systems to include IT investments supported by the OCIO SDD HSI Portfolio Branch; those who perform day-to-day tasks; and those who provide support in the form of systems administration/management and Help Desk assistance. Critical tasks are defined as frequently performed functions that are essential to carrying out duties and responsibilities.

Training assessment, design, and delivery tasks are intended to accomplish the following objectives:

• Assess the COT systems.

• Design training strategy and correlating materials that articulate how the COT systems positively impact the ICE mission by explaining the goals, capabilities and security of each system.

• Demonstrate navigation in the standard and enhanced functions of each system. Facilitate user understanding of systems to complete critical tasks and activities essential to routine duties and responsibilities.

• Prepare users with a foundation of knowledge to operate the systems as efficiently as possible.

• Deliver training products that ensure a highly successful rate and scope of knowledge transfer.

• Evaluate training products to ensure effectiveness of delivery.

The Contractor shall provide ongoing training assessment to confirm the critical user population(s) who require training; what and why training is needed; when it must be provided; and the best methods for its delivery.

The Contractor shall perform a Training Assessment to review and validate the existing Training Plan to ensure it comprehensively addresses user needs, implications of business process change, and deployment approaches in training design and delivery. The Training Plan shall provide enough detail on how feedback will be received from course participants and incorporated into subsequent versions of the training and training materials to improve results.

The Contractor shall consider how functional tasks in the systems and associated business process(es) will change as a result of system enhancements and design appropriate training materials aligned to the Training Plan and industry-accepted design principles and processes. The design of training materials shall consider job performance requirements to ensure participants acquire the skills, knowledge and abilities to do their jobs.

The Contractor shall design and implement clear and concise training materials to introduce and familiarize users with the functionality and workflow(s) systems. These training products will allow users to gain a working knowledge of the system so they can effectively perform critical job functions.

The design of training products will consider the fact that users have varying levels of experience and computer literacy and will therefore address the training needs of these different users. Due to varying access levels and uses of the system, differentiated training will need to be developed/delivered to meet organization needs.

The Contractor shall deliver training products of an appropriate and reasonable duration to sufficiently and effectively cover the necessary training material that ensures a highly successful rate and scope of knowledge transfer.

The Contractor shall deliver system-related training prior to, during, and after deployment. A training evaluation system shall be implemented to accurately measure effectiveness of delivery for all formal training.

The Contractor shall maintain existing courses and accompanying modules and tests with existing courses including evaluation of course attempts, completions, and feedback.

The Contractor shall be familiar with and utilize available software as described in Section 8.0 to create aesthetically engaging training materials that conform to a unified standard that users will be familiar with. The Contractor is encouraged to incorporate the latest technologies or any other software, with a preference for open source software. Section 8.0 contains additional details of software requirements, including a list of software currently in use with legacy training content.

The Contractor shall collaborate with program/project teams to gain a deep understanding of technical system complexities of systems, the practical needs of the field users, and proven learning methods to create training materials.

The Contractor shall work closely and effectively with program managers, software developers, and technical teams to better understand functionalities, user roles, workflows, common challenges, and troubleshooting that will support in creation of effective, clear, and concise guidance to field users.

The Contractor shall utilize best-in-class learning practices, including understanding of the learner experience and human-centered design, to effectively train users.

The Contractor shall design training materials with considerations with varying levels of experience and technical literacy by adjusting the training accordingly to meet training needs. The development and delivery of HSI-specific training should be tailored to different user needs by deploying various learning modalities and styles and integrating qualitative and quantitative research to meet the needs of the HSI IT portfolio and its users.

The Contractor shall support any new systems within the IT Portfolio or major system enhancements that may require COT and potential Federal Law Enforcement Training Centers (FLETC) support that may require travel to FLETC or other external facilities to develop training classes. This may include support with the creation and management of training data, such as case examples utilized by FLETC students to facilitate understanding of the products’ operations, stripped of Personal Identifiable Information (PII) and production data sets. Training design and delivery will include the preparation of written instructions for Government staff on utilizing the training data, delivery of “train-the-trainer” course at FLETC headquarters and or other external locations, and the collection and review of feedback from Government staff regarding the training event.

Delivery of training and training products shall include, but is not limited to:

• Connect the concepts to the ICE work environment through scenario-based training.

• Provide ICE-specific interactive exercises and activities that reinforce the learning.

• Test participant knowledge through appropriate tests and/or knowledge checks prior to and subsequently upon course completion (where applicable).

• Work with the government to ensure training products are made available to users, including access to on-line help.

• Ensure appropriate products are available via the ICE Content Management Portal, to include HSInet and OCIO SharePoint for widespread distribution and re-use throughout the system deployment.

• Develop training materials for any future system deployments or enhancements.

• Develop resource guides for National and Local System Control Officers (SCOs).

• Accompany the Government and system development teams on field training events to facilitate current training and develop new training requirements for the field. Conduct evaluations after field training events and develop requirements for future training topics.

• Provide users with training materials to effectively use new functionalities and workflows.

• Utilize modern technology for computer-based and web-based training courseware, to include courses developed for the ICE training module.

• Continue to refine and update training courses via the collection and review of feedback.

• “Train the trainer” sessions, and facilitation of peer-based learning.

• Creating personalized, on-the-go training that can be accessed from a mobile device.

• Incorporating cutting edge training technologies and techniques to include: gamification, interactive mobile, 3D digital reality, micro-learning, immersive training, adaptive and collaborative learning.

The Contractor is encouraged to propose other training strategies and modalities. The Contractor shall develop a method to evaluate the training delivery and ensure the tools, channels and delivery methods are successful and effective. Results of training evaluations shall be used to inform the contractor of any improvements or modifications to training design or delivery.

4.2 Communications

Communications are intended to focus on support for the HSI IT Portfolio, the HSI COT Division, and the OCIO SDD HSI Branch. The Contractor shall develop a method to evaluate the communications delivery and ensure the tools, channels and delivery methods are successful and effective. Key themes and messages shall be multi-directional, promoting communications flow: up, down and between/across different audiences, timely and meaningful, and consistent and relevant to appropriate stakeholder groups.

Strategic communications are essential for driving the successful adoption of technology across HSI.

This will ensure that users and stakeholders are well-informed, engaged, and supported. The benefits of robust communications for the HSI IT portfolio include enhanced understanding and awareness of technology, increased employee participation, improved training participation, better collaboration and coordination across internal and external stakeholder groups, increased user trust and confidence, better compliance, and continuous evaluation and improvement.

Communications assessment, design, and delivery tasks are intended to accomplish the following objectives:

• Assess metrics from field communications and adjust strategies to support best practices.

• Design a medium for soliciting input and feedback that will be used to make improvements to training.

• Develop comprehensive communication plans to increase system user adoption in the field.

• Communicate with system users and other key stakeholders to maintain consistent messages, including key achievements and benefits of new functionalities.

• Keep stakeholders informed throughout the program and system lifecycle.

The Contractor shall develop a Communications Strategy Plan based on the Communications Assessment that defines the program’s communications needs, vehicles/channels, and timing. The Communications Strategy will be based on collaboration with the HSI Government Lead, ICE Public Affairs and other ICE and OCIO communications stakeholders as needed to validate communications content and delivery strategy. In general, it is anticipated that the communications strategy will use a “just in time” approach to deliver communications to the appropriate audience(s).

The Contractor shall design targeted communications to engage key stakeholders at the right time, in the right manner, and with the right responsiveness to achieve program and training objectives.

Communications design shall employ best practices, include a variety of messages delivered to ensure stakeholders have a solid understanding of systems, and drive stakeholders from awareness to acceptance of the changes inherent to any new IT system, as well as inform and support the development and deployment approach. Methods used to publicize information shall be clear and have maximum visibility to reach all target audiences, providing timely and effective dissemination of information.

The Contractor shall provide ongoing communications assessment to understand how various stakeholders will be impacted by systems and manage expectations appropriately.

The Contractor shall validate communication requirements to ensure they comprehensively addresses user needs, implications of business process change, and deployment approaches in communications design and delivery.

The Contractor shall provide a Communications Assessment of COT programs that identifies impacted stakeholders, the current state of communications, communication challenges, and recurring reporting requirements will be performed. The assessment will include an evaluation of the existing Communications Strategy Plan to drive updates and change for more effective communications.

The Contractor shall support rollouts for new system functionalities using a “field focused” approach customized to the users’ needs and preferences. This will include updating and distributing communications regarding policies and procedures related to the various systems.

The Contractor shall support communications between program and field users, highlighting key functionalities and their resulting benefits to users, utilizing graphic design support to facilitate information release about systems, and recognizing field users that have demonstrated strong knowledge of systems to raise awareness and promote knowledge sharing of best practices.

Communications artifacts will generally consist of written products designed to convey a variety of messages about the HSI IT Portfolio, HSI COT Division, and the OCIO SDD HSI Branch. These messages could consist of documents, talking points, email correspondence, charts, graphics, or other products that are distributed to a targeted audience. These communications will be created for the specific need and audience, depending on the needs of the communications message. Some examples of communications products will include but will not be limited to: drafting email messages from program executive(s) to inform leadership (both Headquarters and field office) about the status of the system implementation, soliciting field advocates from field offices, and preparing high-level briefing materials for program executives.

The Contractor may be required to travel to various locations in support of training, targeted communications, system changes, and policy changes.

4.3 Organizational Change Management

Change management is the systematic approach and application of knowledge, tools and resources to deal with change in an organization. Change management practices and outcomes in COT will include culture defining efforts, employee engagement and sustainable change activities, process improvements, Standard Operating Procedures (SOPs), and templates for varying types of communications channels and products.

Evaluation is a critical element of organizational change management, and the Contractor shall develop a Learning and Engagement Report which documents the performance of organizational change management activities. Performance measurement activities will help COT realize business outcomes, ensure change management and communication become standard practice, responsive to mission needs and advances in technology. Performance evaluation will involve iterative change management processes, continually improving upon COT needs, while demonstrating measurable success and conducting sustainment activities.

The Contractor shall demonstrate an understanding of the current state of HSI’s adoption of emerging IT initiatives, including contextual factors and key stakeholders. An Organizational Change Management Assessment will define what the ideal future state looks like, with the goal of developing a high-performing, technology-enabled workforce. The Organizational Change Management Assessment will be a part of a larger change management framework that incorporates organization strategy, leadership engagement, and performance measurement.

The Contractor shall address how field sites can better prepare for change, how users will integrate the existing and new platforms into accomplishing their daily tasks, and how the technology can achieve improved outcomes for users.

Organizational Change Management communications will include message development, implementation of outreach strategies, development of collateral products, engaging COT leadership and change agendas, and conducting internal and external communications. To facilitate effective leadership messaging, the Contractor shall meet with key COT leaders and employees to fully understand the COT systems, objectives, and stakeholder perspectives so that communications will be unified and branded to COT’s specifications. The Contractor shall support proactive, comprehensive Change Management communications that will inform and engage in order to align the needs of COT leadership and stakeholders.

The Contractor shall deliver an Organizational Change Management Plan (OCMP) that focuses on the employee by ensuring that individuals and teams adapt. The OCMP shall be clear and concise that includes, but not limited to, a purpose, change impact assessment, stakeholder analysis and management, communication strategies and feedback, training development plan, and sponsorship roadmap. The OCMP shall be flexible, inclusive, and sustainable with periodic updates as necessary.

The Contractor shall deliver a Strategic Communications and Stakeholder Engagement Plan (SCSEP) that will ensure messaging is effectively communicated and the stakeholders remain engaged. The SCSEP shall include key components, but not limited to, the identification of stakeholders, communication objectives, key messaging that is clear and consistent, stakeholder engagement strategies that include engagement goals, activities, and feedback mechanisms. The SCSEP shall be transparent, responsive, adaptive, and inclusive.

The Contractor shall deliver a Training and Strategy and Plan (TSP) that will ensure the workforce has the skills and knowledge to meet the mission. The TSP shall include key components, but not limited to, that identify skill gaps, training strategy, training plan, and evaluations and measurements. The TSP shall be focused on the targeted audience that is accessible and inclusive, with continuous improvements, budgets, and legal compliance in mind.

The Contractor shall deliver a Change Network Strategy and Plan (CNSP) that will ensure sustainment of the organization changes. The CNSP shall include key components, but not limited to, identify key network members, create network engagement strategy, create communication and information sharing plan, provide training and resources, provide ongoing support, measure performance, gather feedback, and make modifications to the strategy and plan accordingly. The CNSP shall be focused on building trust, transparency within the organization, and flexibility and adaptability.

The Contractor shall deliver a Command Center Coordination Plan (CCCP) that will ensure effective response and management during critical incidents, emergencies, or major organizational changes. This will provide a structured and effective flow of information, decision-making, and resource allocations.

The CCCP shall include key components, but not limited to, defining the purpose and objectives, triggering events and procedures, command structure and roles, communication protocols, information management and awareness, and external coordination. This will enhance the agency’s ability to respond effectively and systematically to critical incidents.

4.4 IT Instructional Systems Design

IT Instructional Systems design is the systematic approach to provide a unified instructional system tailored to the unique needs of different groups and individual users. This task focuses on the technical side of providing training and communications support to a division with a focus on operational enterprise IT systems utilized by thousands of people every day. IT instructional system design will include tailored user experiences, storytelling, graphics design and branding, social media engagement, interactive multimedia, simulations, and other technological tools to advance the understanding of the agency. Data metrics will be automatically collected and analyzed and presented in a format to track the performance of users, leading to actionable measures of improvement.

The Contractor shall meet the needs of the field users, engage with the end users throughout the development lifecycle, and create innovative solutions to meet user’s specific needs to enhance the user experience.

The Contractor shall utilize the latest technologies and provide just in time training and communications, to include delivery methods such as mobile devices, remote learning, and other methods to disseminate information across a geographically diverse base. Surveys, focus groups, statistical sampling, and other data and evidence-based methods will be used to monitor and improve the effectiveness of these methods.

The Contractor shall utilize ICE agile methodology for its system development. The communications and training methods must mirror that process to be able to adapt to changing needs and priorities.

Feedback and data will tie into the training and communications methods and deliveries, resulting in a need for flexible and adaptable development and execution of knowledge transfer. The training and communications deliverables and work products should include, but not limited to, videos, in-person learning events, webinars, and training materials (e.g. Quick Reference Guides, Release notes, etc.)

The Contractor shall monitor and adapt to the latest technology and provide understanding and insight on process, technology change, and culture change that lead to greater acceptance. Technology will be chosen with a focus on solving defined problems, with an iterative performance review process. Multiple prototypes will be encouraged to help discover the best one or several ones that can meet the needs of ever-changing environments and user needs. Stakeholders will be informed and briefed on all process and policy changes with a focus on maximizing user acceptance of new knowledge and technologies.

4.5 ICE Content Management Portal

Configuration and maintenance of a comprehensive, online user portal for training content will be required to house all program training and communications artifacts intended for the user community (referred to as the ICE Content Management Portal). The ICE Content Management Portal currently includes Microsoft Teams, HSINet, the OCIO SDD HSI Branch SharePoint, and established program content management programs.

The ICE Content Management Portal is currently a SharePoint-based web portal designed as the central repository for a vast amount of important information such as organizational and contact information, policies and procedures, reference material, messages, news and events. The ICE Content Management Portal also provides users links to different websites and organizations within and external to the organization. From the ICE Content Management Portal, users can quickly access other job-related resources, forms, documents, systems, etc.

The Contractor shall create, prepare, and manage, in a compatible format for hosting on the ICE Content Management Portal, the content of all training deliverables, such as training video files, reference guide files, and other documents, whether in document or presentation format (such as Adobe PDF, PowerPoint, or other compatible format). Once the training content is housed on the ICE Content Management Portal, it is expected that users will be able to access the training materials through an embedded link.

The Contractor will provide and implement the technical solution for posting the developed content to the ICE Content Management Portal.

The Contractor shall be responsible for developing and deploying training and communications content, as well as management of the content on the ICE Content Management Portal. The ICE Content

Management Portal shall house user content, job aids and supporting communications in a searchable and easy to navigate format. All legacy content will be required to be maintained and either hosted within the Content Management Portal or easily accessed from the Content Management Portal.

The Contractor shall have knowledge of User Interface/User Experience (UI/UX) best practices and design standards to support user-friendly sites with consistent branding across the portfolio, enabling the end user to quickly access training materials.

4.6 Data Analytics Platform Training and Communications Support The Contractor shall support the scope of work defined within this PWS and provide these services for the Data Analytics Platform. This task shall include support as defined in Sections 4.1-4.5.

4.7 Information Exchange Unit (IXU) Training and Communications Support The Contractor shall provide support for the Law Enforcement Information Sharing Initiative (LEISI) Country Agreement Prioritization Tool which supports the DHS directive to require Visa Waiver Program (VWP) countries to establish direct biometric information sharing agreements through the Secure Real-Time Platform (SRTP). Communications support helps HSI make more informed, data-driven recommendations to DHS internal and external stakeholders that will help effectively direct resources and identify and prioritize the highest-impact countries for information and data sharing agreements. This task shall include support as defined in Sections 4.1-4.5 and as outlined below:

• The Contractor shall facilitate working sessions between key stakeholders and the requirements team to gather user feedback for country agreement prioritization for LEISI;

• The Contractor shall support LEISI with visualizations, charts, graphics, and other materials to communicate country agreement prioritization and justification with key stakeholders, including DHS policy;

• The Contractor shall assist with the development and dissemination of various communications (e.g., briefings, talking points, reports, messaging, etc.) to engage and inform stakeholders;

• The Contractor shall support the development, delivery, and evaluation of training materials (e.g., Quick Reference Guides, webinars, Standard Operating Procedures, etc.); and,

• The Contractor shall report and communicate on system and program performance.

4.8 Office of Professional Responsibility (OPR) Training and Communications Support The Contractor shall provide services for the Office of Professional Responsibility (OPR) Case Management. This task shall include support as defined in Sections 4.1-4.5 and as outlined below:

• Contractor shall conduct a change readiness assessment to identify and map key stakeholders who will be impacted by the change, by role, function, and location. The Contractor shall work with the Government to assess and evaluate the change activities required for each impacted stakeholder group and map the critical areas within the business process that will be impacted to determine where the most extensive change efforts should focus.

• The Contractor shall work with OPR PMs and leadership to align objectives and define what success outcomes for a given effort.

• The Contractor shall develop and implement a change management plan and tracker to capture proposed change management activities and track the progress of impacted stakeholders throughout the system transition.

• The Contractor shall develop an integrated strategic communications and training plan to support an OPR case management system operations within the ICM system. The plan will identify critical communications, training support, and activities to facilitate OPR case management functionalities in ICM and key messaging, dates, target audience, and communications channel or training modality. The Contractor shall coordinate with Government POCs to review and approve the plan.

• The Contractor shall develop and distribute communications via various channels (e.g., email messages, meeting support, leadership messages, supervisory talking points, newsletter articles, etc.) to engage and inform users before, during, and after the integration.

• Based on Human Centered Design principles and Instructional Design best practices, contractor shall work with government and contractor representatives to prepare easily digestible training content that is available on demand, including one-pagers, slick sheets, bite-sized videos, graphics, and copy.

• The Contractor shall apply metrics-based evaluation best practices to identify, collect, and monitor training effectiveness via surveys or other feedback mechanisms.

• The Contractor shall monitor the relevance and accuracy of communications and training materials, making any adjustments, as needed, based on the development of the tool.

4.9 Human Resources Information Technology Resources (HRIT) Training and Communications

Support The Contractor shall provide support for the scope of work defined within this PWS. Any works produced will be managed as part of the normal Training and Communications support defined within Sections 4.1-4.5 and as outlined below:

• Enterprise Change Management

• Enterprise Strategic Roadmaps

• Executive Briefings

• Operational Success Metrics

• Training and Communication (to include videos, plans, roll-outs, etc.)

• Customer Experience Analysis

4.10 HSI Force Labor Visualization Support

The Contractor shall provide services for the Center for Countering Human Trafficking (CCHT). This task will include support as defined in Sections 4.1-4.5 and as outlined below:

• The Contractor shall create data visualizations based on direction from authorized CCHT personnel.

• The Contractor shall perform quality assurance reviews on all work products.

• The Contractor shall adhere to appropriate brand guidance in the production of all visualizations.

• The Contractor shall make visualizations available to approved stakeholders as directed by the government.

• The Contractor shall publish, refine, and maintain visualizations throughout the contract’s period of performance.

• The Contractor shall track key performance indicators and metrics, as directed by the government.

• The Contractor shall comply with CCHT’s intended objectives and defined business rules.

• The Contractor shall facilitate working sessions with key stakeholders to:

• Develop a common understanding of how visualizations, charts, and graphics can help drive decision making;

• Identify HSI-specific visualizations that can be used by HSI HQ and/or field personnel to support HSI investigations;

• Identify and engage the stakeholders who will use this information; and,

• Identify the information, sources, availability/restrictions that will be included in the visualizations.

• The Contractor shall create branded templates (using Excel, Tableau, and/or other tools) for the visualizations, charts, and graphics.

• The Contractor shall develop User Training Guides for the visualizations’ use, access, and distribution.

• The Contractor shall use the information contained in the visualizations to assist with responses to senior management requests/briefings, HSI Taskings, Congressional inquiries, and other requests for information.

• The Contractor shall analyze and report on program performance and the use/adoption of the visualizations.

• The Contractor shall draft Communications Plan and produce communications materials (e.g., briefings, talking points, reports, messaging, etc.) to engage and inform stakeholders.

• The Contractor shall draft Training Plans and produce training materials (e.g., videos, Quick Reference Guides, webinars, etc.)

• The Contractor shall draft communications materials detailing the plan for future expansion, use, and maintenance of the visualizations.

• The Contractor shall update the visualizations and manage the government’s MS Teams site.

4.11 Optional Surge Support

The Contractor shall support the scope of work defined within this PWS, but at an increased labor hour capacity. This Optional Surge Task may include support of another ICE component, DHS agency or office for initiatives directly associated with ICE training materials and communications arising from this requirement. Any works produced will be managed as part of the normal Training and Communications support defined within sections 4.1-4.5.

5.0 DELIVERABLES & DELIVERY SCHEDULE

Training and Communications deliverables are the key performance requirements of the Contractor. As such, the Contractor will work closely with the Government Program Manager, COR and COT leadership to ensure these products are delivered in coordination with COT stakeholders. It is anticipated that as various systems are developed, the Contractor will produce corresponding training and communications products. For example, once a functionality is developed and “operational” (from the development standpoint), it is expected the Contractor will work to produce training and/or communications artifacts that address the applicable business process. In this way, it is anticipated that the training and communications process will mirror the production process to ensure efficiency of this effort.

The Deliverables for this contract are identified below. The Contractor is responsible for providing a log of all deliverables assigned, scheduled, and accomplished to the Government Program Manager and COR within the Monthly Status Report. The Deliverables Matrix lists frequency and submission timeline of the deliverables; however this may change based on the initial assessment and validation by the Contractor.

5.1 Kick-Off Briefing/Progress Meeting

The Contractor agrees to attend any post award conference convened by the contracting activity office in accordance with Federal Acquisition Regulation Subpart 42.5. The contracting officer, Contracting Officer’s Representative (COR), and other Government personnel, as appropriate, may meet periodically with the contractor to review the contractor's performance. At these meetings the contracting officer 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. The Contractor shall present a kick-off briefing ten days after task order award, to include an overview of the project team, scope of work, deliverables, transition activities, communication approach, initial risks, and next steps.

A formal review will be performed annually, or at the at the Government’s request, of the Contractor’s proposed changes and progress on any new implementations. The review will also monitor how well the Contractor is staying up to date with any policy changes. Smaller interim reviews may be conducted on a less formal basis to ensure consisting monitoring and process improvement. It is expected that the Contractor will provide innovative methods to improvement and implement proven performance monitoring.

5.2 Transition-In Plan

The Contractor shall be responsible for the transition of all technical activities identified in this requirement. The Contractor shall develop a Transition-In Plan to identify how they will fully support COT during a transition period from the previous contractor. The Contractor shall submit a final Transition-In Plan for approval by the Contracting Officer’s Representative (COR) and (ITPM) 15 days after task order award reflecting input from the COR and ITPM as well as all necessary activities to facilitate the transition of services to the Contractor and expected completion dates of those activities.

The Transition-in Plan shall describe the Contractor’s process for transitioning from the incumbent with no disruption in support services.

The Transition-In Plan will be a one-time deliverable at the beginning of the contract to be delivered to the Government Program Manager and COR in electronic format. All activities must be completed during the transition-in period. The following technical activities must be included as part of the

Transition-in Plan:

• Inventory and orderly transfer of all Government Furnished Equipment and Property (GFE/GFP), software and licenses if applicable;

• Transfer of documentation and service tickets currently in process;

• Workplace logistics and staffing plan: Identification of the key personnel transition team members by name, position, EOD, clearance, start date, and responsibilities;

• Coordination of knowledge transfer sessions with the incumbent Contractor;

• Favorable EOD for all Contractor staff from the ICE Personnel Security Unit (PSU)

• Coordination of transition with ITPM

5.3 Transition-Out Plan

The Contractor shall be responsible for the transition-out of all activities identified in this requirement during the final, awarded period of performance. The Contractor shall submit the Transition-out Plan TBD days prior to the completion of the final option period. The Contractor’s Transition-out Plan shall be approved by the COR and Government IT Program Manager.