Draft_PWS_-_Repatriation_Case_Management_and_Financial_Services_5_16_25_Draft.docx

DEPARTMENT OF HEALTH & HUMAN SERVICES

Administration for Children Families

GOVERNMENT CONTRACTING SERVICES

PERFORMANCE WORK STATEMENT

Administration for Children and Families

Office of Human Services Emergency Preparedness and Response

U.S. Repatriation Program

Performance Work Statement

Repatriation Case Management and Financial Support Services

May 15, 2025

Table of Contents

Performance Work Statement (PWS)

1.0 General

1.1 Introduction

The mission of the Administration for Children and Families (ACF) is to foster health and well-being by providing federal leadership, partnership, and resources for the compassionate and effective delivery of human services. The mission of ACF’s Office of Emergency Preparedness and Response (OHSEPR) is to lead, strengthen, and unify human services to prepare, respond, and recover from emergencies and crises.

OHSEPR leads and manages the U.S. Repatriation Program (“the Program”), which was established in 1935 under Section 1113 of the Social Security Act (42 U.S.C. § 1313) to provide temporary assistance to U.S. citizens and their dependents who have returned or been brought back to the United States because of destitution, illness, war, threat of war, or a similar crisis, and are without the resources to meet their immediate needs.

This acquisition is to build a team of professionals with education and experience in social work, financial services, and grants management to support the routine activities of the program including case management, provision of temporary assistance, financial support, managing cooperative agreements, and general program support.

1.2 Scope of Work

OHSEPR seeks a contractor to staff, facilitate, and support routine program activities to include end-to-end case management support services, financial support services, and grants management. The contractor shall provide personnel to perform the requirements on the PWS. The scope of the requirement is to staff routine Program activities for case management, financial services, and grants management. The tasks for this contract are separated into four tasks:

2.0 Performance Tasks

2.1 Task 1 Program Management

2.1.1 Kickoff Meeting: The Contractor shall schedule, coordinate, and host a Kick-off Meeting no later than (NLT) ten (10) calendar days after contract award, at the location approved by the Government or via remote meeting. The kickoff meeting shall provide the opportunity to: review the requirements in the PWS and discuss required contract activities, milestones, and deliverables; discuss any questions on specific activities and procedures to be followed to meet required objectives; discuss expected outcomes and performance indicators. At a minimum, the attendees shall include key-personnel identified in the contract, the Government Program Manager (PM), ACF Contracting Officer (CO), Contracting Officer’s Representative (COR), and OHSEPR leadership. The Contractor shall provide a Kick-Off Meeting Agenda NLT five calendar days after contract award that shall include:

· Introduction of personnel.

· Overview of project tasks and Contractor’s ability to staff accordingly.

· Overview of organization.

· Review the requirements in the Performance work Statement.

· Discuss required contract activities, milestones, and deliverables.

· Discuss any questions on specific activities and procedures to be followed to meet required objectives.

· Discuss expected outcomes and performance indicators.

· Discussion of draft Program Management Plan (PMP)

· Government-furnished Equipment (GFE) Requirements.

· Security requirements (Building access, badges, PIV).

· Invoice procedures.

· Reporting Requirements, e.g., Monthly Status Report (MSR) and Annual Report.

· POCs to include name, phone, email, and role.

· Roles and Responsibilities.

· Prioritization of Contractor activities.

· Any initial deliverables.

· The Contractor shall provide written minutes within five (5) working days of Kick Off meeting.

· Draft Quality Control Plan (QCP). Final QCP to be delivered 30 days after contract award.

· Draft Quality Assurance Surveillance Plan (QASP). Final QASP to be delivered 30 days after contract award.

The Contractor shall provide presentation slides to all attendees at least 24 hours prior to the meeting.

2.1.2 Program Management Plan: The Contractor shall provide a Program Management Plan (PMP) that fully documents its management approach for the professional recruitment, delivery, and execution of contracted project management and support personnel services. The Contractor shall update its PMP when there are program management changes or changes to the information required. The goal of program management is to ensure the organization can handle multiple projects with maximum returns and minimal wastage. Program management explains how projects need to be prioritized based on benefits to the organization and stakeholders, interdependencies between projects, and resource needs. At a minimum, the PMP shall include:

· Information on the Contractor’s management organization, internal management policies, and procedures.

· The Contractor’s communication plan and how it intends to conduct regular meetings and reviews (to include identification of risks and mitigation factors) with ACF OHSEPR personnel concerning the required activities and contract deliverables.

· An organization chart of the Contractor’s business for use in the performance of the contract.

· A narrative describing how the Contractor will fully integrate the management of the elements of this contract.

· Information on any identified risks or vulnerabilities that shall impede timely execution or completion of deliverables outlined in contract.

2.1.3 Staffing Plan: A Staffing Plan for all the requirements identified in the PWS shall be provided by the Contractor. The staffing plan shall maintain the personnel, organization, and administrative control necessary to ensure that the work delivered meets the contract specifications and requirements. A draft Staffing Plan for all the requirements identified in the PWS shall be provided within 90 calendar days of contract award to include:

· Describe the contractor’s staffing and recruitment strategy. The recruitment strategy shall be inclusive geographically at minimum of areas with highest repatriation return rates (e.g., Texas, Illinois, Florida, New York, California, Michigan, the National Capital Region [Washington, D.C.; Maryland; Virginia]).

· Explain the hiring process for required positions necessary to carry out the requirements.

· Describe the process and general timeframe to hire and train staff and the contractor’s contingency.

· Plan for staff turnover.

· Provide direct management of all contractor personnel (managing onboarding / offboarding, planning for succession, ensuring appropriate knowledge transfer, ensure time and attendance accountability of personnel to ensure continuous coverage of expected duties, conduct performance management of all personnel), seeking guidance from government PM on approaches and requirements.

2.1.4 Contract Review Meetings: The Contractor shall participate in weekly or bi-weekly status update meetings with OHSEPR’s COR, PM and/or leadership. Such meetings shall include staffing levels, operational, and deliverables progress, action items, technical, regulatory, and risk aspects of the project.

2.1.5 Monthly Reports: The Contractor shall deliver monthly Project Status Reports to ACF OHSEPR. The reports shall address:

· An Executive summary of relevant activities, changes, and important issues.

· Milestone progression, variances between the planned versus actual progress during the reporting period, with explanations and corrective plans of action if necessary.

· Project Monitoring Tool(s).

· Estimated and actual expenses; any issues or challenges in invoicing.

· And other categories as identified by OHSEPR.

2.1.6 Quality Control Plan (QCP): The Vendor shall develop, maintain, enforce, and document a Quality Control Plan (QCP). The vendor shall employ realistic and substantial methods and monitoring techniques for improving the overall quality. Within the QCP, the vendor shall identify its approach for providing quality control in meeting the requirements of the contract.

Specifically, the vendor shall describe:

· Quality control methodology for accomplishing the performance expectations and objectives;

· Processes and procedures that provides high quality performance for each Task Area;

· Approach to planning, organizing, and managing internal resources, including subcontractors to include lines of authority;

· Methodology to identify and resolve issues and problems, including escalation procedures;

· Rationale for tracking and reporting progress and costs and integrating the requirements of the contract; and

· Approach to ensure cost, performance and schedule objectives adhere to task planning. The vendor shall provide the Government with a draft QCP on which the Government shall make comments.

The vendor shall update the draft QCP in accordance with the Governments comments and provide a final QCP ten workdays after receipt of Government comments.

The vendor shall update the Quality Control Plan (QCP) periodically to include the following:

· The vendor’s overall approach and procedures for meeting each of the AQLs within the Appendix A Quality Assurance Surveillance Plan. The updates shall also include communicating with the Government, resolving deficiencies, and identifying potential improvements and efficiencies;

· A description of the vendor’s internal review process to include who shall perform the review, the frequency, the method, and a listing of services/products/capabilities under review;

· The benchmark metrics that shall be used to evaluate internal program performance and identify improvement areas;

· The process and procedures for achieving the performance objectives of the Appendix A Quality Assurance Surveillance Plan; and

· The vendor’s approach and procedures for handling corrective action, without dependence upon Government direction, and for implementing potential improvements to program services/products/capabilities.

2.2 Task 2 Case Management Support Services

The Office of Human Services Emergency Preparedness and Response (OHSEPR) has a comprehensive set of responsibilities across the phases of the U.S. Repatriation Program’s routine operations. These phases include pre-arrival review and eligibility determinations of case referrals from the U.S. Department of State (DOS), coordination with the receiving state to develop reception plans, coordinating with human services personnel in the receiving state to provide programmatic guidance and support as the state provides case management and coordinates temporary assistance for 90 days post arrival, review of high cost requests and case extensions, and closing cases and coordinating with OHSEPR’s federal partners that facilitate debt collection.

In accordance with OHSEPR’s direction, the vendor shall provide end-to-end support for routine repatriation cases throughout all phases of the repatriation process (e.g., case referral and opening, coordinating with DOS/Posts and receiving states/local jurisdictions – to include counties, parishes, municipals), meeting repatriates upon arrival at final destination as directed by OHSEPR, post-arrival case management to include supporting complex cases, as well as participate in case-related meetings with OHSEPR, and case closure) and as outlined in Program policies and procedures and utilizing designated Program systems to track cases. The vendor must coordinate closely with designated OHSEPR personnel and follow OHSEPR’s eligibility determinations. All services and activities referenced below and in the OHSEPR SOPs must be documented in the designated OHSEPR case management system.

For cases originating through the emergency repatriation process, the vendor will provide support upon transition to the routine repatriation process. SEE Appendix B – U.S. Repatriation Program Routine Repatriation Process Map_FEB25 for details of the routine repatriation workflow and steps across each phase.

2.3 Pre-Arrival

In the Pre-Arrival phase, the vendor shall collaborate with the Department of State (DOS), other federal entities as relevant, states, and local service providers (LSPs) to receive and process repatriation requests, determine eligibility for the U.S. Repatriation Program, and coordinate domestic travel and temporary assistance services. This may include but is not limited to reviewing documentation and making recommendations to OHSEPR, opening cases for eligible repatriates in OHSEPR’s designated case management database after OHSEPR approves the case, and pre-arrival coordination with OHSEPR, state, and LSP partners to plan for domestic reception and temporary assistance. The vendor shall ensure that DOS’ arrangements to return eligible repatriates from the foreign country to the port of entry (POE) or final destination are documented in OHSEPR’s designated case management database and seek direction from OHSEPR for high-cost cases and cases that involve escorts, that the repatriate's initial needs are documented in the pre-arrival plan and OHSEPR’s case management database– especially for vulnerable populations – and that states/LSPs are prepared for the repatriate’s arrival. All pre-arrival actions should be documented in the designated OHSEPR case management system. See steps 13 – 22 in the U.S. Repatriation Program Routine Repatriation Process Map_FEB25. As of May 2025, DOS refers an average of 5 resettlement cases each week to the Program. The vendor’s case managers should anticipate spending an average of two (2) hours per week per case to coordinate with DOS, and an average of five (5) hours per week per case to coordinate with the receiving state and/or LSPs during the pre-arrival stage. “Complex cases” (as defined by the OHSEPR Routine Repatriation SOP) will require more engagement with DOS and state and LSP partners, under OHSEPR’s direction.

2.4 Arrival

In the Arrival phase, under OHSEPR’s direction and guidance, the vendor shall coordinate with the state/LSP to receive the repatriate at the POE or final destination (e.g., meeting the repatriate at the final destination, providing reception services, transporting to local lodging, etc.). The vendor shall coordinate with the state/LSP to ensure the repatriate is provided with information about the U.S. Repatriation Program, conduct a needs assessment, and ensures transfer from DOS-provided escorts that supported the repatriate during their international travel to the United States to OHSEPR-provided domestic escorts to support vulnerable repatriates (e.g., unaccompanied minors, individuals with mental health and medical needs) during reception upon arrival in the United States. The vendor shall ensure that the repatriate receives immediate assistance, such as medical attention, food, water, temporary lodging, and local transportation, as needed. The vendor shall confirm the repatriate's arrival with the state/LSP and process all necessary forms in the designated OHSEPR case management system to formalize the repatriate's participation in the program. The vendor’s case manager should anticipate spending an average of 1.5 hours per week per case documenting arrival plans in OHSEPR’s designated case management database.

2.4.1 During the Case Management phase, the vendor shall manage open resettlement cases herein eligible repatriates are actively receiving temporary assistance from the Program, ensuring repatriates receive the necessary temporary assistance services. The vendor must conduct intake coordination calls with states/LSPs to support the state’s intake assessments and ensure that case notes, OHSEPR’s routine repatriation forms, and other applicable documentation requirements identified by OHSEPR are completed and documented in OHSEPR’s case management database, actively monitor and document the repatriate’s progress towards completing goals identified in their case plan by conducting regular, ongoing outreach to the receiving state at intervals established by OHSEPR throughout the 90-day assistance period. The vendor will seek additional guidance from OHSEPR on complex cases in accordance with OHSEPR procedures.

2.4.2 The vendor shall review extension requests and provide an analysis to OHSEPR for determination. The vendor must also review high-cost requests and develop and submit written analyses and recommendations to OHSEPR for determination. The vendor’s analyses for case extensions and high-cost case approvals must align with the Program’s Statutory authority, regulations, and OHSEPR programmatic policy, guidance, and direction. The Program receives an average of 5 case extension requests each month. The vendor should anticipate spending 1.5 hours reviewing each case extension request and developing written recommendations for OHSEPR determination. The Program receives an average of 10 high-cost approvals per month. The vendor should anticipate spending 1 hour reviewing each high-cost case request and developing written recommendations for OHSEPR determination.

2.4.3 The vendor shall provide status updates on each case to OHSEPR – and partners identified by OHSEPR - at least a monthly basis – or more frequently as directed by OHSEPR for complex cases- that tracks the amount of temporary assistance provided.

2.4.4 The vendor shall draft letters – and after OHSEPR review and approval – send these letters to repatriates at periodic intervals to remind them of their remaining time in the program and their responsibility for loan repayment. All actions should be documented in the designated case management system.

2.4.5 In the Case Closure phase, the vendor collaborates with states/LSPs to determine when a repatriate no longer requires assistance. They assist in the transition to long-term care or services if needed and collect feedback from repatriates about their experience in the program. The vendor shall review notifications from states/LSPs about case closure criteria, complete the necessary forms to recommend approval or denial of case closure to OHSEPR for determination, and send closing letters to repatriates following consultation with OHSEPR. The vendor will also notify the HHS Program Support Center (PSC) for loan collection of OHSEPR’s determination and update the case management database to indicate case closure. All actions should be documented in the designated case management system. See Steps 43 – 51 of U.S. Repatriation Program Routine Repatriation Process Map_FEB25. The vendor should anticipate spending 1 hour per case consulting with applicable state partners to capture the outcomes of the case and 1 hour per case documenting these outcomes in OHSEPR’s designated case management database.

2.4.6 The vendor shall actively participate in ongoing Activities & Continuous Improvement activities, which include: developing and submitting deidentified case summaries for inclusion in training to state and other partners identified by OHSEPR, briefing out on cases to OHSEPR personnel during team meetings when directed by OHSEPR, attending training on OHSEPR’s designated case management database, participating in training on OHSEPR programmatic policy and operational guidance, participation in role-based exercises as identified by OHSEPR. The vendor shall also support OHSEPR in reviews and updates to the U.S. Repatriation Program policies and procedures as needed to ensure continuous improvement. The vendor’s case managers should anticipate participating 1 hour per week in Continuous Improvement activities.

2.3 Task 3 Financial Support Services:

The vendor shall provide comprehensive financial support for all program activities (routine and emergency) including, but not limited to:

· Case managers must continually update financial data for each case in OHSEPR’s designated case management database to ensure that temporary assistance to repatriates is accurately documented and reflects the repatriate’s current debt amount.

· Case managers must update case records to reflect approved high-costs for each case.

· Case managers will coordinate with PSC to inform them of case closure for debt collection activities to include loan repayment information provided by PSC;

· The vendor’s finance staff will review loan waiver/deferral applications and coordinate with repatriates and state/LSPs to obtain additional information as needed to review the repatriate’s request, draft an analysis of the repatriate’s request; and provide written recommendations – using OHSEPR’s format – to OHSEPR for determination;

· The vendor’s finance staff will validate and review invoices received from federal partners, grantees, states, or service providers (e.g., states; LSPs; DOS, etc.) for temporary assistance and administrative expenses prior to reimbursement approval by OHSEPR to ensure compliance with federal and Program policies;

· The vendor’s finance staff will track and report temporary assistance expenditures for debt collection;

· The vendor’s finance staff will perform financial audits (e.g., annual and ad hoc) and provide accounting support under OHSEPR’s direction.

2.4 Task 4 Technical Reports:

The vendor shall provide personnel for technical report generation inclusive of program activities (routine and emergency) including, but not limited to:

· Collaborate with Data Analysts and Subject Matter Experts (SMEs) to gather and understand technical information.

· Develop reports of U.S. Repatriation Program (e.g., annual reports to Congress; semi-regular reports to HHS and OMB on status of expenditures).

· Perform analysis to understand the current program and data.

· Organize and present information in a structured and easily digestible format for various audiences.

· Ensure accuracy, consistency, and clarity in all documentation.

· Update existing documentation to reflect any necessary changes in technology, products, or processes.

2.5 Task 5 Direct Repatriate Support Services

OHSEPR also requires the ability to provide direct services to repatriates in such circumstances that a state may not be able to immediately provide the requested support and any complex cases OHSEPR may need to manage directly. This may require case managers to meet the repatriate at the port of entry, at the direction of the Government. This section outlines key requirements for the vendor to maintain in providing this assistance. All aspects of this temporary assistance must follow OHSEPR policies and standard operating procedure, following federal direction.

2.5.1 Temporary Assistance Support Services

The contractor shall have the ability to procure and provide timely temporary assistance (e.g., escort services for unaccompanied minors or medical cases; lodging, medical transport, cash assistance, mobility aids, etc.) within 2 business days of OHSEPR approval to support repatriates on an ad hoc basis. The contractor shall comply with Program policies and standard operating procedures related to temporary assistance expenses (e.g., obtain federal approvals as necessary; track all temporary assistance expenses separately; maintain receipts for debt collection, etc.).

2.5.2 Temporary Assistance Support Services – Language Access The contractor shall have the ability to procure and provide language access (e.g., American Sign Language and most commonly spoken non-English languages) within 2 business days of OHSEPR approval to support repatriates on an ad hoc basis. This service must be available 24/7, as needed.

2.5.3 Temporary Assistance Support Services – Repatriate Helpline The contractor shall establish and maintain a toll-free number for eligible repatriates to contact case managers, to include a voicemail feature. The contractor shall also monitor the designated email boxes for repatriate communications.

The contractor shall ensure there is an on-call schedule for case managers to respond to calls and emails from 8am Eastern Time to 11pm Eastern Time. Voicemails and emails shall be responded to within 1 business day.

2.6 Task 6 Transition Out

2.6.1 Transition-Out Plan

The contractor shall provide transition-out support when requested by the Government. The contractor shall deliver a Transition-Out Plan and shall facilitate the accomplishment of a seamless transition from the incumbent to incoming contractor/Government personnel at the expiration or termination of the contract. The Government will work with the contractor to finalize the Transition-Out Plan. At a minimum, the Transition-Out Plan shall be reviewed and updated on an annual basis. Additionally, the Transition-Out Plan shall be reviewed and updated quarterly during the final contract option year. In the Transition-Out Plan, the contractor shall identify how it will coordinate with the incoming contractor and/or Government personnel to transfer knowledge regarding the following:

· Project management processes.

· Points of contact across the case management lifecycle (e.g., financial reimbursement status of states, repatriate loans, state repatriation coordinator POCs).

· Store technical and project management documentation/deliverables on Government-provided location.

· Status of ongoing technical initiatives and outstanding cases, including their status within the case management lifecycle.

· Appropriate vendor to vendor coordination and training to ensure a seamless transition.

· Transition of Key Personnel.

· Schedules, milestones, key timelines and deadlines during the contract year.

· Actions required of the Government.

· Coordination of IT related programs.

The contractor shall also establish and maintain effective communication with the incoming contractor/Government personnel for the period of the transition via weekly status meetings or as often as necessary to ensure a seamless transition-out. Additionally, the contractor shall cooperate fully with the Government and the succeeding contractor to include:

· Permitting employees to be interviewed for possible employment by a succeeding contractor(s).

· Releasing any employee who chooses to be employed by a succeeding contractor.

· Orienting and training of assigned employees of the succeeding contractor during the last 90 calendar days of the period of this contract if directed by the CO.

3.0 Qualification of Key Personnel and Non-Key Personnel

Based on the Performance Work Statement and the roles identified in this requirement, below are the recommended qualifications for each position:

3.1 Key Personnel

Staffing Structure: one (1) Program Manager, one (1) Lead Case Manager, one (1) Lead Financial Analyst, one (1) Tech Writer, two (2) Budget Analyst, ten (10) case managers [two (2) in California, two (2) in Texas, one (1) in Illinois, one (1) in Michigan, one (1) in Florida, one (1) in New York, two (2) in National Capital Region (Maryland, Washington, DC, Virginia)] Program Manager

· Education: Bachelor's degree in Business Administration, Public Administration, Social Work, or related field

· Experience: 8+ years of program management experience, preferably in government/social services

· Skills:

· Experience managing federal contracts and leading teams

· Strong knowledge of human services case management systems and processes

· Personnel management

· Demonstrated skill managing multiple projects and programs, including development of project management plans and measurement

· Excellent verbal and written communication and stakeholder management skills

· PMP certification (preferred)

· Social work background (preferred)

· Expert/Advanced proficiency in MS Word, PowerPoint, and Teams

· Expert/ Advanced proficiency in MS Excel to include ability to using advanced formulas and functions, skill in developing pivot tables, validating data

· Knowledge of Section 508 compliance and demonstrated experience developing reporting and briefing products that are 508-compliant

Lead Case Manager

· Education: Master’s degree in social work, Psychology, Human Services or related field

· Experience: 6+ years of case management experience, with at least 3 years in a leadership role supervising, managing, and developing case managers; assigning cases and reviewing case managers’ case files and providing direction and guidance, as needed.

· Skills:

· Demonstrated experience with social services delivery and crisis response

· Knowledge of federal human services and public assistance programs

· Expert knowledge of key federally funded human services programs: Temporary Assistance for Needy Families (TANF), Supplemental Nutrition Assistance Program, Vocational Rehabilitation Services, as well as Medicaid.

· Experience coordinating with government agencies (federal, state, local)

· General experience in a social services activity or other organization that required the ability to conduct interviews; to collect and analyze pertinent facts; to provide needed information, advice, and practical assistance; and to prepare clear concise personal histories and factual reports.

· Specialized experience in a program of direct social welfare services that required the application of program policy and operations knowledge in providing social welfare services and/or assisting social workers

· Professional knowledge of and specialized experience in the theories, ethical principles and practices of clinical social work including family systems therapy, crisis intervention, psychodynamic, and cognitive behavioral interventions.

· Knowledge of mental health, medical, and social services available throughout the United States and worldwide to provide educational services and consultation. Application of this knowledge may include understanding admission or acceptance standards for national community services and resources.

· Strong client assessment and case documentation skills

· Ability to train new personnel on existing OHSEPR systems and processes`

· Licensed Clinical Social Worker (LCSW) preferred

· Expert proficiency in case management databases (e.g, Homeless Management Information System)

· Knowledge of Section 508 compliance and demonstrated experience developing reporting and briefing products that are 508-compliant

· Proficient in MS Word, Excel, PowerPoint, and Teams

Lead Financial Manager

· Education: Bachelor's degree in Finance, Accounting, Business Administration, or related field

· Experience: 6+ years of financial management experience in government or nonprofit sectors

· Skills:

· Experience with federal grants management and financial compliance

· Knowledge of federal accounting and budgeting standards and reporting requirements

· Experience reviewing and validating financial assistance applications and invoices

· Proficiency with financial auditing procedures

· Experience analyzing financial data to identify transaction errors and experience tracking actions to remediate errors

· Prepare financial statements, business activity reports, and forecasts

· Budgeting, accounting, reporting, and the analysis and interpretation of the financial significance of past events and future plans supporting federal program implementation.

· Monitor financial details to ensure that legal requirements are met

· Supervise employees who do financial reporting and budgeting

· Develop and review financial reports and seek ways to reduce costs

· Interrelating data to obtain a perspective of the total financial situation that will assist managers in program planning and decision-making

· Experience conducting research to resolve financial or informational discrepancies

· Ability to design, establish, and maintain an integrated financial management system, including at least budgeting, accounting, and managerial-financial reporting, which will furnish timely data that are used in the direction, evaluation, and control of operations at the various levels of management.

· CPA certification preferred

· Knowledge of Section 508 compliance and demonstrated experience developing reporting and briefing products that are 508-compliant

· Advanced proficiency in MS Excel to include ability to using advanced formulas and functions, skill in developing pivot tables, validating data

3.2 Non-Key Personnel

Case Manager

· Education: Bachelor's degree in Social Work, Psychology, Human Services or related field

· Experience: 3+ years of human services case management experience

· Skills:

· Experience providing direct client services and needs assessments

· Knowledge of social services resources and referral processes

· Knowledge of key federally-funded human services programs: Temporary Assistance for Needy Families (TANF), Supplemental Nutrition Assistance Program, Vocational Rehabilitation Services, as well as Medicaid.

· General experience in a social services activity or other organization that required the ability to conduct interviews; to collect and analyze pertinent facts; to provide needed information, advice, and practical assistance; and to prepare clear concise personal histories and factual reports.

· Specialized experience in a program of direct social welfare services that required the application of program policy and operations knowledge in providing social welfare services and/or assisting social workers

· Professional knowledge of and specialized experience in the theories, ethical principles and practices of clinical social work including family systems therapy, crisis intervention, psychodynamic, and cognitive behavioral interventions.

· Ability to work with diverse and vulnerable populations

· Strong documentation and reporting skills

· Proficiency in case management databases (e.g, Homeless Management Information System) or the ability to learn a new system within 30 days.

· Knowledge of Section 508 compliance and demonstrated experience developing reporting and briefing products that are 508-compliant

· Proficient in MS Word, Excel, PowerPoint, and Teams

Financial Analyst

· Education: Bachelor's degree in Finance, Accounting, or related field

· Experience: 3+ years of financial analysis experience

· Skills:

· Experience with invoice processing and validation

· Knowledge of federal financial regulations

· Experience with debt collection processes

· Proficiency in financial reporting and data management

· Knowledge of Section 508 compliance and demonstrated experience developing reporting and briefing products that are 508-compliant

· Intermediate proficiency in MS Excel to include ability to using Excel files that include advanced formulas and functions, pivot tables, and data validation

Technical Writer - Editor

· Education: Bachelor's degree in English bachelor’s degree in English, communications, journalism, or a related field.

· Experience: 5+ years of technical writing experience

· Skills:

· Knowledge of Section 508 compliance and demonstrated experience developing reporting and briefing products that are 508-compliant

· Expert/Advanced proficiency in MS Word and MS PowerPoint

· Must have demonstrated the ability to acquire and present technical information through independent reading, interviews with subject-matter specialists, observation of tests and experiments, interpretation of blueprints or diagrams, or other appropriate methods. Such experience may have been acquired as a writer or editor of technical reports, articles, manuals, or specifications

· Ability to apply writing or editing skills and substantial knowledge and specialized vocabulary of appropriate subject-matter fields to the accurate communication of scientific and technological developments to expert and other interested audiences.

· Ability to apply writing and editing skills and an understanding of the appropriate equipment and systems to the development of specifications showing the characteristics and capabilities or the design and test requirements of equipment and systems; or to the development of training, operating, or maintenance manuals associated with equipment and systems.

· Ability to articulate technical aspects of agency programs to those affected and explain technical information in such a way as to make it clear without sacrificing thoroughness and accuracy.

· Ability to ensure the materials presented are consistent with agency policy and meet the style requirements of the agency and the publication, and are written at an appropriate level for the intended audience.

· Ability to use desktop publishing hardware to draft, edit, and lay out material and sometimes to design, print, and distribute it.

· Ability to manage publications from initial conception and content determination through distribution and coordinate the activities of other publishing personnel.

· Conduct final reviews of proposed publications for style, design, layout, and editorial aspects before release.

· Prepare original papers, articles, or reports in scientific, technical, or professional fields based on research, interviews with experts and program officials, and sometimes observation of or participation in tests and experiments.

· Demonstrated ability to use their knowledge of the language and methods used in the specialized field to understand and work with technical information.

4.0 Type of Contract

The government anticipates a Firm Fixed Price (FFP) task order with a Time & Materials Contract Line-Item Number (CLIN) for travel and order-level materials (OLMs).

5.0 Period of Performance

The period of performance of this contract shall be one twelve-month base period and two twelve-month option periods.

6.0 Place of Performance

The principal place of performance for the key personnel is ACF headquarters, Mary Switzer Building (330 C Street SW, Washington, DC 20201). The principal place of performance for non-key personnel, except case managers may be ACF headquarters or remote. Case managers shall be in Texas, Illinois, Florida, New York, California, Michigan, the National Capital Region (Washington, D.C.; Maryland; Virginia). Case managers must be able to deploy to international airports in their state to meet repatriates, as requested by the Government.

The vendor shall consider the following factors when determining a case manager’s place of performance: distance to potential ports of entry (e.g., airports); driver’s license and vehicle access. Ability to access military installations is preferred, but not required.

7.0 Recognized Holidays

Juneteenth

8.0 Applicable Documents

U.S. Repatriation Program policies and procedures, which include but are not limited to:

· Repatriation Program information memoranda and dear colleague letters

· Routine Repatriation Manual

9.0 Required Travel and Other Direct Costs (ODCs)

The principal place of performance is dependent on the role. A case manager’s travel to and from meeting a repatriate at the port of entry may be authorized and reimbursable.

Temporary assistance costs provided by the vendor to the repatriate require pre-authorization by OHSEPR. These costs must be tracked separately, and the vendor must comply with all Program guidance.

All personnel must be able to attend annual training

10.0 Government Furnished Property/Equipment/Information

The contractor shall be responsible for providing office space, meeting space, network connectivity, equipment including computer equipment, and office supplies for contractor staff. The contractor shall comply with specified FAR, contract and task order clauses pertaining to GFE. In support of the contract, when ACF determines on a case-by-case basis that Contractor staff require HHS network connectivity, then ACF will provide laptops and mobile devices as GFE to the contractor staff (whether on-site or off-site). Government-issued laptops will be at no cost to the contractor.

The contractor shall ensure that all team members requiring PIV and GFE access promptly respond to all inquiries and requirements necessary to obtain badging, including provision of full and accurate information necessary to complete the security clearance process.

The government will provide the contractor with access to appropriate information, as identified, requested, and agreed upon, that is available and necessary for the contractor to perform the task requirements. The contractor shall not transfer sensitive information from any government system to the contractor’s systems. The contractor shall not transfer any electronic system or data from the contractor’s systems to government systems through the government-provided laptops in accordance with Commitment to Protect Non-Public Information - Contractor Agreement.

All GFI shall remain the property of the government and shall be returned to the government prior to the end of this task order. In addition, sharing of GFI shall only be done after obtaining written approval from the Contracting Officer, in advance of GFI. The contractor shall comply with specified FAR, Contract and task order clauses pertaining to GFI.

11.0 DELIVERABLE SCHEDULE

Timely submission of deliverables and reports is essential to successfully completing this requirement. Schedules for deliverables are specified in the attached. All deliverables must be prepared and submitted according to media, content, and schedule described in Table 1.

Table 1: Deliverables

COR, PM & CO

Performance Work Statement ACF-GCS-TMP-2023-35 (Sept 2023)

Performance Work Statement ACF-GCS-TMP-2023-35 (Sept 2023)

APPENDIX A - QUALITY ASSURANCE SURVEILLANCE PLAN (QASP)

Government intends to utilize a QASP to monitor the quality of the contractor’s performance for life of the contract. The oversight provided in the QASP will help to ensure that service levels reach and maintain the required levels throughout the contract term. Further, the QASP provides a proactive way to avoid unacceptable or deficient performance and provides verifiable input for the required Past Performance Information Assessments. The QASP will be developed by the Government in conjunction with the performance work statement. It will be finalized upon award and a copy provided to the contractor after award. The QASP is a living document and may be updated by the Government as necessary for the life of the contract or until all funds are disbursed.

The contractor shall provide all deliverables and work product to the identified Government recipient for acceptance or rejection in accordance with the standards defined in the contract, including the QASP.

PWS Task #

Performance Objective Performance Standard

Disincentive

Within 10 business days of contract award

100% compliance with timeframe

Within 20 business days of contract award

100% compliance with timeframe

Inspection of documentation and review of content quality

Negative CPARS rating for repeated non-compliance

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