TASK_ORDER_PWS__ET_COE_OET.pdf

ATTACHMENT II REQUEST FOR PROPOSAL AG-3198-S015-0091

FOOD AND NUTRITION SERVICES (FNS) ON BEHALF OF

SUPPLEMENTAL NUTRITION ASSISTANCE PROGRAM OFFICE OF

EMPLOYMENT AND TRAINING TO PROVIDE THE SNAP EMPLOYMENT AND

TRAINING CENTER OF EXCELLENCE

(TASK ORDER PERFORMANCE WORK STATEMENT)

1.0 INTRODUCTION

The U.S. Department of Agriculture (USDA) Food and Nutrition Service (FNS) Supplemental Nutrition Assistance Program (SNAP) Office of Employment and Training (OET) is seeking an organization to develop the SNAP Employment and Training (E&T) Center of Excellence (COE).

The goal of the COE is to increase the capacity of states to operate effective E&T programs that connect SNAP clients to skills training and good-paying jobs.

2.0 BACKGROUND

A growing body of evidence points to the primacy of skills as the driver of economic security.

With two-thirds of jobs created over the next decade expected to require at least some form of education beyond high school, expanding access to education and training for low-wage and low-skilled SNAP recipients is critical to ensure that they can transition into family-supporting employment.

While over half of SNAP participants are children, the elderly, or individuals with disabilities, thirty percent of SNAP households have earned income and over 42 percent of SNAP participants live in households with earnings. SNAP benefits help individuals and families put food on the table, often while household members look for a job or seek out higher paying jobs. SNAP E&T is one key resource available to help states and localities address the needs of these individuals.

All 53 State SNAP agencies are required to operate an E&T program to help job–ready SNAP recipients find work and assist others in gaining skills, training, or experience that lead to employment and greater self-sufficiency. USDA provides Federal grants to support State administered E&T programs for SNAP participants. A federal formula grant allocates $90 million to State agencies for the cost of administering and operating an E&T program. An additional $20 million grant is awarded to State agencies that pledge to offer all at-risk able-bodied adults without dependents (ABAWDs) a spot in a work activity that allows them to maintain SNAP eligibility. In addition to the federally funded formula grants, USDA reimburses 50 percent of the additional State expenditures on SNAP E&T that are over and above federal E&T grant(s). USDA also reimburses 50 percent of State expenditures on dependent care, transportation, and other participant expenses related to their participation in E&T services.

In FY 2014, USDA provided $293.6 million in Federal funds to States for SNAP E&T services.

Of this total, 33 percent or approximately $98 million were 100 percent federal funds; and 67 percent or $195.6 million were federal reimbursements to States for additional funds spent to provide services.

The Food and Nutrition Act of 2008, as amended, provides flexibility in the design of E&T programs so that States may determine what approaches and services best fit with local needs.

State agencies choose the components that make up their E&T programs, which may include job search and job search training, workfare, education activities (including basic skills training, English language learning, vocational training, postsecondary education), self-employment or on-the-job training, and job retention services. Participants must be certified to receive SNAP benefits or be in the process of applying in order to receive SNAP E&T services. Some States require certain SNAP recipients to participate in E&T as a condition of eligibility while other States operate voluntary programs open to all or many SNAP recipients.

SNAP E&T is an essential part of each State’s education and training toolbox because it fills the gap left by many traditional workforce programs. E&T programs are flexible; they can help those who are work-ready find good-paying jobs or help those who need additional skills find training or education programs that lead to jobs. States have a natural opportunity to expand the reach of their SNAP E&T program by forging partnerships with State and local agencies, community-based organizations, non-profits, and employers to fully utilize the breadth of available E&T funding streams.

The majority of states currently offer low-intensity E&T programs in only a few geographic areas or counties. In many instances the potential of the program is not fully understood, and, even when it is, many state SNAP agencies lack the capacity and resources to develop and run workforce development programs. As a result, the vast majority of states operate small, low-intensity programs and a handful of states are not fully leveraging their available federal funds.

Last year, Vice President Biden embarked on a full-scale review of federal job training programs with the goal of strengthening programs nationwide and helping more Americans find or prepare for good-paying jobs. His culminating report1 established the Job-Driven Checklist—a tool designed to maximize the effectiveness of all Federally-funded job training programs. USDA has been encouraging States to engage in greater cross-system collaboration with their workforce and education counterparts (e.g. American Job Centers, community colleges, adult education providers, community-based organizations), and incorporate job-driven elements into their existing E&T programs. Building these partnerships will require a concentrated effort to bring together organizations with different interests, expertise, and capacity to create a shared understanding of and vision for state SNAP E&T programs.

Most recently, USDA provided $200 million in pilot grants to 10 states designed to test innovative E&T strategies that will help participants gain new skills and find work. The vast majority of the funded projects will work extensively with their workforce and education partners. While the number of projects we were able to fund was limited by statute, FNS received a considerable number of applications from states seeking to build similar partnerships.

Over the next year, OET is committed to working with states to fulfill the vision that all SNAP recipients have the skills and supports they need to meet the needs of employers and work toward economic self-sufficiency. The E&T COE will be placed at the core of this effort and will function as an essential component of FNS’ technical assistance strategy. The COE will also work collaboratively with each of the seven Regional Offices who will be working directly with states to strengthen their E&T programs and ensure that any adjustments made to the programs are within program rules.

1 Ready to Work: Job-Driven Training and American Opportunity, The White House, July 2014 https://www.whitehouse.gov/sites/default/files/docs/skills_report.pdf.

https://www.whitehouse.gov/sites/default/files/docs/skills_report.pdf

3.0 SCOPE

The contractor shall provide technical assistance and develop tools and resources to assist FNS in helping states strengthen and enhance their SNAP Employment and Training (E&T) programs.

Work performed under this contract supports USDA’s efforts to proactively engage, support and guide state agencies and their partners in developing job-driven programs that put SNAP recipients on a path to self-sufficiency.

Task:

Contractor shall complete the tasks outlined below to fulfill this objective.

3.1 Project Management

3.1.1 Conduct weekly conference calls

The Contractor shall participate in weekly progress reports to update FNS on the status of all activities. The Contractor shall be responsible for providing an agenda in advance of each briefing.

Additional calls as requested by the COR, may be necessary to ensure the project progresses smoothly and tasks are completed in a timely manner.

3.1.2 Develop monthly reports

Contractor shall provide monthly reports to update FNS on the status of all activities. At a minimum, the monthly reports shall include: a summary of the activities conducted in the previous month, the extent to which the project is on schedule, significant challenges encountered in the process of conducting project activities, individual reports from each state, and the progress of each state in executing its Action Plan.

3.1.3 Submit final report

Contractor shall submit a final report that includes a discussion of all the activities and tasks completed during the course of the project.

The final report shall also include the following information:

• A summary of the major accomplishments of the project toward creating capacity of States to build robust E&T programs;

• A summary of the significant challenges encountered in the process of conducting project activities,

• A summary of the challenges—including policy challenges— faced by each states and the states collectively as they worked to implement their Action Plans;

• Recommendations for future policy changes to support increased alignment between State SNAP agencies and their workforce and education counterparts; and

• Recommendations for future technical assistance needed to support the greater use of SNAP E&T to connect clients to good-paying jobs.

3.2 Development of Technical Assistance Tools and Resources

To guide states in the development of an E&T Action Plan, Contractor shall be responsible for developing technical assistance tools and resources, including but not limited to a state readiness checklist or other self-assessment tool designed to help state administrators and third-party partners identify areas of strength and challenges toward building job-driven E&T programs.

These materials shall build upon pre-existing work completed by the Seattle Jobs Initiative and National Skills Coalition on implementing SNAP E&T programs that drew from experiences in developing the Basic Food Employment and Training Program in Washington State. Examples of these pre-existing materials include2:

• Replicating Success: Recommendations and Best Practices from Washington State’s SNAP E&T Program (BFET), Seattle Jobs Initiative and National Skills Coalition, June 2014

• SNAP E&T Training Workbook, Seattle Jobs Initiative, July 2014

These tools and resources shall be piloted with the targeted states (selected to participate in Task 3.3) and improved as necessary based on feedback from states. Final tools shall be made available to all states as part of a suite of FNS technical assistance resources.

Successful tools and resources shall draw on lessons learned from previous similar work completed by other federal agencies through technical assistance projects or discretionary grant programs, such as the WIOA Quick Start Action Planners, (Department of Labor, 2015), Career Pathways Institute (Department of Labor, 2010-2012), Moving Pathways Forward (Department of Education, 2014-2017), Health Professions Opportunity Grants (Department of Health and Human Services, 2010 - Present) or non-governmental initiatives, such as the Alliance for Quality Career Pathways (CLASP) and Accelerating Opportunity (Jobs for the Future).

Contractor shall also develop, as assigned by the COR, a series of briefs on innovative policies and practices in SNAP E&T. Sample topics include but are not limited to serving highly-barriered populations, effective partnerships, building relationships with state, local and institutional partners, addressing the administrative issues associated with third-party partnerships, outreach and recruitment strategies, or serving immigrant participants. Best practices identified in these briefs shall draw from innovative practices in the selected E&T states under this contract, SNAP E&T pilot states, and/or other sources.

All tools and briefs developed under this task would be widely disseminated via the activities completed in Task 3.3.

3.3 Individualized Technical Assistance. The Contractor shall provide technical assistance to 10 targeted States selected by FNS. Such technical assistance will be for the purposes of helping the State develop and implement an E&T Action Plan designed to strengthen or enhance the State’s existing E&T program. Final state selection is subject to FNS approval.

2 Complete list of materials are available on the Seattle Jobs Initiative SNAP E&T Resource Center:

http://www.seattlejobsinitiative.com/innovations/snap-et-bfet-resource-center/.

http://www.seattlejobsinitiative.com/innovations/snap-et-bfet-resource-center/

Participating states shall be expected to convene interagency partners to support the development of an Action Plan that leverages SNAP E&T funding (100 percent funds and/or 50/50 funds) together with local and state resources to advance the common agenda of helping SNAP clients work toward economic self-sufficiency. The interagency group must be representative of the agencies serving SNAP clients as well as those from critical partner groups such as employers, community colleges, philanthropic organizations, and community-based organizations.

Contractor shall host two joint convenings over the contract period designed to advance the State’s adoption and implementation of its E&T Action Plan. The agenda and structure of each meeting shall be developed in consultation with FNS. Convenings must include, but are not limited to:

• Presentations and roundtables on topic areas relevant to the state plans of state teams;

• Planning time for interagency working groups to create an E&T Action Plan;

• Cross-state peer sharing.

Other support shall be provided to state teams on a regular basis to ensure they remain on track to develop and implement their E&T Action Plan. Such support shall include, but is not limited to:

• Regular monthly check-ins between state teams and the Contractor;

• Regular access to subject matter experts on key policy and practice topics as appropriate to advance their E&T Action Plan (e.g.

effective assessment strategies, building industry-recognized credentials into E&T programs, effective basic skills instruction appropriate cost allocation strategies, sharing data across systems);

and

• Opportunities to communicate with and learn from other selected states.

Contractor will assume responsibility for the planning and hosting of all convenings, including, but not limited to the cost of travel for States.

3.4 Peer Sharing and Best Practices Dissemination.

Contractor shall develop tools and/or a platform to facilitate information sharing from FNS to State agencies and E&T-funded providers about innovative strategies, emerging best practices from the E&T pilot sites, and funding opportunities from other federal, state, and philanthropic partners. Contractor shall be responsible for proposing a cost-effective platform that could be maintained by FNS after the contract period ends.

The contractor shall conduct activities to encourage peer sharing by State agencies and providers, for example, through monthly e-newsletters. Contractor is be responsible for all outreach and dissemination activities to support this effort and other technical assistance products developed under the contract.

Specifically, the contractor shall make efforts to reach not just State SNAP agencies, but also state and local workforce development partners, adult education systems and providers, community colleges, and other human service partners who may serve common clients.

3.5 Communications and Messaging Support

Contractor shall support FNS’ mission to raise the visibility of the E&T program and its impact on participants by developing communications materials and providing messaging support. This woud include, but is not limited to:

3.5.1 Development and Dissemination of up to five (5) Student Success Stories from 2014 Farm Bill pilot sites or other successful state E&T programs to demonstrate the potential of E&T on a participant’s education, employment outcomes, health and well being, and/or quality of life; and

3.5.2 At least two webinars on topics areas of interest that build upon the content in policy briefs completed under this contract, feature speakers from successful E&T sites, and/or tackle pressing E&T questions from the field as a greater number of states begin reforming their E&T program.

4.0 PERIOD OF PERFORMANCE

Period of performance is 24 months and will run from September 30, 2015 – September 29, 2017.

5.0 APPLICABLE DIRECTIVES

• Ready-to-Work: Job-Driven Training and American Opportunity o https://www.whitehouse.gov/sites/default/files/docs/skills_report.pdf

• E&T Resource Center o http://www.fns.usda.gov/employment-and-training-et-resources-states

• SNAP E&T Toolkit o http://www.fns.usda.gov/sites/default/files/ET_Toolkit_2013.pdf

• Section 6 of the Food and Nutrition Act of 2008, as amended o http://www.fns.usda.gov/snap/legislation

• Federal Code of Regulations (7 CFR 273.7) o http://www.ecfr.gov/

6.0 DELIVERABLES

Item # Deliverable Format Due Date

TASK 3.1: PROJECT MANAGEMENT

1 Monthly Progress Reports

(3.1.2) Electronic Monthly during the contract period.

2 Preliminary work plan, including:

• Proposed structure for targeted technical assistance;

• Proposed structure for

Electronic No later than four

(4) weeks from kick-off meeting.

https://www.whitehouse.gov/sites/default/files/docs/skills_report.pdf http://www.fns.usda.gov/employment-and-training-et-resources-states http://www.fns.usda.gov/sites/default/files/ET_Toolkit_2013.pdf http://www.fns.usda.gov/snap/legislation http://www.ecfr.gov/ peer sharing and best practices;

dissemination; and

• Details on optional activites selected, if any; and

• Proposed project timeline.

3 Final Detailed Work Plan, including:

• Final structure for targeted technical assistance;

• Final structure for peer sharing and best practices; and

• Final details on optional activites selected; and

• Final project timeline.

Electronic No later than four

(4) weeks after receiving comments from the COR on the preliminary work plan.

4 Final Report (3.1.3) Electronic No later than six

(6) months after TA convening #2.

TASK 3.2: TECHNICAL ASSISTANCE TOOLS

5 Draft list of topics for innovative policy and practice briefs, including plan to identify best practices.

Contractor to propose topics and number of briefs.

(Note: Topics may be changed due to emerging needs of states or FNS. Contractor or FNS may propose a change in topics or strategy if deemed necessary and if sufficient notice is given to FNS and Contractor.)

Electronic No later than four

(4) weeks from kick-off meeting.

6 Final list of topics for innovative policy and practice briefs, including plan to identify best practices.

(Note: Topics may be changed due to emerging needs of states or FNS. Contractor or FNS may propose a change in topics or strategy if deemed

Electronic No later than four

(4) weeks after receiving comments from the COR on the preliminary work plan.

necessary and if sufficient notice is given to FNS and Contractor.)

7 Draft TA Tools and Outline of Policy Briefs

Electronic No later than three (3) months after the approval of the final detailed work plan.

COR and Contractor may request additional rounds of review.

8 Final TA Tools and Policy Briefs

Electronic No later than two

(2) months after feedback is received from the

COR.

TASK 3.3: INDIVIDUALIZED TECHNICAL ASSISTANCE

9 Proposed coaching assignments and list of subject matter experts to be engaged.

Electronic No later than one

(1) week after states are selected.

10 Final list of coaching assignments and list of subject matter experts to be engaged.

Electronic No later than two

(2) weeks after receiving feedback from

COR.

11 SNAP E&T TA convening -- #1

In-person event No later than six

(6) months after contract is awarded.

12 Summary of SNAP E&T TA convening -- #1

Electronic No later than four

(4) weeks after TA convening #1.

13 SNAP E&T TA convening -- #2

In-person event No later than twelve (12) months after TA convening #1.

14 Summary of SNAP E&T TA convening -- #2

Electronic No later than four

(4) weeks after TA convening #2.

TASK 3.4: PEER SHARING AND BEST PRACTICES DISSEMINATION

15 Proposed plan for peer sharing digital platform and dissemination of best practices.

Electronic No later than four

(4) weeks from kick-off meeting.

16 Final plan for peer sharing digital platform and dissemination of best practices.

Electronic No later than four

(4) weeks after receiving comments from the COR on the preliminary work plan.

17 Launch digital platform for peer sharing and dissemination of best practices.

Electronic One (1) month prior to TA convening #1.

TASK 3.5: COMMUNICATIONS AND MESSAGING SUPPORT

18 Five student success stories

(3.5.1) Electronic PDF Three stories shall be completed no later than 12 months after contract is awarded. An additional two stories must be completed no later than 18 months after contract is awarded.

19 Two webinars on E&T topics (3.5.2)

Electronic One webinar within the first 12 months of the period of performance. The second webinar shall be during the second 12 months of the period of performance.

7.0 PERFORMANCE REQUIREMENT SUMMARY

PERFORMANCE REQUIREMENTS SUMMARY (PRS)

PERFORMANC

E MEASURE

PERFORMANCE

STANDARD

PERFORMANCE

DELIVERABLE

MONITORED

SURVEILLANCE

METHODOLOGY

PERFORMANCE

RATING

SURVEILLANCE

FREQUENCY

MONITORING

PERFORMED

Quality of Products or Services

• Complete per approved project plan.

• Accurate per approved project plan.

• Drafts reflect

FNS’s feedback on prior drafts.

• Well-written with proper grammar.

Quality– 96% of deliverables or services provided meet contractual quality requirements.

100% Inspection

Exceptional (Greater than 99.8% of deliverables meet quality contractual requirements)

Very Good (Between 97% and 98.99% of deliverables meet quality contractual requirements)

Satisfactory (Between 96% and 96.99% of deliverables meet quality contractual requirements)

Marginal (Between 90% and 95.99% of deliverables meet quality contractual requirements)

Unsatisfactory (Less than 90% of deliverables meet quality contractual requirements)

Per contract’s approved schedule of deliverables

Acceptance or Rejection of each deliverable is noted via a Government Transmittal Sheet attached to the deliverable

Schedule On time per the approved Schedule of Deliverables.

Timeliness – 96% of all intermediate and final deliverables and services are provided within established deadlines.

Exceptional (More than 99% of deliverables are on time)

Very Good (Between 97% and 98.99% of deliverables are on time)

Satisfactory (Between 96% and 96.99% of deliverables are on time)

Marginal (Between 90% and 95.99% of deliverables are on time)

Unsatisfactory (Less than 90% of deliverables are on time)

Per contract’s approved schedule of deliverables

Contractor Performance and Rating System(CPARS)

Cost Control According to the FFP listed in the approved budget per task in the schedule of deliverables.

Cost Control – 96% of all deliverables as described in the PWS and specified in the approved Schedule of Deliverables are provided within the approved budget.

Exceptional (More than 99% of deliverables are provided within approved budget.)

Very Good (Between 97% and 98.99% of deliverables are provided within approved budget.)

Satisfactory (Between 96% and 96.99% of deliverables are provided within approved budget.)

Marginal (Between 90% and 95.99% of deliverables are provided within approved budget.)

Unsatisfactory (Less than 90% of deliverables are provided within approved budget.)

Per contract’s approved schedule of deliverables and each deliverable’s accompanying invoice

Contractor Performance and Rating System(CPARS)

Business Relations

Professionalism – 96% of business relations are professional and respectful of all parties.

Regular and ad-hoc meetings between contractor and Government.

Semiannual performance evaluation

Exceptional (More than 99% of business relations are professional and respectful of all parties.)

Very Good (Between 97% and 98.99% of business relations are professional and respectful of all parties.)

Satisfactory (Between 96% and 96.99% of business relations are professional and respectful of all parties.)

Marginal (Between 90% and 95.99% of business relations are professional and respectful of all parties.)

Unsatisfactory (Less than 90% of business relations are professional and respectful of all parties.)

Semiannual Contractor Performance and Rating System(CPARS)

Management of Key Personnel

• Appropriate skills, expertise and experience for the work involved.

• Attends scheduled meetings.

• Available for ad-hoc meetings as necessary to address contractual

Appropriateness of Skills and Expertise – 100% of project staff must have appropriate skills and expertise for the work involved.

Semiannual performance evaluation

Exceptional (99% of staff must have appropriate skills and expertise.)

Very Good (Between 97% and 98.99% of staff must have appropriate skills and expertise.)

Satisfactory (Between 96% and 96.99% of staff must have appropriate skills and expertise.)

Marginal (Between 90% and 95.99% of staff must have appropriate skills and expertise.)

Semiannual Contractor Performance and Rating System(CPARS) concerns.

Unsatisfactory (Less than 90% of staff must have appropriate skills and expertise.)

Ratings Definitions Exceptional Performance meets contractual requirements and exceeds many to the Government’s benefit. The contractual performance of the element or sub-element being assessed was accomplished with few minor problems for which corrective actions taken by the contractor was highly effective.

Very Good Performance meets contractual requirements and exceeds some to the Government’s benefit. The contractual performance of the element or sub-element being assessed was accomplished with some minor problems for which corrective actions taken by the contractor was effective.

Satisfactory Performance meets contractual requirements. The contractual performance of the element or sub-element contains some minor problems for which corrective actions taken by the contractor appear or were satisfactory.

Marginal Performance does not meet some contractual requirements. The contractual performance of the element or sub-element being assessed reflects a serious problem for which the contractor has not yet identified corrective actions. The contractor’s proposed actions appear only marginally effective or were not fully implemented.

Unsatisfactory Performance does not meet most contractual requirements and recovery is not likely in a timely manner. The contractual performance of the element or sub-element contains a serious problem(s) for which the contractor’s corrective actions appear or were ineffective.