Section 2 - PWS 9.26.24 EEO BATA.pdf

Performance Work Statement (PWS) Office of Equal Employment Opportunity

Barrier and Trend Analysis

1. INTRODUCTION/BACKGROUND:

The Pension Benefit Guaranty Corpora on's Office of Equal Employment Opportunity (OEEO) leads the integra on of federal EEO requirements within the agency's workforce, environment, and strategic ini a ves. OEEO' s mission includes annually reviewing and assessing the efficiency and effec veness of PBGC' s overall agency programs pursuant to EEOC Management Direc ve 715 (MD-715). The OEEO’s governing body is the Equal Employment Opportunity Commission (EEOC). EEOC highlights the importance of including 6 essen al elements. The EEOC defines essen al elements as necessary components for each Agency to effec vely maintain the minimum requirements based on MD-715's model EEO program, pursuant to Title VII of the Civil Rights Act of 1964 (Title VII), as amended; 42 U.S.C. § 2000e et seq., and Sec on 501 of the Rehabilita on Act of 1973 (Rehabilita on Act), as amended; 29 U.S.C. § 791 and the Americans with Disabili es Act Amendments Act of 2008 (Pub. L. 110-325).

The focus of this analysis pertains to Essen al Element 3: Management and Program Accountability. This element provides a detailed lis ng of management’s responsibili es and expecta ons of PBGC’s leadership, in terms of ensuring equal employment opportunity and fostering a produc ve work environment in accordance with MD-715.

The purpose of this project is to remove barriers to parity regarding specific gender, racial, and disability groups that are currently below representa on benchmarks that encompass grade, occupa onal and leadership representa on within the agency. This analysis will highlight areas of representa on that requires targeted efforts to iden fy barriers impeding equal employment opportunity for those groups.

2. SCOPE OF WORK:

The OEEO's Affirma ve Employment Program (AEP) is seeking contractor support services to discover and communicate findings in a “Barrier and Trend Analysis Report” to determine whether management or personnel policy, procedures, and prac ces have operated to disadvantage any group based on race, na onal origin, gender, or disability. Based on the report’s analysis and findings, AEP’s team members will address poten al barrier and trend findings iden fied in the report and implement the reports recommended resolu on strategies by providing inner-agency workshops and training sessions to facilitate agencywide awareness while also conduc ng briefings to senior level management.

3. SPECIFIC TASKS

The selected vendor shall conduct a Barrier and Trend Analysis with PBGC managers and leadership personnel to ensure compliance with Essen al Element 3 standards, and in accordance with MD-715 provide a detailed wri en assessment of findings. The wri en assessment of findings shall include the thorough review and incorpora on of all recent and relevant sta s cal data and demographic informa on of PBGC’s organiza onal units and assess all areas of necessary improvement. The provider shall determine the most effec ve and reliable sta s cal and analy cal process to benchmark and compare specified PBGC organiza onal units to Model EEO Program Essen al Element 3.

Ul mately, this informa on shall be captured and presented within a final ‘Barrier and Trend Analysis Report’ that uses sta s cal data and findings to iden fy areas within the agency that don’t meet EEO standards, Iden fy the cause of these deficiencies, and provides strategies and recommenda ons to make the necessary improvement. The final ‘Barrier and Trend Analysis Report’ and all deliverable requirements shall be provided in accordance with the process meline located in sec on 4.

3.1 ‘Barrier and Trend Analysis Report’ The final ‘Barrier and Trend Analysis Report’ shall include:

Section Topic Description Action

3.1.1

Highlight Discrepancies

Between Policy Practice, and Procedures

A deep dive analysis will help identify gaps between what's prescribed and what's practiced, potentially revealing areas where management might be impeding

EEO.

Identify and assess knowledge, attitudes, practices, and perceptions regarding EEO, DEIA, employee engagement and workplace culture to encompass the employee life cycle.

3.1.2 Ensuring Proper Accountability

Identify areas for PBGC leadership to focus improvement efforts and recommend specific improvement strategies and/or modifications on creating a more inclusive, productive, engaged and progressive work environment.

The purpose is to incorporates the need and value of EEO, diversity and inclusion principles; and Identify actions the contractor is taking to understand and clarify the results of the data

1. Conduct an in-depth review of the organization’s leadership pipeline;

Department’s Team Leads, Supervisors, Managers, Directors and EMC and highlight if and where these individuals are not being held accountable, and where the organization might be failing to meet its EEO objectives.

2. Identify perceived strengths, weaknesses, and gaps in management and organizational practices, including trends and potential barriers, in supporting organizational change, improving organizational culture, and advancing the essential elements of a model EEO program, as stated within the EEOC MD- 715 regulations.

3.1.3 Examining the

Role of Management

Managers and supervisors play a pivotal role in shaping the work environment. Their behavior, actions, decisions, and attitude toward EEO can significantly influence the broader organizational culture.

1. Analyze and provide insights into how effectively managers and supervisors are performing their roles and responsibilities in the context of EEO and develop strategies to enhance management to employee relations.

2. Conduct workforce assessments and examinations of management’s impact to professional development and promotional opportunities.

3.1.4 Barrier

Identification

The overarching goal of this analysis is to identify barriers.

Without a thorough review, subtle yet significant barriers might be overlooked. These could range from systemic barriers in promotion processes to more overt acts of discrimination

Analyze and evaluate relevant PBGC workplace statistical data, information and demographics for the specified PBGC organizational unit(s) within the identified timeframe of 1 year to Identify perceived strengths, weaknesses, and gaps in management and organizational practices, including trends and potential barriers, in supporting organizational change, improving organizational culture, and advancing the essential elements of a model EEO program, as stated within the EEOC MD-715 regulations.

3.1.5

Examining Communication and Information

Flow

This element concerns EEO’s regular updates and advice to managers and supervisors.

Evaluating the frequency, quality, and impact of this communication is essential. This element focuses on communications between EEO and department leadership and determines their level of active engagement in the EEO process

Assess the communication, information flow and quality between EEO and agency leadership and provide an assessment of the reactions to implementation of organizational changes.

3.1.6

Measuring the Impact of OEEO

Strategic Recommendations

This element discusses the role of the EEO Director in recommending improvements and corrections.

Measure and analyze how often EEO Director recommendations are made, how quickly and effectively they're implemented, and their subsequent impact

1. Measure and analyze how often EEO Director recommendations are made, how quickly and effectively they're implemented, and their subsequent impact.

2. Draft clear actions that senior leadership will take to resolve the issue and define agency culture. Identify a roadmap to resolve the issues at the agency.

3.1.7

Assess the Effectiveness of PBGC’s Training and Learning Opportunities.

PBGC offers robust training. To ensure a more seamless and integrated approach, conduct an assessment of OEEO, Human

Resources (HR) and Learning and Development Division (LDD) programs to identify collaborative opportunities and to provide insights into potential bottlenecks or misalignments.

Assess employee training and development programs to identify the effectiveness of its current training opportunities and the potential to create career development programs.

3.1.8 Data-Driven

Decision Making

With references to workforce data, exit interviews, climate surveys, and more, it's evident that data-driven decision-making is at the core of EEO efforts. A deep dive can evaluate how effectively this data is being utilized and if there are gaps or inaccuracies that need addressing

Conduct and research information devised from Focus Groups, Surveys, 360

Assessments, Complaints Data, Training, and exit interviews.

Conduct a comprehensive review, examination, and analysis of all relevant PBGC workplace statistical data, information, and demographics.

3.1.9 Feedback and

Continuous Improvement

As with any organizational initiative, continuous feedback and improvement between EEO and management is key. Evaluating how feedback is gathered, processed, and acted upon can identify areas for improvement in the EEO strategy

Identify the key areas for improvement and relevant recommendations regarding changes needed in key human capital and organizational areas.

Assist PBGC Management in creating a more productive, engaged, and progressive work environment that supports and advances the essential elements of a model EEO Program and workplace.

Provide workplace assessment tools and instruments that best assist in gaining insights and understanding of the various

PBGC departmental organizations.

3.1.10

Management’s Role in the

Employment Life Cycle

Includes recruitment, retention, promotion, compensation, awards, performance management, training, and development. This list is not exhaustive, and additional areas of examination may be needed in other relevant management-influenced areas.

Provide a detailed organizational data analysis of management influenced areas, such as: recruitment, retention, promotion, compensation, awards, performance management, training, and development procedures.

4. DELIVERABLES:

Deliverables & Project meline

Section Due Date Description Deliverable

POC

Format

4.1 Start of the

Performance Period EEO Provides initial Data COR TBD

4.2 30 days after award Contractor provides draft Project Plan COR Microsoft Word & PDF

Format

4.3 60 Days After Award Contractor provides final Project Plan COR Microsoft Word & PDF

Format

4.4 14 Days After Final

Project Plan Approval Contractor Initiates Project Plan COR

*Methods Prescribed in the Approved Final

Project Plan*

4.5 4th Monday – Each

Month of the performance period

Progress Report & Status Meeting COR Virtual Meeting

4.6 6th Month from Award Vendor provides draft “Barrier and

Trend Analysis Report”

COR

Virtual Meeting & Microsoft Word & PDF

Format

4.7 10th Month from Award Final “Barrier and Trend Analysis

Report”

COR

Virtual Meeting & Microsoft Word & PDF

Format

4.8 10th Month from Award Briefing Presentation – EEO

Management

COR

Virtual Meeting & Microsoft Word & PDF

Format

4.9 11th Month from Award Briefing Presentation - Joint

Management Team/OEEO Team briefing

COR

Virtual Meeting & Microsoft Word & PDF

Format

5. PERFORMANCE REQUIREMENTS SUMMARY

The government shall evaluate the contractor's performance under this contract in accordance with the quality standards defined in the Quality Assurance Surveillance Plan below. The Contractor shall maintain the quality assurance plan (QASP) to ensure performance in accordance with the performance standards awarded under this contract.

Quality Assurance Surveillance Plan

PWS

Section s

Task Performance

Standard

Required Performance Acceptable

Quality Level (AQL)

Surveillance

Method Used

4.2 Contractor provides draft

Project Plan Quality & Timeliness

The Contractor shall provide a draft project plan that will outline the methods used to gather data, compose findings and provide the strategies & recommendations that will compose the final “Barrier and Trend Analysis Report”

Meets the deadline outlined in the PWS

No more than one round of revisions required

Email monitoring of receipt date 100% COR inspec on/ acceptance of each final deliverable.

4.3 Contractor provides Final

Project Plan Quality & Timeliness

The Contractor shall provide a final project plan that will outline the methods used to gather data, compose findings and provide the strategies & recommendations that will compose the final “Barrier and Trend Analysis Report”

Meets the deadline outlined in the PWS

100% Complete

Email monitoring of receipt date 100% COR inspec on/ acceptance of each final deliverable.

4.4 Contractor Initiates

Project Plan Accuracy &

Quality

The Contractor shall implement the methods outlined in the final project plan in accordance with the project timeline and begin to gather data, compose findings and provide the strategies & recommendations that will compose the final “Barrier and Trend Analysis Report”

100% Adherence to the COR approved

Project Plan.

All deviations are subject to COR approval.

Email monitoring of receipt date 100% COR inspec on/ acceptance of each final deliverable.

4.5 Monthly Progress Reports

and Status Meetings

Quality & Timeliness

The Contractor shall Email written report summaries, and conduct virtual meetings for actionable analysis and provide next steps for meeting the PWS deliverables and timeline

Meets the deadline outlined in the PWS

100% Complete

Email monitoring of receipt date 100% COR inspec on/ acceptance of each final deliverable.

4.6 Vendor provides draft

“Barrier and Trend Analysis Report”

Quality, Accuracy & Timeliness

The Contractor shall provide a draft “Barrier and Trend Analysis Report” inclusive of all deliverables outlined in section 3 of the performance work statement.

Meets the deadline outlined in the PWS

100% Adherence to the COR approved

Project Plan.

100% inclusive of all deliverables outlined in Section 3 of the performance work statement

Email monitoring of receipt date 100% COR inspec on/ acceptance of each final deliverable.

4.7 Final “Barrier and Trend

Analysis Report”

Quality, Accuracy & Timeliness

The Contractor shall provide the final “Barrier and Trend Analysis Report” inclusive of all deliverables outlined in section 3 of the performance work statement.

Meets the deadline outlined in the PWS

100% Adherence to the COR approved

Project Plan.

100% inclusive of all deliverables outlined in Section 3 of the performance work statement

Email monitoring of receipt date 100% COR inspection/ acceptance of each final deliverable.

4.8 Briefing Presentation –

EEO Management

Quality, Accuracy & Timeliness

The Contractor shall provide a briefing of the methods utilized in the final project plan and present the data, findings, strategies and recommendations of the final “Barrier and Trend Analysis Report” to EEO Management

100% Adherence to the COR approved

Project Plan.

100% inclusive of all deliverables outlined in Section 3 of the performance work statement

Virtual Meeting -

100% COR

inspection/

4.9

Briefing Presentation - Joint Management Team/OEEO Team briefing

Quality, Accuracy & Timeliness

The Contractor shall provide a briefing of the methods utilized in the final project plan and present the data, findings, strategies and recommendations of the final “Barrier and Trend Analysis Report” to Joint Management and EEO

Management

100% Adherence to the COR approved

Project Plan.

100% inclusive of all deliverables outlined in Section 3 of the performance work statement

Virtual Meeting -

100% COR

inspection/

6. CONTRACT DETAILS

6.1. Contract Type. This is a firm-fixed-price contract.

6.2. Place of Performance. The work will be performed off-site at contractor’s offices via online mee ngs. The contractor has the op on to conduct in-person mee ngs and discussions with PBGC personnel at the contractor's expense.

6.3. Travel. The contractor will not be required to travel in performing under this contract;

however, if such a need arises, the par es may nego ate the terms at a later date.

6.4. Government-Furnished Equipment. Upon award, contractor personnel performing under this contract will be provided ini al data on behalf of EEO regarding workplace structure and demographics. This does not cons tute all the data and informa on required to perform under this contract. Contractor personnel are required to provide a project plan that outlines methods and procedures for addi onal data collec on to determine findings and make workplace improvement recommenda ons.

In the event the contractor decides to conduct in-person mee ngs and discussions with PBGC personnel at the contractor's expense, contractor personnel will need to apply for and obtain Personal Iden ty Verifica on (PIV) creden als (PBGC es mates this process will take approximately 30 calendar days).

Therea er, PBGC will furnish the contractor with the creden als and provide the required facili es for the contractor to interact with the staff and management on a limited basis and at the discre on of the COR. All ini al workforce demographic data, documents, direc ves, reports, and surveys will be provided directly or through IT access.

6.5. Period of Performance

1 Year: XX/XX/XXXX – XX/XX/XXXX