75P00125R00008.pdf

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75P00125R00008

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1 134 OFFEROR TO COMPLETE BLOCKS 12, 17, 23, 24, & 30

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Washington DC 20024 330 C Street, SW; Room 1318A Administration for Community Living

ACL

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Rockville MD 20857 15E 10D 5600 Fishers Lane Office of Acquisition Management Services

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ADMINISTERED BY:

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Office of Acquisition Management Services 5600 Fishers Lane 15E 10D Rockville MD 20857 USA Delivery: 02/03/2025 Period of Performance: 02/03/2025 to 09/29/2025

1 CLIN 1 Training and Technical Assistance 2/3/2025 Continued ...

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ITEM NO.

- 9/30/2025

2 CLIN 2 Training and Technical Assistance:

9/30/2025 - 9/29/2026

(Option Line Item)

Period of Performance: 09/30/2025 to 09/29/2026

3 CLIN 3 Training and Technical Assistance

9/30/2026 - 9/29/2027

(Option Line Item)

Period of Performance: 09/30/2026 to 09/29/2027

4 CLIN 4 Training and Technical Assistance

9/30/2027 - 9/29/2028

(Option Line Item)

Period of Performance: 09/30/2027 to 09/29/2028

5 CLIN 5 Training and Technical Assistance

9/30/2028 - 9/29/2029

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Period of Performance: 09/30/2028 to 09/29/2029

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134 2 of

SECTION B - Supplies or Services and Prices/Costs

Section B – Fixed Price

B.1 BRIEF DESCRIPTION OF SERVICES

The Administration on Disabilities (AoD), Administration for Community Living (ACL) seeks to fund a contract to operate the Independent Living Training & Technical Assistance Center (IL T&TA Center). The IL T&TA Center will provide expert training and technical assistance (T/TA) on independent living services for IL network grantees funded by AoD, ACL, U.S.

Department of Health and Human Services (HHS). The IL network includes the Centers for Independent Living (CILs), the Statewide Independent Living Councils (SILCs), and Designated State Entitles (DSEs).

B.2 RESRVED

B.3 TYPE OF CONTRACT

The contract type awarded is a Firm Fix Price (FFP)

B.4 SEVERABLE SERVICES

The services acquired under this contract are severable services. Funds are only available for use for the contract line item (CLIN) to which they are obligated. Unused funds from one CLIN may not rollover for use in other periods.

B.5 CONSIDERATION AND PAYMENT (Fixed Price – Severable Services)

In consideration of satisfactory performance of the work as described throughout this contract, the Contractor shall be paid a fixed price for each CLIN (if exercised). If the options are exercised, funding will be obligated by modification to the contract. The base period and option periods are priced as follows:

Contract Period Fixed Price CLIN 1 Base Period CLIN 2 Option Period 1 CLIN 3 Option Period 2 CLIN 4 Option Period 3 CLIN 5 Option Period 4 TOTAL Potential Value Inclusive of all

CLINS

Payment shall be made upon the delivery and acceptance of the services required in accordance with the following payment schedule:

B.6 KEY PERSONNEL

In accordance with the key personnel terms included in the contract, key personnel are as follows:

Name Position Title

END SECTION B – FIXED PRICE

SECTION C - Description/Specifications/Statement of Work

Independent Living Training and Technical Assistance

C.1 PROGRAM DESCRIPTION AND BACKGROUND

Introduction

The Administration on Disabilities (AoD), Administration for Community Living (ACL) seeks to fund a contract to operate the Independent Living Training & Technical Assistance Center (IL T&TA Center). The IL T&TA Center will provide expert training and technical assistance (T/TA) on independent living services for IL network grantees funded by AoD, ACL, U.S. Department of Health and Human Services (HHS). The IL network includes the Centers for Independent Living (CILs), the Statewide Independent Living Councils (SILCs), and Designated State Entitles (DSEs).

The Contractor is required to have specialized experience in CIL and SILC operations and the role of the DSE and to be registered on sam.gov as an entity that can contract with the federal government.

With this Performance Work Statement (PWS), ACL seeks to:

• Ensure the provision and innovation of high-quality independent living services among CILs with an emphasis on:

o Information and referral services;

o Independent living skills training;

o Peer counseling;

o Individual and systems advocacy;

o Facilitating transition from institutions to community-based residences;

o Assisting people at risk of entering institutions to remain in the community; and o Facilitating the transition of youth to postsecondary life.

• Ensure that IL network grantees meet and exceed statutory compliance with standards and assurances and critical and noncritical areas of programmatic, operational, and fiscal management; and

• Improve performance, outcomes, operations, and governance of IL network grantees.

The IL T&TA Center will develop an aggressive strategic plan with measurable goals and objectives to assess the IL T&TA effectiveness and demonstrate improvements in IL grantee outcomes. The IL T&TA Center will also be responsible for coordinating and partnering with other IL T&TA Centers funded by ACL to IL network grantees and advance community living.

Purpose

Title VII of the Rehabilitation Act of 1973, as amended, “the Act” authorizes funding for training and technical assistance (T&TA) for the Centers for Independent Living (CILs), State Independent Living Councils (SILCs), and Designated State Entities (DSEs) (referred to as the IL network) to carry out their duties and responsibilities more effectively. The Administration on Disabilities (AoD), which administers the Act, views T&TA as specialized, evidence-based support that enhances the skills, knowledge, and organizational capacity of the recipient. Through this contract, AoD is supporting the operation of the Independent Living Training & Technical Assistance Center (IL T&TA Center), which will serve as a central source of information, expertise, and T&TA for the IL network. The T&TA Center will provide frequent T&TA to the IL network through the development of products and webinars and a heavy emphasis one-on-one IL T& TA and peer-to-peer mentoring. All activities will focus on enhancing individual IL grantee and IL network performance, therefore promoting the integration and full inclusion of individuals with disabilities into their communities. An evaluation shall be included to determine effectiveness of any IL T&TA provided.

Background

The Administration for Community Living (ACL) serves older adults and people with disabilities across their lifespan to fully engage and participate in their communities, make informed decisions, and exercise self-determination and control about their independence, well-being, and health. The Administration on Disabilities (AoD), a center within ACL, collaborates with states, communities, and partners in the disability network to equip individuals with disabilities of all ages with opportunities, tools, and supports to lead lives of their choice in their community.

AoD / ACL’s independent living programs are authorized under the Rehabilitation Act of 1973 (The Act). Title VII, chapter 1 states the purpose of the program is to “promote a philosophy of independent living including a philosophy of consumer control, peer support, self-help, self-determination, equal access, and individual and system advocacy, in order to maximize the leadership, empowerment, independence, and productivity of individuals with disabilities, and the integration and full inclusion of individuals with disabilities into the mainstream of American society.” Domains of independent living include access to information, support from peers, housing assistance, assistive technology, personal assistance services, transportation, community integration, and more.

Key provisions of the Act and current ACL regulations include responsibilities, provisions, and standards and assurances for IL network members (e.g., CILs, SILCs, DSEs). More information regarding each IL network member is listed below:

• Designed and operated by individuals with disabilities, over 350 CILs across the country provide tools, resources, and supports for integrating people with disabilities fully into their communities to promote equal opportunities, self-determination, and respect. CILs are at the core of ACL’s independent living programs, which work to support community living and independence for people with disabilities of all ages across the nation based on the belief that all people can live with dignity, make their own choices, and participate fully in society.

• Each state and U.S. territory are required to maintain a SILC. The SILCs and CILs within the state develop a State Plan for Independent Living (SPIL). Collaborating on SPIL development helps create a cohesive and unified vision for independent living among all stakeholders who have an interest in issues that impact citizens with disabilities.

https://acl.gov/programs/aging-and-disability-networks/centers-independent-living https://acl.gov/programs/aging-and-disability-networks/centers-independent-living

• The DSE is the agency that, on behalf of the state, receives, accounts for, and disburses funds received under Subpart B of the Act to support SILCs and the funding plan determined in the SPIL for IL services in the state.

IL Training and Technical Assistance To support the IL network, §796e-0(a) and §796f(b) of the Act requires ACL to reserve a percentage of funds for IL T & TA to CILs and SILCs respectively. In FY 2023, ACL commissioned a study to assess its current IL T & TA strategy to understand how its IL T & TA approach might be improved to better meet the needs of independent living grantees.

Specifically, ACL sought to assess whether the IL network of CILs’, SILCs’, and DSEs’ IL T & TA needs were being met and identify the elements that were effective which could be incorporated into a future IL T & TA approach. The study included interviews with IL grantees, IL T & TA providers, and AoD staff; a review of the literature; a review of documents related to previous IL T & TA center activities; analysis of Program Performance Report data; and a survey of IL network grantees.

Identified elements of effective IL T & TA include, but are not limited to, timely information, T&TA offerings in a variety of formats, engaging teaching styles, a strong relationship between IL T & TA provider and recipient, using a baseline needs assessment to set goals, and flexibility of the IL T & TA provider. Some areas of opportunity for future IL T & TA according to interview participants included increasing direct support and peer-to-peer TA, better identifying grantees’ IL T & TA needs and tailoring IL T & TA offerings accordingly, and effectively communicating IL T & TA offerings. Additional opportunities based on IL grantees input include, offering IL T & TA more frequently and increasing grantees’ awareness of and engagement with IL T & TA available. Study results point to gaps in assessing the current IL T & TA’s effectiveness.

The development of the IL T & TA approach and activities outlined in this contract was guided by the study findings as well as AoD’s vision for the delivery of IL T & TA, which is the following:

By investing in IL T & TA, AoD seeks to support a national IL network that is interconnected and collaborative, provides culturally and linguistically competent1 services, diversifies leveraged funds, and demonstrates improvements in advancing and supporting people with disabilities to live independently. Strengthening the IL network will result in better outcomes for people with disabilities, including enabling people with disabilities to live independently and be fully included in society.

C.2 STATEMENT OF WORK - Severable Services

The Contractor shall furnish all of the necessary personnel, materials, services, facilities, (except as otherwise specified herein), and otherwise do all the things necessary for or incident to the performance of the work as set forth below:

Program Goals and Objectives

The contractor is expected to provide comprehensive, specialized, and coordinated and collaborative T & TA to enhance the skills, knowledge, leadership, and management capacity and capabilities of the IL network and support the IL network in effectively providing core independent living and other independent living services to people with disabilities and ensuring programmatic and operational excellence. In addition, there is a requirement to provide activities consistent with Section 21 under the Rehab Act, which are detailed below.

Comprehensive The IL network of CILs, SILCs, and DSEs must be adept at meeting their respective standards, while simultaneously focusing on and advancing their missions to promote and expand independent living for people with disabilities. IL grantees ensure that individuals with significant disabilities are making their own choices, have the tools to do so, and have equitable access to all aspects of our society. Therefore, they require comprehensive IL T & TA that addresses a wide array of issues across independent living, disability, and organizational contexts in three main, overlapping areas:

(1) Standards and assurances for CILs, SILCs, and DSEs;

(2) Organizational competency; and

(3) Culturally and linguistically competent services that meets the needs of unserved/underserved populations.

For the IL T & TA to be comprehensive, it will require the delivery of a foundational IL T & TA program for the entire IL network so that each network partner has ready access to T&TA resources and offering that will increase knowledge to strengthen and advance IL operations and the provision of independent living services to improve the lives of people with significant disabilities.

To deliver comprehensive IL T & TA. the contractor will during the life of the contract:

• Provide in a timely manner expert training, technical assistance, and targeted support to IL network grantees in every state, territory, and the District of Columbia.

• Ensure the provision and innovation of culturally and linguistically competent independent living services for CILs with an emphasis on:

o Information and referral;

o Independent living skills training;

o Peer counseling;

o Culturally competent services;

o Identifying and collaborating with unserved/underserved populations;

o Individual and systems advocacy;

o Transition from institutions to community-based residences;

o Assistance for people at risk of entering institutions; and o Transition of youth to postsecondary life.

• Disseminate existing products and develop new products/ tools in a variety of formats.

• Provide for continuous T & TA and improve upon the design and delivery of IL T &

TA support for staff at all levels of the organization and for members of SILCs and CIL board of directors to meet their needs.

• Provide for continuous T & TA and improve upon the design of IL T & TA so it meets the needs of IL network grantees of various size (small, medium, large), capacity, and geographic location (rural, urban).

• Provide continuous learning opportunities for staff of the IL network at all levels of knowledge and experience that are customized to the needs of geographic areas and populations served, including cultural and linguistic competency practices to support all CILs in serving diverse populations (e.g., racially, ethnically, and linguistically diverse individuals; individuals from various socio-economic sectors; individuals from various geographic locations; individuals with various gender identities and sexual orientation, etc.).2

• Ensure that IL network grantees maintain statutory compliance.

• Improve performance, outcomes, operations, and governance through IL T & TA.

The contractor shall provide T & TA no later than 30 days after contract award, plan for flexibility to respond to changing programmatic environments, and be prepared to provide in-depth knowledge and resources for individual grantee needs.

Specialized The IL network includes CILs, which are unique, highly specialized organizations operated by people with disabilities to provide independent living services to individuals with significant disabilities. There is no other comparable system in the U.S. and its territories.

Each CIL is mandated to provide core services and in doing so, are often filling a gap, and addressing a significant need for persons who are not supported through other systems.

Beyond core services, the services provided by the CILs are driven by the needs of the community.

The SILCs are statewide governor-appointed organizations that support the network of CILs and other IL services in each state. They develop the State Plan for Independent Living (SPIL) with the CILs, and they evaluate the implementation of the SPIL to identify when changes are needed. SILCS also assure the coordination and collaboration across IL programs in each state, and work to strengthen and grow the IL network statewide. The needs of each state’s SILC vary significantly.

The DSEs serve in a fiduciary role receiving the federal Part B funds, disbursing them according to the SPIL, and affirming the funds are spent accordingly. The knowledge level of each state DSE of the standards and assurances and the IL network varies significantly.

Given the unique aspects of the IL program, AoD requires the contractor to have experience in the operations of CILs. The contractor will provide training and technical assistance in fiscal management planning, developing, conducting, administering, and evaluating CILs. The contractor is required to have knowledge of the issues associated with the SILCs, DSEs and the independent living networks.

• Highly customized and specialized IL T & TA to effectively meet the needs of the network and improve outcomes.

• Strengthens the operation of CILs and SILCs, the delivery of independent living services, and coordination and collaboration of IL network grantees in each state, as well as strengthen resource development activities.

• Reflects current trends and pressing issues the IL network is experiencing and people with significant disabilities.

• Supports the overall organizational stability of each CIL and SILC.

In providing specialized IL T & TA, the contractor is expected to design activities for the IL network that will effectively increase knowledge and promote best practices on a range of core and rotating topics. Core topics include:

• Independent living history, issues, and trends

• Independent living programming

• Finance and management practices

• PPR reporting

• Basic and ongoing compliance training

• New regulations

• Advocacy and leadership

• ACL administrative requirements

• Federal reporting systems

• Board composition, management, and support

• Understanding the respective roles of DSES, SILCs, and CILs in the IL network

• Strategic planning

Rotating topics covered by IL T & TA (FY2023 CIL-reported IL T & TA needs below3) include:

• Financial: Resource Development—Fee-for-Service Approaches

• Financial: Resource Development—Diversification of Funding Base

• Advocacy/Leadership Development—Systems Advocacy

• Innovative Programs—Best Practices

• Data Collecting and Reporting—Performance Measures contained in PPR/704

Reports

Section 21 The contract includes a carve out project called Identifying, Including, Engaging, and Serving Unserved/Underserved that will be funded out of a set aside using Section 21 funds authorized under the Act. The applicant should plan on allocating approximately 1/3 of the requested budget to support these activities. The purpose of this project to develop resources, tools, and information, including trainings and peer to peer opportunities, that will support the IL network in strengthening their cultural and linguistic competence and outreach to unserved and underserved populations, tribal communities, and non-native English speakers.

In carrying out the Section 21 carve out project, the contractor is required to meet the Rehab Act requirement regarding the specialized entities that must engaged in the funded activities:

Minority entities.

Indian tribes.

State, an institute of higher education, or a non-profit organization or tribe to provide outreach and technical assistance to minority entities and Indian tribes.

The term "minority entity" is defined as an entity that is a historically Black college or university, a Hispanic-serving institution of higher education, an American Indian tribal college or university, or another institution of higher education whose minority student enrollment is at least 50 percent. If the contractor does not meet the Section 21 requirements, the contractor is required to make subawards to a minority entity or tribe to effectively deliver IL T & TA.

The resources, tools, and information developed for this carve-out project will be made available, as appropriate to other AoD grantees to also support them in strengthening their cultural and linguistic competence. This carve out project requires the contractor to either have expertise or subcontract with a minority entity, Indian tribe, and/or organization with expertise to provide T&TA on effective outreach to and engagement with minority entities and tribes.

Under this project, the contractor and any sub-award recipient are expected to coordinate and collaborate with the AoD funded National Center on Disability, Equity, and Inclusion (NCDEI) to ensure dissemination of information and non-duplication of activities.

They are also expected to build off what is learned in the AoD funded Native American Action Plan (NAAP) carried out in fiscal year (FY) 2024 by the Lewin Group.

The Rehab Act at §796f–4(c)(10-11) requires that:

• CILs conduct aggressive outreach to individuals with significant disabilities unserved or underserved by the IL programs, especially minority groups and urban and rural populations, about the services provided through the center, and

• CIL staff receive training on how to serve unserved and underserved populations.

In addition, §796f–4(b)(1)(D) requires CILs to “promote and practice the independent living philosophy of equal access for individuals with significant disabilities, within their communities, to all services, programs, activities, resources, and facilities, whether public or private and regardless of the funding source”.

Despite these requirements, the IL network would benefit from IL T & TA on how to better identify, include, engage, and serve unserved and underserved populations, particularly tribal communities, and non-native English speakers. For example, of the individuals served, CILs report only around 1% who are Native American. With the increasing diversity of the nation’s population, there will only be a growing need to serve culturally and linguistically diverse communities. Up until now, there has been minimal IL T & TA provided to the IL network on serving tribal communities.

• While there has been IL T & TA on language access, more resources are needed on meeting the needs of non-native English speakers. These resources will encourage and promote best practices across all CILs ensuring they are meeting the statutory requirements of “aggressive outreach to unserved and underserved communities” and “equal access”, to individuals and their families from culturally and linguistically diverse backgrounds. Providing access to these services and information on a consistent basis will advance their independence and community living.

The Section 21 carve out project of this contract will support the IL network in meeting these requirements. Section 21 of the Act authorizes the use of funds to carry out activities that will improve IL services to individuals from minority backgrounds and Tribal communities and to promote their participation in IL activities. AoD seeks to support these outcomes by strengthening connections of the IL network to Tribal communities and non-native English speakers. In doing so, AoD aims for the IL network to gain a better understanding about the importance of respecting a person’s intersectional experiences and identities (e.g., disability, tribal, nation of origin) to be able to authentically use person-centered approaches in supporting their self-direction. Similarly, AoD aims to increase awareness and knowledge in Tribal communities and with non-Native English speakers about the IL philosophy and Network.

The goals of this carve out project are to:

• Provide the IL T & TA necessary for the IL network to meet the Act’s requirements for serving unserved and underserved communities;

• Improve the cultural and linguistic competence of the IL network; and

• Increase engagement of communities and non-Native English speakers in IL activities

In addition to these goals, the Section 21 carve out project also aims to provide IL T & TA to other AoD grantees, such a State Councils on Developmental Disabilities, Protection & Advocacy Systems, University Centers for Excellence on Developmental Disabilities, and the TBI State Partnership program, to assist them in strengthening their cultural competence and coordination with the IL network in outreach to unserved and underserved communities.

In addition to covering core and rotating topics, the contractor is expected to, under the Section 21 carve out project, increase knowledge and promote best practices on relevant topics, including:

Cultural and linguistic competence and strategies for increasing the diversity of CIL staff and SILC board members.

Providing IL services to non-native English speakers with disabilities.

How specific communities think about and understand disabilities and how to introduce them to the IL philosophy with the use of peer support.

How to use resources such as language line services that offers translation over the phone, web translation, translators through Zoom and other virtual meeting spaces, and other resources and strategies to engage and reach out to non-native English speakers.

Collaborative and Coordinated

The IL T & TA planning and delivery will be a collaborative and coordinated approach to strengthening the capacity of IL grantees, developing and improving methods of operations, and ultimately enhancing the lives of individuals with significant disabilities. The contractor is expected to work in partnership with the AoD Contracting Officer’s Representative (COR), AoD staff and leadership, AoD funded TA centers, and SILC and CIL network associations. The contractor is to develop, finalize, and implement a strategic plan to ensure it addresses AoD and IL network priorities and needs by working with the AoD COR, AoD staff as assigned and the SILC and IL networks.

Given that CILs and SILCs have different but intersecting roles in a state’s independent living network, CILs and SILCs must understand each other, interact closely, and work well together to improve the delivery of independent living services to individuals with disabilities in their state, territory, and district. To ensure they receive accurate and consistent information about themselves and each other, the contractor is expected to collaborate and coordinate with the SILC and CIL networks in the design and delivery of T & TA that supports their collaboration.

Throughout the contract, the contractor is expected to work in partnership the IL network of CILs, SILCs, and DSEs, and AoD to assess the effectiveness of the IL T & TA by clearly identifying and coming to a joint understanding of what is working, what needs to change, the strategy for changing IL T & TA strategies, and the feasibly of implementing specific change strategies.

The Section 21 carve out project, requires the contractor to collaborate and coordinate with other entities, including:

• AoD funded resource centers, and the National Center on Disability, Equity, and Inclusion to ensure dissemination of information and non-duplication of activities carried out under the Section 21 carve out project;

• Other ACL-funded resource centers, as recommended by the COR and as applicable

• Organizations representing tribal and other minority groups to ensure IL T & TA is designed based on their input; and

• The Lewin Group to build off the results of the FY24 NAAP.

Expected outcomes

The goal of this contract is to provide comprehensive, specialized, collaborative, and coordinated IL T & TA to the over 350 CILs, 56 SILCs, and 56 DSEs using strategies that are reliable, effective, efficient, and responsive to the field. The contractor is expected to demonstrate programmatic and operational excellence in the ability to deliver effective IL T & TA, use marketing and targeted outreach, develop, and implement evaluation strategies, and report on how the IL T & TA provided is achieving, at a minimum, the following outcomes listed below.

Short-term outcomes:

• Increased knowledge of IL network staff, board, and council members of the:

o IL program, including the history of the program and disability rights movement;

o Historical and emerging issues in the independent living movement;

o Various effective approaches to providing CIL core services to individuals with a range of significant disabilities;

o Historical and emerging issues in the disability field and how they relate to independent living services;

o CIL, SILC, and DSE standards;

o Measurement and evaluation of SILC and CIL effectiveness o Effective strategic and financial planning, implementation, and evaluation to ensure compliance with Federal requirements;

o Personnel management operations to ensure compliance with Federal requirements;

o Financial/Fiscal management practices that ensure compliance with Federal fiscal requirements o Proven and standardized promising practices in effective CIL and SILC operations to enhance the CILs’ and SILCs’ abilities to meet their mission; and o Strategic coordination and collaboration with various stakeholders o How to work with tribal communities and access resources to serve linguistically diverse communities Intermediate outcomes:

• Improved performance of network partners (e.g., CILs’ independent living services), operations, and outputs;

• Improved IL grantee performance and/or adherence to statutory compliance;

• Improved collaboration with other ACL funded TA entities; other AoD grantees (e.g., Developmental Disabilities Councils, Protection & Advocacy Organizations, and University Centers on Excellence in Developmental Disabilities; Traumatic Brain Injury & Spinal Cord Injury TA Centers) and across IL network partners;

• Increased ability of IL grantees to:

o Leverage resources for providing independent living services;

o Demonstrate and engage in grassroots advocacy in areas such as the home and community-based services (HCBS) settings rule and implementation of Olmstead;

o Develop capacity in new practice areas where applicable – such as emergency response, benefits assistance, or pre-Employment and Transitions Services (pre-ETS);

o Improve operations by examining various aspects of the organization, such as organizational structure, service provision, board/council practices, and implementation of the IL philosophy and values;

o Conduct culturally and linguistically competent outreach to tribal and linguistically diverse communities.

Long-term outcomes:

• Position the IL network as leaders and catalysts of systems change, capacity building and advocacy at the national, state/territory, and local levels;

• Increase the percentage of IL grantees that meet statutory requirements and HHS regulations;

• Delivery of culturally and linguistically competent IL services;4

• Increase the number of individuals from diverse backgrounds, including tribal communities, receiving independent living services; and

• Increase in the number of individuals with significant disabilities transitioned to and / or diverted from institutional settings;

• Increase the number of systems change outcomes achieved through collaboration;

• Increase in resource diversification;

• Improved coordination among IL grantees.

Additional outcomes may be identified when working in partnership with the IL network. Any changes to the outcomes must be approved by the AoD COR.

Task 1. Project Management The contractor is expected to achieve the contract outcomes by effectively managing the IL T & TA center. Key to this will be effective planning, coordination, evaluation, communication, and reporting to the COR and other stakeholders, as described in the expectations outlined below.

Task 1.01 Orientation and On-Going Meetings with COR

Within ten (10) working days from the date of contract award, the Contractor shall meet with the COR to review the Statement of Work. The topics to be covered in this meeting shall include:

• review and clarification of tasks under this contract;

• review and clarification of methods to be employed;

• timing of contract tasks;

• deliverables required/expected outcomes;

• performance indicators;

• discussion of the strategic plan and initial Work Plan and procedures for updating and maintaining the strategic plan and work Plan (see Task 2);

• plans for working with the COR who will provide direction for all contract activities;

• format and content of progress reports; and overall management of the contract, including cost controls and cost management.

The Contractor shall schedule, at a minimum, weekly meetings with the COR and the AoD staff subject matter experts (SME) to discuss activities and tasks associated with the contract during the initial start of the contract (up to 90 days after award). After the COR and contractor has determined the contract work and deliverables are on track to meet the timelines and goals, the meetings will be scheduled monthly. The meetings may last up to two (2) hours. At these meetings, the Contractor shall provide the COR with an agenda to review at least two days prior to the meeting and a workplan with documented updates on activities that have been implemented under the contract. To prepare for these meetings, the Contractor will gather necessary information from a variety of sources, including the Contractor’s staffs and subcontractors working on specific tasks. In addition, the Contractor will propose future activities with the COR for discussion and approval. Any discussions and approval of activities that affect the Strategic Plan and shall be reflected in the Plan within two weeks of the monthly meeting.

Task 1.02 Work Plan

The Contractor shall develop and maintain a work plan that outlines all the tasks and activities approved by the COR to be carried out under this contract. The work plan shall be based on the implementation plan outlined in Task 1.2. By the time of the orientation meeting (10 days after contract award), the Contractor shall develop an initial Work Plan that outlines the tasks in this request modified by the Contractor’s proposal and any pre-contract negotiated elements. The Work Plan should include the following basic elements:

• A description of each Task;

• Task completion dates;

• Deliverables associated with each task;

• Task Performance Indicators (e.g., activities, action steps, and/or events the deliverables are based on to provide an early forecast of whether the deliverables will be satisfactorily and timely produced);

• Methodologies/strategies to be employed for the completion of each Task and to meet the Task Performance Indicators;

• Action to be performed

• Proposed budget for Task Performance Indicators, as appropriate;

• Staff Responsible for Tasks/Deliverables/Task Performance Indicators; and

• COR and/or his/her designee role/responsibilities.

• Notes

The initial Work Plan will be shared and discussed at the Orientation Meeting with the COR.

The initial Work Plan must include all the tasks and subtasks in the final negotiated contract.

Following these discussions, the Contractor shall revise within two weeks the Work Plan. This revised Work Plan will become the Work Plan once approved by the COR. T & TA should be provided during the interim period until the work plan is approved.

The Contractor and COR shall review and analyze the timeline for revising the Work Plan within this two-week timeline. Should the Contractor and COR find that the two-week turnaround presents an undue burden, the timeline shall be revised with the COR approval. The Contractor shall update the workplan and keep notes from the meetings to provide the COR with an electronic copy of the notes within five (5) business days of the meeting.

Tasks 1.03 Updates of Work Plan

The Work Plan shall be updated weekly and prior to each weekly meeting in the initial start of the contract and made a part of the meetings with the COR. The weekly updates shall include, at a minimum, the following information covering each contract Task described in the Work Plan:

• Status of Task (e.g., not active, in progress, completed), including an indication of whether the status of task is on target;

• Status of deliverables associated with each task, as appropriate;

• Update of the Task Performance Indicators (e.g., update of the activities, action steps and/or events carried out to fulfill task);

• Update on the methodologies/strategies to be employed for the completion of each Task;

• Estimated budget costs for task;

• Actual staff responsible for Tasks/Deliverables/Task Performance Indicators; and

• Proposed modifications to tasks, deliverables, and/or Task Performance Indicators.

The COR may decide to make changes to the workplan after reviewing the progress of the contract and deliverables, and ability to meet the goal timelines. If any changes are made to the Work Plan/Strategic Plan based on discussions with the COR, such changes shall be submitted to the COR, within a week of the discussion, for review and approval, and contract Tasks will not go forward until such amendments are approved. The Contractor and COR shall review and analyze the timeline for revising the Work Plan within the week timeframe. Should the Contractor and COR find that the week turnaround presents an undue burden, the timeline shall be revised.

Based on the assessment by the Contractor in the weekly meetings of the prospect for unsuccessful achievement of all Task activities, the COR shall provide guidance to the Contractor on any necessary adjustments in the Work Plan and Strategic Plan, including, but not limited to, decreasing the level of effort in selected Tasks, rescheduling, and setting of new timeframes for deliverables. In such cases, the Contractor shall update the Work Plan to reflect the adjustments in the Tasks and submit the update to the COR for approval.

Task 1.04 Strategic Review of the Work Plan

The contract Work Plan shall be strategically reviewed annually in coordination with the review of the strategic plan. This review shall include input from AoD points of contact (POC) and discussions with the COR. The Contractor shall change the Work Plan should the strategic review call for such action. Any revisions to the Work Plan shall be submitted to the COR within two weeks of the strategic review. All changes must be approved by the COR.

Task 1.1 Staffing.

The contractor is expected to achieve the outcomes by maintaining adequate staffing to provide IL T & TA to the IL network grantees.

• Within 10 days of contract start date, the contractor has staffing that meets the COR expectations with regard to the number of staff necessary to provide T/TA 10 days following award with the experience, skills, and knowledge to meet contract outcomes.

• The contractor maintains the level of staffing (and sub-awards if needed) to meet the outcomes of the contract. The staff shall have the necessary experience, skills, and knowledge of DSEs, SILCS, and CILs to provide effective IL T & TA.

• Within 30 days after contract start date, the contractor establishes and maintains a clear delineation of the roles and responsibilities of IL T & TA staff, consultants, and partner organizations that contribute to the center’s objectives and outcomes. The clearly defined roles should include the following responsibilities: Leadership of the CIL IL T & TA center, monitoring of progress, preparation of reports, fiscal management and operations, and communication with partners and ACL.

• The contractor reports key staff changes to ACL within two weeks.

• Within 45 days after contract start date, the contractor meets requirements of Section 21 for the carve out project of the IL T & TA contract for the base period and subsequent option periods or subcontracts with a minority entity, Indian tribe, and/or organization with expertise in providing outreach and technical assistance to minority entities and tribes to meet the Section 21 requirements.

Task 1.2 Strategic Plan

Within 5 months after contract start date, the contractor is to develop and implement a strategic plan with measurable goals and objectives to assess IL T & TA effectiveness and meets AoD/ACL’s expectations.

• Work in collaboration and coordination with the AoD COR, AoD assigned staff, and a representative group of IL network grantees. Develop and update annually the 5-year strategic plan as needed for IL T & TA. This plan will clearly and concisely identify the IL T & TA goals, objectives, tasks, and activities that will lead to the achievement of the projected outcomes (as outlined in this PWS). The IL T & TA is designed to be comprehensive, specialized, collaborative, coordinated and guided by the following principles:

Outcome-driven: Planning for and providing IL T & TA that is evaluated based on the metrics in the IL T & TA Logic Model for measuring outcomes in the performance of IL T & TA to the IL network;

o Evidence-based: Using evidence and evidenced-based strategies, resources, and tools to the extent they are available for designing and implementing IL T

& TA;

o Needs-based and customer driven: Using the AoD/ACL approved assessment process to conduct the baseline needs and regular assessments identifying IL grantee and AoD needs and priorities. With guidance from the AoD COR and representative group of IL network grantees, it will be determined which of the identified needs are to be prioritize and will inform the IL T & TA of the strategies and activities to be used. Coordinates and collaborates with the other AoD funded IL T & TA centers, as well as the National Resource Centers on Aging (Title VI programs) and the National Center on Disability, Equity, and Inclusion to ensure dissemination of information and non-duplication of activities. Builds off what is learned in the FY24 NAAP; and o Hierarchical IL T & TA delivery: Promoting cost savings by maximizing the use of resources to develop fundamental resources for broad application, customizing available content to address unique IL grantee needs, and to dedicate individualized resources for more complex issues and needs.

Task 1.3 Evaluation and Reporting Throughout the duration of this contract, the contractor is expected to demonstrate improved performance, reliability, techniques, and cost-effectiveness of the services delivered.

Task 1.3.1: Develop an evaluation plan and conduct on-going evaluation Within 45 days after the strategic plan is approved, the contractor is to develop and implement an on-going evaluation process that incorporates a performance measurement strategy for assessing progress of project activities and the extent to which the IL T & TA has achieved the outcomes of the contract and facilitate adjustments as necessary by:

• Developing, testing, and revising measures consistent with the outcomes for this contract which will be used to assess the IL T & TA content developed, the IL network’s use of the IL T & TA, recipients’ response to the IL T & TA, learning from the IL T & TA, and results

• Incorporating the measures in the strategic plan to show the linkage between the performance measures and the goals, objective, and activities (see Task 1.2)

• Measuring and reporting on the effectiveness of IL T & TA provided:

o Reporting formative assessment results to the AoD COR monthly; and o At least annually, evaluating and reporting a summative assessment to the

AoD COR on the extent to which the short- and intermediate-term outcomes for the contract have been achieved.

Task 1.3.2 Final evaluation An initial draft report is to be submitted 3 months prior to completion of each 12-month fiscal year period and updated 15 days prior to completion of each 12-month fiscal year period. The result by the end of the contract period is to provide a report that evaluates and provides a summative assessment to the AoD COR on the extent to which the IL T & TA has achieved the following outcomes:

• Position the IL network as leaders and catalysts of systems change, capacity building and advocacy at the national, state/territory, and local levels;

• Increase the percentage of IL grantees that meet statutory requirements and HHS regulations;

• Delivery of culturally and linguistically competent IL services5

• Increase the number of individuals from diverse backgrounds, including tribal communities, receiving independent living services; and

• Increase in the number of individuals with significant disabilities transitioned to and / or diverted from institutional settings

• Increase the number of systems change outcomes achieved through collaboration

• Increase in resource diversification

• Improved coordination among IL grantees

Additional outcomes may be identified when working in partnership with the IL network. Any changes to the outcomes must be approved by the AoD COR.

Task 1.3.3. Reporting

The contractor is expected to report to AoD on the IL T & TA provided throughout the contract and report annually how the IL T & TA activities support the ultimate outcome of measurably improving the performance, outcomes, and operations of IL grantees.

The contractor is to report on the following items monthly, quarterly, and annually:

• Status of all tasks and deliverables;

• Effectiveness of the IL T & TA, detailing the status in achieving the outputs and outcomes associated with each measure

• Problems encountered or expected along with suggested corrective actions; and

• Proposed alternative tactics necessary to evaluate activities.

• Break out allocation of IL T & TA and time/funding allocated by o IL T & TA targeted to CILs o IL T & TA targeted to SILCs o IL T & TA targeted to the Section 21 carve out project on unserved and underserved

The contractor reports annually on the extent to which the IL T & TA provided has supported IL grantees in short term, intermediate, and long-term outcomes agreed to with the COR.

Task 2. Provide Effective IL T & TA The contractor is to provide IL T & TA which meets the expected outcomes and is guided by a center-wide strategic plan. This plan is developed with input from AoD, and IL grantee needs assessments.