CCCM PWS - VCL Consulting PWS _Draft.docx

PERFORMANCE WORK STATEMENT (PWS)

Veterans Crisis Line (VCL) Executive Project Management Support for Business Consulting on 988 Expansion

1.0 BACKGROUND

There are approximately 25 million Veterans in the United States and 5 million Veterans who receive care within VHA. Data from the Centers for Disease Control and Prevention indicate suicide rates among men between the ages of 20 and 65 at approximately 22 per 100,000 persons per year. VHA mental health officials estimate 6,400 suicides per year among Veterans, and 1,600 - 1,800 among Veterans receiving health care from VHA. Recent reports have suggested that Veterans may be at an increased risk for conditions and behaviors associated with poor mental health including post-traumatic stress disorder (PTSD), anxiety, depression, and increased rates of substance use; all of which are established risk factors for suicide. For many Veterans in emotional crisis, their first contact with VHA is through the Veterans Crisis Line (VCL).

The Department of Veterans Affairs (VA) is responsible for providing high quality and timely commodities and services for our Veterans and their families. To ensure Veterans have immediate access to trained crisis intervention responders, the VA has established a 24-hour, Veterans Crisis Line, Text, and Chat Service. By establishing these services, the VA will ensure that Veterans, particularly the newest generation of combat Veterans returning from combat zones, have immediate and accessible crisis intervention services.

In 2007, the Joshua Omvig Veterans Suicide Prevention Act was signed that enabled the VA Secretary to provide for a toll-free hotline for Veterans to be staffed by trained personnel and available at all times. The National Veterans Suicide Prevention Hotline was created and in 2011, renamed the Veterans Crisis Line to encourage Veterans and their families and friends, who may be the first to realize a Veteran is in emotional distress, to reach out for support when issues reach a crisis point.

The Veterans Crisis Line is a 24/7/365, national, toll-free, confidential resource that connects Veterans who are in crisis or having thoughts of suicide and their families and friends with qualified, caring responders. Veterans and their family members who are seeking help can dial 1- 800-273-8255, Press 1 (or by calling any VA Medical Center (VAMC) or Community Based Outpatient Clinic (CBOC) and Press 7), to be routed to the Veterans Crisis Line. Historically, the VCL has been comprised of three linked call centers in Canandaigua, NY, established in 2007, Atlanta GA, established in 2016 and Topeka, KS, established in 2018. Beginning in 2021, all additional staff are working remotely and not affiliated with any physical location.

In 2009, VA added anonymous online chat services, with short message service (SMS) communication in 2011. Veterans can chat online or send an SMS “text” to 838255 (VETALK) to receive confidential support 24 hours a day, 7 days a week, and 365 days a year. In 2016, the VCL expanded to include its second call center campus located in Atlanta, GA, and in 2017, its third call center campus located in Topeka, KS. Future expansion of chat and text to all eligible call center staff is planned.

On July 16, 2020, the Federal Communications Commission (FCC) adopted rules to formally establish a new national three-digit emergency telephone number-988-as the new National Suicide Prevention Lifeline (Lifeline) and VCL phone number for Americans in crisis. The FCC rules require all phone service providers to direct all 988 calls to the existing Lifeline number by July 16, 2022. The activation of 988 will simplify Veteran and civilian access to suicide prevention and mental health crisis support services.

2.0 PURPOSE

Veterans Crisis Line (VCL) requires direct program/project management support to anticipate the impact of the National Suicide Hotline Improvement Act (formerly N11 Initiative; referred to in this document as 988), and subsequent steps for growth to meet the needs of Veterans.

3.0 SCOPE OF WORK

The Contractor shall provide direct Project Management support, supporting executive-level analysis, course of action development, implementation planning, facilitating decision making, IPT coordination and documentation, and development of recommendations based on established knowledge and expertise of CCCM.

4.0 PERFORMANCE DETAILS

4.1 Period of Performance

The period of performance shall be for six (6) months from May 2, 2022 – November 1, 2022.

4.2 Type of Order

This will be based on firm fixed price.

4.3 Place of Performance

Primary performance will be conducted at the Contractor’s facility. On occasion, the contractor may need to travel to government sites located throughout the continental U.S. Travel is anticipated for performance of site visits and meeting support as needed by the VCL.

4.4 Travel (Only as necessary)

The contractor shall conduct travel as requested by VCL and will be reimbursed in accordance with applicable Federal travel regulations. The Contractor shall submit all proposed travel plans to the Contracting Officer (CO) and Contracting Officer’s Representative (COR) for review and approval no less than 30 business days in advance of the anticipated departure date.

Travel costs will be included as a separate, cost-reimbursable, “not to exceed” line item.

The principal place of performance for services will be at the Contractor’s site, however the contractor may be required to attend meetings at the Government site location. Authorized travel will be reflected as a separate line item and as a not-to-exceed (NTE) total expenditure. Additionally, the COR must approve all travel requirements/requests before travel begins. Travel that occurs without pre-approval by the COR will NOT be reimbursed. Travel and per diem expenses will be reimbursed on an actual expenditure’s basis in accordance with Federal Travel Regulations and FAR 31.205-46. In order to be reimbursed for travel, the contractor shall submit supporting documentation as required by Federal Travel Regulations with invoices. Expenses for subsistence and lodging will be reimbursed to the contractor only to the extent where an overnight stay is necessary and authorized by Federal Travel Regulations in effect at the time of the stay for the specific location. Profit and G&A will not be an allowable reimbursement expense for travel.

5.0 SPECIFIC MANDATORY TASKS AND DELIVERABLES

5.1 Weekly Planning and Progress meeting:

1. Call the meeting, create the agenda, and provide the meeting minutes [up to (8) meeting minutes delivered per month and no more than 48 over base period-of-performance].

2. Meeting requires the collaboration with 46 staff members twice per week and tracks departments daily operational activities, concerns.

a. Department IPTs include: Onboarding, Clinical Operations (Clin Ops), Business Operations (Bus Ops), Quality Assurance & Training (QA&T), Resource Management (RM), Internal Communications (Internal Comms), Knowledge Management KM), Employee Experience Team (EET), and Innovations Hub (iHub)

5.2 VCL 988 Activation Master Schedule and IPT Weekly Report:

1. Weekly Executive Summary which identifies and tracks:

a. Bottom Line Up Front (BLUF), Issues/Risks and Mitigation Strategies, VCL Directors Office Decisions/Actions Needed and Recent Progress

b. Current status and timelines on Risk Management Log Updates, iHub Change Management Planning, 988 Text/Chat Projections and planning/execution progress

c. Current status and timelines on Training and Precepting Progress per hiring wave

d. Onboarding timelines including

i. PIV Issuance, Communications, IT Equipment, VCL Systems, TMS, Coverage/Planning, Post Onboarding, Training, Precepting and Clearing

e. Milestone on Target Completion dates and Workstream Details- Barriers and Strategies

i. Complete, On Track, At Risk, Critical Risk, Future Task,

f. Retains documented (BLUF) history including all reference materials, sources of information, presentations,

5.3 VCL 988 Integrated Master Schedule:

1. Worked to establish and track:

a. Work Breakdown Structure (WBS), by Phase & Task including % Complete, Duration, Start, Finish, Resource and IPT associated for each

5.4 VCL 988 Executive Leadership Monthly Status Report:

1. Provides an overview and monthly status of the VCL 988 Implementation Planning Project

a. Summarizes Monthly accomplishments, deliverable timeline, personnel updates, and activities for the period

5.5 VCL 988 Risk Management Log:

1. Qualitative Risk Assessment Matrix (tracking Probability & Impact)

a. Risk Rating (Low, Medium, High)

b. Probability of Occurrence (Low, Medium, High)

c. Potential Impact (Low, Medium, High)

d. Mitigation Strategy & Risk Response/Status for each Program area

2. Maintains documented history of all closed and original risks/concerns

5.6 VCL 988 Text and Chat Implementation Project:

1. Text and Chat Implementation Planning (tying together Phone, Text & Chat)

2. Identifying Model Options

a. Training, Staffing, Union Negotiations, Technology & Quality Assurance

3. Operating Model Comparison of Alternatives

a. Provides details on the proposed methodology to understand and compare the characteristics and quality of each Operating Model under consideration.

i. Providing Quantitative & Qualitative Analysis resulting in recommendations for leadership decision-making

b. Quantitative Model Analysis: Methodology

c. Quantitative Model Analysis: Evaluation Criteria (Weight %, Value Definition)

d. Quantitative Comparison: Option 1: Status Quo – Analysis

e. Quantitative Comparison: Option 2: Cross-Train All Responders – Analysis

f. Quantitative Comparison: Option 3: Rotations – Analysis

g. Quantitative Model Analysis: Comparison

i. Operations Impact, Staffing Feasibility, Scalability, Flexibility, Timeline, QA Monitoring, Union Negotiations

h. Qualitative Comparison: VCL Operating Model Option Pros and Cons

i. Qualitative Comparison: Option 1: Status Quo – Pros and Cons

j. Qualitative Comparison: Option 2: Cross-Train All Responders – Pros and Cons

k. Qualitative Comparison: Option 3: Rotations – Pros and Cons

5.7 VCL 988 iHub Change Management Project:

1. Developing a Lanes of Effort (LOE)-based model to provide VCL with 24/7/365 structured support to include:

a. Routine Operations Pod: Responsible for managing routine/day-to-day iHub tasks from onboarding to operations

b. Trouble-buster Pod: Coordinates with OI&T to clearly articulate issues, gather information, and respond to critical incidents

c. Implementation and Development Pod: Identifies and coordinates upcoming/longer-term strategic planning and implementation activities

d. iHub future State Goals:

i. Expand coverage to 24/7/365 to ensure Veterans have uninterrupted, high reliability access to VCL services

ii. Redefine iHub culture and identity within the VCL organization

iii. Provide all VCL staff with the resources, access, and support required to achieve VCL’s mission

iv. Sustain VCL’s innovative nature by implementing strategic, effective, cutting-edge initiatives

2. iHub Change Management – Timeline

a. PROJECT TIMELINE: The iHub Change Management project plan consists of three phases to support the preparation, execution, and sustainment of iHub future state objectives in alignment with 988-phased hiring and Org Chart approval timelines

b. Identifies Action Items & next steps

3. Lanes of Effort Tables

a. Primary Care/Routine Operations (Managing everything from onboarding to operations)

i. Responsibilities, Transition Considerations & Requirements,

b. Trouble Buster Pod (Coordinating with OI&T to clearly articulate issues, gather information and critical incidents)

i. Responsibilities, Transition Considerations & Requirements

c. Implementation Development Pod (Work on upcoming/longer-term strategic planning and implementation activities)

i. Responsibilities, Transition Considerations & Requirements

d. Retains the documented history of Change Management – Actions, Considerations, Next Steps, Recent Progress

e. Internal Comms Discussion Plan

5.8 VCL 988 VCL Collaborations, Partnerships, and Interdependency IPTs, Interviews, Workgroups

1. Substance Abuse and Mental Health Services Administration (SAMHSA)

2. Office of Information & Technology (OI&T)

3. Defense Suicide Prevention Office (DSPO)

4. PREVENTs- President's Roadmap to Empower Veterans and End a National Tragedy of Suicide

5. REACH- Resources for Enhancing All Caregiver Health National Programs

6. Office of Mental Health and Suicide Prevention (OMHSP)

7. Telephony and back up clinical contact center contractor