Attachment_J.1_NHTSAs_Building_Community_Support_for_Seat_Belt_Enforcement.pdf

SECTION C - DESCRIPTION/SPECIFICATIONS/WORK STATEMENT

C.1 BACKGROUND

The Relationship between Occupant Fatalities and Restraint Use

In 2012, 21,667 occupants of passenger vehicles (passenger cars, pickup trucks, vans, and SUVs) died in motor vehicle traffic crashes. Of those killed, only about forty (40) percent were restrained. Among occupants whose restraint status was known, fifty-two (52) percent were unrestrained at the time of the fatal crash.

Among passenger vehicle occupant fatalities where restraint use was known, the 21-to-24 age group had the highest percentage of unrestrained occupants killed: of the 2,481 passenger vehicle occupant fatalities, 1,428 (63 percent) were unrestrained.

The second highest percentage of unrestrained passenger vehicle occupant fatalities was among 25- to 34-year-olds: of the 3,892 people in this age group who were killed as occupants of passenger vehicles 55 percent (2,159) were unrestrained.

Among males, there were a total of 14,138 passenger vehicle occupant fatalities, 56 percent of whom were known to be unrestrained. Of the 7,521 fatalities among females, 43 percent were known to be unrestrained.

In many States, the percentages of occupants who die in crashes while unrestrained remain near or well above the national average with devastating consequences.

While the proportion of unrestrained passenger vehicle occupants killed in motor vehicle traffic crashes has decreased from 2002 to 2012, there is still much work to be done.

Among passenger vehicle occupants killed, when restraint use was known, the percentage of unrestrained deaths decreased by 7 percentage points from 59 percent in 2002 to 52 percent in 2012. This represents progress but remains unacceptably high.

High Visibility Enforcement Activities

For more than a decade, NHTSA has conducted high visibility enforcement (HVE) activities in partnership with the States and national organizations and has supported the enactment of primary seat belt laws. Thanks in large part to these concerted activities, seat belt use nationwide rose to a record level of 87 percent in 2013.

The HVE model is clearly successful in spurring broad overall increases in seat belt use but has not been as effective in converting the most firmly resistant non-users to regular seat belt users. This stubborn cohort – in particular, rural residents, drivers of pickup trucks, those residing in States with a “frontier” orientation and lifestyle, and residents of States with secondary seat belt laws – have been resistant to the Click It or Ticket campaign, the enactment of primary laws and other interventions.

Additional approaches are needed to reach the remaining thirteen (13) percent of the public that does not buckle up.

Strengthening Local Support for Seat Belt Enforcement in Low Seat Belt Use Rate Areas

By appealing more directly to local communities to support enforcement of seat belt laws by local law enforcement agencies, NHTSA hopes to increase seat belt use and decrease unrestrained occupant fatalities in communities with lower than average seat belt use rates and higher than average unrestrained fatalities.

Making seat belt enforcement more palatable and more acceptable to traditionally resistant communities may help persuade remaining non-users to buckle up on every trip and allow law enforcement in these areas to more actively enforce local seat belt laws.

Law Enforcement Models

Law enforcement has actively pursued the application of performance models and systems to enhance their efforts and improve their influence on behavior of the citizens they serve. Given the reduced budgets and expanding populations, municipalities are searching for ways to “do more with less” as they commit resources to the safety of their community and to reduce the incidence of crime in our society. There are any numbers of law enforcement models implemented to provide such a change. These models include but are not limited to:

• The Problem Oriented Policing (POP)1 model emphasizes the use of analysis and assessment to address crime and disorder problems. POP offers police a multifaceted approach to solving problems and preventing new ones from occurring. Using a problem identification model, the police develop informed responses that may reduce the number of incidents from occurring or the harm resulting from those incidents.

• The Community Oriented Policing (COP)2 model is a philosophy that combines traditional aspects of law enforcement with prevention measures, problem-solving, community engagement, and community partnerships. A mix of these models are often used in policing a community, based on the community’s crime trends and identified needs.

Law enforcement entities also use a number of problem identification models to gather the data for application with a selected law enforcement model. The problem identification models include, but are not limited to:

• The Data Driven Approaches to Crime and Traffic Safety (DDACTS)3 model, which integrates location-based crime and traffic crash data to determine the most

1 Reisig, M. (2010). Community and Problem-Oriented Policing. Crime and Justice 39(1)pp.1-53. University of Chicago Press.

2 Mirsky, I. (2009). Community Oriented Policing. Internet Journal of Criminology. Retrieved on

1.27.14 from http://www.internetjournalofcriminology.com/Mirsky_Community_Oriented_Policing.pdf

3 Worden, R., McLean, S. (2009). DDACTS in Theory and Practice, The John F. Finn Institute For Public Safety:

effective methods for deploying law enforcement and other resources. Drawing on the deterrent value of highly visible traffic enforcement and the knowledge that crimes often involve motor vehicles, the goal of DDACTS is to reduce crime, crashes, and traffic violations.

• The SARA4 model is the most familiar problem identification process utilized for applying the problem-oriented policing (POP) model. The acronym SARA stands for scanning, analysis, response, and assessment. The four steps are straightforward. Scanning involves looking at data, talking to people, and observing the community in order to identify potential problems. Analysis involves studying potential problems to determine if they deserve concerted attention and, if so, trying to develop accurate descriptions and explanations of them. Response involves searching for a wide range of solutions and then choosing and implementing the ones with the most promise. Assessment involves collecting data after the response to determine if the problem has been eliminated or at least reduced. If success has not been achieved, then further analysis and a different set of responses may be needed.

Impact of High Visibility Enforcement Activities

The use of HVE has been a key component to reducing unrestrained passenger vehicle fatalities. For over a decade, NHTSA has promoted HVE activities in partnership with state and national organizations. Thousands of law enforcement agencies join in the national Click It or Ticket seat belt mobilization held during the May-June period each year.

Law enforcement agencies increase their efforts to raise seat belt use by intensifying enforcement, making enforcement highly visible and promoting the enforcement through local media, and advertising the efforts before and after the event. The media spots often emphasize the consequences of driving while unrestrained. Agencies maximize enforcement success by focusing enforcement activities during high-risk, nighttime hours as well as during daytime hours. However, it is likely that many of those agencies have limited seat belt enforcement activities outside of-HVE periods, thus limiting the community’s perception of the size and seriousness of the seat belt non-use problem and leading some to believe the problem has been fixed or cannot be fixed.

Additional approaches are needed to encourage community support for enforcement while gaining law enforcement commitment to actively enforce seat belt laws year-round.

The Contractor shall apply proven law enforcement models to enlist the local community in data sharing, problem identification and proposed enforcement actions, to increase community awareness, support and involvement. NHTSA envisions the efforts to enhance the relationship and communication with the community will bring the community in as a vital partner. This methodology will result in a long term commitment by law enforcement to the community, strengthening the enforcement effort of seat belt laws.

Albany, NY.

4 Braga, A.A. (2002). Problem-Oriented Policing and Crime Prevention. Criminal Justice Press.

Monsey, New York, USA

Making seat belt enforcement more palatable and more acceptable, even in a previously resistant community, will help persuade those who drive while unrestrained to change their behavior and buckle up; and should embolden law enforcement to more actively enforce seat belt laws.

C.2 OBJECTIVES

This contract will support a demonstration program testing the applicability of proven law enforcement models to increase community support for law enforcement efforts in seat belt enforcement. This program seeks to determine if proven crime prevention models can also be applied to seat belt enforcement to enlist community engagement and gain community support for seat belt enforcement. The Contractor shall use the DDACTS or SARA model for the problem identification phase of the project before selecting the proven criminal justice model it deems appropriate to apply to the identified problem.

The increased public awareness and community involvement is expected to increase the enforcement of the State seat belt law by the Contractor and increase the community support for that enforcement. The program will be conducted in a State with lower than average seat belt use rates and higher than average unrestrained passenger vehicle occupant fatalities and where there is limited community support for enforcement of seat belt laws.

The demonstration program shall be based in a community with a population between 75,000 and 200,000 people and operational boundaries allowing for significant behavioral and operational influence by a primary local law enforcement agency. The demonstration program shall be located in a community with seat belt use below the national average; unrestrained fatalities above the national average; and lower levels of seat belt enforcement.

The objectives of this project are:

• To apply proven law enforcement models to foster a community-wide collaboration of organizations active in public safety, public health, education and other key sectors to enhance local acceptance of enforcement of seat belt laws;

• Modify community norms to reject unrestrained occupant deaths as acceptable or inevitable and to support enforcement of seat belt laws;

• Decrease the number of passenger vehicle occupants traveling while unrestrained and increase the community’s acceptance of enforcement efforts; and

• Work with an independent evaluation contractor5, who will assess the effectiveness of these strategies for potentially broader national application.

5 NHTSA will contract with a research team in a separate agreement. The Contractor for this project must work collaboratively with that research team throughout this project.

C.3 PURPOSE

This demonstration program is designed to assess the efficacy of efforts to increase community support, foster collective efficacy (social control), and spur increased demand and tolerance for seat belt enforcement. The Contractor will use the Data Driven Approaches to Crime and Traffic Safety (DDACTS) or S.A.R.A. (Scanning, Analysis, Response, and Assessment) model for the problem identification phase of this demonstration. After having identified the problem, the Contractor will apply a proven law enforcement model to address the identified problem. As discussed above, other law enforcement officials have utilized a number of specific program models in their efforts to serve their communities, including:

• The Problem Oriented Policing (POP) model which focuses on the identification and analysis of specific crime and disorder problems, in order to develop effective response strategies in conjunction with ongoing assessment.

• The Community Oriented Policing (COP) model which is a strategy of policing that focuses on police building ties and working closely with members of the communities they are responsible for policing.

This program will assess the effectiveness of law enforcement application of one or more of these criminal justice models in developing community support for enforcing seat belt laws.

The project will focus on change in community perceptions and acceptance of seat belt enforcement. Some outcomes related to the impact of the intervention on seat belt enforcement activities will also be captured (e.g., increase in seat belt citations, decrease in unrestrained passenger vehicle occupant crashes/injuries/fatalities, increase in observed seat belt use).

1. An independent evaluation contractor will be separately engaged by NHTSA, to measure public attitudes before and after the law enforcement intervention.

2. This demonstration program will seek to alter public attitudes and beliefs about the importance of and need for consistent seat belt enforcement in a community with limited community support for seat belt law enforcement, lower than average seat belt use rates and higher than average unrestrained passenger vehicle occupant fatalities.

C.4 GENERAL REQUIREMENTS

In this project, the Contractor shall utilize a singular or a combination of law enforcement models or systems to influence the community it serves to strengthen community identification of the problem of seat belt non-use and enhance local acceptance of enforcement of seat belt laws. An additional objective is to modify community norms to reject unrestrained occupant deaths and injuries as acceptable or inevitable and to support enforcement of seat belt laws while increasing the number of seat belt citations issued, increasing observed seat belt use, reducing unstrained fatalities and increasing acceptance of enforcement efforts. This will be accomplished by the Contractor examining the existing enforcement and collision data, training supervisors and line officers and working with community stakeholders.

At the end of the project, the Contractor shall submit a final report describing their project activities and accomplishments. A separate independent evaluation contractor will be responsible for measuring changes in community attitudes toward lack of restraint use and seat belt law enforcement. The independent evaluation contractor will also analyze data such as citations, changes in seat belt use and unrestrained fatalities to assess the impact of the project on the community’s attitudes and acceptance of law enforcement efforts, as well as any changes in seat belt non-use-related injuries and fatalities.

C.5 SPECIFIC REQUIREMENTS AND TASKS

C.5.1 Kickoff Meeting

The objective of this task is for NHTSA and the Contractor to discuss the project’s objectives, the Contractor’s plan to accomplish each task, and any potential issues that are identified.

The Contractor shall work with the Contracting Officer’s Representative (COR) to prepare a kickoff briefing on the project for NHTSA personnel. The briefing shall cover the project’s objectives, overall project methodology, plan for accomplishing each task, and discussion of potential issues. The briefing will be approximately one hour, with the COR leading the discussion, regarding the objectives and overall strategy, and the Contractor providing information on specific approaches for accomplishing individual tasks.

Within sixty-five (65) days of the award, representatives of the Contractor shall meet with the COR, NHTSA staff, representatives of the Independent Evaluation Contractor and other relevant parties at the Department of Transportation headquarters in Washington, D.C. to conduct a kickoff meeting. As indicated above, the purpose of this meeting is to discuss the project’s objectives, the Contractor’s plan to accomplish each task in the project, reporting and invoicing requirements, and any potential issues that may occur.

The Contractor shall submit draft briefing materials, including a PowerPoint slide presentation, to the COR, forty-five (45) days after the award. The COR will provide comments on the materials within ten (10) days of receipt. The final kickoff briefing materials must be provided to the COR five days before the kick-off meeting.

Immediately after the formal kickoff briefing, the Contractor shall meet with the COR, and other NHTSA staff with particular interest in the area, to discuss any unresolved issues. For planning purposes, the Contractor shall allow for a minimum of four hours of meeting time with NHTSA for this task. The result of this task will be a better understanding between NHTSA and the Contractor as to project strategies and goals, and how they will be accomplished.

Note: The Contractor must work closely with the Independent Evaluation Contractor throughout this project. Because an outcome of this project is a change in community attitudes about law enforcement, community attitudes will have to be measured prior to the implementation of any strategies. The Independent Evaluation Contractor needs to obtain approval in order to conduct any surveys from the Office of Management and Budget (OMB), which can take nine (9) to twelve (12) months. Consequently, activities in this project may be put on hold until such approval is secured. Tasks C.5.2 through C.5.8 can be performed early in the project. Once these tasks are completed, the Contractor shall do no further work without approval of the COR.

C.5.2 Revise Work Plan

The objective of this task is for the Contractor to revise the work plan submitted in the contract proposal to incorporate any changes or strategies resulting from the kick-off meeting. The plan must thoroughly discuss and detail the activities to be conducted to meet the project’s objectives. The work plan shall include a detailed description of how the Contractor plans to accomplish each of the tasks listed below, i.e., Tasks C.5.3 through C.5.20

The Contractor shall revise the proposed work plan; taking into account the information it provided in its proposal, contract negotiations with NHTSA, discussions from the kickoff meeting with NHTSA, and other information learned since the time of the proposal. This work plan shall include a description of all project tasks and how the Contractor will accomplish them, and include a complete list of project milestones and deliverables.

The revised work plan shall be submitted to the COR within fifteen (15) business days of the kickoff meeting. The COR will review the revised work plan within fifteen (15) days of receipt and either accept the revised work plan or indicate that revisions are required. The Contractor shall not begin work on subsequent tasks until the revised work plan is approved by the COR.

C.5.3 Data Collection by Contractor

The objective of this task is to have the Contractor gather the information necessary to accomplish accurate problem identification. The Contractor shall complete this task within four (4) months of the kickoff meeting. The Contractor shall use the SARA or DDACTS model for problem identification. The Contractor, in consultation with NHTSA, shall provide training in the selected problem identification model if training in the use of the model is necessary.

C.5.4 Analyze Data

The objective of this task is for the Contractor to examine and update their local data, to identify problem areas, times of day, etc. For example, where do crashes involving unrestrained occupants most frequently occur? Who is involved in such crashes? Does the Contractor or community have additional data related to seat belt non-use incidents or enforcement? The Contractor shall complete this task within five (5) months of contract award.

At a minimum, data shall include violator demographics, day of week and time of day of citation issuance, and place-based context (i.e., identified intersections and roadway segments). The Contractor shall use its crash data to provide information on the location and time of day of the crash, the restraint status of the driver and occupant, as well as driver and occupant demographics. The goal of this analysis is to sharpen the agency’s problem definition, guide the enforcement efforts, and focus messaging activities.

C.5.5 Provide Data to Independent Evaluation Contractor

The objective of this task is to supply the Independent Evaluation Contractor with data and information needed for the evaluation of the effectiveness of this project.

The Contractor shall complete this task within six (6) months of the contract award.

The Contractor shall provide, at a minimum, the following types of data:

Seat Belt Citations

• Date

• Time

• Location

Collisions Involving Unrestrained Occupants Date Time Location

Community Population and demographics

The above data shall be provided for three (3) years prior to the initiation of this project. The above data will constitute the baseline information for the project.

In addition, the Contractor shall provide the Independent Evaluation Contractor with information about current seat belt enforcement efforts and strategies (for example, how and how frequently is seat belt enforcement undertaken) and discuss their beliefs about the level of the community’s support of their programs and enforcement activities.

C.5.6 Conduct Planning Meeting

The objective of this task is to bring all parties together -- NHTSA, the Contractor, and the Independent Evaluation Contractor -- to ensure everyone understands their roles. The Contractor shall specify to NHTSA the model they will be utilizing to address the problem(s) they have identified. The Contractor shall complete this task within nine (9) months of contract award.

NHTSA anticipates this meeting will occur at the Contractor’s site in the selected jurisdiction. The Contractor shall be responsible for organizing the logistics of this meeting. For planning purposes, the Contractor shall assume that 3 people from NHTSA will attend, along with 3-4 staff from the Independent Evaluation Contractor. NHTSA anticipates that this will be a 2-day meeting. Travel costs will not be paid by the Contractor.

C.5.7 Conduct Training

The objective of this task is to provide specialized training, related to the law enforcement model selected by the Contractor, to address the local problem of seat belt non-use. The Contractor shall complete this task within nine (9) months of contract award. The training shall be provided to all sworn personnel at the level of supervisor and above. (Note: separate training classes will be provided to the sworn line officers, at appropriate intervals, later in the project, as noted below in Task C.5.13). The Contractor shall hire speakers and/or instructors to conduct this training on-site. This training class shall be conducted in one day and be 8 hours in length.

C.5.8 Identify Community Partners

The purpose of this project is to engage the community in support of traffic law enforcement, specifically seat belt enforcement. Hence, the objective of this task is to identify key partners in the community who will be invited to play an active role in accomplishing the objectives of the project. The Contractor shall submit a description of each agency and community leader, to the COR, within ten (10) months of contract award. The COR will respond with comments within fifteen

(15) business days. The purpose of this project is also to explore the effectiveness of a Contractor taking the lead in organizing the community to support law enforcement efforts, while using established law enforcement models such as POP or COP to elicit the change.

The Contractor shall explore a wide range of local entities (e.g. allied law enforcement agencies, state agencies, business, schools, public health, criminal justice professionals, advocacy groups, news media, etc.), and identify key community partner organizations whose involvement in the initial organizing activities of the project shall be crucial to its success. These organizations shall have community influence, active memberships and outreach resources. The Contractor shall also identify any community leaders and opinion leaders that may be crucial to the success of the project. The Contractor shall actively solicit these groups’ sustained support, feedback and participation throughout the life of the project.

The Contractor shall not contact potential partners prior to NHTSA approval.

NOTE: If the initial community baseline survey, conducted by the independent Evaluation Contractor has not been conducted by this time, work on this project will be suspended until it is completed and the COR has given permission to proceed to task C.5.9.

C.5.9 Conduct Community Meetings and Develop Intervention Strategies

The objective of this task is to bring all the stakeholders together for strategy development. The Contractor shall complete this task within twelve (12) months of contract award or after the initial community baseline survey is conducted.

Following approval by the COR, the Contractor shall formally invite key local community partners (approved in Task C.5.8 above) and allied agencies to be part of community planning activities.

The Contractor shall hold a series of community meetings to engage pivotal local partners and community members during the project’s formative stages. During these meetings, the Contractor shall present the project’s key goals and objectives and present and discuss the data collected, to date. Together, the Contractor and the community partners/stakeholders shall develop projected strategies; outline the roles and responsibilities of the various organizations involved; establish timetables; and initiate the creation of working groups in such key areas as enforcement, communications (including earned media) and education.

The Contractor shall ensure that community partners are actively and directly involved in developing and refining the intervention activities using the model or system identified by the Contractor. To the extent possible, the Contractor shall integrate community partner recommendations and proposals into its strategies since the support and active participation of the community members is critical to the project’s effectiveness.

Within twenty (20) days following the meeting but no later than within twelve

(12) months of contract award, the Contractor shall provide a list of strategies and activities, supported by the community that will be undertaken to increase impaired driving enforcement and acceptance of impaired driving enforcement in the community.

C.5.10 Identify and Acquire Equipment

The objective of this task is to obtain any materials necessary for enforcement and community outreach to implement the Contractor’s proposed strategy. The Contractor shall complete this task within thirteen (13) months of the contract award.

While not all enforcement strategies may be specified until after the community meetings have occurred, there may be some initial equipment or material needs identified in the cost proposal that will enhance the effectiveness of the project. If such equipment needs are known, they should be specified and communicated to the COR. Equipment and resource needs might include:

Signage Safety equipment such as retro reflective vests Materials selected to increase program awareness and communicate program strategies. (i.e. brochures, posters, press releases, or similar items)

The Contractor shall identify all equipment necessary for the performance of the project and submit the list to the COR for review. The COR will review the list of proposed list of strategies and equipment and will provide input to Contractor within ten (10) business days of receipt of the list. All purchases of equipment must be pre-approved by the COR. The Contractor shall acquire all necessary equipment within thirteen (13) months of award.

C.5.11 Develop Communications Plan

The Contractor, in collaboration with its community partners, shall develop a communications plan designed to increase community acceptance of seat belt enforcement. It is anticipated that community members with media and marketing backgrounds will participate in and play a role in creating this plan. The Contractor shall complete this task within thirteen (13) months of the contract award. No funds for paid media will be provided as part of this project. The communications plan shall include the use of both traditional and innovative communications strategies, and key messages agreed-upon by the Contractor and its community partners, and will utilize the localized data provided in Task C.5.9 above.

The Contractor shall use the agreed-upon messages in a community message related to the enforcement program for the targeted intervention community.

The Contractor shall submit the communications plan and all proposed materials and messages to the COR for review and comment within thirteen (13) months of contract award. The COR will review the plan and provide comments within fifteen (15) calendar days of receipt.

C.5.12 Finalize Enforcement Partnership Initiative and Education Program

Within fourteen (14) months of contract award, the Contractor, NHTSA, Independent Evaluation Contractor, and community partners shall meet in the community to finalize the focused enforcement and community outreach initiative.

At this meeting the enforcement strategies shall be discussed and finalized.

Additionally, the strategy for how the community partners’ support will be maintained over the course of the enforcement effort shall be discussed and finalized at the meeting. As education and public outreach are critical for this program, the Contractor shall articulate how a focused education and public outreach effort will be maintained over the course of the fifteen (15) month enforcement and community outreach initiative. The focused education and outreach effort shall emphasize the dangers of riding unrestrained and the value of law enforcement’s efforts to ensure that motorists do not drive while unrestrained.

This meeting shall also specify a schedule for delivery of data to the Independent

Evaluation Contractor. Data that shall be required by the Independent Evaluation Contractor will include, but not be limited to, the following:

• Numbers of officers engaged in seat belt enforcement;

• Number of hours that officers are engaged in seat belt enforcement;

• Number of seat belt citations issued;

• Frequency of communications supporting the program;

• Reactions of community partners and members regarding the enforcement program;

• Crashes, injuries and fatalities (as appropriate); and

• Earned media (newspaper articles, television spots, radio airtime, etc.)

• Use and frequency of use of equipment acquired under this agreement.

Some of the above data elements may be required monthly (e.g., officers engaged in the operation; number of hours engaged in enforcement; citations) by the Independent Evaluation Contractor, whereas others (e.g., crashes) may be required quarterly. However, the Independent Evaluation Contractor and the Contractor shall jointly decide on a data delivery schedule and finalize the schedule at this meeting.

The Contractor shall submit the draft enforcement initiative to the COR within twenty (20) days after the meeting for review and comments. The COR will review the plan and provide comments to the Contractor within ten (10) business days of receipt.

C.5.13 Provide Training to Sworn Line Officers

At key designated intervals during the project (i.e., 15 months, 19 months and 23 months after award), the Contractor shall arrange hands-on expert training in the relevant law enforcement model application and techniques related to seat belt enforcement. This training shall be for the sworn line officers, to ensure full and effective participation in the project.

NHTSA anticipates there will be a series of three (3) training classes. The training classes shall be at four (4) month intervals. There shall be an initial 8-hour training class and two, 4-hour, training classes.

C.5.14 Implement Enforcement Initiative

Within fifteen (15) months of contract award, the Contractor shall implement a focused fifteen (15) month enforcement and community outreach initiative in the targeted community. The Contractor shall conduct a kickoff media event to launch this local enforcement initiative. As indicated above, community partners’ support shall be enlisted throughout this period to reinforce the value of the law enforcement efforts. As part of the enforcement initiative, the Contractor shall conduct a focused education and public outreach program using the messaging materials developed earlier (Task C.5.11) to support the enforcement effort (see also Task C.5.12 above).

Note: As a goal of this project is to determine whether program efforts can be sustained after completion of the project, funds from this contract may not be used for overtime enforcement. However, NHTSA will allow overtime funds for training related to this project.

Over the course of the fifteen (15) month implementation effort, the Contractor shall review and assess its overall enforcement efforts and redirect/recalibrate those efforts as necessary to achieve the objectives of this project. The Contractor shall submit any proposed revisions to the COR for approval and shall not initiate any changes/recalibrations without the approval of the COR. All changes/recalibrations shall be documented, as well as provided to the Independent Evaluation Contractor.

In addition, Contractor staff shall provide the Independent Evaluation Contractor with the data identified in Task C.5.12, continuously throughout the duration of the project and upon request of the COR or Independent Evaluation Contractor on a monthly basis, by the 20th day of the following month. The information shall be provided to the Independent Evaluation Contractor and the NHTSA COR.

C.5.15 Keep Community Partners Apprized on Progress

The Contractor shall provide information to its community partners on the activities conducted and lessons learned from the law enforcement and community outreach intervention. This shall occur at regular intervals, as proposed, from the beginning of the enforcement initiative. If the Independent Evaluation Contractor has data that are germane and appropriate for release, these shall be shared at the progress briefings.

C.5.16 Conduct Post-Intervention Assessment

In this task, the Contractor shall provide updated data (see Task C.5.5) to the Evaluation Contractor, discuss with the Independent Evaluation Contractor any implementation and process issues, and provide the Independent Evaluation Contractor access to law enforcement officers involved in the intervention. It is important for the Independent Evaluation Contractor to speak with law enforcement to assess how the enforcement strategies, selected law enforcement model and community outreach were conducted and implemented. This task shall be completed within thirty-one (31) months of the date of award.

C.5.17 Present at National Conferences

The Contractor shall present on the project’s objectives, progress, obstacles encountered, and lessons learned at a total of two national traffic safety and law enforcement conferences approved by the COR. Attendance at a conference shall be requested sixty (60) days prior to the event.

The Contractor shall send all presentation materials to the COR at least thirty (30) days prior to any scheduled presentation. The COR will review the material and provide comment to the Contractor of any needed revisions within ten (10) days.

The final presentation shall be provided the COR at least ten (10) days prior to the presentation.

C.5.18 Submit Draft Final Report

Within thirty-two (32) months of contract award, the Contractor shall submit a draft Final Report to the COR for review. This report shall include, at a minimum:

• A summary of how the agency conducted the project as well as a detailed explanation of the tasks accomplished, problems encountered and general outcomes; and

• Lessons learned and recommended guidance regarding strategies, messages and materials focused on increasing seat belt enforcement.

• Change in numbers of seat belt citations and crashes, based on time and location.

Within ten (10) business days of receipt, the COR will review the draft final report and will provide comments to the Contractor.

Within ten (10) days after the COR’s response, the Contractor shall submit the Final Report to the COR.

C.5.19 Final Briefing

The Contractor shall conduct a final briefing within thirty-sixth (36) months after the date of award. The Contractor shall conduct a final briefing in Washington, D.C. for NHTSA staff, the Independent Evaluation Contractor personnel, and other interested parties. The final briefing shall summarize the activities over the course of the project and include details on lessons learned, challenges encountered, partnerships developed and educational activities conducted. The independent Evaluation Contractor may also present preliminary findings at this meeting. The briefing shall be approximately two (2) hours in duration.

The Contractor shall submit all final briefing materials to the COR a minimum of thirty (30) calendar days prior to the final briefing. The COR will review the material and provide comment to the Contractor within ten (10) business days.

The revised final briefing material shall be provided to the COR within ten (10) business days of receipt of the COR comments.

C.5.20 Submit Progress Reports and Participate in Conference Calls Monthly

The Contractor shall submit Monthly Progress Reports to the COR by no later than the 15th of the month following the month being reported. The Progress Report shall be in Microsoft (MS) Word, Excel, Adobe, .PDF, or a combination of these formats and shall include, at a minimum:

1. Accomplishments achieved during the reporting period;

2. A breakdown of funding expended during the reporting period;

3. A summary of interactions with the Independent Evaluation Contractor during the reporting period;

4. Problems or delays encountered in the project during the reporting period;

5. Specific actions the Contractor will undertake to resolve problems or delays;

6. Tasks scheduled for the next reporting period;

7. Any future actions the Contractor requests of NHTSA; and

8. Preliminary or interim results, conclusions, trends or other items of information available.

The Contractor shall also participate in monthly conference calls arranged by the COR between their staff, the independent Evaluation Contractor and the NHTSA COR; to discuss the progress of the enforcement effort, review data that have been collected, review any problems/challenges that have been encountered and discuss how they have been resolved.

(End of Section C)

F.4 DELIVERABLES/MILESTONES

The Contractor must submit all deliverables and meet all milestones on their respective due dates which are considered to be significant in the performance of this Contract in accordance with the following:

Item # Task # Deliverable (D)/Milestone (M) Due Date

1 C.5.1 Contractor provides COR PPT slides for Kick-Off Meeting

(M) (D)

45 days after award

2 C.5.1 COR reviews and provides comments to Contractor (M) 55 days after award

3 C.5.1 Contractor delivers the revised slides to the COR (D) 5 days prior to the kickoff

4 C.5.1 Conduct Kickoff meeting (M) 65 days after award

5 C.5.2 Contractor submits draft work plan to the COR (D) Within 15 business days after kickoff

6 C.5.2 COR reviews work plan and provides comments to Contractor (M)

Within 15 business days of receipt of Item #5

7 C.5.3 Contractor collects data using the DDACTS or SARA model for problem identification (M)

Within 4 months of award

8 C.5.4 Contractor analyzes data (M) Within 5 months of award

9 C.5.5 Contractor provides data and access to personnel, to the Independent Evaluation Contractor (D)

Within 6 months of award

10 C.5.6 Contractor conducts Planning Meeting with COR and NHTSA staff (M)

Within 9 months of award

11 C.5.7 Contractor provides community policing training to all sworn personnel at the level of supervisor and above (D)

Within 9 months of award

12 C.5.8 Contractor identifies key community partners to engage in initial organizing activities and provides a list to the COR (D)

Within 10 months of award

13 C.5.8 COR reviews list of proposed key community partners and provides input to Contractor (M)

Within 15 days of receipt

14 C.5.9 Contractor invites key community partners and allied agencies to participate in the project and holds the planning meetings (M)

12 months after award and as needed

15 C.5.9 Contractor and community partners develop list of strategies and provides to COR (D)

Within 20 days of Item #14

16 C.5.10 COR reviews the list of proposed list of strategies and equipment and provides input to Contractor (M)

Within 10 business days of receipt

17 C.5.10 Contractor acquires equipment needed for enforcement efforts (M)

Within 13 months of award

18 C.5.11 Contractor develops communications plan (M) (D) Within 13 months of award

19 C.5.11 COR reviews communication plan and provides comments to the Contractor (M)

Within 15 days of receipt

20 C.5.12 Contractor finalizes the enforcement partnership initiative plan with the designated community partners (M)

14 months after award

21 C.5.12 Contractor provides finalized enforcement partnership initiative plan (D)

Within 20 days of Item #20

22 C.5.12 COR reviews enforcement initiative and provides comments to Contractor (M)

Within 10 business days of receipt of Item #21

23 C.5.13 Contractor provides training to sworn line officers, in three separate sessions (M) (D)

15, 19 & 23 months after award

24 C.5.14 Contractor kicks off 15 month enforcement initiative (M) and begins to provide monthly data on the 20th day of the following month. (D)

15 - 30 months after award

25 C.5.15 Contractor provides information to its community partners on the activities conducted and lessons learned from the intervention at three month intervals (M)

Ongoing

26 C.5.16 Contractor provides post-intervention data to Independent Evaluation Contractor (D)

31 months after award

27 C.5.17 Contractor makes presentations on findings and lessons learned at national conferences (M)

Request 60 days prior to attendance

28 C.5.17 The Contractor provides presentation materials to the COR for revision (D)

30 days prior to any presentation

29 C-4.17 COR reviews presentation material and provides comments to Contractor

Within 10 days of receipt

30 C.5.17 Contractor delivers the revised presentation material to COR (D)

Within 10 days of receipt

31 C.5.18 Contractor submits draft final report (D) 32 months after award

32 C.5.18 COR reviews draft final report and provides comments to Contractor (M)

Within 10 business days of receipt

33 C.5.18 Contractor delivers the revised Final Report to COR (D) Within 10 days of receipt

34 C.5.19 Contractor submits draft final briefing materials to COR (D) 30 calendar days prior to final briefing

35 C.5.19 COR reviews draft of final briefing materials and provides comments to Contractor (M)

Within 10 business days of receipt

36 C.5.19 Contractor delivers the revised final briefing materials to COR (D)

Within 10 days of receipt

37 C.5.19 Conduct final briefing (M) 36 months after award

38 C.5.20 Submit Monthly Progress Reports and participate in monthly conference calls (M) (D) Monthly