B08_SOL_-_Attachment_1_-_IDIQ_SOW.docx

Health and Human Services/Administration for Community Living

ACL-IDIQ

Table of Contents

General Information:

Purpose The purpose of establishing this Indefinite Delivery/Indefinite Quantity Task Order (IDIQ) is to secure services and solutions that help achieve ACL and HHS missions in a timely manner. This IDIQ is intended to have a 5-year ordering period. ACL seeks vendors who have capacity in one or more of six (6) Functional Areas (described in Section 2):

Tasks under these functional areas would support the work of the Administration for Community internal organizations that include, but are not limited to:

I. Administration on Aging:

· Office of Supportive and Caregiver Services (OCSC)

· Office of Nutrition and Health Promotion Programs (ONHP)

· Office of American Indian, Alaskan Native and Native Hawaiian Programs (OAIANNH)

· Office of Elder Justice and Adult Protective Services (OEJAPS)

· Office of Long-Term Care Ombudsman Programs (OLTCOP).

II. Center for Innovation and Partnership

· Office of Interagency Innovation

· Office of Network Advancement

· Office of Healthcare Information and Counseling

III. Administration on Disabilities

· Office of Intellectual Developmental Disability Programs

· Office of Independent Living Programs

· Office of Disability Services Innovation

IV. National Institute on Disability, Independent Living, and Rehabilitation Research

· Office of Research Administration

· Office of Research Sciences

V. Center for Policy Analysis and Development

· Office of Policy Analysis and Development

· Office of Performance and Evaluation

VI. Office of External Affairs

VII. Office of Regional Operations

Section 1 – Scope/Subject Matter Expertise All Americans—including people with disabilities and older adults—should be able to live at home with the supports they need, participating in communities that value their contributions. The mission of the Administration for Community Living (ACL), within the U.S. Department of Health and Human Services, is to maximize the independence, well-being, and health of older adults, people with disabilities across the lifespan, and their families and caregivers. ACL strives to ensure that all people, regardless of age and disability, live with dignity, make their own choices, and participate fully in society. To accomplish this, ACL brings together the efforts and achievements of the Administration on Aging, the Administration on Intellectual and Developmental Disabilities, Workforce Innovation and Opportunity Act programs, and the HHS Office on Disability to serve as the Federal agency responsible for increasing access to community supports, while focusing attention and resources on the unique needs of older Americans and people with disabilities across the lifespan.

About the Administration on Aging (AoA) The Administration on Aging (AOA) is the principal agency of the U.S Department of Health and Human Services designated to carry out the provisions of the Older Americans Act of 1965 (OAA), as amended (42 U.S.C.A. § 3001 et seq.). The OAA promotes the well-being of older individuals by providing services and programs designed to help them live independently in their homes and communities. The Act also empowers the federal government to distribute funds to the states for supportive services for individuals over the age of 60. To carry out these functions, the AoA is organized into the following offices: the Office of Supportive and Caregiver Services (OSCS), the Office of Nutrition and Health Promotion Programs (ONHP), the Office of American Indian, Alaskan Native, and Native Hawaiian Programs (OAIANNH), the Office of Elder Justice and Adult Protective Services (OEJAPS), and the Office of Long Term Care Ombudsman Programs (OLTCOP).

Office of Supportive and Caregiver Services AOA/ACL provides funding to states to support the provision of home-and community-based services to older adults through local area agencies on aging (AAA), such as home-delivered meals, homemaker assistance, caregiver supports, and whatever else it may take to make independent living a viable option. By making a range of supports available, AAAs make it possible for older individuals to choose the services and living arrangements that suit them best.

Office of Nutrition and Health Promotion Programs The Office of Nutrition and Health Promotion Programs (ONHPP) manages health, prevention, and wellness programs for older adults. This includes behavioral health information, chronic disease self-management education programs; diabetes self-management, disease prevention and health promotion services (“Title IIID”), falls prevention programs; HIV/AIDS education, nutrition services, and oral health promotion.

Office for American Indian, Alaska Natives and Native Hawaiian Programs In 1978, the OAA was amended to include Title VI which established programs for the provision of nutrition and supportive services for Native Americans (American Indians, Alaska Natives and Native Hawaiians) the program has since expanded to include caregiver support services. Eligible Tribal organizations receive grants in support of the delivery of home and community- based supportive services for their elders, including nutrition services and support for family and informal caregivers.

Office of Elder Justice and Adult Protective Services The Office of Elder Justice and Adult Protective Services manages the operation, administration, and assessment of the elder abuse prevention, legal assistance development, and pension counseling programs funded through the Older Americans Act and leads the development and implementation of comprehensive Adult Protective Services systems in order to provide a coordinated and seamless response for helping adult victims of abuse and to prevent abuse before it happens. Also implements and coordinates innovation and demonstration activities, and develops standards to improve delivery and effectiveness of such services, and provides support for the Elder Justice Coordinating Council.

Office of Long-term Care Ombudsman Programs The AoA Long Term Care Ombudsman Program began, as a demonstration program, in 1972. With funding from Titles II and VII of the OAA and other resources, Ombudsman programs operate in all states, the District of Columbia, Puerto Rico and Guam. Each state has an Office of the State Long-Term Care Ombudsman, headed by a full-time state ombudsman. As part of statewide ombudsman programs, thousands of local ombudsman staff and volunteers, assist residents and their families by providing a voice for those unable to speak for themselves.

About the Center for Innovation and Partnership The Center for Innovation and Partnership (CIP) manages programs and initiatives that promote the use of self-directed and person-centered service models and advance the development of health and long-term care services and support systems that are responsive to the needs and preferences of older adults, persons with disabilities, caregivers, and families. CIP includes the following components:

Office of Interagency Innovation The Office of Interagency Innovation plans and directs the implementation of programs designed to enhance consumer access to long-term services and supports, including integrated systems of services and person-centered programs and systems at the state and local level that support community living. In addition, this office supports state and community efforts to improve the provision of assistive technology for individuals with disabilities of all ages through comprehensive, statewide programs that are consumer responsive.

Office of Network Advancement Our nation's health and long-term services and support systems are shifting toward the use of managed care, Health Information Technology (IT), and other models and approaches to better integrate the delivery of health and long-term services and supports. The Office of Network Advancement oversees a variety of initiatives to ensure that the interests and needs of older adults and people with disabilities, as well as the state and local organizations that serve these populations, are adequately reflected in these transformations, and that, as these systems transform, they also become more person-centered. This office also serves as the focal point for the administration the OAA Aging and Disability Resource Center program, which supports states and communities in developing single entry point/no wrong door systems of access to long-term services and supports for seniors, persons with disabilities, and their families and caregivers, Office of Healthcare Information and Counseling The Office of Healthcare Information and Counseling oversees the operation and administration of the State Health Insurance Assistance Program and the Senior Medicare Patrol Program that help Medicare and Medicaid beneficiaries, as well as coming-of-agers, navigate the complexities of health and long-term care systems and educate them on how to prevent fraud, waste, and abuse. The office also manages related activities that focus on outreach to help beneficiaries understand and apply for their Medicare benefits including the Low Income Subsidy program (LIS), Medicare Savings Program (MSP), and Medicare Prescription Drug Coverage (Part D).

About the Administration on Disabilities The Administration on Disabilities (AoD) 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. Under the provisions established through various authorizing statutes, AoD seeks to improve opportunities for people with disabilities to access quality community services and supports, achieve economic self-sufficiency, and experience equality, equity, and inclusion in all facets of community life.

AoD’s efforts advance the following strategic priorities:

· Ensuring quality community living and the protection of rights and prevention of abuse;

· Increasing life expectancy by addressing health disparities to achieve greater health equity;

· Advancing economic security and mobility that includes increased opportunities for competitive integrated employment;

· Empowering advocacy for individuals, families, and communities; and

· Achieving operational excellence, quality, and compliance.

Office of Independent Living Programs (OILP) OILP manages the Centers for Independent Living (CILs) and Independent Living Services (ILS) programs under the Rehabilitation Act, as amended. The CIL program funds 352 awards to community-based organizations that provide direct services to individuals with disabilities. The ILS program funds 56 states and territories to sustain, expand, and improve independent living services in each state. Together these programs promote the independent living of individuals with disabilities to maximize the leadership, empowerment, independence, and productivity of individuals with disabilities, and the integration and full inclusion of individuals with disabilities into American society by:

· Enhancing consumer control;

· Increasing use of peer support, self-help, and self-determination;

· Ensuring equal access; and

· Supporting individual and system advocacy.

Office of Intellectual and Developmental Disability (OIDD) OIDD administers two federally funded programs under the Developmental Disabilities Act (DD Act). There are 56 State Councils on Developmental Disabilities (SCDD) and 68 University Centers for Excellence in Developmental Disabilities (UCEDDs) that receive federal grants. The SCDDs identify and address the most pressing needs of people with intellectual and developmental disabilities (ID/DD) in their state or territory. The UCEDDs are interdisciplinary academic Centers that provide training to future practitioners; conduct research on an array of community-based supports, including training and technical assistance; and translate knowledge into action.

OIDD also provides support for the President’s Committee for People with Intellectual Disabilities (PCPID) -- the federal advisory committee reporting to the President and the Secretary of HHS on matters relating to people with intellectual disabilities. In collaboration with PCPID, OIDD provides leadership to the federal government on issues facing individuals with intellectual and developmental disabilities (ID/DD) and their families to promote self-determination, independence, integration, and inclusion in all aspects of community life.

Office of Disability Services Innovation (ODSI) ODSI manages discretionary grant programs, including the Projects of National Significance (PNS) that focuses on expanding opportunities for individuals with ID/DD to contribute to, and participate in, all facets of community life; the Traumatic Brain Injury State Partnership Program, the National Limb Loss Resource Center, and the National Paralysis Resource Center. ODSI also administers four Protection and Advocacy Systems (P&As) programs as authorized under the DD Act, the Help America Vote Act, the Assistive Technology Act, and the Traumatic Brain Injury Act, respectively. The 57 P&As in the states, territories, and Native American community work to protect individuals by empowering them and advocating on their behalf. ODSI collaborates across the organization to execute AoD’s strategic priorities and provides leadership in promoting innovation in disability services and supports, drawing on a number of resources including the work of the P&As, to identify issues and the most promising solutions.

About the National Institute on Disability, Independent Living, and Rehabilitation Research The National Institute on Disability, Independent Living and Rehabilitation Research (NIDILRR) administers research programs authorized under Sections 202 and 204 of the Rehabilitation Act of 1973. NIDILRR supports the generation of new knowledge and promotes the effective use of this knowledge to: improve the abilities of individuals with disabilities to participate in community activities of their choice; and, enhance society's capacity to provide opportunities and accommodations for these individuals. NIDILRR fulfills its mission through research, development, and dissemination and related activities designed to contribute to community living and participation, employment, and health and function of individuals of all ages with all types and degrees of disability, including low-incidence disability.

About the Center for Policy and Evaluation (CPE) CPE collects and analyzes data on populations and services, develops strategic goals and objectives, evaluates the effectiveness of programs, and plans and coordinates the development of policies designed to ensure older Americans and persons with disabilities are able to fully participate and contribute in an inclusive community life. This center works with colleagues across the agency and the Department of Health and Human Services on big-picture policy issues that affect multiple centers and programs within ACL.

Office of Policy Analysis and Development The Office of Policy Analysis and Development leads policy development related to community living within ACL by analyzing trends in demographics, service needs, public policy and program development, and translating those trends into new policies, programs, and technical assistance related to long-term services and supports and health care for people with disabilities and older adults. As such, the Office leads and participates in departmental and inter-departmental activities that concern health and long-term care, reviews and comments on departmental regulations and policies regarding health programs, institutional and non-institutional long-term services and supports, and provides technical and policy development input on legislative and budget activities. Key policy areas for ACL include:

· Accessible Home and Community-Based Services

· Systems that Support Transitions and Integrated Models of Care

· Comprehensive No-Wrong Door Systems for Accessing Long-Terms Services and Supports

· Person-Centered Planning and Service Delivery

· Integrated and Competitive Employment for People with Disabilities

· Adequate Support for Family Caregivers

· Adequate Supply of Housing to Support Community Living Options

· Quality Assurance and Quality Improvement Systems

· Consumer Rights and Protections

· Behavioral Health

· End of Life Care

· Education Policy, including Early Childhood and Youth Transitions Issues.

Office of Performance and Evaluation The Office of Performance and Evaluation, in collaboration with the respective ACL program offices, implements, oversees, and manages ACL’s program performance responsibilities, data collection systems, and program evaluation activities. This includes: coordinating ACL activities related to the collection, analysis, and dissemination of national and program data on older individuals and individuals with disabilities; preparing and reporting data for Congress and the public; developing plans and priorities for evaluation of ACL programs; managing evaluation projects and performing intramural evaluation studies; preparing reports of the results of program and impact evaluations; and, providing technical guidance on evaluation activities conducted as part of ACL’s discretionary grants programs. Additionally, the Office compiles, publishes, and disseminates information on demographic data and data from other federal agencies on the health, social and economic status of older persons and persons with disabilities, as well as performs routine and special statistical analyses of data for ACL offices, other federal and non-federal organizations, and the general public.

About the Office of External Affairs The Office of External Affairs (OEA) supports the Immediate Office of the Administrator in the effective communication of ACL policies, goals, and objectives. OEA develops and executes strategy for interaction with the news media and develops communications products such as news releases, feature articles and opinion-editorial pieces. Further, the OEA develops and implements public education and communications campaigns that advance mutual goals of ACL programs and stakeholders. OEA manages the content of the ACL website and social media platforms, and coordinates agency-wide observances and events.

About the Office of Regional Operations Regional Support Centers serve as the focal point for the development, coordination, and administration of ACL programs and activities within designated HHS regions, and coordinates with ACL program offices as needed on other ACL programs that support state and local efforts to improve community living for older adults and persons with disabilities. For example, Regional Support Center staff serve as liaisons between State Offices on Aging and other ACL divisions. Within the region, Regional Administrators represent ACL in providing information for, and helping to advance the development of, national programs serving older adults and persons with disabilities. In this role they serve as advocates for ACL stakeholders to other federal agencies in their geographic jurisdictions; advise, consult and cooperate with each federal agency proposing or administering programs or services that affect ACL stakeholders; coordinate and assist public (including federal, state, tribal and local agencies) and private organization in the planning and development of comprehensive and coordinated services; and conduct education of officials and the broader community to ensure understanding of the need for community-based services and supports for older adults and people with disabilities.

Section 2 – Technical Capability/Functional Areas:

The IDIQ will be used as a means of providing services to ACL of varying scope and duration, and a mix of quick-turnaround projects (up to 6 months), mid-term projects (9-12 months), and more substantial tasks. Task orders under this IDIQ will be issued under the following Functional Areas:

1. Feasibility, Pilot, Evaluation, Policy Analysis, and Program-Related Projects

2. Data Analysis and Statistical Projects

3. Communications Projects

4. Technical Assistance and Training Projects

5. Logistical Support Projects

6. Other General Services.

To reduce the risk of duplicative efforts, and to ensure consistency of efforts across the agency, contractors will be required to collaborate with various programs and offices within ACL when carrying out tasks within any of the six functional areas, as identified and instructed by the COR. This includes those identified in the background and other ACL components, including but not limited to:

· Office of External Affairs

· Center for Policy and Evaluation

· Office of Information Resources Management.

Functional Area 1. FEASIBILITY, PILOT, EVALUATION, POLICY ANALYSIS AND PROGRAM RELATED PROJECTS Task 1: Feasibility A feasibility study is usually done to determine whether an organizational activity, a service, strategy, intervention, survey, or a statistical operation will work as intended. Feasibility studies are usually done on a small scale over a relatively brief period of time.

The Contractor shall design a feasibility study. The Contractor shall identify the key components of the feasibility study, the units that will participate in the study, a procedure by which units might be sampled, and invite units to participate in the study. The Contractor shall execute the feasibility study. The Contractor shall collect both qualitative and quantitative information on unit performance in the study. The Contractor shall provide support to the units as the study is executed. The Contractor shall report results of the feasibility study by prepare a report on the design decisions, chosen methodology, and study outcome(s) with recommendations for next steps including any recommended changes.

Task 2: Pilot Pilot studies are usually done to determine whether the results of a feasibility study can be successfully scaled under a broader set of circumstances reflective of the intended range of applicability.

The Contractor shall design a pilot study. The Contractor shall identify the key components of pilot study, the units that will participate in the study and participant recruitment, study methodology (including sampling strategies), anticipated limitations/challenges and options for overcoming, and overall expected timeline. The Contractor shall execute the pilot study. The Contractor shall collect both qualitative and quantitative information. The Contractor shall provide support to the units as the study is executed. The Contractor shall submit results of the pilot study by preparing a written report on the pilot study design, methodology, and outcome(s) of the study with recommendations for next steps (including any recommended changes) and by preparing and delivering an oral presentation to the COR and ACL project team. The Contractor shall develop two technical assistance (TA) resources (each no more than four pages) to promote increased fidelity in the application of identified models.

Task 3: Evaluation Evaluation studies can be done at the project or program level; can be experimental, quasi- experimental or non-experimental in design; and can include a range of qualitative and quantitative data and information for numerous subject areas. Projects may include a focus on comparative effectiveness, an evaluation of the sustainability of the program, and/or an evaluation of the scalability of the program being evaluated.

The Contractor shall develop a preliminary evaluation design (including mixed methods evaluations), which will measure relevant aspects of program outcomes or performance. The Contractor shall meet with the COR and program staff to obtain background information on the program to be evaluated (e.g., a program theory/logic model, policy or evaluation questions); review program materials; conduct interviews with program staff; review existing program data; assess current research on the program to be evaluated, which may require conducting environmental scans or literature reviews; and develop and conduct process and/or outcome measures and assessments of programs.

Together with the COR and program staff, the Contractor shall revise, identify, or develop evaluation instruments, data collection plan, data dictionary, and data analysis plan; identify the questions to be addressed by the evaluation study; design an evaluation study capable of successfully answering the evaluation questions; prepare and submit Office of Management and Budget (OMB) clearance package as needed; develop professionally-validated data linking algorithms to support program evaluation; develop a system for data collection tools that shall include data validation and cleaning; and invite participation in the study.

The Contractor shall carry out the evaluation study, and/or provide technical assistance as needed on the evaluation, and collect both qualitative and quantitative data and/or information as appropriate. The Contractor shall analyze resulting data and/or information; prepare a written report that details the evaluation questions, design, methods, results, and discussion; and prepare and deliver a briefing to the COR and program staff on the evaluation. The Contractor shall create at least 2 resources summarizing the study, its findings, and implications.

Task 4: Policy Analysis Policy analysis examines the options available to public officials to implement goals of a federal, state, or local agency or law, and evaluates those options based on effectiveness, efficiency, and feasibility. Under this task, areas of policy analysis may include but are not limited to: assessing issues and current trends in local, state, national, and/or international aging or elder justice policy; emerging strategies to address disparities in access, quality, and outcomes for age–specific, racial, ethnic, tribal, sexual, and gender minority populations; federal and state health/well-being efforts; issues implementing evidenced-based care in behavioral health, social service, or legal systems for older adults; policy questions related to new/emerging issues in aging; and effective practices that improve well-being, health, and safety of older adults.

The Contractor shall organize, convene, and conduct focus groups, technical expert groups, or consultations to provide information on select topics of interest. The Contractor shall identify participants, with input from the COR and project team. The Contractor shall make all logistical arrangements for non-federal participants, prepare meeting agendas and summaries, and conduct all follow-up activities.

The Contractor shall develop a clear statement of the issue and/or a new hypothesis and concepts in planning, conducting, and evaluating long-term projects and proposals for the solution of complex public policy questions; compile available qualitative and quantitative data (e.g., existing analyses, policy/mission statements, and existing statutes); and prepare an analysis of policy/program alternatives factoring the populations to be affected; historical, political, and policy history; and the costs and benefits associated with each option.

Projects should have a systematic review of literature and development of the policy questions examined; a clear and technical description of statistical, econometric, or qualitative methods proposed; and identification of one or multiple national or large specialty data sources (with explanations of the strengths and limitations of the data).

The Contractor shall obtain and analyze federal and/or non-federal data sets that address topics identified by ACL, undertake analysis to determine the quality and characteristics of these data sets, and conduct quantitative and qualitative analyses of the data sets to address specific questions. The Contractor shall create, manipulate, and analyze data sets of varying size and complexity, and use appropriate methods/procedures to conduct and report policy analyses.

The Contractor shall prepare analyses of the data sets in the most cost-effective way and prepare appropriate frequency, percentage, and rate distributions, or other statistical measures specified by the COR. Special attention shall be devoted to economical processing of data analysis, and the Contractor shall identify shortcuts and best practices that will reduce costs when large data sets are analyzed. In some instances, the Contractor may be required to consider complete survey designs and sampling weights or to prepare complex analyses (e.g., logistical regression, hierarchical linear modeling) using these data sets.

The Contractor shall develop a written report with succinct analysis and clear graphics, and produce and present findings and recommendations. Analyses shall be presented in a report format suitable for the intended audience.

Task 5: Program Support Program support may include activities that assist and/or examine ACL programs, provider capacity building (service/infrastructure), and translating science to service/service to science. This support may take the form of preparing issue papers and reports; examining specific program practices and recommending improvements; assisting with the peer review of grant applications; conducting literature searches; determining and reporting on program effects; identifying new practices and technologies; reviewing program portfolios; examining and recommending improved management techniques and staffing patterns; identifying best practices for financing and programmatic sustainability; identifying opportunities for private-public sector partnerships; consulting with program constituents at the federal, state, and local levels; and reviewing other activities necessary for program operations. The Contractor shall identify opportunities for public-private sector partnerships, as it relates to the new grant program. The Contractor shall prepare analyses and recommendations in the form of verbal and written reports.

Functional Area 2. DATA ANALYSIS AND STATISTICAL PROJECTS Task 1: Sampling Designs and Statistical Methods The Contractor shall provide expertise and consultation on complex survey design, sampling procedures, variance estimation, compound weights, simulation studies, and statistical methods for analyses of sample survey data with a range of complex designs. The Contractor shall provide expertise in evaluating data quality from censuses and sample surveys in the domains of sampling and measurement error, nonresponse and coverage bias, and the effect of data processing and statistical disclosure methods on data quality.

Task 2: Acquisition and Development of Data The Contractor shall identify and acquire federal and/or non-federal data that can be leveraged to answer questions posed by the government (e.g., household surveys, facility surveys, employer surveys, census data, health claims databases, etc.). When such data are not available, the Contractor shall provide recommendations on ways alternative data sets can be developed. Methods may include building data sets from other pre-existing databases or recommending new data collections. The Contractor should have capacity to conduct large scale data collections (e.g., 10,000 community-based organizations or 35,000 clients or respondents); collect data onsite or through the Internet, telephone, paper forms, and/or through records review; perform complex sampling and weighting procedures for probability samples; and imputation of missing data to account for non- response.

When potential databases or sets are identified, the Contractor shall determine the quality of the data, its completeness, accessibility of the data, any associated costs, use agreements and fees, required security training, etc. In some instances, a data set may need to be manipulated by imputations, weighting, and/or other methods to correct unit or item non- response. Once the COR and program staff have concluded that the databases or sets are fit for use, the Contractor shall acquire and process them. In some instances, the Contractor shall process information for use by others (e.g., processing federal information for use by the states). Should these files be intended for public dissemination, the Contractor shall conduct an evaluation of the risk of disclosure, identify steps to remediate that risk, and then proceed with implementation.

When a new data collection is required, the Contractor shall perform all tasks associated with preparation of instruments or questionnaires including, but not limited to, an Office of Management and Budget (OMB) clearance package, sampling design and execution, field data collection and cleanup, electronic data files/public use data sets along with appropriate disclosure risk review and remediation, and tabular/graphical analyses. This work may also include background research, literature reviews, expert reviews, focus groups, and pilot tests. The Contractor shall conduct and report on expert reviews, interviews, and focus groups. The Contractor shall specify methods that will be used to collect data, whether onsite (e.g., face-to- face interview) or for large-scale data collections including household or establishment surveys, whether the data would be collected through the Internet, telephone, paper forms, and/or through records review. The Contractor shall define site or respondent selection criteria, potential study sites or sampling units, and indicate options and relative advantages of different sampling plans.

Task 3: Analyses of Complex Quantitative and Qualitative Data The Contractor shall prepare, conduct, and translate analyses of complex data sets, such as grantee reports and data; survey data derived from complex sampling designs; federal and/or non-federal databases; and questionnaires, focus groups, public comments, and other narrative and visual materials. The Contractor shall be required to use appropriate statistical software in performing analytic tasks (e.g., SUDAAN, Westvar, SAS, STATA for quantitative analysis; e.g., NVivo, ATLAS.ti, and MAXQDA for qualitative analysis). Analytic results shall be accompanied by interpretation guidance in reports (both narrative and visual) for users to better understand the statistics from a survey or study. The Contractor shall prepare a written report that integrates findings from the data analysis and literature review, and as required, identify current gaps in knowledge and recommended solutions to gaps in knowledge, and prepare and conduct a briefing for COR and project staff on data analysis.

Task 4: Development, Implementation, and Testing of Quality and Assessment Tools The Contractor shall inventory and assess tools (assume 100 community-based organizations will use the tools) related to health, behavioral health, risk/safety, and/or system practice guidelines. The Contractor shall conduct a review of current literature and practice; conduct a review of developments in parallel fields; develop structures, processes, measures, criteria, and benchmarks; consult with key persons and groups (e.g., a panel of experts to discuss, review, and critique indicators); examine new technology and its potential application to the field; prepare written report of process, methods, and findings/results; prepare information for dissemination to relevant audiences; and perform other tasks that promote the testing, validation, and use of tools.

Functional Area 3. COMMUNICATIONS PROJECTS Communication projects conceptualize, plan, research, develop, design, implement, disseminate, and evaluate the effectiveness of communications projects, related materials, and dissemination tactics for awareness building, education, and knowledge transfer. The purpose of communications products is to increase awareness and to educate service providers, consumers, policy makers, the media, ACL staff, and the general public about ACL’s mission to maximize the independence, well-being, and health of older adults, their families, and caregivers; its strategic initiatives, and its programs, products, and services.

The full array of cost-effective modern communications theories, practices, skills, and knowledge may be employed. The Contractor should have a thorough understanding of adult learning theory and theories of change, as well as available communications channels in order to conduct strategic, effective, and user- centric behavioral interventions, campaigns, and outreach. ACL expects the Contractor to leverage print and electronic materials for traditional, online, and social media platforms and stakeholder and public engagement, such as: graphics design and production for print, audiovisual, digital, and electronic media; content development for websites; video and audio production; production of live, satellite, and virtual conferences; and development of PSAs and podcasts. All print and web content shall be consistent with ACL and HHS 508 Accessibility and digital media guidelines.

Task 1: Communications Planning and Evaluation The Contractor shall develop a comprehensive plan for a communications, awareness, education, and/or knowledge transfer project. The plan shall identify the most appropriate target audiences, determine the best evidence-based methods to reach the target audience and effect change, and utilize both conventional and innovative communications strategies and platforms when applicable, and agreed upon by the COR and program staff. To create the plan, the Contractor is expected to undertake strategic planning and development of tactical execution plans; conducting environmental scans, needs assessments, gap analysis, audience analysis and segmentation; storyboarding; focus group and message testing; content development to serve diverse audiences including age–specific, racial, ethnic, tribal, sexual, and gender minority populations, and defining reporting metrics and outcomes.

The Contractor shall propose an appropriate evaluation methodology (e.g., development of consistent metrics across platforms, develop the Office of Management and Budget package/s as needed, and address agency-specific performance measures for all projects, such as conducting formative and evaluative research, and/or outcome and impact evaluations. The Contractor shall develop plans to document “success” and impact stories from the target audience with concrete outcome data and reports on the most important and/or successful outcome data points.

Task 2: Material Development and Dissemination The Contractor will be required to develop and disseminate publications or products as web-based and/or print-based materials, dependent upon the identified Task Order. The Contractor shall develop materials for consumers and other key audiences as specified by the COR, and in select cases, speakers whose first language is other than English.

The Contractor shall assist the COR with the content clearance process as specified in the individual task order. All web content, deliverables, and other elements generated by the Contractor intended for electronic distribution must comply with Section 508 Accessibility and ACL digital communications requirements and guidance. The Contractor shall be responsible for production, layout, copy editing, technical editing assistance, and adherence to ACL and Government Publishing Office requirements for preparing print packages and/or conversion to a variety of other formats (e.g., e-book). The Contractor shall produce drafts for review by the COR and other ACL stakeholders.

Task 3: Outreach and Public Awareness Outreach and Public Awareness consists of applying appropriate communications theories and practices to bring about a desired change designed to improve health and/or well-being. To achieve the program goals and communications objectives in a Task Order, the Contractor will assist in consensus development; build and promote awareness to the target audience; engage stakeholders; and undertake public affairs and media outreach activities.

The Contractor shall disseminate appropriately packaged messages, including but not limited to print, broadcast, digital, and electronic media, to appropriate target audiences that affects appropriate change to achieve project and organization goals.

The Contractor shall develop effective partnerships with, and garner support and collaboration from, professional, non-profit, and civic organizations; private industry; and other governmental agencies to carry out the communications plan and affect the targeted change. The Contractor shall implement the campaign/outreach evaluation as developed in the communications plan. The contractor will submit a written report detailing the evaluation and recommending next steps and/or additional implementation strategies.

Functional Area 4. TECHNICAL ASSISTANCE AND TRAINING PROJECTS ACL provides a wide-range of technical assistance (TA) and/or training for its grantees and various professionals in the field of aging. Training needs range from subject matter expertise to improving business capacity. Multiple methods can be utilized for training and technical assistance, depending on the desired outcome of the training. For example, teams consisting of experts can be utilized to provide TA and/or training simultaneously to multiple programs or sites either virtually or in-person, such as training at grantee meetings. Alternatively, TA and training may incorporate social marketing techniques allowing for individualized knowledge gains.

Under this Domain, the Contractor shall establish and maintain a technical assistance (TA) and/or training initiative in the programmatic areas targeted in the Task Order. The Contractor shall provide TA and/or training in a culturally appropriate manner and include bilingual trainers and TA specialists, as needed. TA and training may be in the form of fact sheets; electronic-based interactive and moderated trainings; self-paced online training courses; blended training approaches; checklists, tip sheets, and guides; in-person, online, and webinar presentations; interactive tools; toolkits; literature reviews; e-blasts; videos; and other instructional training tools and resources that make use of the latest and most cost-effective methods for delivering content.

Task 1: Develop Technical Assistance and/or Training Materials and Mechanisms Contractor shall conduct an environmental scan to understand (i) the existing TA and/or training initiatives that address the target issues and audience/s identified in the Task Order, (ii) perceived needs of the target audience for TA/training in this area, such as via focus groups, requests for information, or consultations/interviews, among other approaches, (iii) extent to which existing materials/curricula meet the needs of the target audience, and (iv) which existing materials/courses could be adapted with permissions or if new materials need to be created. The assessment shall include the best methods for delivering the training/TA to the targeted audience.

The Contractor shall develop new, or adapt existing TA and/or training materials, per consultation with COR and program staff and as informed by the environmental scan in Task 1. This may include obtaining permissions for adapting/incorporating existing material and content, as well as innovating how the TA/training is delivered to optimize its impact. This Task requires the Contractor to translate scientific, research-based, and practice-based knowledge into user-friendly formats and applications that support building organizational capacity of the targeted audiences to do effective work.

The Contractor shall create a dissemination plan and communications materials to ensure the target audience is informed about the availability of the new resource. This could include web-based content, e-news/blasts, social media, email lists, blogs, etc.

Task 2: Deliver Technical Assistance and/or Training The Contractor shall develop an implementation plan to deliver and measure the TA and/or training through the best methods/strategies identified in Task 1. The plan shall identify the steps (selected delivery model/method; frequency; participant selection, tracking, and follow up; and evaluation of TA/training) and timeline.

With COR and program approval, Contractor will implement the TA/training as outlined in the implementation plan, which may include working with learning management systems (LMS). Contractor will distribute communication materials per plan in Task 1. The Contractor shall develop and implement a mechanism for tracking TA and/or training requests and services provided.

Task 3: Assess the Effectiveness of the Technical Assistance and/or Training In Consultation with the COR and program staff, the Contractor shall develop a plan to measure the impact of the TA/trainings. The evaluation should measure a change in the user resulting from the TA/training (e.g., increased knowledge) and the quality of the training itself.

The Contractor shall develop data collection instruments and procedures to evaluate the effectiveness of TA and/or training efforts. The Contractor shall prepare documentation for Paperwork Reduction Act compliance/clearance, if necessary.

The Contractor shall collect data on process, capacity, and impacts of the TA and/or training delivered and provide written summaries of the evaluations to the COR and program staff. The Contractor shall collaborate with ACL and its data contractors as specified by the COR, on the collection, analyses, and reporting of service performance data. At least semi-annually, the Contractor shall assess the quality and impact of the TA/trainings and provide a written summary report of this assessment to the COR and program staff. The semi-annual assessment shall include an aggregate evaluation summary and recommendations for improving TA and/or training.

Functional Area 5. LOGISTICAL SUPPORT PROJECTS It is a goal of ACL to provide leadership and support to our networks, and to be a source of collaboration, innovation, and solutions for our partners. To achieve this, ACL regularly meets with grantees, stakeholders, federal partners, and other interested parties. At times, these engagements are large enough to require sending invitations, tracking responses, locating space, meeting management, and meeting material and report preparation. Engagements may take many forms, for example information sharing (e.g., grantee meetings), listening sessions (e.g., stakeholder meetings), or collaborations/working meetings (e.g., federal partner meetings). The Contractor shall possess the capacity to support the planning of multiple (e.g., two-three events), concurrent activities/events.

Task 1: Meeting Planning The Contractor shall meet with the COR to obtain relevant background information and identify any risks. The Contractor shall arrange for any pre-meeting and onsite planning meetings with the COR, task lead, and/or principal meeting organizers to discuss meeting. Topics may include but are not limited to attendees, site/method (in-person or virtual), dates, timeline, agenda and materials, building and/or personnel security, and other requirements.

Task 2: Meeting Location In-Person Meetings: The Contractor shall…