Solicitation (Amendment 2) W81XWH21R0033 (5 May 21).pdf

AMENDMENT OF SOLICITATION/MODIFICATION OF CONTRACT

Except as provided herein, all terms and conditions of the document referenced in Item 9A or 10A, as heretofore changed, remains unchanged and in full force and effect.

15A. NAME AND TITLE OF SIGNER (Type or print)

30-105-04EXCEPTION TO SF 30

APPROVED BY OIRM 11-84

STANDARD FORM 30 (Rev. 10-83)

Prescribed by GSA

FAR (48 CFR) 53.243

The purpose of this RFP Amendment (Amendment 2) is to provide the Government's response to vendor questions as w ell as an Amended

RFP. In addition, the proposal submission date is changed from NLT 14 May 2021 at 12PM ET to NLT 20 May 2021 at 12PM ET. See RFP

Amendment 2 attachments (Questions and Responses, and Amended Attachment 5 Draft QASP).

1. CONTRACT ID CODE PAGE OF PAGES

S 1 83

16A. NAME AND TITLE OF CONTRACTING OFFICER (Type or print)

16C. DATE SIGNED

BY 05-May-2021

16B. UNITED STATES OF AMERICA15C. DATE SIGNED15B. CONTRACTOR/OFFEROR

(Signature of Contracting Officer)(Signature of person authorized to sign)

8. NAME AND ADDRESS OF CONTRACTOR (No., Street, County, State and Zip Code) X W81XWH21R0033

X 9B. DATED (SEE ITEM 11)

15-Apr-2021

10B. DATED (SEE ITEM 13)

9A. AMENDMENT OF SOLICITATION NO.

11. THIS ITEM ONLY APPLIES TO AMENDMENTS OF SOLICITATIONS

X The above numbered solicitation is amended as set forth in Item 14. The hour and date specified for receipt of Offer X is extended, is not extended.

Offer must acknowledge receipt of this amendment prior to the hour and date specified in the solicitation or as amended by one of the following methods:

(a) By completing Items 8 and 15, and returning copies of the amendment; (b) By acknowledging receipt of this amendment on each copy of the offer submitted;

or (c) By separate letter or telegram which includes a reference to the solicitation and amendment numbers. FAILURE OF YOUR ACKNOWLEDGMENT TO BE

RECEIVED AT THE PLACE DESIGNATED FOR THE RECEIPT OF OFFERS PRIOR TO THE HOUR AND DATE SPECIFIED MAY RESULT IN

REJECTION OF YOUR OFFER. If by virtue of this amendment you desire to change an offer already submitted, such change may be made by telegram or letter, provided each telegram or letter makes reference to the solicitation and this amendment, and is received prior to the opening hour and date specified.

12. ACCOUNTING AND APPROPRIATION DATA (If required)

13. THIS ITEM APPLIES ONLY TO MODIFICATIONS OF CONTRACTS/ORDERS.

IT MODIFIES THE CONTRACT/ORDER NO. AS DESCRIBED IN ITEM 14.

A. THIS CHANGE ORDER IS ISSUED PURSUANT TO: (Specify authority) THE CHANGES SET FORTH IN ITEM 14 ARE MADE IN THE

CONTRACT ORDER NO. IN ITEM 10A.

B. THE ABOVE NUMBERED CONTRACT/ORDER IS MODIFIED TO REFLECT THE ADMINISTRATIVE CHANGES (such as changes in paying office, appropriation date, etc.) SET FORTH IN ITEM 14, PURSUANT TO THE AUTHORITY OF FAR 43.103(B).

C. THIS SUPPLEMENTAL AGREEMENT IS ENTERED INTO PURSUANT TO AUTHORITY OF:

D. OTHER (Specify type of modification and authority)

E. IMPORTANT: Contractor is not, is required to sign this document and return copies to the issuing office.

14. DESCRIPTION OF AMENDMENT/MODIFICATION (Organized by UCF section headings, including solicitation/contract subject matter where feasible.)

10A. MOD. OF CONTRACT/ORDER NO.

2. AMENDMENT/MODIFICATION NO. 5. PROJECT NO.(If applicable)

6. ISSUED BY

3. EFFECTIVE DATE

05-May-2021

CODE

USA MED RESEARCH ACQ ACTIVITY

820 CHANDLER ST

FORT DETRICK MD 21702-5014

W81XWH 7. ADMINISTERED BY (If other than item 6)

4. REQUISITION/PURCHASE REQ. NO.

CODE

See Item 6

FACILITY CODECODE

EMAIL:TEL:

W81XWH21R0033

SECTION SF 30 BLOCK 14 CONTINUATION PAGE

SUMMARY OF CHANGES

SECTION A - SOLICITATION/CONTRACT FORM

The required response date/time has changed from 14-May-2021 12:00 PM to 20-May-2021 12:00 PM.

SECTION B - SUPPLIES OR SERVICES AND PRICES

CLIN 0001

The CLIN extended description has changed from:

Contractor to provide Outreach and Contact Center General Support Services in accordance with the attached

Performance Work Statement (PWS). Task 2 Section 2.2.2, Task 3 Section 2.2.3, and Task 4 Section 2.2.4

(Includes 15 Day Transition-In Period IAW PWS Section 2.1.4 (a))

To:

Contractor to provide Outreach and Contact Center General Support Services in accordance with the attached

Performance Work Statement (PWS). Task 1 Section 2.2.1, Task 2 Section 2.2.2, Task 3 Section 2.2.3, and Task 4

Section 2.2.4 (Includes 15 Day Transition-In Period IAW PWS Section 2.1.4 (a))

CLIN 1001

Contractor to provide Outreach and Contact Center General Support Services in accordance with the attached

Performance Work Statement (PWS). Task 2 Section 2.2.2, Task 3 Section 2.2.3, and Task 4 Section 2.2.4

(Includes 30 Day Transition-In Period IAW PWS Section 2.1.4 (a))

Contractor to provide Outreach and Contact Center General Support Services in accordance with the attached

Performance Work Statement (PWS). Task 1 Section 2.2.1, Task 2 Section 2.2.2, Task 3 Section 2.2.3, and Task 4

Section 2.2.4

CLIN 2001

Contractor to provide Outreach and Contact Center General Support Services in accordance with the attached

Performance Work Statement (PWS). Task 2 Section 2.2.2, Task 3 Section 2.2.3, and Task 4 Section 2.2.4

Contractor to provide Outreach and Contact Center General Support Services in accordance with the attached

Performance Work Statement (PWS). Task 1 Section 2.2.1, Task 2 Section 2.2.2, Task 3 Section 2.2.3, and Task 4

CLIN 3001

Contractor to provide Outreach and Contact Center General Support Services in accordance with the attached

Performance Work Statement (PWS). Task 2 Section 2.2.2, Task 3 Section 2.2.3, and Task 4 Section 2.2.4

Contractor to provide Outreach and Contact Center General Support Services in accordance with the attached

Performance Work Statement (PWS). Task 1 Section 2.2.1, Task 2 Section 2.2.2, Task 3 Section 2.2.3, and Task 4

CLIN 4001

Contractor to provide Outreach and Contact Center General Support Services in accordance with the attached

Performance Work Statement (PWS). Task 2 Section 2.2.2, Task 3 Section 2.2.3, and Task 4 Section 2.2.4

Contractor to provide Outreach and Contact Center General Support Services in accordance with the attached

Performance Work Statement (PWS). Task 1 Section 2.2.1, Task 2 Section 2.2.2, Task 3 Section 2.2.3, and Task 4

CLIN 5002

The contractor shall invoice each month based on the actual total call volume for that month utilizing the total

"agreed to" FFP Tiered Pricing Schedule as listed below (and IAW Section J, Atch 12):

TIER I - TRIAGE SUPPORT TIERED MONTHLY PRICING

PRICE PER CALL 1-4,000

Monthly Calls $ 4,001 - 10,000 Monthly Calls $ >10,001

Monthly Calls $

TIER II - INTAKE COACHING SUPPORT TIERED MONTHLY

PRICING PRICE PER CALL 1-2,500 Monthly Calls $

2,501 - 5,000 Monthly Calls $ > 5,001 Monthly Calls $

TIER III - FOLLOW-UP CARE and IN-TRANSITION COACHING

TIERED MONTHLY PRICING PRICE PER CALL

1-7,000 Monthly Calls $ 7,001 to 105,000 Monthly Calls $

> 105,001 Monthly Calls $ TIER IV - IN-TRANSITION

OUTBOUND MODEL TIERED MONTHLY PRICING PRICE

PER CALL 1- 20,000

Monthly Calls $ 20,001 - 50,000 Monthly Calls $ >

50,001 Monthly Calls $ TIER V – IN-TRANSITION

OUTBOUND MODEL INITIAL VOICEMAILS FOR PRICE PER CALL UNREACHABLE CALLS /

TEXT MESSAGES1 – 20,000 Monthly Calls $

20,001 – 50,000 Monthly Calls $ >50,001 Monthly

Calls $

The contractor shall invoice each month based on the actual total call volume for that month utilizing the total

"agreed to" FFP Tiered Pricing Schedule as listed below (and IAW Section J, Atch 12):

TIER I - OUTBOUND - AUTOMATIC ENROLLMENT; CONTACT MADE TIERED MONTHLY

PRICING PRICE PER CALL 1-4,000 Monthly Calls $

4,001 - 10,000 Monthly Calls $ >10,001 Monthly Calls $

TIER II - OUTBOUND - AUTOMATIC ENROLLMENT OR FOLLOW UP - CONTACT NOT MADE OR

DIGITAL COMMUNICATIONS TIERED MONTHLY PRICING PRICE PER CALL 1-2,500 Monthly Calls

$ 2,501 - 5,000 Monthly Calls $ > 5,001 Monthly

Calls $

TIER III - OUTBOUND - COACHING AND ALL OTHER FOLLOW UPS TIERED MONTHLY

PRICING PRICE PER CALL 1-7,000 Monthly Calls $

7,001 to 105,000 Monthly Calls $ > 105,001 Monthly Calls $

TIER IV - INBOUND - INBOUND COACHING REFERRALS AND INBOUND COACHING CALLS

TIERED MONTHLY PRICING PRICE PER CALL

1- 20,000 Monthly Calls $ 20,001 - 50,000 Monthly Calls $

> 50,001 Monthly Calls $

TIER V – INBOUND - NON-COACHING TIERED MONTHLY PRICING

PRICE PER CALL1 – 20,000 Monthly Calls $ 20,001 –

50,000 Monthly Calls $ >50,001 Monthly Calls $

SECTION C - DESCRIPTIONS AND SPECIFICATIONS

The following have been modified:

PWS

PERFORMANCE WORK STATEMENT

Title: inTRANSITION OUTREACH CALL CENTER AND TRANSITIONAL SUPPORT

PROGRAMS SUPPORT SERVICES

Requiring Activity Name: DEFENSE HEALTH AGENCY, RESEARCH AND DEVELOPMENT

DIRECTORATE (J9), PSYCHOLOCIAL HEALTH CENTER OF EXCELLENCE (PHCoE)

1.0 Overview

This is a non-personal services requirement to provide a Transition Support Contact Call Center Program

(operationalized by the name “inTransition”) to transitioning service members or veterans who are currently receiving psychological health care (i.e, mental health care or behavioral health care) and wish to receive care at their new destination or with a new provider in their same location, or wish to initiate psychological health care for the first time. The Psychological Health Center of Excellence (PHCoE) seeks Contractor support to establish and maintain a 24 hours a day, 7 days a week (24/7) toll-free contact call support center that operates 365 days per year. Additionally, the inTransiton call center will be staffed by professionals who are trained and licensed to provide mental health care to bridge the transitional knowledge gap between identification and receipt of psychlogical health care services for a broad range of users, including Active Duty Service Members, Reserve Component, National Guard, Coast Guard, andVeterans and their family members.

The inTransition Call Center staff are not providing therapy under the terms and conditions of this contract nor are they a part of any direct health care service. Membership or eligibility determination is not a requirement or function of the contract.

Within the inTransition Call Center, the Contractor shall maintain a Psychlogical Health Resource

Center (PHRC) which will provide care and other transition support resources to anyone who seeks them.

The Contractor support also involves maintaining and periodically updating the inTranstion Resource

Database for use at the Call Center and PHRC to support the transition of psychological health care services and provide information for a variety of transition-related resources for separating service members

The contractor shall also be responsible for conducting in-person and virtual outreach to socialize inTransition, the PHRC, as well as any other PHCoE programs or initiatives to include the Real Warriors

Campaign. This outreach and socilization shall be targeted to a variety of stakeholders to include Active

Duty, National Guard, Reserve Component, Department of Veterans Affiars (VA) and other civilian and

DoD leadership and clinicians under the direction and with the approval of the Government.

Additionally, the contractor shall periodically provide technical support and subject matter expertise to enhance and advance the PHCoE mission, synchronizing with related efforts across PHCoE and the

Defense Health Agency (DHA).

1.1 Scope.

The Psychological Health Center of Excellence (PHCoE) undertakes the mission to maximize opportunities for

Service Members (active duty, reserve components, and National Guard), Coast Guard, Veterans, and their families to thrive through a collaborative global network promoting resilience, recovery, and reintegration for Psychological

Health (PH). The PHCoE accomplishes this through four primary initiatives:

Information Clearinghouse. The PHCoE serves as the central source where any warrior, family member, caregiver, clinician, researcher, educator, military leader, media specialist, or other interested party may obtain current information regarding PH. The knowledge and information managed spans a wide spectrum, in depth and breadth, which is relevant to consumers and producers of scientific data and relevant to the layperson, across various PH issues.

Outreach. As a premiere resource on PH issues, the PHCoE plays a very active role in strategically disseminating information of relevance to multiple target audiences, and actively engages with warriors, warrior families, caregivers, clinicians, researchers, leaders, educators, support organizations, and treatment resources to connect, share, collaborate, and coordinate to serve the needs of our warrior families.

Advocacy. The PHCoE engages network resources to proactively identify concerns regarding the receipt, delivery, and navigation of care for our wounded warriors, as well as to assist in the identification and mobilization of those resources that best address those concerns.

inTransition. The Defense Centers of Excellence for Psychological Health and Traumatic Brain Injury

(DCoE) was created in December of 2007 in response to a mandate by Congress for the Department of

Defense (DoD) to address psychological health and traumatic brain injury. In February 2016, DCoE transitioned from the U.S. Army Medical Research and Development Command (MRDC) to the Defense

Health Agency (DHA). In November 2017, DCoE was dissolved and the Deployment Health Clinical

Center (DHCC) became PHCoE. PHCoE was established and tasked to focus exclusively on psychological health. PHCoE’s mission is to improve the lives of our nation’s service members, families, and veterans by advancing excellence in psychological health care and prevention psychological health disorders. PHCoE’s intent is to be the trusted source and advocate for psychological health (PH) knowledge and standards and profoundly improve the systems of care. Target audiences include MHS leaders, healthcare providers, academic centers, service members, veterans, military families, communities, and other stakeholders.

PHCoE collaborates across the Defense Department, Department of Veteran Affairs and other agencies to provide leadership and expertise, inform policy, and drive improvements in psychological health outcomes.

Target audiences include MHS leaders, healthcare providers, academic centers, service members, veterans, military families, communities, and other stakeholders. By serving as the principle integrator and authority on psychological health knowledge and standards of care for the DoD, PHCoE is uniquely positioned to accelerate improvements in psychological health outcomes and policy impacting the continuum of care and further reducing variability across the Services. inTransition supports continuity of care between mental health care providers and systems for transitioning service members and veterans. In addition to providing outreach and promotion for inTransition, the program also promotes the PHCoE, the PHCoE website, other relevant PHCOE programs (such as Real Warriors Campaign) and relevant activities of the PHCoE

Component Centers.

1.2 Background

U.S. military forces have been engaged in conflicts around the world in support of the Global War on Terror, including Operation Iraqi Freedom (OIF), Operation Enduring Freedom (OEF), Operation New Dawn (OND), Operation Inherent Resolve, and Operation Freedom's Sentinel. Ongoing deployments, changing demographics, and other challenges exert considerable stress on military members, their families, leaders, clinicians, employers, and entire communities. Concern over these and other issues can adversely affect mission readiness.

In 2007, there were multiple efforts, in the form of various task forces, commissions, and work groups, to address and assess the needs of our returning warriors and their families. Many of these efforts identified inadequate resources and a paucity of programs to address the needs of warriors with PH and TBI issues and warrior families.

The PHCoE was established based on recommendations resulting from these efforts.

As of 2010, Department of Defense Transition Program indicated that during transitional periods, service members receiving behavioral health care are at risk for disengagement from treatment or deterioration of their health status.

The "Report of the Department of Defense (DoD) Task Force on Mental Health" (June 2007) recommended, and good clinical practice requires implementation of methods to ensure that continuity of care is maintained across military-to-military, military-to-civilian and civilian-to-military transitions. In addition to broader policy initiatives under development that will strengthen provider-to-provider clinical transfers of care and close any potential gaps in the behavioral health care continuum for military personnel, DoD instituted an adjunctive program called the inTransition program specifically for transitioning Service members receiving behavioral health care. This program assigns Service members an inTransition coach to provide a bridge of individual support between health care systems and providers through coaching services by phone worldwide. The inTransition coach does not perform case management nor deliver behavioral health care. Instead, they support the service member or veteran to identify and overcome barriers to psychological health care and help facilitate their connection to a receiving health care provider and health care system. The Military Services are directed to utilize the inTransition program in accordance with program guidance provided.

Personnel support for the inTransition program is provided via a central contract through the United States Army

Medical Research Acquisition Activity (USAMRAA), and the Services are not required to contribute to the cost.

Active duty and reserve component Service members and veterans who are transitioning to a new geographic location or into a new system of care and who are engaged in and recommended for continued treatment of a behavioral health condition or concern are eligible for this program. Also, service members and veterans seeking to initiate psychological health care for the first time are also able to use inTransition. Transitioning Service members at greatest risk for disengaging from care that are targeted for this program are:

• Service members who recently received or are receiving behavioral health care, scheduled for a permanent change of station (PCS) or an extended temporary duty station.

• Wounded, Ill and Injured Service members who recently received or are receiving behavioral health care and are returning to home station following rehabilitative care at an (MTF), Warrior Transition Unit

(WTU) or Department of Veterans Affairs (DVA) facility.

• Service members who recently received or are receiving behavioral health care and are separating from active duty or otherwise are transitioning care to the DVA or any other healthcare system or provider.

• Reserve component Service members being activated who recently received or are receiving behavioral health care and must transition DVA care to an MTF.

• Service members making transitions from one location to another, including a deployed setting, who are/have been receiving behavioral health care, and who do not fall into one of the categories above.

Veterans of any Service regardless of time in service or characterization of discharge

1.3 Objectives of inTransition Program to include offsite Call Center and Outreach Efforts

This procurement is for inTransition, a 24/7 transition support contact Call Center that provides a toll-free number for a broad range of users, including Service Members and their clinicians. The inTransition program provides individual coaching to service members and veterans seeking a new psychological health care provider or maintaining psychological health care continuity as they transition between providers, geographic locations, and health care systems.

The program’s Resource Database is a repository of information on care resources and ancillary support services that inTransition coaches may use when helping service members or veterans initiate or maintain mental health care during transitional periods. The inTransition Resource Database shall be robust enough as to have available resources for transitioning service members anywhere in the world. Last, this procurement is for outreach, both in-person and virtual, to socialize, promote, and present on inTransition as well as any other PHCoE initiative or program (to include the Real Warriors Campaign).

The Resource Database will contain relevant and current health, support, and program resource information that is accessible to the inTransition call center personnel for as-indicated dissemination to transitioning Service Members and Veterans enrolled in inTransition coaching as well as any user of the Psychological Health Resource Center

(PHRC) such as service members, veterans, family members caregivers, military leaders, clinicians, employers, researchers, educators, and community members. Inclusion of the inTransition Database into a pre-existing resource database will be considered, if there is value added for the purposes of the inTransition program.

The inTransition program shall provide an incoming call triage service to answer and direct calls to the appropriate area (i.e., an inTransition coaching intake, the Psychological Health Resource Center, or a crisis line). The inTransition Call Center provides coaching support services by offering information and ongoing coaching to assist service members and veterans connect to care and overcome barriers to connecting to care and otherwise encouraging the utilization of behavioral health services.

1.4 Non-Personal Services

This award identifies services that are strictly non-personal in nature.

1.5 Inherently Governmental Functions

This requirement has been reviewed and contains no services that are inherently Governmental functions.

1.6 Acquisition Functions Closely Associated with Inherently Governmental Functions

Not applicable to this contract.

1.7 Organizational Conflict of Interest Category

United States Army Medical Research Acquisition Activity (USAMRAA) has categorized all its non-purchased care requirements into three broad categories, as defined below, for purposes of identifying, avoiding, or mitigating against Organizational Conflicts of Interest (OCIs) in accordance with FAR Subpart 9.5. These categories are defined as follows:

Category 1: Internal Support: Where services, by their very nature, give the Contractor access to non-public procurement sensitive data about the contract requirements, other contractors’ proprietary information, or put the contractor in a position to influence the award decision on a contract in which they are participating. Services would be characterized as having access to Command Wide procurement sensitive information, or work that could likely have an influence over follow-on awards or contracts within subordinate directorates/ Commands

Category 2: Program Management Support: Services which assist in planning and managing its activities and programs. This includes, for example: requirements analysis, acquisition support, budget planning and management, business process reengineering, program planning and execution support, and independent technical management support.

Category 3: Product Support. Services or end items required to meet the mission requirements of

PHCOE’s non-public procurement sensitive data regarding the organization’s activities and programs. This includes, for example: concept exploration and development; system design; system development and integration; COTS procurement and integration; internal development testing; deployment; installation;

operations; and maintenance. Services can be characterized as having little or no access to procurement sensitive information other than the immediate requirement and little chances of follow-on work that can be influenced by the immediate requirement.

Contractor participation in more than one of these areas may give rise to an unfair competitive advantage resulting from access to advance acquisition planning, source selection sensitive or proprietary information. Furthermore, Contractor participation in more than one area may give rise to a real or apparent loss of Contractor impartiality and objectivity where its advisory or planning assistance in one area potentially affects its present or future participation in another area.

The purpose of this categorization is to accomplish the following three objectives: (1) to inform prospective Offerors that USAMRAA presumes that award of a contract or order in the subject category will give rise to real or apparent

OCIs with respect to requirements in the other two categories; (2) to assist current Contractors and prospective

Offerors in developing their own business strategies regarding participation in USAMRAA requirements and in identifying and, where possible, avoiding or mitigating against OCIs; and (3) to ensure that all current Contractors and prospective Offerors are afforded the maximum practicable opportunity to compete for all USAMRAA requirements consistent with the restrictions required under FAR Subpart 9.5 and sound business practices.

For purposes of identifying, avoiding and / or mitigating against OCIs, USAMRAA will examine all its non-purchased care requirements and acquisitions regardless of the cognizant contracting activity (e.g., USAMRAA, GSA, other agency Multiple Award Schedules, etc.) or the type of contract vehicle used (e.g., FSS order, Fair

Opportunity competitive order under Multiple Award ID/IQ Contracts, competitively negotiated awards under FAR

Part 15, etc.).

Each non-purchased care solicitation will therefore be designated as falling within one of the three above defined categories. The work called for under this contract / order has been determined by USAMRAA to fall within the following non-purchased care OCI category:

Category 2: Program Management Support

2.0 PWS REQUIREMENTS

2.1 Task Management Requirements

The Contractor shall provide sufficient management to ensure that this contract is performed efficiently, accurately, on time, and in compliance with the requirements of this PWS. Specifically, the Contractor shall designate a single

Program Manager to oversee this contract and supervise staff assigned to the four tasks under this contract. The

Contractor shall ensure that the (Non-Disclosure Agreement Deliverable 1) is signed by all staff assigned to or performing on this contract including all subcontractors. Staff copies shall be maintained on site at the contractors facility and made available to the COR upon request and before performing any work. A signed Non-Disclosure

Statement is due from each employee prior to performing any work on this contract.

2.1.1 Monthly Progress Report (MPR)

The Contractor shall ensure that a MPR is submitted outlining the ODC expenditures, billings, progress, status, and any problems/issues encountered in the performance of this contract. (MPR Deliverable 2)

The Contractor shall require all subcontractors to provide input to the MPR where there are critical or significant tasks related to the prime contract. Critical or significant tasks shall be defined by mutual agreement between the

Government and Contractor.

The Contractor shall provide data collection and reports in support of program evaluation efforts that support the activities of the PHCoE. Program Evaluation performed by third party organizations is essential as it relates to the verification of the effectiveness of PHCoE’s Outreach/Transition Support Contact Call Center program. All support furnished by Contractor for the inTransition/Outreach Call Center Program, Outreach Efforts under this Task is included in the evaluation metrics already identified as part of this contract.

These evalution measures will be ones that have not been previously identified in Deliverable 2 Monthly Progress

Report (MPR), Deliverable 18 inTransition Data Analysis and Dissemination, Deliverable 19 Database, and

Deliverable 15, ICE Tracking/Reporting System and will not require Contractor to upgrade, materially reconfigure, or modify its information systems, data bases and data collection procedures.

Additionally, this Task will be used when data that has been previously reported and needs to be defined or has been previously reported in a specific report (for example performance, outreach efforts, or data that was previously reported and needs to be collected and reported as not specified in the PWS). These requests for additional data collection and reports in support of program evaluation research must be approved by the COR. The Government reserves the right to make a determination as to the extent of the information requested and if it wishes to act upon the fee quote provided by the Contractor in response to the request for additional data.

Additional data information requests will include:

Extracted Records

Print Records

De-identification of Records

Ship Records

Interviews or discussion(s) with staff

Case file reviews

Metrics reporting.

The MPR is due 45 days after this contract is awarded and is due no later than the 15th day of each month thereafter.

2.1.2 Subcontractor Expenditures Report

The Contractor shall prepare and deliver a (Subcontract Expenditures Report Deliverable 3) that discloses actual subcontract expenditures by company name, business size standard (i.e., Woman Owned Business, Veteran Owned

Business, etc.), and other socioeconomic programs (i.e., Indian Incentive Program, Historically Black Colleges and

Universities and Minority Institutions, etc.).

The Subcontractor Expenditure Report is due 90 days after this contract is awarded and is due quarterly thereafter.

A final submission reflecting all expenditures is due within five (5) days before this contract ends.

2.1.3 Work Breakdown Structure (WBS)

The Contractor shall develop a detailed (WBS Deliverable 4) to define precise and measurable tasks, milestones, reviews, and deliverables. The detailed WBS should represent how the Contractor plans to accomplish the entire work scope and be consistent with Government organizations and processes. The detailed WBS shall serve as the framework for contract planning, budgeting, and reporting of cost/price and schedule status to the Government. The

Contractor shall identify major elements of subcontracted work in the detailed WBS. As part of this effort, the

Contractor shall prepare and deliver a WBS Dictionary describing the efforts under this contract associated with each WBS element. For each WBS component, the WBS dictionary shall include a code of account identifier, a description of the scope of work, defined deliverables, and a list of associated activities. Other information may include contact information, start and end dates, resources required, estimate of cost, quality requirements, and technical references to facilitate performance of the work. The Contractor shall ensure that the MPRs, schedules, and cost reports are tied to the WBS.

The Contractor’s WBS shall include a Responsibility Assignment Matrix (RAM) linking the Contractor’s organizational structure to the WBS. The RAM must clearly indicate who shall be accountable for each WBS element, including contact information. The Contractor shall maintain the RAM.

The WBS is due 45 days after this contract is awarded and is to be updated as required.

2.1.4 Transitional Support

a. Incoming Transition Plan

The Contractor shall provide a draft Incoming Transition Plan with proposal. The duration for incoming transition is expected to be 15 days. The Contractor shall coordinate with the Government in planning and implementing a complete transition to the Contractor's support model. The Contractor shall collaborate with the

Government to develop and deliver a Final Incoming Transition Plan (Incoming Transition Plan Deliverable

5). This plan shall include, but is not limited to, the following:

Coordination with Government representatives;

Review, evaluation, and transition of current support services;

Development of schedule with timed activity sequencing charts, and established milestones;

Development of the business rules for implementation of this incoming transition support in conjunction with staff at Force Health Protection and Readiness Programs, Office of the Assistant Secretary of Defense, Health Affairs (OASD, HA);

Identification of all referral sources;

Confirmation of program goals and success factors;

Confirmation of how the program will be communicated;

Development of talking points and rules of engagement for the Service Members, Veterans, or their family, including person centric approaches with messages focusing on choice to participate;

Assessment of synergies for communication of the program with other sources;

Development and attainment of logistics and workflows for collaboration;

Performance of in-service training with referral sources to ensure smooth interfaces;

Employment of new staff for program;

Completed customization of electronic record format;

Test data transfers and aggregation initiatives to ensure robust data collection and reporting mechanisms;

Selection of additional staff for program and orientation of all staff to the program;

Testing of all interfaces;

Allowance for software launch;

Finalization of reporting processes; and, Going live. (full performance) on day 16 of performance (100% CLIN 0001 and 0002 services).

Contractor shall include their plan to shift to full performance on day 16 of performance (to include a Call

Center Staff meeting the experience requirements in PWS Section 2.2.2.1 and capable of providing full support IAW Call Center metrics and PWS Section 2.2.5 objectives and measures).

The final Incoming Transition Plan is due 5 days after this contract is awarded.

b. Outgoing Transition Plan

The Contractor shall provide a draft Outgoing Transition Plan (Outgoing Transition Plan Deliverable 6) for

30 days of transitioning work from the existing contract to a new contract/task order or Government entity.

This transition may be to a Government entity, another Contractor, or to the incumbent contractor under a new contract/task order. In accordance with the Government-approved plan, the Contractor shall assist the

Government in planning and implementing a complete transition from this Contract and/or task orders issued under this Contract to a successful provider. This shall include formal coordination with Government staff and successor staff and management. It shall also include delivery of copies of existing policies and procedures and delivery of required metrics and statistics. The Outgoing Transition Plan shall include, but is not limited to, the following:

Coordination with Government representatives;

Review, evaluation, and transition of current support services;

Transition of historical data to new contractor system;

Transfer of hardware warranties and software licenses (if applicable);

Transfer of all necessary business and/or technical documentation;

Transfer of compiled and un-compiled source code, to include all versions, maintenance updates, and patches (if applicable);

Orientation phase and program to introduce Government personnel, programs, and users to the Contractor's team, tools, methodologies, and business processes;

Disposition of Contractor purchased Government owned assets, including facilities, equipment, furniture, phone lines, computer equipment, etc.;

Turn-in of all Government keys, ID/access cards, and security codes.

The Transition-Out Plan is to be submitted NLT 60 days before the final exercised option or end of contract

(whichever comes first).

2.1.5 Program Management Plan (PMP)

The Contractor shall develop a (PMP Deliverable 7) that shall require COR approval. It will be used to manage, track, and evaluate the Contractor’s performance. The Program Management Plan shall consist of control policies and procedures in accordance with standard industry practices for project administration, execution, and tracking.

The Program Management Plan shall include the following:

Identification of milestones where Government information/activity is required and timeline dependencies for subsequent Contractor activities;

An Integrated Master Management Plan (IMMP) describing the Contractor’s overall management approaches, policies, and procedures including suggested project metrics; and, A detailed staffing plan with key personnel identified by the Contractor and approved by the COR.

A draft PMP shall be due with proposal submission and the final PMP shall be due no later than five (5) calendar days after the award of the contract. This PMP will be updated as required.

2.1.6 Quality Control Plan (QCP)

The Contractor shall prepare and adhere to a (QCP Deliverable 8) Quality Control Plan (QCP). The QCP shall document how the contractor shall meet and comply with the quality standards established in this PWS. At a minimum, the QCP must include a self-inspection plan, an internal staffing plan, and an outline of the procedures that the contractor shall use to maintain quality, timeliness, responsiveness, customer satisfaction, and any other requirements set forth in this solicitation.

The QCP shall be due NLT 15 DACA and will be updated as bi-annually thereafter.

2.1.7 Continuity of Operations Planning

Disruption of normal operations calls for national emergency and other planning. The Contractor shall be responsible for preparing and submitting COOP plans in case such events occur.

a. Continuity of Operations Plan (COOP)

The Contractor shall prepare and submit a (COOP Deliverable 9) to the Government. The COOP shall be due ten

(10) calendar days after the contract award and shall be updated on a quarterly basis. The COOP shall document

Contractor plans and procedures to maintain operations during an emergency. The COOP shall include the following:

A description of the Contractor’s emergency management procedures and policy;

A description of how the contractor shall account for its employees during an emergency;

Planned temporary work locations or alternate facilities;

How the contractor shall communicate with PHCoE / DHA during emergencies;

A list of primary and alternate Contractor points of contact, each to include:

o Telephone numbers o E-mail addresses;

Procedures for protecting GFE (if any);

Procedures for safeguarding sensitive and/or classified Government information (if applicable);

Procedures for backing up all data sources; and

A description of data security procedures.

The COOP shall be activated immediately after determining that an emergency has occurred, shall be operational within twelve (12) hours of activation, and shall be sustainable until the emergency situation is resolved and normal conditions are restored or the contract is terminated, whichever comes first. In case of a life threatening emergency, the Contracting Officer Representative (COR) shall immediately make contact with the Program Manager to ascertain the status of any Contractor personnel who were located in Government controlled space affected by the emergency. When any disruption of normal, daily operations occurs, the Contractor Program Manager and COR shall promptly open an effective means of communication and verify:

Key points of contact (Government and Contractor);

Temporary work locations (alternate office spaces, telework, virtual offices, etc.);

Means of communication available under the circumstances (e.g., email, webmail, telephone, FAX, courier, etc.); and, Essential work products expected to continue production by priority.

The Government and Program Manager must make use of the resources and tools available to continue PHCoE /

DHA contracted functions to the maximum extent possible under emergency circumstances.

b. inTransition Call Center Call Surge Plan

To manage a potential call surge, the Contractor shall be prepared to place a small team of Transition Consultants

“on call” in preparation for a potential surge. Further validation of an actual surge would “activate” the surge team such that they are fulfilling all functions of the Outreach Contact Call Center Support and Transitional Support

Program operations.

inTransition receives three (3) monthly lists of separating service member names from the DHA.

1. SPR or Separation List – Service members who have recently separated and had mental health and or moderate to severe traumatic brain injury contact in the 12 months prior to separation.

2. MHRF or Mental Health Referral List – Service members enrolled in inTransition as a result of responses provided on the PDHA or PDHRA (usually Reserve component service members).

3. SHA/SHPE – Service Members enrolled into the program as a result of responses provided on the

Separation Health Physical Examination (SHPE) or the VA’s Separation Health Assessment

(SHA).

These lists are gathered by DHA and are sent to the Contractor monthly. Regardless of which list the service member is on, the Call Center will engage them in the same manner. Names on the list are contacted 3 times within

30 days of the Contractor’s receipt of the names so to confirm program enrollment, conduct the intake, and then schedule the first coaching session. The three calls are all made within a seven (7) day period.

The average number of names on all three DHA-provided lists is 6,300 per month. inTransition also receives an average of 800 inbound calls (self or provider referrals) per month. In the event the lists total increases by 50% or greater for a particular month (to 9,450 or more names), a “surge support” capability will be implemented by the

Contractor to ensure no delay in service member contact occurs. Further, if there is a combined increase in calls

(from both inbound and outbound calls) that exceeds 3,150 for a given month, the surge will also be activated.

When a surge is activated, the contractor shall provide an adjunct monthly deliverable report indicating the number of total names received, the number of names contacted, the number of declined enrollments, the number of unreachable after three (3) attempts, and the number of successful enrollments. It is assumed that each monthly list of names is contacted within 30 days of the Contractor’s receipt. Should delinquency in contacting these names result in a surge activation, appropriate contract remediation will occur as determined by the Government.

The Contractor shall provide for Call Center Surge Support in the event of an unexpected or unplanned increased in the number of inbound calls and or outbound calls or should the combined call volume increase (above 6,300) be

3,150 or greater in a given month. Validation by the Government would “activate” the surge team such that the

Contractor continues to fulfill all functions of the Call Center as defined in this PWS.

The Contractor shall provide an inTransition Center Support Program Surge Plan (Call Surge Plan Deliverable 10) that includes, but is not limited to, the following:

Number of available Outreach/Transition Consultants who can support the surge

Approximate staffing (Information Technology (IT) and Outreach/Transition Consultants) to support the surge

Delivery of results of call surge metrics within 2 business days (Surge Metrics Report Deliverable 11)

A Call Surge Plan shall be due 30 days after this contract is awarded and will be updated as required. The call surge metrics is due 2 days after each surge event.

2.1.8 Communications Plan. The Contractor shall prepare and submit a (Communications Plan Deliverable

12) to the Government. The Communications Plan shall be due ten (10) calendar days after the award of the contract and shall be updated on a quarterly basis. The Communications Plan shall provide a framework to manage and coordinate the wide variety of communications that take place during the project. The Communications Plan shall document who will receive the communications between the

Government and the Contractor, how the communications will be delivered, what information will be communicated, who communicates the information, and the frequency of the communications. All written external communications and products to include factsheets, articles, website postings, etc., written in support of either inTransition Call Center or other PHCoE entity as requested by the Government must be reviewed and approved by the Government.

2.1.9 Service Contract Reporting (SCR) – Formerly Contractor Reporting (CMR)

Service Contract Reporting (SCR) has replaced Contractor Manpower Reporting (CMR) Requirement. Service contractor reporting of information is required in the System for Award Management (SAM) for:

• Contract Awards, no IDVs

• Contract Awards include purchase orders, delivery/task orders, BPA calls, and definitive contracts

• Service Contracts, i.e. any PSC that starts with a letter excluding utility PSCs (S110, S111, S112, S114, and S119)

• All cost-reimbursement, time-and-materials, and labor-hour service contracts with an estimated total value > $150,000 and base date signed is between 10/1/13 and 9/30/18.

• Fixed Price Contracts: If the contract's base date signed AND base effective date is between 10/01/2013-

09/30/2014, the total contract value must be >= $2.5M

• Fixed Price Contracts: If the contract's base date signed AND base effective date is between 10/01/2014-

09/30/2015, the total contract value must be >= $1M

• Fixed Price Contracts: If the contract's base date signed AND base effective date is between 10/01/2015-

09/30/2018, the total contract value must be >= $500,000

Steps for Submitting a Service Contract Report (SCR):

1. Go to www.sam.gov and log in.

2. Select Entity Registrations and then select Service Contract Reporting.

3. SAM displays your entities which have service contracts and meet the reporting criteria. Select View by entity to see the service contracts for each entity.

4. Next, select Add for the service contract against which you want to create a Service Contract Report. Each service contract which meets the FAR Subpart 4.1703 reporting thresholds is displayed.

5. You will be taken to the Complete Service Contract Report page. SAM displays the contract details and allows you to report. You are required to enter the following information:

• Total Amount Invoiced: Total dollar amount invoiced for services performed during the previous Government fiscal year under the contract (this amount should include the prime and any subcontract amount).

• Prime Contractor Hours Expended: Prime contractor direct labor hours expended on the services performed during the previous Government fiscal year. The amount you enter is automatically divided by 2,080 hours to calculate a

Full Time Employee (FTE) equivalent, displayed under the Prime Contractor Hours Expended as Prime Contractor

FTEs.

6. Report any required Tier 1 subcontractor information by selecting the Add Tier 1 Subcontract Information button.

7. When you are ready to submit the report, select Submit. This saves your report and returns you to the Select

Service Contract page where you can create other SCRs or edit an existing SCR.

2.2.1 Specific Tasks

The scope of this effort encompasses all resources, processes, materials, equipment, and technology to support the communication of best practices to Military Health System Leaders, healthcare providers, service members and their families and communities, and other stakeholders as further defined in this PWS.

Under direction and approval of the Government, the contractor shall be responsible for inTransition product dissemination, to include those listed in all Tasks listed immediately below. Contractor shall coordinate with the

Government as to the timelines of receipt of written material so to meet all contract deliverable deadlines.

Task 1: Outreach

Purpose: In-person and virtual outreach, to include logistical coordination and presentations. Face-to-face and virtual communications to other military audiences, VA audiences, family members, professional organizations, etc., is an essential component of this contract and shall occur with no less than 50 sites per contract year. Note that these sites may be located in the same geographic area such as site visits to two MTFs and a VA facility in the same city would count as 3 total site visits. The goal is to increase awareness and expand applicable understanding of PHCoE efforts, to include inTransition, the Real Warriors Campaign (RWC), and other ad-hoc PHCoE initiatives as designated by the Government. Supporting events simply by shipping materials will not be counted under this listing as in-person or virtual outreach event attendance.

NOTE: All direct contact methods below must be approved by Government leadership and contract COR prior to engagement.

1. Develop and execute direct contact strategies (e.g., panel presentations, within and inter-agency briefings, MTF and VA site visits, conference presentations) and dissemination of information and materials to include but is not limited to service members, veterans, military spouses, health care providers and military and civilian DoD leadership. Contractor shall tailor presentation to each specific audience and venue (e.g., virtual, in person).

2. Facilitate and attend conferences or events, as identified by PHCoE leadership or self-identified with

PHCoE approval (e.g., Yellow Ribbon Reintegration Program events, PHCoE-led conferences and other professional conferences and events aligned with campaign and agency mission and goals)

3. Identify events with greatest impact for dissemination and engagement with target audience.

4. Within 5 business days of the in-person or virtual event, Contractor will provide the Government with an

After Action Report to include but not limited to: number of event attendees, materials disseminated, key takeaways, and follow up action steps (After Action Report Deliverable 20).

5. As appropriate, either one (1) or two (2) staff members will attend in-person events, as needed. Unless otherwise mutually agreed upon, Contractor will be given a minimum of 14 days prior written notice of a request to attend all in-person outreach events.

6. Conduct ongoing measurement and reporting of outreach communication efforts and effectiveness in reaching target audiences in which Contractor is a…