Army STEM Education Consortium_FOA (2) - REVISED.docx

FUNDING OPPORTUNITY

ANNOUNCEMENT (FOA)

for U.S. Army Science, Technology, Engineering, and Mathematics (STEM) Education Consortium (ASEC) Cooperative Agreement

W911SR-25-R-ASEC

W911NF24S0003

ISSUED BY:

U.S. Army Contracting Command-Aberdeen Proving Ground, Edgewood Contracting Division (ACC-APG-ECD) on behalf of US Army Combat Capabilities Development Command (DEVCOM)

Issued: 15 January 2025 Application Inquiries and Questions (Deadline): 14 February 2025 Applications Due: 28 March 2025

Table of Contents

Program Description ………………………………………………………………………………………………. 5 Guiding Policies and Authorities……………………………………………………………………………….7 Fundamental Elements ..………………………………………………………………………………………….7

Criteria……………………………………………………………………………………………………………………29 Review and Selection Process…………………………………………………………………………………32

I. OVERVIEW OF THE FUNDING OPPORTUNITY

Executive Summary: The U.S. Department of the Army Science, Technology, Engineering, and Mathematics (Army STEM), under its Army Educational Outreach Program (AEOP) and 10 U.S. Code 2192, seeks to enter into a cooperative agreement with a Consortium of like-minded organizations (herein “Consortium Members”) to provide a continuum of meaningful STEM learning experiences for students and educators through effective STEM education and outreach programs. The Consortium will be named the Army STEM Education Consortium (ASEC). The Department intends to award ONE (1) cooperative agreement (COA) award of up to $277M over a period of performance of (up to) ten-years. This cooperative agreement will consist of ONE (1) two-year base period of up to $52M, followed by up to FOUR (4) two-year option periods of $53M to $60M each, totaling up to ten years and up to $277M total. Optional renewal periods are subject to availability of funds based on annual budget appropriations.

Background: The Army STEM Education Consortium (ASEC) manifests the Army’s STEM education strategy to ensure enduring access to highly qualified U.S. talent. ASEC provides a coordinated portfolio of STEM programs across Science & Technology (S&T) commands as well as government, university and industry partners. It offers students and teachers a collaborative, cohesive array of programs that effectively engage, inspire and attract the next generation of STEM talent from kindergarten through college, thereby exposing students to STEM careers in the DoD. Using the Army S&T workforce as mentors (either directly or through a near-peer mentor model), as well as our laboratories and research assets, the Army strives to build a well-prepared, STEM-literate talent pool to supply current and emerging workforce needs throughout the entire defense industry base which includes government, academia, and industry needs. This strategy, directed by Headquarters, Department of the Army, allows the Army to capture measures of success, identify program gaps, leverage resources, and defend a sustainable STEM infrastructure.

Through the ASEC, the Army continues its long tradition and strong commitment to the advancement of STEM education and literacy. The ASEC is designed to help ensure the United States continues to maintain its technological leadership in a globally competitive world. Leveraging its most valuable assets – world-class scientists and engineers and research facilities – ASEC offers our nation’s youth and teachers a collaborative, cohesive portfolio of opportunities that effectively engage future workforce generations in meaningful, real-world STEM experiences, competitions and apprenticeships. From elementary school through college, students of all proficiency levels, interests, and academic backgrounds are encouraged to participate in ASEC’s free STEM education programs and opportunities.

The Army has determined to award a COA for the management and administration of Army STEM programs to create synergy and collaboration amongst its components, to leverage resources and capacity across like-minded organizations, to identify new areas for growth and expansion, and to enable the Government’s direct and substantial involvement in the planning and implementation of the Army’s STEM programs. The main goal of the ASEC is to establish a collaborative effort between Government and a Consortium of not-for-profit, and academic partners with expertise in a variety of STEM, education, and youth outreach areas to support STEM education and stimulate interest in STEM disciplines and careers. For-profit entities may be considered for award; however, awardees are prohibited from charging a profit or fee for the activities and services contemplated under this cooperative agreement. The ASEC cooperative agreement is an assistance instrument, and thus will not be used for the acquisition of supplies or services for the direct benefit of the Government.

Required Overview Content

Agency Name U.S. Army Combat Capabilities Development Command (DEVCOM)

Issuing Acquisition Office U.S. Army Contracting Command-Aberdeen Proving Ground, Edgewood Contracting Division (ACC-APG-ECD)

Opportunity Title U.S. Army Science, Technology, Engineering, and Mathematics (STEM) Education Consortium (ASEC) Cooperative Agreement

Announcement Type This is an initial announcement. This announcement is a follow on to award W911SR-15-2-0001.

Opportunity Number

W911SR-25-R-ASEC

Catalog of Federal Domestic Assistance (CFDA) Number and Title

12.630 – Basic, Applied, and Advanced Research in Science and Engineering

Response Dates Applications must be received by 3:00 p.m. Eastern Daylight Time, 28 March 2025.

The following is an estimated summary of the events and dates associated with the ASEC Cooperative Agreement (COA) Funding Opportunity Announcement (FOA). Additional information will be posted on the Grants.gov website regarding the Opportunity Day.

Opportunity Day will be held virtually on Thursday, January 30, 2025, from 1:00 pm – 3:00 pm Eastern Standard Time (EST). To register, contact, Aiden Witt, email aiden.b.witt.civ@army.mil and Sarah Eggerling, email sarah.e.eggerling.civ@army.mil, with subject heading “W911SR-25-R-ASEC – Opportunity Day.” More details will be provided prior to the event.

Funding The FOA issued is subject to the availability of funds. The FOA provides the estimated funding levels for the cooperative agreement. The Government has submitted the requisite documents to request funding for the period covered by the cooperative agreement; however, applicants are reminded that this request is subject to Presidential, Congressional and Departmental approval. The funding levels provided in the FOA are for application preparation purposes only. The actual funding level of the cooperative agreement will be updated annually as part of the appropriation process.

Hereafter, the terms COA and Cooperative Agreement are synonymous; the terms ASEC and Consortium are synonymous. The term “Consortium Members” refers to all organizations and entities within the cooperative agreement, to include the Lead Organization (“Recipient”) as well as any subawardees, including those responsible for providing STEM education and outreach programming.

Cost Share or Matching Cost sharing or matching is not required to be responsive to this FOA; however, it is encouraged. Cost sharing must clearly state how the funds will be used to meet (ASEC’s) core objectives in support of its priorities. For cost sharing to be considered with an application, there must be a firm commitment by the organization for providing such.

Profit/Fee Profit/fee is not permitted under the cooperative agreement.

Place of Performance The recipient’s place of performance is limited to the United States. However, ASEC programs may reach U.S. students in Puerto Rico, Guam, or other U.S. Territories, as well as DoD Education Activity (DoDEA) locations[footnoteRef:2] around the world. [2: DoDEA Schools Worldwide: https://www.dodea.edu/about/about-dodea/dodea-schools-worldwide ]

II. DETAILED INFORMATION ABOUT THE FUNDING OPPORTUNITY

Funding Opportunity Description

1. Program Description ASEC is a collaborative partnership between state governments, local governments, Indian tribes, Institutions of Higher Education (IHE), nonprofit organizations, for-profit organizations and other partners that aim to broaden STEM literacy and prepare the STEM workforce of the future for the Army, the Department of Defense (DoD), and for the Nation.

Aligned to the Federal STEM Strategic Plan[footnoteRef:3] and the DoD STEM Strategic Plan,[footnoteRef:4] ASEC will aim to inspire the next generation of scientists and engineers through activities that engage students and educators in meaningful STEM experiences; connect student and educator participants to the Army science and technology mission; empower parents and legal guardians of student participants to be better informed of the Army STEM opportunities; serve military-connected students; leverage the network of Consortium Members to broaden reach and impact; and to evolve approach based on data. [3: Federal STEM Strategic Plan: https://bidenwhitehouse.archives.gov/wpcontent/uploads/2024/11/2024fedSTEMplan.pdf] [4: DoD STEM Strategic Plan: https://dodstem-assets.dodstem.us/files/DoD_STEM_Strategic_Plan_2021.pdf ]

The Office of the Deputy Assistant Secretary of the Army for Research and Technology (ODASA R&T) provides the strategic direction of Army STEM activities and sets department-wide policy in coordinating these programs across the Army. These efforts are currently comprised of several activities that span across the formal and informal learning environments in support of the Army STEM Strategic Goals:

1. STEM Literate Citizenry: Broaden the pool of STEM talent in support of the Defense Industry Base

2. Leverage Unique Army Assets: Attract, inspire, and engage the next generation of STEM talent capable of meeting our nation’s future workforce needs with world-class Army Science and Technology (S&T) professionals and facilities.

3. Sustainable Infrastructure: Develop and implement a cohesive, coordinated, and sustainable STEM education outreach infrastructure across the Army.

Additionally, the Army STEM portfolio intends to strategically invest in programs that encourage students to pursue STEM education and career opportunities and provide students with exposure to Army/DoD research and career opportunities. Education and outreach activities will support the future mission of the Army/DoD through sustainable partnerships, student engagement opportunities (including authentic STEM experiences), and mentorship. This effort is aligned to the DoD-wide strategic plan which is an overarching framework that is driven by the Federal priorities with a focus on developing education and outreach initiatives that are unique to the DoD’s mission, needs, and resources and required to build enduring advantage in human capital to defend our Nation.

There are nine Fundamental Elements under the ASEC Cooperative Agreement: (1) Consortium Management; (2) Data Management, Analysis and Reporting; (3) Strategic Communications and Marketing; (4) Ambassador Management; (5) Strategic Outreach Initiatives; (6) Gains in the Education of Math and Science (GEMS) Program; (7) eCYBERMISSION; (8) Internship/Fellowship Management; and (9) Junior Science and Humanities Symposium (JSHS). These Fundamental Elements are the essential components of the consortium effort that will support the Army STEM education and outreach goals. The nine (9) Fundamental Elements above are provided for Applicants to functionally organize the efforts the Recipient and Consortium Members will perform under ASEC.

Since the resulting award will be a cooperative agreement with substantial Government involvement, the Recipient will be in regular communication with the Government working collaboratively to administer and execute ASEC goals, as well as to identify new and emerging areas of interest and targeted areas of emphasis during performance under the cooperative agreement.

2. Guiding Policies and Authorities for DoD STEM Programs

· 10 U.S. Code Section 2192 – Improvement of education in technical fields: general authority regarding education in science, mathematics, and engineering.

· Under Section 2192, “The Secretary of Defense, in consultation with the Secretary of Education, shall, on a continuing basis – (i) identify actions which the Department of Defense may take to improve education in the scientific, mathematics, and engineering skills necessary to meet the long-term national defense needs to the United States for personnel proficient in such skills; and (ii) establish and conduct programs to carry out such actions.”

· 10 U.S. Code Section 2192b – Program on enhancement of preparation of dependents of members of armed forces for careers in science, technology, engineering, and mathematics.

STEM education programs executed under U.S.C. Title 10, Section 2192 must adhere to the guidance provided by the Federal Coordination in STEM (FC-STEM) as established by the America Competes Reauthorization Act of 2010 (P.L. 111-358), and supported by U.S.C. Title 42, Section 6621.

· 10 U.S. Code Section 2193a – Improvement of education in technical fields: general authority for support of elementary and secondary education in science and mathematics.

3. Fundamental Elements: It is the intent of this FOA to solicit the most creative, innovative, and effective approaches to assist in the success of ASEC. In response to the FOA, an Applicant must submit an application that provides evidence of their ability to perform the following:

Army STEM Efforts

An overview of the Consortium structure is provided in the figure below.

The Lead Organization (LO), in its leadership role to the Consortium (Fundamental Element 1), is also able to engage in the administration of Fundamental Elements 2-9. However, it is strongly encouraged that other Consortium Members lead the other Fundamental Elements, and that the LO does not lead more than two Fundamental Elements (including Fundamental Element 1). To eliminate bias and ensure robust evaluation, it is strongly recommended that the LO does not oversee Fundamental Element 2. Finally, it is further recommended that the Lead Organization (Fundamental Element 1), the Consortium Member overseeing Fundamental Element 2 (Data Management, Analysis and Reporting), and the Consortium Member overseeing Fundamental Element 5 (Strategic Outreach Initiatives) do not provide direct STEM education and outreach programming under the Fundamental Element 5 (although either may serve in the administrative and oversight role of Fundamental Element 5). These recommendations are made to ensure unbiased funding and evaluation efforts can be executed by the LO and Consortium Member leading Fundamental Element 2.

FUNDAMENTAL ELEMENT 1: CONSORTIUM/COA MANAGEMENT

Overview: The Recipient will lead the Consortium to ensure the Fundamental Elements are focused on planning and executing programs in alignment with Army STEM Strategic Goals and Objectives. It is critical the Consortium be structured and managed to foster an open, collaborative and innovative environment in which each Consortium Member is equal and receptive to leveraging knowledge and resources as well as sharing and adapting best practices to achieve the Government’s priorities and objectives. The Recipient will be responsible for planning Consortium Management Committee (CMC) Meetings (CMC is described below), submitting consolidated Consortium-wide deliverables, overseeing holistic evaluation and assessment of the Consortium, and facilitating cross-Consortium outreach and communications efforts. The Recipient will also be responsible for the distribution of funding to all members of the Consortium.

The organizational framework of the Consortium should be efficient and flexible with defined areas of responsibility among the Consortium Members to minimize overhead and duplication while ensuring relevance and proper oversight. Applicants should identify management tools and mechanisms in their application, but in doing so they must also justify and demonstrate the benefit and cost effectiveness of these management activities.

The Applicant (Lead Organization) is to assemble a qualified team of organizations (Consortium Members) that have expertise and a proven track record in the areas required to successfully manage and implement Fundamental Elements described in this announcement. The Recipient (Lead Organization) must be a “non-federal entity,” defined in 2 CFR § 200.1 as a State, local government, Indian tribe, Institution of Higher Education (IHE), or nonprofit organization. The Applicant will propose a Consortium structure that seamlessly integrates the COA Fundamental Elements and program components in a way that promotes and enables collaboration, creativity, and synergy, ultimately aiming to achieve the goals established by the Government. The Lead Organization should establish structure and guidance such that at the request of the Consortium and at the approval of the CMC and the government, additional Consortium Members may be added to or removed to advance ASEC efforts and improve alignment to emerging areas of interest or to address gaps within the Consortium.

The following requirements are to be addressed in an application for the technical management and oversight of the Consortium:

· Cooperative Agreement Manager (CAM): Overall technical management and fiscal responsibility for the ASEC COA will reside with the CAM, designated under the cooperative agreement. The CAM will work closely with the Grants Officer at the U.S. Army Contracting Command, Aberdeen Proving Ground (ACC-APG), and the Office of the Deputy Assistant Secretary of the Army of Research and Technology (ODASA R&T). The CAM is the Government lead for this effort and therefore, all executables must be approved by the CAM, to include programmatic and budgetary changes.

· Consortium Chair (CC): The CC of ASEC is the technical representative charged with the responsibility to manage and provide guidance to ASEC. The CC will be designated by, and must be a part of, the Lead Organization (LO).

· Individual Program Administrator (IPA): The IPA is the primary point of contact designated by the Consortium for each Fundamental Element and should regularly communicate with the CC and CAM. It is acceptable for a Consortium Member to be responsible for more than one Fundamental Element, depending on how the Consortium is formed and program responsibility is divided. The IPA will also serve as the representative on the CMC.

· Cooperative Management Committee (CMC): ASEC will have a CMC that at minimum includes the IPA lead from each Fundamental Element of the Consortium. The CMC may also include any additional members whose eligibility must be clearly outlined in the Articles of Collaboration. The CAM participates as an ex officio member in all discussions except those that deal with purely internal Consortium matters. The CMC will be chaired by the CC. Each CMC Member will have one vote on the CMC to support programmatic and management-related activities and decisions. In the event of a tie, the Recipient will cast the deciding vote. The CMC will be responsible for the management and integration of the Consortium's efforts under the ASEC COA, to include programmatic, technical, reporting, financial, and administrative matters. The CMC may make recommendations to the CAM and CC that concern the membership of the Consortium, the definition of the tasks, and goals of the Consortium. Regular meetings (twice annually, at minimum) will be conducted by the CMC.

· Articles of Collaboration (AOC): AOC will be established by the Consortium and submitted with the application. A sample is attached (Appendix). Articles of Collaboration define the operational structure within the Consortium. Applicants are free to modify this document as appropriate to address and achieve the objectives outlined in support of the COA priorities, however any changes must be clearly identified in an application and these changes must be acceptable to the Government for the applicant to be eligible for the award. Applications must include a copy of the proposed Articles of Collaboration, signed by a duly authorized representative for each CMC. The Articles of Collaboration will be evaluated under the Management Evaluation Factor.

· Biennial Program Plan (BPP): As part of the application, applicants will submit an initial program plan (IPP) for the base period of the ASEC COA and a BPP template. The IPP for the base period should provide a detailed description of how the recipient and its Consortium members plan to execute the first two years of the ASEC COA. The IPP will also include a ten-year roadmap which describes the ten-year plan to be accomplished by the Consortium. The roadmap should provide a detailed description of a well-coordinated plan of program execution, focused on Army and DoD STEM priorities and objectives as outlined in this FOA. It should provide approximate timelines, to the best possible extent for the various components and activities. The BPP template will be proposed by the applicant and reviewed as a part of the evaluation criteria.

Towards the end of the base period and every option period exercised thereafter, the Consortium will work with the Government, through the CAM, in developing a BPP prior to the start of the next option period. The CAM will approve the BPP and formally submit to the Grants Officer for incorporation into the cooperative agreement. This process will continue through the life of the cooperative agreement. Each BPP will cover a two-year timeframe, but may be altered, with the approval of the Grants Officer if work requirements change. Information to consider for the BPP is execution planning, projected three-year targets, etc. Funding will not be released until an approved BPP is in place. Additionally, annual funding is contingent upon Congressional approval of the Federal budget.

The Consortium, as an entity, will not solicit or accept funding from outside sources without the approval of the CAM and the Grants Officer. However, if funding from outside sources is approved, it will be considered a cost share. During the period of performance of the COA, the Grants Officer, in coordination with the CAM, will have approval authority for certain changes to the IPP/BPP including but not limited to:

1. Changes in the scope or the objective of the program or IPP/BPP.

2. Change in the key personnel of the Consortium.

3. The need for additional Federal funding.

4. Any sub-recipient, transfer, or contracting out of program performance under an award, unless described in the IPP/BPP.

During the period of performance of the COA, the Grants Officer, in coordination with the CAM, will have approval authority for certain specific changes to the cooperative agreement including, but not limited to:

1. Changes to the Articles of Collaboration, if such changes substantially alter the relationship of the parties as originally agreed upon.

2. Solicitation or acceptance of funding under the agreement from sources other than the DoD.

3. Changes in CMC membership.

· Biennial Program Review (BPR): With CAM approval, the Consortium will be responsible for coordinating and participating in an end of base/option period BPR to the Army to present the results and achievements of the previous program cycle and to propose plans for the following option period. The program review will foster interactions and collaborations among all consortium members and the Government. A proposed BPR format/template will be included in each application to be reviewed and included in the evaluation of the application.

· Interim Program Review (IPR): In the years a BPR is not submitted, an IPR will be provided to the CAM. The IPR format/template may be distinct from that of the BPR, and is expected to be more brief, while providing essential reported program metrics, such as number of student and educator participants served in a given year. The recipient will work with the CAM to develop the IPR template.

· Biannual Reviews: In coordination with the CAM, the Consortium will establish, at minimum, biannual consortium meetings with a minimum of one in-person meeting (preferably year-end program reviews). The biannual meetings will provide the Consortium and the CAM the opportunity to share best practices, address programmatic issues/updates, and synchronize Army STEM outreach and communications efforts.

· Insurance: The Recipient will carry an insurance policy to cover all participants participating in COA efforts for each year of performance. Cost of the insurance policy will be included as a specific line item in the budget for the COA. This policy must cover accidental death, accidental dismemberment, and medical expense benefits for participants or survivors of participants. A copy of the most up to date policy will be provided to the CAM.

· Compliance:

Child and Data Protection The Recipient will assure compliance with all applicable federal and state child protection and labor laws.

The Recipient will also be responsible for the protection and management of Personally Identifiable Information (PII) data, which will need to be properly safeguarded per the Privacy Act of 1974 (5 U.S.C. §552a) and DoD Regulation 5400.11-R; 15 U.S.C. 6501 – Children’s Online Privacy Protection; data management and security; and relevant Institutional Review Board (IRB) compliance with regards to all ASEC Fundamental Elements.

The applicant will provide a Data Management Plan which will describe the data that is collected through the course of the proposed research and information on how the data will be shared, organized, and preserved. In instances where this is not possible, the Data Management Plan must explain why it is not possible or scientifically appropriate. The Data Management Plan should not exceed two pages and be included under the generic “Other Attachments.” Information on the Data Management Plan can be found in DoDI 3200.12, Section 3.c. of Enclosure 3.[footnoteRef:5] [5: https://www.esd.whs.mil/Portals/54/Documents/DD/issuances/dodi/320012p.pdf?ver=2019-04-30-073122-220 ]

Even if selected, awards are not final until these documents are received and approved:

Evidence of compliance with DoD Instruction 3216.02, “Protection of Human Subjects and Adherence to Ethical Standards in DoD- Conducted and -Supported Research.”

Intellectual Property

The Government reserves certain rights to the intellectual property generated in connection with this cooperative agreement. See DoD Research and Development Terms and Conditions of October 2024 are located at https://www.nre.navy.mil/work-with-us/manage-your-award/manage-grant-award/grants-terms-conditions.

· Program Promotion: The Recipient will develop a plan for cross program promotion to strategically reach audiences to increase students’ and educators’ participation through the Army’s continuum of opportunities. The Recipient, within the scope of the proposed ten-year program plan and in collaboration with the Government, will provide innovative ideas and facilitate proposals of new Consortium Members or strategic initiatives to further the initiatives of the Army STEM mission and goals as outlined in this FOA.

· Metrics: Performance metrics are to be provided to measure the COA’s accomplishments against its overall priorities and objectives, such as successful integration of goals into all programs, partnerships, and processes; effective integration and use of website and branding; collaboration of all organizations; effectiveness of evaluations, common metrics, and data collection; and management of the COA. In addition, the LO is responsible for ensuring that all ASEC programming is advertised through the centralized website and all programs capture application/registration/selection data through the centralized application tool, unless otherwise approved by CAM, and that core cross-consortium data is collected and reported correctly.

· Financial Tracking: The Recipient is responsible for Consortium financial tracking and ensuring compliance with funding allocation requirements and reporting. The Applicant should address what approaches will be used to monitor Consortium finances, anticipated financial challenges, and how those will be addressed. As noted in the “Deliverables” section, the Recipient is responsible for submitting monthly financial reports describing funds execution to date and status of current funding allocation balance across the Fundamental Elements.

It should be noted that in addition to these Fundamental Element 1 responsibilities, the LO is also responsible for ensuring that Fundamental Elements 2-9 tasks and expectations are adequately addressed by the Consortium Member overseeing each Fundamental Element, including those the LO does not independently lead. References to the “Recipient” or “Applicant” when describing Fundamental Element specific expectations below are used to refer to the shared responsibility of the LO and the Consortium Member leading each Fundamental Element.

FUNDAMENTAL ELEMENT 2: DATA MANAGEMENT, ANALYSIS AND REPORTING

Overview: Aligned with the Federal Strategic Plan, DoD’s STEM Strategic Plan, the Army requires the data management and evaluation of all Army STEM programs based on specific metrics and evidence-based approaches to achieve key objectives of Army outreach; increased efficiency and coherence; ability to share and leverage best practices; as well as focus on Army STEM priorities and core objectives. The Army strives to make programmatic decisions that are driven by data and analysis through its evaluation efforts. The Recipient is responsible for executing and enhancing current data collection and evaluation efforts through documenting activities and outputs, as well as near-, mid-, and long-term outcomes through annual evaluations of STEM programs. This includes identifying and defining common metrics, definitions, and questions to be implemented across all ASEC programming with input from all fundamental element partners. To meet Federal expectations of STEM education programmatic reporting, mid- to long-term impact evaluation efforts (i.e. Alumni Studies, detailed below) should be incorporated in the Army STEM Data and Evaluation Strategy.

The Recipient is responsible for ensuring a cohesive and coordinated data and evaluation strategy across the Fundamental Elements. A centralized evaluation is required to satisfy key Federal guidelines for rigorous evaluation, in that it:

· Is conducted by capable professionals who are external to Consortium Member programming and their institutions, to assure confidence in the objectivity of the evaluation.

· Strives to (1) assess whether programs are making satisfactory progress toward STEM program objectives; (2) recommend reasonable, evidence-based adjustments to programming; and (3) provide indications of potential program effects.

· Employs research-backed methods that are appropriate, aligned to the evaluation objectives and data assessment tools, and account for the varying developmental stages of STEM programs and objectives.

· May assess the health and effectiveness of ASEC as a strategic collaboration across various stakeholders. This may include a plan for evaluating factors critical to successful collaborative efforts, and for evaluating the corresponding effectiveness or impact of such collaborations.

The following requirements are to be addressed in an application for this Fundamental Element:

Program Evaluations: The Consortium will be responsible for developing and managing program evaluations including design and instrumentation, data collection and analysis, and the generation of data dashboards and annual reports (BPRs and IPRs, described earlier). Overall evaluations are an ASEC-wide effort, and the Government envisions each Consortium member to be an integral part of the process and execution. The Army STEM website, and proposed application/registration and/or survey tools will be used as the primary method to collect data from STEM program participants (students, educators, and other primary participant groups, as relevant). The Consortium is responsible for assuring that complete and accurate participant data are reflected in the data management and program evaluations. In addition to the participant information collected and evaluation surveys, the Consortium should include in their application the types of quantitative and qualitative data from students, teachers, mentors, and other participants in their individual program(s) it plans to collect. As the subject matter expert and lead on evaluations and data management, the Recipient is responsible for guiding data management and evaluation efforts, including collection, synthesis, interpretation, reporting of data, and overall development of the evaluation strategy.

In collaboration with the Government, the Recipient will develop and publish a Biennial evaluation report which captures evaluation outcomes for the current period of performance to include instruments used in the evaluations. For current Army STEM evaluation reports, please see https://www.usaeop.com/about/our-impact/.

Information to consider should be a clear execution strategy for evaluation of individual programs (i.e. executed by Consortium Members responsible for direct programming) and for all ASEC, proposed assessment tools for each program as well as common metrics across ASEC, and a timeline of execution to include data collection, analysis, and report writing.

The application should detail a sufficient number of personnel with the appropriate skills and expertise to meet data collection and program evaluation requirements. The application should also address the following near-, mid-, and long-term outcomes and impacts:

· Increased student interest and engagement in STEM (formal and informal)

· Increased participant STEM competencies (STEM skills, knowledge, abilities, and confidence)

· Increased participant awareness of, and interest in, Army STEM opportunities

· Increased participant awareness of, and interest in, STEM research and careers

· Increased participant awareness of, and interest in, Army/DoD STEM research and careers

· Scientist and Engineer (S&E) Mentors’ impact on ASEC participants

· Changes in teacher approaches to teaching about STEM concepts, practices, and careers in their classrooms

· Implementation of evidence-based recommendations to improve programs

· Sustained student appreciation of STEM and Army/DoD STEM

· Increased student pursuit of ASEC opportunities and DoD workforce development programs

· Increased student pursuit of STEM coursework in secondary and post-secondary schooling

· Increased student pursuit and achievement of STEM degrees

· Increased student pursuit and achievement of STEM careers

· Increased student pursuit and achievement of Army/DoD STEM careers

· Continuous improvement and sustainability of ASEC

For applicable COA efforts, the Recipient will ensure program application information is made available to Consortium Members and the Government. Program application data may include information that affects an individual’s privacy, to include Personally Identifiable Information (PII) data, which will need to be properly safeguarded per the Privacy Act of 1974 (5 U.S.C. §552a) and DoD Regulation 5400.11-R.

STEM Alumni Study: The application should include a proposed longitudinal alumni study to ascertain the status, achievement, attitudes, and future aspirations of STEM program alumni, and assess the extent to which alumni perceive their participation in a STEM program as contributing to these factors (herein referred to as alumni study). The alumni study would evaluate the extent to which STEM is successful in achieving its longer-term objectives through assessing mid- and long-term outcomes. The infrastructure developed for this study could then be used (as resources are available) to support longitudinal tracking and study of these same alumni over the next 8-10 years. Because such a small proportion of alumni are (historically) retained in the Army/DoD STEM pipeline, the infrastructure established for the alumni study could provide a new mechanism for tracking alumni and studying changes in outcomes over time after they leave the Army/DoD STEM pipeline or do not otherwise participate in Army STEM annual evaluation studies.

The Applicant will develop a strategic implementation plan with timelines and processes, proposed work with target outcomes for the base period, and subsequent option periods.

FUNDAMENTAL ELEMENT 3: STRATEGIC COMMUNICATIONS AND MARKETING

Overview: A comprehensive and coordinated overarching outreach strategy is essential to the successful management, execution and measurement of the Army STEM programs. The primary objective of the outreach strategy is to promote Army STEM as a coordinated and cohesive effort offering students and teachers a pipeline of STEM educational opportunities, sparking an early interest in STEM subjects by providing hands-on learning, and maintaining that interest through STEM competitions, summer enrichment activities, and competitive internships/fellowships. In order to meet Army STEM goals, and in consideration of the broader DoD STEM portfolio, outreach strategies and tactics should be designed to influence and educate PreK-16 students, educators and other key stakeholders about the STEM educational opportunities available across the Army and DoD STEM continuums, including Army and DoD STEM career opportunities.

Program Specific Tasks: The Applicant should detail how it proposes to oversee and manage the strategic planning and execution of the entire Army STEM Strategic Communications and Marketing effort in alignment with Army STEM goals and objectives.

· Army STEM Rebrand: Since 2010, the Army’s STEM Education and Outreach efforts have been branded under the “Army Educational Outreach Program (AEOP)”. Initially, the Army wanted to promote a clear separation from traditional Army marketing, so as not to be seen as a military recruitment tool. While appropriate in 2010, the Army finds now that AEOP and its branding doesn’t connect enough back to the Army and its S&T mission. Therefore, the Army would like to rebrand its collective efforts and the efforts of this COA under “Army STEM”. This clarifies the intent of the efforts found both within the COA and those local efforts executed through Army S&T organizations. The branding should reflect the successes of AEOP while strengthening its connection to Army S&T and including traditional educational and career paths in STEM, and those STEM-adjacent opportunities and careers that are as important in building the next generation of problem solvers. The applicant should define a sufficient timeline and projected costs for the rebrand effort to include the updated Army STEM website to be better aligned with other Service’s STEM outreach web presence, outreach and communication strategies, branding guidelines, web/social media presence, digital and print materials, etc. This also includes supporting COA members and the public through this transition.

· Outreach and Communications Strategy: The application should define a sufficient number of personnel with the appropriate skills and expertise to ensure the proactive and successful execution of the overall outreach communications plan. This plan should detail how the applicant intends to synchronize and coordinate with IPAs to ensure the successful implementation of the outreach and communications strategy; manage and execute internal communications through collaboration tools, regular messages to Consortium members, newsletter, etc.; develop and implement coordinated outreach/communications campaigns that leverage IPAs and their networks to increase awareness of as well as engagement and participation (e.g. through webinars, social media strategies and tactics, etc.); and manage and maintain the Army STEM public-facing website while ensuring program information, ASEC news, and other website content are accurate and up-to-date.

The Applicant will also need to detail how it plans to communicate ASEC milestones and successes through the development and dissemination of regularly-occurring program press releases; conduct media relations and outreach, increasing visibility and awareness of Army STEM programs and identifying relevant media engagements for ASEC personnel; establish and maintain a blog that allows ASEC stakeholders (e.g., leadership, past STEM participants) to voice their opinions and share their experiences; plan, manage, and execute ASEC’s social media presence and strategy; and develop, implement, and maintain a comprehensive calendar of Army/DoD STEM events and posted on the website.

In close collaboration with the Government, the Recipient will develop a plan for the overall strategic outreach and communications campaign in support of Army STEM priorities and goals. The Recipient will coordinate with the CAM to develop, manage, and execute the annual strategic communications plan and vision (in coordination with the Army and IPAs; in alignment with Army STEM objectives and priorities); develop, manage, and execute an annual communications schedule/editorial calendar (in coordination with Army and IPAs; based on program year); plan, manage, and execute an integrated Social Media Strategy; and establish a communication infrastructure that is efficient and scalable to strengthen Army STEM’s engagement with target audiences across multiple platforms integrating the website, and traditional social media channels.

· Army STEM Learning Hub: In 2023, utilizing a Learning Management Systems (LMS), the Army established the Army STEM Learning hub to support its Internship and Fellowship efforts, providing a “home-base” for training, professional development, and communication to its students. Interns and Fellows use this online resource to complete e-learning courses, register for career and educational webinars, submit research abstracts, and access resources from the Internship and Fellowship administrative office. In addition, as a response to the limited number of in-person internship opportunities offered through Army research centers and labs as well as university partners, the Army through its consortium of partners created as online “STEM Foundations” course as an alternative opportunity for motivated students who were not placed for an in-person internship. The purpose of this course is to build resiliency, providing students with the building blocks they need to persevere on through their STEM education and career pathways. This course builds students’ STEM identity through topics that establish an expansive idea of STEM beyond the classroom, explores different identities and stories in the STEM field, explores career opportunities, and asks students to identify and plan their personal STEM story, establishing them as prime candidates for their next steps in their STEM pathway. The Army is very interested in continuing these efforts and further expanding and leveraging the Learning Hub across its entire portfolio to maximize impact to student engagement and impact. The applicant should describe how it envisions leveraging input from consortium partners and utilizing the Learning Hub across consortium efforts aligned to the Army’s priorities and goals.

· Purchases and contracting: The Applicant should detail the process in which the purchase and contracting of services, items, and collateral required to support the outreach and communications plan. All such purchases must follow federal fiscal laws and will be approved by the CAM. These purchases can include, but are not limited to:

· Graphic Design Services

· Web Design Services

· Print/Press Production

· Promotional Materials/Informational Items

· Outreach Suite/Memberships

· Learning Management Systems

· Video Production Services

· Web Domain Fee and Maintenance

The Recipient will work with the Government to ensure that all the STEM’s strategic initiatives are advertised through the centralized Army STEM website. This website is a government-owned website which ASEC will be responsible for maintaining, and providing usage data, for the duration of the COA. This website will enable the Army and the Consortium to ensure all partnership and program information is managed, stored and accessible in a centralized location for efficient and effective dissemination of information. The Recipient will ensure adequate personnel are in place to manage the entire Army STEM website.

FUNDAMENTAL ELEMENT 4: AMBASSADOR MANAGEMENT

Overview: For more than 50 years, the Army has established a long tradition and strong commitment to the advancement of STEM education and literacy. Over time, Army STEM programs have generated a large pool of talented-highly-skilled alumni and supporters who have benefitted from participating in Army-sponsored STEM programs. The Army STEM efforts will capitalize on the outcomes and successes of its programs, which can most effectively be accessed and shared through its networks. The best testimonial to the value of Army STEM efforts are previous and current program participants and stakeholders, their educational and professional pathways, and the experiences they can share with the great Army STEM network. The Army STEM Ambassador program will provide AEOP and its network a way to access, connect, exchange, and share information that is relevant to current and future generations.

Program Specific Tasks: The Applicant should detail how it proposes to oversee and manage the strategic planning and execution of the entire Army STEM Ambassador program cycle in alignment with Army STEM goals and objectives.

· Develop and implement an innovative strategic plan that will establish, grow, and award/recognize Ambassador engagement to allow mutually beneficial connections, support and advance Army STEM efforts, and inspire increased interest in Army/DoD STEM opportunities.

· Recruit and manage database of Ambassadors from current and previous Army STEM programs, participant/alumni parents, STEM professionals, STEM enthusiasts, community partners, educators, etc.

· Design and implement resources, such as trainings, webinars, digital/physical marketing materials, and educational opportunities to support Ambassador efforts at varies levels.

· Develop an Army STEM Ambassadors Council, made up of Ambassadors and alumni from across Army STEM programming, that engages, informs and inspires future generations to engage in Army/DoD STEM opportunities.

· Manage the Army STEM Travel Award which encourages Army STEM program participants to engage in scientific meetings/technical symposia to showcase their STEM achievements and receive recognition. Participation in scientific meetings/technical symposia will expand and enrich educational experiences of Army STEM students by interacting and networking with STEM professionals in the field, exploring a variety of STEM disciplines and careers, gaining experience in communicating their research accomplishments, and serving as Army STEM Ambassadors.

FUNDAMENTAL ELEMENT 5: STRATEGIC OUTREACH INITIATIVES

Overview: Army STEM aims to grow its strategic outreach initiatives to expand the reach of its programs and increase program awareness and impact. The Government seeks to examine and adapt innovative ways to form mutually beneficial relationships with like-minded organizations that have similar STEM goals. In collaboration with Consortium Members and by sharing information, leveraging strong STEM networks, and building on existing relationships, the Government intends to promote its Army STEM opportunities to better meet objectives, maximize impact, and provide more enriching STEM opportunities for students.

Program Specific Tasks: The Applicant should consider mutually beneficial partnerships with like-minded organizations, such as partners from States, local governments, Institutions of Higher Education (IHE), nonprofit organizations, for-profit organizations, or other partners in STEM, that align with the current Army and DoD STEM goals and objectives. The applicant should describe how it plans to accomplish the following goals:

· Collaborate with STEM partners and leverage strong STEM networks that exist outside the Army STEM COA. This could include, but is not limited to, internships/hands on research experiences at colleges or universities, partnerships with local/regional/national science and engineering expositions or festivals, etc.

· Promote and integrate a portfolio of STEM opportunities within the framework of Consortium Members’ existing STEM programming.

· In accordance with 10 U.S.C. Sec.