SAPR_Bystander_Intervention_Training,_PWS.docx

Performance Work Statement (PWS)

For

Air Force Integrated Resilience Office (AF/A1Z)

Air Force Integrated, Evidence-Based Personal Violence Prevention Training

1.0 INTRODUCTION/BACKGROUND: Personal violence prevention and resilience are a top priority of the Department of Defense (DoD) and the United States Air Force (USAF). The Integrated Resilience Office (AF/A1Z) serves as the USAF’s office of primary responsibility for resilience, sexual assault, workplace harassment, and suicide prevention policy and provides oversight to ensure that each of the Major Command (MAJCOM) programs comply with DoD and USAF policy.

1.1 In order to operationalize the 2014 DoD Prevention Strategy, the 2015 Air Force Sexual Assault Prevention Strategy (AFSAPS) provides the overall vision for a USAF free from sexual assault. As a first step in implementing the AFSAPS, the USAF implemented an evidence-based bystander intervention training (BIT) as part of the annual training requirement for sexual assault (2016-2018) and suicide prevention (2017-2018).

1.1.1 As evidenced by the evolution of the BIT program from 2016 to 2018, USAF has moved from a siloed approach to prevention and resilience to a more integrated, holistic approach. Therefore, in order to sustain the positive prevention effects realized in 2016-2018 and continue the effort to provide the Total Force with integrated prevention and resilience training, the services requested in the base year and subsequent option years are to continue the work started under the previous evidence-based BIT requirement and broaden the application of the bystander intervention approach by providing training, technical assistance, and consultation. As well as, to support the development and implementation of an integrated, evidence-based personal violence prevention and resilience training plan across the military and civilian career cycle.

1.1.2 There are several key considerations for sustaining the positive effects realized by implementing the evidence-based BIT in 2016-2018. These considerations will be addressed by this requirement: 1) in order to maximize the impact of an evidence-based BIT curriculum, boosters of the skills must be provided to the Total Force and new accessions must receive the foundational skill development curriculum; 2) as the USAF has moved to a more integrated approach to personal violence prevention and resilience, BIT must be a part of a more comprehensive integrated, evidence-based training plan; 3) given the large scope of implementing training for the Total Force, including the accessions sources, AF/A1Z does not have the capacity to provide the level of technical assistance that would be needed to ensure fidelity and, as such, the current requirement includes provision of technical assistance; and 4) cohesion between the BIT program and other prevention and resilience activities and training platforms and programs (e.g. Green Dot, Master resilience Training, Life Skills Training, Suicide Awareness and Prevention Program, etc.) is needed; as such, the requirement includes consultation with AF/A1Z and other prevention and resilience experts associated with non-government entities, other government organizations (e.g. the Center for Disease Control and Prevention, National Institute of Justice), academic institutions, and in the private or commercial sector.

1.2 CONTRACT OBJECTIVE: Given the needs and considerations above, the objective of this requirement is to provide training and technical assistance to institutionalize BIT at the accessions sources, provide technical assistance and updates to a toolkit to sustain a personal violence prevention program via BIT across the Total Force, and to develop and support an implementation plan through training and technical assistance of an integrated evidence-based personal violence prevention and resilience plan, of which the evidence-based bystander intervention approach used in the USAF from 2016 to 2018 is a cornerstone, that addresses an Airman’s risk and resilience from accessions to retirement/separation. To ensure that the plan and trainings that comprise it are evidence-based and meet USAF needs and requirements, the plan development and execution will require consultation with A1Z and other prevention and resilience experts.

1.3 TASK REQUIREMENTS:

1.3.1 Task One: Sustain the current evidence-based BIT program in the USAF by supporting training institutionalization at accession sources and updating and supporting the use of a BIT toolkit for the Total Force (non-trainee Airmen).

1.3.1.1 Institutionalize at Accessions Sources. The contractor shall support institutionalization of the current evidence-based BIT program at accession sources, such as technical training, US Air Force Academy (USAFA), ROTC, and Officer Training School (OTS), by providing training and technical assistance to ensure implementation with fidelity. Training entails development and delivery (digital and hardcopy material) of implementation materials (includes but is not limited to training curriculum, training manuals, and handouts), in-person and virtual training of implementers, training of trainers, and providing training directly to trainees. Technical assistance entails providing periodic in-person and at least monthly virtual (webinar or phone) support and consultation, as well as developing fidelity tools and implementation toolkits to support implementation. A training and technical assistance plan shall include how fidelity and quality of implementation will be monitored, how issues with implementation will be resolved, and how close communication with AF/A1Z about status implementation will be achieved. A summary of training and technical assistance shall be provided as part of the monthly status report (MSR). This subtask will entail meetings in the National Capital Region (NCR) and up to 25 trips per year to accessions sources.

1.3.1.2 Sustain with Total Force. The contractor shall support the use of a BIT toolkit for non-trainee Airmen and update the toolkit annually. The toolkit will consist of training modules (e.g. a digital presentation or video), handouts, implementer/facilitator instructions for interactive activities, implementer/facilitator lesson plans, and any other implementer/facilitator resources deemed necessary to provide annual BIT to non-trainee Airmen (Officer, Enlisted, and Civilian). The development, review, and approval of the toolkit resources will be completed in a manner that is cohesive with other prevention and resilience activities and training platforms and programs (e.g. Green Dot, Master resilience Training, Life Skills Training, Suicide Awareness and Prevention Program, etc.). Support for the implementation of the toolkit will entail technical assistance provided periodically in-person and at least monthly virtually (webinar or phone), as well as developing and providing copies (electronic and 250 hard copies) of fidelity tools, toolkit resource materials, and implementation manuals. Fidelity tools will focus on process and outcome measures that include but are not limited to resources and methods to monitor electronic availability and proper function, training curriculum efficacy, implementer/facilitator efficacy, training objective accomplishment, and Airmen acceptance and feedback of the toolkit. The contractor shall update the BIT toolkit developed in 2018 based on lessons learned from previous versions of the BIT toolkit, maintaining currency with the most up-to-date DoD and USAF training requirements, emerging areas of personal violence prevention and resilience, elements of the career-cycle plan (Task Two) as appropriate, and training Violence Prevention Integrators (VPI--or those serving in the VPI role) and or Community Support Coordinators (CSC--or those serving in the CSC role) on the use of the toolkit. New elements of the toolkit should be piloted before being included. A training and technical assistance plan shall include how fidelity and quality of implementation will be monitored, how issues with implementation will be resolved, and how close communication with AF/A1Z about implementation status will be achieved. A summary of training and technical assistance shall be provided as part of the MSR. Travel for this subtask will entail up to 30 trips per year to Air Force installations, as well as travel within the NCR.

1.3.2 Task Two: Develop an integrated, evidence-based personal violence prevention and resilience plan, of which the USAF 2016-2018 evidence-based bystander intervention approach is a cornerstone, that addresses an Airman’s risk and resilience from accessions to retirement/separation and support plan implementation through training and technical assistance.

1.3.2.1 Develop Personal Violence Prevention and Resilience Plan. In order to move to a more holistic approach for providing training and preventing violence, the USAF has developed a career cycle roadmap that identifies what personal violence prevention and resilience skills Airmen need throughout their careers (initial training at accessions sources, additional training for periods of known vulnerability, boosters for the Total Force, and reinforcement and skill development for leaders). The contractor shall identify and adapt evidence-based personal violence prevention and resilience interventions that address the skills Airmen need, ensure cohesion in messaging, appropriate dosage and boosters so that skill development is built on and reinforced over the career cycle. The contractor shall provide a plan and logic model that outlines, in addition to the evidence-based bystander intervention, which personal violence prevention and resilience interventions will be implemented over the career-cycle, and how the skills will be reinforced in different venues. The contractor shall prepare paperwork for institutional review and approval of training within the plan. The evidence-based bystander intervention approach will be a cornerstone of the plan and as such, the interventions and tools in Task One will become part of the integrated plan. The plan should minimize redundancy, maximize effectiveness, and utilize a variety of training modalities and delivery methods to provide personalized training. Paramount to the plan development is effectiveness and efficiency of training. Travel for this subtask will entail up to 15 trips per year to Air Force installations, as well as travel within the NCR.

1.3.2.2 Provide Training and Technical Assistance to Implement Plan. Once approved, the contractor shall provide a plan that outlines how the integrated evidence-based personal violence prevention and resilience plan will be implemented and the training and technical assistance that will support the implementation plan. Training entails development and delivery (digital and hardcopy material) of implementation materials (includes but not limited to training curriculum, training manuals, and handouts), training of implementers, training of trainers, and providing training directly to trainees. Technical assistance entails providing periodic in-person and at least monthly virtual (webinar or phone) support and consultation, as well as developing fidelity tools and implementation toolkits to support implementation. The plan shall include how fidelity and quality of implementation will be monitored, how issues with implementation will be resolved, and how close communication with AF/A1Z about implementation status will be achieved. A summary of training and technical assistance shall be provided as part of the MSR. This subtask will entail meetings in the NCR and up to 30 trips per year.

1.3.2.3 Consultation with USAF, Prevention, and Resilience Experts. Because the integrated evidence-based plan will leverage proven approaches, the contractor shall identify and consult with prevention and resilience subject-matter experts (SMEs) on development, implementation, training, and technical assistance. In addition, to ensure that the plan is feasible in an Air Force setting and meets the unique USAF requirements, the contractor shall consult with USAF prevention and resilience experts, leaders, and other key stakeholders. The contractor may obtain SME consultation by offering honorariums, consultation fees, or subcontracts depending on the level of effort. Through consultation and collaboration, the contractor shall obtain and adapt intervention materials, ensure key elements of the interventions (as defined by the program developers and research literature) are maintained, and ensure that the plan and interventions can reasonably and effectively be implemented in the intended setting. This subtask will entail meetings in the NCR and up to 10 trips per year.

1.3.2.4 Conduct data analysis. The contractor shall develop and execute a program evaluation that captures input, process, and outcome indicators related to the comprehensive personal violence prevention and resilience plan as well as analyze feedback and assessment information from the field to ascertain the effectiveness of the overarching plan across forms of violence and resilience and on short and intermediate risk and protective factors. The contractor shall obtain necessary institutional approvals for the evaluation (e.g. Survey control number).

1.3.3 Task Three (Option Years 1-4): Update integrated, evidence-based personal violence prevention and resilience plan that includes the evidence-based bystander intervention approach (Task One) and addresses an Airman’s risk and resilience from accessions to retirement/separation, and support implementation of the plan through training and technical assistance.

1.3.3.1 Update Integrated Evidence-Based Prevention and Resilience Plan. The contractor shall update the implementation, training, and technical assistance plan developed in Task Two to incorporate lessons learned to include feedback obtained through the program evaluation, the most up-to-date DoD and USAF training requirements, emerging areas of personal violence prevention and resilience, and training VPIs (or those serving in the VPI role) and or CSCs (or those serving in the CSC role). This subtask will entail meetings in the NCR and up to 10 trips per year.

1.3.3.2 Provide Training and Technical Assistance to Implement Plan. The contractor shall implement the plan by providing training and technical assistance. Training entails development and delivery (digital and hardcopy material) of implementation materials, training of implementers, training of trainers, and providing training directly to trainees. Technical assistance entails providing periodic in-person and at least monthly virtual (webinar or phone) support and consultation, as well as developing fidelity tools and implementation toolkits to support implementation. A summary of training and technical assistance shall be provided as part of the MSR. This subtask will entail meetings in the NCR and up to 50 trips per year.

1.3.3.3 Consultation with USAF, Prevention, and Resilience Experts. Because the integrated evidence-based plan will leverage proven approaches, the contractor shall identify and consult with prevention and resilience SMEs on development, implementation, training, and technical assistance. In addition, to ensure that the plan is feasible in an Air Force setting and meets the unique USAF requirements, the contractor shall consult with USAF prevention and resilience experts, leaders, and other key stakeholders. The contractor may obtain SME consultation by offering honorariums, consultation fees, or subcontracts depending on the level of effort. Through consultation and collaboration, the contractor shall obtain and adapt intervention materials, ensure key elements of the interventions (as defined by the program developers and research literature) are maintained, and ensure that the plan and interventions can reasonably and effectively be implemented in the intended setting. This subtask will entail meetings in the NCR and up to 10 trips per year

1.3.3.4 Conduct data analysis. The contractor shall continue to collect and analyze the program evaluation data for the plan developed in 1.3.2.4. The contractor shall update the plan as needed and obtain relevant institutional approvals (e.g. Survey control number) to conduct the evaluation. The contractor shall summarize the results and include recommendations to address findings.

1.3.4 Key Personnel. The individual leading the tasks identified above must have at least 15 years of experience within the past 10 years in the field of personal violence prevention, have a PhD in the social and behavioral sciences (e.g., psychology, sociology), have experience working with the military, and have experience developing and implementing an evidence-based personal violence prevention and resilience program. Given the size of the implementation (more than 600,000 Airmen) and number of implementers (at least 220 per year) to be trained, the contractor will also have experience training a large number of implementers and the capacity to provide technical assistance to a program implemented nationally and in at least 10 international locales.

1.4 DELIVERABLES

1.4.1 The specific format and required delivery dates for all deliverables will be specified by the originator consistent with Air Force needs. Any papers, recommendations, etc. that the contractor submits are drafts, not final copies until approved in writing and accepted by the COR

1.4.2 Monthly Status Report: The MSR details major accomplishments during the month, problems/resolutions, recommendations, and the estimated completion dates for longer term tasks. In addition, the MSR should include an indication that the individual leading or overseeing the completion of each task met the Key Personnel criteria outlined above. The MSR should provide a summary of progress on each task conducted during that month.

1.4.3 Criteria for Acceptance. All deliverables shall be submitted in the format stated above to the COR in the specified format.

1.4.4 Delivery Instructions. All deliverables shall be delivered to the COR no later than the date specified in the deliverables chart above. Deliverables become the property of the Government.

1.4.5 Deliverables Schedule. The contractor shall ensure that all deliverables developed under this contract meet or exceed the quality standards for documentation. The contractor shall ensure that all documents, data and deliverables described in this PWS are submitted on time and in the required format. At the completion or termination of this contract, the Government shall own all products developed while performing on this requirement.

2.0 SERVICES SUMMARY

3.0 GENERAL INFORMATION

3.1 Data and Materials. The Government has unlimited rights to all implementation and training materials that will be adapted or developed for the Air Force implementation of the integrated personal violence prevention and resilience plan, in addition to any process evaluation data collected, such as training satisfaction surveys or implementation logs. This does not include the original program materials that were not developed for the express purpose of this requirement.

3.2 TRAVEL

3.2.1 CONUS Travel. The contractor will be required to perform periodic travel within the Continental United States (CONUS) and Outside the Continental United States (OCONUS) in performance of this contract. Prior to travel, the contractor shall coordinate with, and receive approval from, the COR at least 10 business days prior to trip unless notification was received by the COR without 10 days of notice. The contractor shall be responsible for obtaining all passenger transportation, lodging and subsistence. Reimbursement of CONUS travel costs will be in accordance with the Federal Travel Regulation per FAR 31.205-46. The contractor shall travel using the lower cost mode transportation commensurate with the mission requirements. All costs shall be agreed to in advance and reimbursed on a cost basis upon receipt of the invoice in Wide Area Workflow and copies of receipts turned in to the COR. All air travel shall be booked on American flagged carriers, unless otherwise directed by the Contracting Officer. No General Administrative charges and profit will be paid on these actual costs. It is expected that 90 trips will be required in the base year and 70 in each of the option years. It is anticipated that 90% of travel will be CONUS and 10% will be OCONUS.

3.2.2 Local Travel. Local travel within the NCR (50-mile radius from the duty station) is considered a cost of doing business and shall not typically be reimbursed under this contract. However, the contractor may incur incidental travel expenses during performance of the contract for miscellaneous administrative expenses such as, but not limited to, parking and conference fees. It may be necessary to permit the contractor to charge these incidental travel expenses to the contract, but each decision will be made on a case-by-case basis and must be coordinated and approved by the COR prior to incurring these costs.

3.2.3 Travel and Trip Reports. The contractor shall present official business travel requests in the form of a Travel Cost Estimate (TCE) to the COR. Upon the COR’s written approval, the contractor may take the business trip. The contractor shall prepare and deliver Trip Reports following each trip to the COR within 5 business days after each trip. The Trip Reports are not required for local travel as defined in the Federal Travel Regulations. The Trip Reports shall include the following details:

3.2.3.1 Individual Traveling

3.2.3.2 Destination

3.2.3.3 Dates

3.2.3.4 Cost

3.2.3.5 Purpose of Trip

3.2.3.6 Participation of Traveler

3.2.3.7 Results of Trip

3.2.3.8 Problems/Issues

3.4 ORANIZATIONAL CONFLICTS OF INTEREST.

3.4.1 The term Organizational Conflicts of Interest (OCI) is defined in Federal Acquisition Regulation (FAR) 2.1; also see FAR 9.502 (c). An OCI exists when a Contractor would face an actual or potential conflict of interest if it worked on a planned task order, due either to its other business interests or to the nature of the effort to be performed. However, organizational conflicts of interest are more likely to occur in contracts involving:

3.4.2 Management support services;

3.4.3 Consultant or other professional services;

3.4.4 Consultant or other professional services; direction work performed by a Contractor that does not have overall contractual responsibility for development or production.

3.4.5 Analysis: The contractor is encouraged to make a preliminary disclosure to the Contracting Officer, prior to the due date for receipt of proposals, of any OCI issues the Contractor has identified. Such preliminary disclosure will allow the Contracting Officer more time to assess both the potential OCI and the Contractor proposed strategy to negate or mitigate the OCI. The Contracting Officer will then review and analyze the PWS under this task order and determine that no OCI has been identified, potential or otherwise. This assessment may be crucial since, per FAR 9.504(e), the Contracting Officer may not award the task order to a Contractor with an OCI that cannot be negated or mitigated. If the Contractor demonstrates to the Contracting Officer that there may be a possible conflict of interest arising out of an existing task order, the Contracting Officer will take the necessary action to delete that requirement and/or mitigate any conflict of interest that may be present. The Contractor agrees that the Government or an authorized representative may, up to three years after acceptance of all programmatic documentation to be delivered under applicable task order, restrict the Contractors future participation in any resulting program managed system acquisition action(s).

3.4.6 Title 10, US Code Section 2399 prohibits the involvement of a defense contractor in the operational test and evaluation of its own systems and equipment. Consequently, all parties must be particularly sensitive to potential, actual, or perceived organizational conflicts of interest where system contractors are or appear to be involved in the operational testing and evaluation of their own equipment or systems, including involvement as a test support contractor. Such involvement is strictly prohibited. The Contractor acknowledges that it is familiar with Title 10 U.S.C. Section 2399 and FAR 9.5 and agrees that it will avoid conflicts of interest and, to the maximum possible extent, the appearance of conflict of interest, in accordance with the principles set forth in the Statute and FAR. The contractor also acknowledges that statutory operational testing and evaluation conflicts of interest arising under 10 U.S.C. 2399 and Army Regulation 73-1, paragraph 5-6, may not be mitigated or "firewalled" using the FAR 9.5 procedures.

3.5 QUALITY CONTROL

3.5.1 Contract management, quality control (QC) for work accomplished during the performance of this contract will be the responsibility of the contractor, not the Government. All instruction and work shall be accomplished using the best academic and industry practices and be within the Government guidelines. The COR will regularly review the work and documentation produced by the contractor’s personnel.

3.5.2 Government Remedies. The CO shall follow FAR 52.212-4 Contract Terms and Conditions-Commercial Items, for contractor’s failure to perform satisfactory services or failure to correct non-conforming services.

3.6 NON-PERSONAL SERVICES. The Government will neither supervise contractor employees nor control the method by which the contractor performs the required tasks. Under no circumstances shall the Government assign tasks to, or prepare work schedules for, individual contractor employees. It shall be the responsibility of the contractor to manage its employees and to guard against any actions that are of the nature of personal services, or give the perception of personal services. If the contractor feels that any actions constitute, or are perceived to constitute personal services, it shall be the contractor’s responsibility to notify the CO immediately. These services shall not be used to perform work of a policy/decision making or management nature, i.e., inherently Governmental functions. All decisions relative to programs supported by the contractor shall be the sole responsibility of the Government.

3.7 GENERAL CONTRACTOR PERSONNEL REQUIREMENTS

3.7.1 Communication Requirement. On-site contract instructors shall be fluent in English, being able read, write, speak and understand.

3.7.2 Contractor Employees. The contractor shall utilize industry standard and reasonable due diligence to persons employed for work on this contract do not pose a potential threat to the health, safety, security, general well-being or operational mission of the government facility and its population. Appropriate identification shall be worn or attached to outer garments at all times in compliance with hosting facility policies and guidance. The contractor shall provide the COR a list of personnel working under this PWS 3 days after contract award date and updated as changes occur or upon request by the contracting officer. No later than 5 days prior to the first day of training, instructor information shall be delivered via e-mail to the COR.

3.7.3 The management and control of contractor employees in the performance of this contract shall be the responsibility of the contractor; however, the contractor shall comply with the contract requirements and government regulations concerning conduct of employees.

3.7.4 Contractor Point of Contact. The contractor shall provide a Project Manager (PM) who shall be responsible for the performance of work. The PM shall have full authority to act for the contractor on all matters relating to the daily operation of this contract. The contractor shall designate this individual to the CO and the COR before the contract start date. An alternate PM may be designated, but the contractor shall identify those times when the alternate shall be the primary point of contact. The Government has no preference to on-site or off-site PM.

3.8 HOURS OF OPERATION. Contractor shall coordinate with COR regarding hours of operation related to meetings and trainings.

3.8.1 Government Availability. Government agencies will not be available during scheduled Federal holidays, inclement weather, weekends, after duty hours, emergencies, Government-directed facility closings or Air Force down days. All chargeable work will be directly attributable to the task being performed by the individual.

3.8.2 Government Holidays. The following Government holidays are normally observed by Government personnel: New Year’s Day, Martin Luther King’s Birthday, President’s Day, Columbus Day, Veteran’s Day, Thanksgiving Day, Christmas Day, and any other day designated by Federal Statute, Executive Order, and/or Presidential Proclamation.

3.9 SERVICES CONTRACT MANPOWER REPORTING REQUIREMENT

3.9.1 The Contractor shall report all Contractor labor hours (including subcontractor labor hours) required for performance of services provided under this contract via a secure data collection site. The Contractor shall completely fill in all required data fields at http://www.ecmra.mil. The reporting period will start 1 October and ending 30 September. While inputs may be reported any time during the period of performance, all data shall be reported no later than 31 October following the applicable fiscal year. The Contractor may direct questions to the Contractor Manpower Reporting Application help desk.

3.9.2 Uses and Safeguarding of Information: Information from the secure website is considered proprietary when the contract number and the Contractor’s identity are associated with the direct labor hours and direct labor dollars. At no time will any data be released to the public with the Contractor name and contract number associated with the data.

3.9.3 User Manuals: Data for Air Force service requirements must be inputted at the Air Force CMRA link. However, user manuals for government personnel and contractors are available at the Army CMRA link at http://www.ecmra.mil.

PWS