executed award.pdf

PART I – The SCHEDULE

SECTION B - SUPPLIES OR SERVICES AND PRICES/COSTS

B.1 DESCRIPTION OF SERVICES

This is an Indefinite Delivery Indefinite Quantity (IDIQ) Contract award for Disaster Case Management Services.

B.2 ORDERING ACTIVITY

The Department of Health Human Services Administration for Children and Family (ACF) through the Program Support Center, Division of Acquisition Management, is the sole authority to issue Task Orders under this contract.

B.3 MINIMUM AND MAXIMUM FUNDING LIMITATION

The guaranteed minimum for this contract is the issuance of a single task order upon award of the basic IDIQ contract.

B.4 TASK ORDER FUNDING/TASK ORDER CONTENT

Task Orders will be issued on Cost Reimbursement basis with a not to exceed limit within the previews of the CPFF structure. Funding will be provided on individual task orders. Task orders shall be issued in accordance with the clause entitled “Task Order Procedures”. Each task order will contain at a minimum the following information:

a. The date of the order

b. Contract and task order number

c. Task order specific performance work statement

d. Fixed unit pricing

e. Not to exceed pricing for Aviation Fuel

e. The period of performance

f. Accounting and appropriation data

g. Payment office address

h. Any other pertinent information

B.5 SERVICE CONTRACT ACT WAGE DETERMINATION

The resulting contracts and task orders will be subject to the Department of Labor (DOL) Service Contract Act.

However, actual places of performance are currently unknown. Applicable wage determinations will be incorporated under the Task Order as necessary in accordance with FAR 52.222-49, Service Contract Act – Place of Performance Unknown.

B.6 CONSIDERATION AND PAYMENT

The Contractor shall provide continued operation of the Office of Administration of Children and Family for a basic period of twelve (12) months with four (4) twelve (12) month option periods. In consideration of satisfactory performance of this work, which is detailed in Section C, the Contractor shall be compensated in accordance with the following schedule:

B.7 Basic Contract Period

B.7.1. Base Period Estimated Cost $27,911,815 Fixed Fee $2,232,945 Total Estimated Cost Plus Fixed Fee $30,144,760

B.7.1 Option Period One

HHSP23320092901YI Page 3 of 39 Administration for Children and Family - Disaster Case Management Services

Estimated Cost $17,113,113 Fixed Fee $1,369,049 Total Estimated Cost Plus Fixed Fee $18,482,162

B.7.3. Option Period Two

Estimated Cost $16,555,412 Fixed Fee $1,324,433 Total Estimated Cost Plus Fixed Fee $17,879,844

B.7.4. Option Period Three

Estimated Cost $16,985,596 Fixed Fee $1,358,848 Total Estimated Cost Plus Fixed Fee $18,344,444

B.7.5. Option Period Four

Estimated Cost $17,428,420 Fixed Fee $1,394,274 Total Estimated Cost Plus Fixed Fee $18,822,694

B.7.6. Total for all Contract Periods

Estimated Cost $95,994,356 Fixed Fee $7,679,548 Total Estimated Cost Plus Fixed Fee $103,673,904

HHSP23320092901YI Page 4 of 39

SECTION C - DESCRIPTION/SPECIFICATION/WORK STATEMENT

Performance Work Statement Administration for Children and Families (ACF)

U.S. Department of Health and Human Services (HHS) Office of Human Services Emergency Preparedness and Response (OHSEPR) Disaster Case Management Program

1.0 General Information

The Office of Human Services Emergency Preparedness and Response (OHSEPR) within the Administration for Children and Families (ACF) exist to strengthen our nation’s emergency response system through the integration and delivery of human services to persons affected by disasters. This contract is designed to provide a single point of contact for disaster assistance applicants who need a wide variety of services that may be provided by various organizations.

2.0 Purpose of the Contract

The purpose of disaster case management is to rapidly return individuals and families who have survived a disaster to a state of self-sufficiency. This is accomplished by ensuring that each individual has access to a case manager who will take information about the individual’s situation and then serve as his or her advocate and help him or her organize and access the disaster related resources, human services, medical and mental health care that will help them achieve pre-disaster levels of functioning and equilibrium. The Federal government, to the extent possible, will endeavor to prepare for and reduce disaster impact on existing service delivery to their citizens by aiding in connecting disaster clients to services. More quickly linking disaster clients to appropriate assistance will reduce the likelihood that they will require more intensive healthcare and social service benefits and thus reduce the impact on States and existing systems.

3.0 Background

Prior to Hurricane Katrina and Rita there was no federal authority to fund disaster case management as part of a Stafford Act declaration. Consequently, case management had to be provided through donated funds and by voluntary agencies. The case management that was provided connected individuals to disaster specific services based on disaster recovery plans.

Hurricanes Katrina and Rita affected over 1 million people, causing extensive damage to existing infrastructure.

Many of those affected were already depending on federal assistance programs or suddenly found themselves in need of human or medical services paid for or provided by the government. It became apparent that a case management system was needed for those kinds of large scale displacements. Specifically, any system should assess individual and family needs and assists with connecting them with the appropriate healthcare, mental health, human and disaster specific services to address immediate circumstances and long-term requirements.

Congress passed the Post Katrina Emergency Reform Act of 2006 in recognition of this need. The Act recognized the need for comprehensive Disaster Case Management and authorized its development by stating, “the President may provide case management services, including financial assistance, to State or Local government agencies or qualified private organizations to provide such services to victims of major disasters to identify and address unmet needs.” This program is specifically designed to integrate with existing state and local case management systems.

The ultimate goal is to return citizens to their pre-disaster level of self-sufficiency, when appropriate.

HHSP23320092901YI Page 5 of 39

3.0 Summary of Tasks

To assist in the recovery efforts and to provide timely and needed human and disaster services to person impacted by a disaster, it is necessary to establish a contract for the provision of disaster case management services. This contract will enable OHSEPR to assist clients in need of disaster case management following a declared disaster. The contractor will abide by the ACF Disaster Case Management model and the accompanying DCM Implementation Guide. The following are steps and procedures the contractor must take during the delivery of DCM services:

Conduct a community-wide rapid needs assessment to identify available short- and long-term resources for disaster victims in conjunction with Federal, state, and local stakeholders. Coordinate with partners to ensure compliance with all relevant local, state and Federal.

Contact and coordinate with Federal, state and local relief and recovery agencies and organizations, including the long-term recovery committee or equivalent.

Arrange for a call center to triage and pre-qualify individuals for services.

Provide support and financial supplementation to local support entities that partner with the contractor for the provision of case management services consistent with this contract.

Provide on-site and ongoing training to the Disaster Case Management team members that includes instruction on the model and existing human services within the affected region.

Provide outreach and intake services to identify victims who need and qualify for disaster case management services; this service should be provided in conjunction with the Disaster Recovery Centers until permanent locations are identified.

To the extent possible, form a seamless program that integrates with voluntary agencies and state programs in order to avoid duplication of services.

Establish an organizational structure and implement staff supervision procedures for Regional and Local DCM teams to ensure that the team functions cohesively, effectively, in coordination with other Federal, state, and local responders and service providers, and with appropriate leadership and accountability;

Provide disaster case management and referral services to clients. Beginning by developing mutually agreed upon recovery plans for individuals to return to their pre-disaster status with the longer-term goal of economic self-sufficiency. Services should continue until clients have completed their recovery plan or are referred to other service providers.

Connect clients to existing services offered by Federal, state, and local agencies, as well as voluntary organizations.

Track the services provided and progress of individual clients using the to-be-specified client tracking system.

Develop a local network of providers that represents voluntary service agencies and other organizations that provide services to individuals with special needs.

Specific Tasks

Task 1 - Staffing and Personnel:

The contractor shall furnish all non-federal personnel required for the performance of the contract. ACF will provide access to all sites, appropriate personnel, and documents pertaining to the project that are under the control of ACF along with other Federal information necessary for the completion and/or enhancement of the project. Depending on the size and nature of the disaster, the contractor will increase the number of DCM teams at the national, regional, and local levels to meet the needs of affected clients. If the disaster affects multiple regions, teams will be deployed within each affected region.

Deliverables for Task #1:

HHSP23320092901YI Page 6 of 39

Deliverable Description Reporting Timeline

Screening and Qualifications of Staff

The contractor shall maintain records and report on the numbers of qualified and screened staff. The contractor will provide basic pre-employment screening as described within the Implementation Guide for all staff. All screened staff must meet the specified experience and degree requirements, unless approved by ACF.

Records must be current at all times. Reports are due every 30 days.

Training Training shall be provided to all staff on the DCM model and forms. Refresher training will be provided as necessary or as requested by ACF. Ongoing training will be provided on available FEMA and human services.

Within 72 hours of activation or within two weeks of signed subcontracting agreement with local agencies and on a regular basis to include not less than 20 hours of human services training per year.

Upon notification of alert status, the contractor shall deploy to the impacted area, case managers and case management supervisors sufficient to meet immediate disaster requirement. Because size of a disaster cannot be predicted the number of case managers pre-identified must be scalable. The DCM Model utilizes staff at the national, regional, and local levels that are a combination of federal, voluntary agency and local staff. This structure is described below:

National Disaster Case Management Coordination Team

The Contractor is responsible for the identification and assembly of the National Disaster Case Management Coordination Team (NDCMCT) which the contractor must deploy to the affected area(s) to include Alaska, Hawaii, or U.S. Territories within 72 hours of notification by ACF. Upon arrival the National team begins coordinating program implementation, serves as subject matter experts for disaster case management, works with the state to identify key points of contact and begins outreach to identify local disaster case management agencies. The following are key positions included on the National team:

Disaster Case Management Team Leader (ACF role) Healthcare Consultant (ACF) Social Services Consultant (ACF) State Coordinator National Partner Lead Coordinator Information Technology (IT) Coordinator Training Coordinator Community Coordinator Compliance/Finance Coordinator Regional Team Coordinator Administrative and Logistics Coordinator

Regional Disaster Case Management Response Teams (RDCMRT)

The Contractor, with assistance from the National team, provides disaster case management services within 72 hours of notification through recruitment, coordination and deployment of the Regional team. This team of trained and qualified disaster case managers connects with the National team once in the impacted area to prepare program

HHSP23320092901YI Page 7 of 39 implementation and serve as the initial case managers until services have been transferred to the local agencies.

Disaster Case Management Teams consist of the following:

Case Management Supervisors (Ratio of 1 to 5) Nurses/Social Workers for consultation of Federal resources and provision of initial case management Case Managers Client Assistants Client Navigators Volunteer Coordinator (depending upon the scale of or type of disaster) Administrative and logistics coordinator

Task 2 – Deployment Following Notification:

Within 24 hours of notification by ACF, all members of the National Team are to deploy to the disaster site; all members will arrive within 48 hours of notification. Deployment procedures will be initiated by the National Team Leader in conjunction with any task order or other directive issued by ACF. Within 72 hours of notification, Regional staff, supported by the National Team, will initiate the provision of intake and long-term disaster case management services to clients in the disaster-affected areas. The Regional team will have primary responsibility for providing initial services and should expect to be in place for 3 to 6 months.

Deliverables for Task #2:

Deliverable Description Reporting Timelines

Identification of persons in need The contractor will identify and report on persons in need of disaster case management through coordination with FEMA and other local agencies (within the limits of the Privacy Act).

Reporting periods will be based on reporting requirements set by FEMA and HHS, but will never be less than monthly

Outreach Outreach will begin immediately following deployment and throughout the service delivery process.

Within 72 hours of activation and on a monthly basis

Identify needed services (healthcare, mental health, critical care, financial, transportation, child care, etc.) and conduct “asset mapping” for individuals and families to help them prepare a recovery plan

The contractor shall work with disaster victims to develop a mutually agreed upon recovery plan that is essential to return the person to economic self-sufficiency. Special attention will be given to the needs of children and those that have functional requirements to maintain independence.

Contact should be made with each client not latter than one week after registration and sooner if needed.

Track services and support provided to disaster victims

The contractor shall provide ongoing support to clients and track clients' progress throughout the recovery process. Tracking should include home visits for special needs clients and other

Provide on a monthly basis beginning 30 days from the effective start date of the award

HHSP23320092901YI Page 8 of 39 vulnerable populations.

Refer disaster victims to human, healthcare, mental health, and disaster related service providers for needed services in the area of temporary domicile

The contractor shall maintain a database of existing services that a clients may qualify for and facilitate the client's connection to such services in the area of temporary domicile.

Provide on a monthly basis beginning 30 days from the effective start date of the award

Referring to and assisting clients with FEMA contacts in order to identify assistance

The contractor will identify and refer clients to State contacts for FEMA assistance.

Provide on a monthly basis beginning 30 days from

All services will be consistent with the five principles of the DCM model

Contractor shall comply with the five principles identified in the ACF DCM Implementation Guide and Program Design documents.

Provide on a monthly basis beginning 30 days from

The following operational periods aligned with key case management activities that must be carried out:

Operational Period

Timing Disaster Case Management Activity

Program Operations Initiated and Client Enrollment Begins

Following the 72-hour activation period, clients will have up to 6 months to enroll in the program.

This time period enables clients to apply for FEMA Individual Assistance (which has a 60 day enrollment period), be notified by FEMA of assistance decision (which typically happens one to three weeks following the application), and then have several weeks to consider options following FEMA’s decision.

The program is operational – meaning that persons seeking disaster case managements services can receive these services from program staff – within 72 hours of notification of the National Partner by ACF

Triage clients’ unmet disaster-caused needs to determine if there are immediate crisis needs, with special focus on infants, children and other special needs populations. Provide information and immediate referral (assist client with making calls and getting to appointments) for individuals that have urgent needs.

Establish a call center that persons affected by the disaster can call to inquire about and register for disaster case management services; 2-1-1 should be utilized where available.

Screen people to identify whether they have unmet disaster-caused needs and could benefit from case management services, as opposed to simply identifying an immediate short-term need that can be addressed by other service providers in the affected area.

Conduct outreach to identify vulnerable populations and people who have unmet disaster-caused needs.

Provide daily updates to ACF on program status, client status, and issues of concern (e.g., staffing, coordination, training issues).

Case Management Once a client is enrolled For those who seek case management services

HHSP23320092901YI Page 9 of 39

Services in the program, s/he can receive disaster case management services from the program for 12 months

(clients), complete strength-based comprehensive assessments of client’s unmet disaster-caused needs and any existing healthcare, mental health, or human service needs that would impede the recovery process.

Develop individual disaster recovery plans with clients that include specific goals and timeframes that are linked with the client’s disaster-caused needs. The individual disaster recovery plans must include existing human services, healthcare and mental health needs which must be addressed to ensure the person in treated holistically.

Advocate for clients, in particular by helping them meet the goals in their plans, through referrals to other agencies and organizations that provide direct services.

Use a tracking system to monitor and track progress on clients entering and exiting the disaster case management system, including when they transition to other case management providers. Identify how information will be shared with other stakeholders.

Continue to advocate for clients until either the goals of the plan are met and clients return to their pre-disaster level or self-sufficiency, the clients are transitioned to another case management provider or their state’s human services system, the client elects to discontinue services, or the designated maximum service delivery period is reached.

Provide daily updates to ACF on program status, summary client status, and issues of concern (e.g., staffing, coordination, training issues).

Monitor case management staff workload levels (e.g., number of cases per case manager), particularly once the program enrollment period ends. Make adjustments to case management staff levels, as appropriate.

Case Transition The contractor will remain operational for 18 months following the date of activation

Program Deactivation

Out-processing of staff (collect identification badges and relevant materials)

Closing out of staff access to IT platform and client files

Unresolved cases will be referred to the appropriate agency.

Prepare final reports to Contracting Officer’s Technical Representative

Task 3 – Transfer to Local Agencies:

HHSP23320092901YI Page 10 of 39

Transition to other local services providers will include clear communication with the client and the receiving local agency to ensure the client's approval and a smooth transition process. Local agency case managers will be required to meet the same qualifications and screening process as the regional teams. Local teams will follow the ACF DCM model, and will continue to identify clients in need of services, conduct outreach and provide long-term case management to clients that is consistent with the model. All hard-copy case files and client tracking systems will be updated to reflect the transition. The client will be asked to approve all transfers of confidential information to the new provider.

Deliverables for Task #3:

Local Agency Recruitment and Monitoring

The contractor shall report on the status of local teams and progress subcontracts. The contractor will report on local agency caseloads, programmatic and financial status updates; client satisfaction surveys;

training and compliance with policies and procedures.

Provide on a monthly basis beginning 30 days from the effective start date of the local agency awards.

Task 4 - Performance Monitoring:

The National Team is responsible for regularly monitoring the performance of local agencies with which they have contracted. This information is to be included in a monthly report to the Project officer, and will including the following:

Confirmation that each agency follows established policies and procedures Caseload (open/closed/transferred/transfer received cases) Chart reviews and summary reports that identify any problems with accurate use of forms; comparison of charted information to data entered into the IT Platform; and outstanding unresolved issues Confirmation that financial reporting of subcontractors is accurate Participate in conference calls to monitor activities;

Distribute and collect client satisfaction surveys for that evaluate case management effectiveness and clients satisfaction with the service provided Conduct periodic site visits to observe programmatic and fiscal operations and assess compliance with policies and procedures;

Assess training needs of case managers and providing refresher training as necessary Provide general oversight and facilitate collaboration efforts among affiliate agencies.

Prepare reports every thirty days on compliance for submission to ACF with special attention to any unmet needs of children and special needs populations.

Task 5 - Supplies:

The contractor shall produce a sufficient number of case file folders to meet the demand of client case loads, including forms, portable file containers and permanent filing cabinets to secure case file materials. Preferred file document materials (or similar products) include:

Case Folders: 3 - Tab Fastener Folders Disaster Case Management Intake

HHSP23320092901YI Page 11 of 39

Case Disposition Form and Notes Client Consent Case Notes Services and Referral Tracking Household Monthly Income and Expenses Case Closure Summary Form DCM Program Disaster Recovery Partnership Plan Disaster Assessment Individual Client Assessment Checklist for People Planning their Return Home Social Services Referral Screening Client Satisfaction Survey

Task 6 - IT Platform

Regional staff and Local DCM Agency staff will be responsible for data entry into the program’s client tracking / IT platform, per the program’s policies. Specific forms to be used are outlined above. The national partner will be required to provide weekly reports based on the data entered in to the system, and other reports as determined by ACF. Reports will be based upon pre-established indicators within the IT Platform. Data entry must be kept up to date and current with the rate of intake. The IT platform must provide access for federal employees that may be providing disaster case management.

Task 7 – Reporting:

Throughout the period of performance, the contractor shall work closely with the Contracting Officer’s Technical Representative on all activities performed under this contract. This requires, at minimum, monthly written reports, monthly meetings with ACF and weekly conference calls with the Contracting Officer’s Technical Representative and other agency representatives. The contractor shall prepare and deliver monthly written reports to the Contracting Officer’s Technical Representative and Contacting Officer, which shall document all activity under the contract during the report period, and shall deliver other memoranda and communications of explanation as deemed necessary by the Project Officer. The contractor may be responsible for requesting Office of Management and Budget (OMB) Clearance for information collection, if required under the Paperwork Reduction Act

The Contracting Officer’s Technical Representative may approve a “standing” day and time for weekly calls and monthly meetings and the contractor shall submit an agenda for each call or meeting to the Contracting Officer’s Technical Representative at least one workday prior to the meeting. If materials are needed for the meetings, the contractor shall submit the materials as soon as possible but no later than three workdays prior to the meeting date.

Deliverables for Task #7:

Provide reports on progress** The reports delivered monthly or upon request will include, but not be limited to, the following: number of clients served, services to which clients were referred, needs met, unmet needs, number of service delivery sites open, number of Disaster Recovery Centers, number of home visits, number of Individuals Assisted, number of cases opened, number of cases that have been closed and reason, number of IR requested and number of cases transferred.

Provide on a monthly basis beginning 30 days from the effective start date of the award

HHSP23320092901YI Page 12 of 39

** One copy of the monthly progress report shall be sent to the Contracting Officer, Division of Acquisition Management, Parklawn Building, Room 5-101, 5600 Fishers Lane, Rockville, MD 20857 or via e-mail to pscacquisitions@psc.hhs.gov .

Task 8 – Provision of DCM Services:

The contractor will continue the provision of services to clients enrolled in the DCM program and who have been impacted by Hurricanes Gustav within the state of Louisiana and prepare for program activation in the event of future disasters. DCM services will be provided to clients enrolled in the program for up to twelve months, effective from the date of award and in accordance with the DCM Implementation Guide and DCM Program Design documents.

Deliverables for Task 8:

Continue DCM services The contractor will provide services to Gustav clients enrolled in the DCM program

Services will be provided for up to twelve months.

Regular reporting will be provided based upon the terms set forth in this contract and according to the

DCM

Implementation Guide and Program Design documents.

Deploy the DCM program in the event of future program activation

The contractor will be prepared to deploy the three-tiered DCM program Nationwide in the event of future program activation

Services will be provided according to the DCM Implementation Guide and Program Design documents

4.0 Misconduct / Disruption of Services

At any time during the performance of this contract, the Contracting Officer’s Technical Representative (COTR) or OPDIV Department Head may request that the contractor immediately remove any contract employee whose actions, or impaired state, results in a disruption to the workforce. The contractor must replace the provider within 30 days, or as agreed upon with PO.

The Government reserves the right to test contract personnel prior to performing services and/or at any time during the contract performance period to ensure that they possess the necessary contract-required skills. Any contract personnel found to be unacceptable in administering skills required by the contract shall be immediately released from duty by the on-duty supervisor or PO. The PO or OPDIV designated official shall immediately notify the Contracting Officer, who will direct the contractor to provide a replacement.

mailto:pscacquisitions@psc.hhs.gov

HHSP23320092901YI Page 13 of 39

6.0 Contract Performance Specifications

6.1 Place and Period of Performance

Within 24 hours of notification by ACF, all members of the National Team are to deploy to the disaster site; all members will arrive within 48 hours of notification. Deployment procedures will be initiated by the National Team Leader in conjunction with any task order or other directive issued by ACF. Within 72 hours of notification, Regional staff, supported by the National Team, will initiate the provision of intake and long-term disaster case management services to clients in the disaster-affected areas. The Regional team will have primary responsibility for providing initial services and should expect to be in place for 3 to 6 months. Following the provision of services by the regional ream, local teams will follow the ACF DCM model, and will continue to identify clients in need of services, conduct outreach and provide long-term case management to clients that is consistent with the model

6.2 Type of Contract

This IDIQ contract contains a base period of twelve months plus four option periods of twelve months for a total of sixty (60) months. Anticipated schedule is as follows:

Base Period: 20 July 2009 - 19 July 2010 Option Period 1: 20 July 2010 - 19 July 2011 Option Period 2: 20 July 2011 - 19 July 2012 Option Period 3: 20 July 2012 - 19 July 2013 Option Period 4: 20 July 2013 - 19 July 2014

6.3 Quality Assurance Surveillance Plan (QASP)

QUALITY ASSURANCE SURVEILLANCE PLAN (QASP)

The Government will measure the contractor's performance under the performance objectives listed in the following table by applying the corresponding performance standards and acceptable performance quality levels (PQL).

Performance Outcomes Paragraph

(See paragraphs in the

PWS)

Acceptable Performance Level (PQL)

Monitoring Method

Pre-roster all National Partner designated National Team members available for deployment

1,2 100% compliance Monitored by ACF;

progress reports

Maintain pre-employment screening and record of qualifications, certification and licensure for all employees

1,2 90% compliance required ACF will review reports every 30 days

Deploy the National and Regional Case Management Teams within 72 hours following notification by ACF

1,2 No deviation permitted except under valid emergency situations or prior approval by ACF

Monitored by ACF

Personnel shall be available Monday-Friday from 9am-5:00 pm or as requested by ACF

1,2, 8 90% compliance Monitored by ACF, maintain time-sheets for all employees and

HHSP23320092901YI Page 14 of 39 submit at the request of ACF Project Officer

Maintain Disaster Case Management and resource tracking database

2 90% compliance ACF will conduct audits of client records and DCM database; monthly reports or as requested by ACF

Maintain Call Center or utilize 2-1-1, where available, during the 6 month client enrollment period

2 90% compliance Monitored by ACF, monthly progress reports

Ensure the needs of special needs populations, including children, are properly serviced

2,8 No deviation permitted, where resources are available and while clients are enrolled in services.

Monthly progress reports, audits, client satisfaction surveys

Monitor program compliance of local agency providers

4 90% compliance Monthly progress reports, audits

Provide services within guidelines/standards as stated within ACF Standard Operating Procedures and Implementation Guide.

1-8 Maximum of 10 substantiated client complaints

Complaints and client satisfaction surveys

Return clients to self-sufficiency or pre-disaster levels of functioning

2, 8 No deviation permitted, where resources are available and while clients are enrolled in services.

Monthly progress reports, audits, client satisfaction surveys

Maintains client privacy and confidentiality 6 No breaches of privacy permitted

Monitored by ACF, audits

Maintain quality client files, including case management forms, individual recovery plans and other documentation related to client recovery

5, 6 90% compliance Monitored by ACF, audits

Maintain up-to-date database of available services including, but not limited to, human services, healthcare, mental health, and other disaster related resources for client referrals

6 80% compliance Monitored by ACF, monthly progress reports, audits

Develop local network of providers that represent voluntary services agencies and other organizations that provide services to individuals with special needs

3 100% compliance Monitored by ACF, monthly progress reports, audits

Pre-train a cadre of Disaster Case Managers available to deploy within 72 hours following notification by ACF

1,2 100% compliance Monitored by ACF, monthly progress

Required reports are timely, accurate, and complete

7 90% compliance Monitored by ACF

Work in an economic manner that seeks to minimize the overall cost to the Government

5 100% compliance Review of invoices, and progress reports

6.4 Travel

HHSP23320092901YI Page 15 of 39

The Contractor will be reimbursed for actual incurred costs for all domestic travel in accordance with Federal Travel Regulation. Additional travel guidelines are as follows:

(1) Costs of air travel by most direct route. "Air coach" or "Air tourist" accommodations on prop or jet aircraft constitutes the normal class of air travel which shall be utilized.

First-class accommodations may be used if (1) less than first-class is not available providing reservation was requested within 24 hours after the traveler had knowledge of the trip; (2) less than first-class requires circuitous routing; (3) less than first-class requires travel to begin or end at unreasonable hours (i.e., if scheduled flight time is before 8:00 a.m. and scheduled arrival is after 9:00 p.m.); (4) less than first-class would result in additional direct costs which would offset the transportation savings; or (5) less than first-class will not make connections with other flights or means of transportation for continuation of the journey.

(2) Costs of rail travel by most direct route, first-class with lower berth or nearest equivalent.

(3) Travel by motor vehicle including rented automobile shall be reimbursed on a reasonable actual expense basis, or at the Contractor's option, on a mileage basis at the rate referenced in 41 CFR Part 301-10, plus any toll or ferry charges.

(4) Reasonable subsistence not in excess of actual itemized expenses not to exceed the ceilings in the Federal Travel Regulations in effect at the time of incurred cost or based on the Contractors approved travel policy.

6.5 Mobilization and Other Contingency Planning

The contractor may be expected to mobilized or deployed existing and/or additional staff to support a declared disaster(s). Such demands may require extended work hours and expansion of the contract workforce.

To ensure the Government operations can progress with no or only minimal disruption, the contractor shall anticipate the possibility of a mobilization or similar emergency and identify the steps it will need to take to rapidly expand its contract capabilities to meet the emergency.

6.6 Confidentiality of Data

Duplication or disclosure of the data and other information to which the Contractor develops or will have access to as a result of this contract is prohibited. It is understood that throughout the performance of this contract, the Contractor will have access to confidential data, which either is sole property of HHS or is the sole property of other than the contracting parties. The Contractor and his subcontractor(s), if any, agree to maintain the confidentiality of all data to which access may be gained throughout contract performance, whether title thereto vests in HHS or otherwise. The Contractor and his subcontractor(s) agree to not disclose said data, any interpretations and/or translations thereof, or data derivative there from, to unauthorized parties in contravention of these provisions without the prior written approval of the Contracting Officer or the party in which title thereto is wholly vested.

Subcontractors are subject to the same stipulations and may be held responsible for any violations of confidentiality.

6.7 Standards of Conduct

The Contractor shall ensure that all its personnel conduct their work in a professional and responsible manner. All Contractor personnel working on the Government’s site shall abide by the rules and regulations as set forth by HHS.

6.8 Government Liability

HHSP23320092901YI Page 16 of 39

The Government shall not be liable for any injury to the Contractor’s personnel or damage to the Contractor’s property unless such injury or damage is due to negligence on the part of the Government and is recoverable under the Federal Torts Claims Act, or pursuant to other Federal statutory authority.

7.0 Government-Furnished Property

8.0 Government-Furnished Information

The government will furnish minimal direction or specific guidance about tasks under this contract. The contractor must have experience in the task areas to successfully complete the execution of these tasks.

9.0 Performance Measures

The Contractor’s performance shall be evaluated annually. This evaluation shall become a part of the contract file and shall be used as past performance information in evaluating the Contractor’s and any significant subcontractors or affiliates past performance on future contracts. The Contractor shall be given a minimum of 30 days to submit comments, rebutting statements, or additional information.

9.1. Monthly Reporting

The contractor will implement the Disaster Case Management program. In performing its work, the contractor will follow the HHS Disaster Case Management Model as outlined in the Implementation Guide and Disaster Case Management Model and be flexible to changes if they are determined to improve the quality of service. The contractor will generally report on a monthly basis or as requested by ACF. The team will also report on the following contract objectives or deliverables on a monthly basis.

9.2 Status Meetings

The contractor’s Project Manager will meet with the ACF Contracting Officer’s Technical Representative to discuss overall status of the project, as well as issues and problem areas related to the project. Results of the meetings shall be documented and summarized in the Monthly Report. The ACF Contracting Officer’s Technical Representative will define the schedule for the meetings.

9.3 Invoices

Costs shall be segregated and billed individually for each task order awarded under this contract. In addition to the information required by SECTION I, clause 52.232-25 the following information is also required for submission of a proper invoice.

a. Signature of an authorized official certifying the invoice to be correct and proper for payment;

b. Period of performance for which costs are claimed; and the Government COTR's name and phone number on the face page of the voucher;

c. Tax identification number (employer's identification number) or social security number and

DUNS number;

d. Name of the Contracting Officer’s Technical Representative and address;

e. The Contractor shall submit an original complete with all back-up documentation of its invoice to:

HHS, Program Support Center

HHSP23320092901YI Page 17 of 39

Division of Acquisition Management, AOS Parklawn Building, Room 5-101 5600 Fishers Lane Rockville, Maryland 20857

f. The Contractor shall submit three (3) copies of each invoice will all required back-up documentation to the payment office addressed as follows:

PSC/Financial Management Services Parklawn Building, Room 16A-12 5600 Fishers Lane

Telephone Number: (301) 443-6766

In accordance with the requirements of the Debt Collection Improvement Act of 1996, all payments under this contract will be made by electronic funds transfer (EFT). The Contractor shall provide financial institution information in accordance with Section I, FAR Clause 52.232-34, Aand Payment by Electronic Funds Transfer - Other than Central Contractor Registration.

HHSP23320092901YI Page 18 of 39

SECTION D - PACKING AND MARKING

D.1. PACKAGING

All deliverables shall be packaged and packed in accordance with normal commercial practice to meet the packing requirements of the carrier, including that which is necessary to prevent deterioration and damage due to the hazards of shipping, handling and storing.

D.2. DELIVERY AND MARKING

All deliverables shall be delivered to the address shown in Section F.2. , entitled “Place of Performance” and shall be marked as follows:

1. Name and address of the Contractor;

2. Contract Number: TO BE CITED UPON AWARD OF CONTRACT;

3. Description of item contained therein; and

4. Consignee’s name and address.

HHSP23320092901YI Page 19 of 39

SECTION E - INSPECTION AND ACCEPTANCE

E.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

The following contract clauses pertinent to this section are hereby incorporated by reference (by Citation Number, Title, and Date) in accordance with the clause at FAR "52.252-2 CLAUSES INCORPORATED BY REFERENCE" in Section I of this contract. See FAR 52.252-2 for an internet address (if specified) for electronic access to the full text of a clause.

FAR 52.246-5 Inspection of Services—Cost Reimbursement (APR 1984)

E.2 INSPECTION AND ACCEPTANCE

The place of inspection and acceptance of services provided by the contractor shall be set forth in each task order.

For the purpose of this clause, the Contracting Officer's Technical Representative (COTR) or Contracting Officer’s Technical Representative named in the Designation of Contracting Officer's Technical Representative clause in this contract is the representative of the Contracting Officer. The Contracting Officer reserves the right to unilaterally designate other Government agents as authorized representatives. Should such occur; the Contractor will be notified by a written notice?

E.3 PERFORMANCE EVALUATION

This is a performance based contract. During performance of this contract, the contractor shall be evaluated by the COTR/PO, or other designated personnel, in accordance with the overall level of compliance with the contract and the demonstrated quality and timeliness of the services provided. The Quality Assurance Surveillance Plan (QASP) lists the performance requirements by FEMA Task for which contractor performance will be measured when performing under this contract. The Government and the contractor may mutually adjust the standards and/or identify additional performance elements as may be necessary to ensure that the performance standards for work specified in the order reflect the requirements.

E.4 METHODS OF SURVEILLANCE

The Government may use a variety of surveillance methods to evaluate the contractor’s performance. These include, but are not limited to, random sampling of recurring services, periodic surveillance of the contractor’s quality control program, test calls, and validated customer complaints.

HHSP23320092901YI Page 20 of 39

SECTION F - DELIVERIES OR PERFORMANCE

F.1. PRINCIPAL PLACE OF PERFORMANCE

The efforts required under this contract shall be performed throughout the United States to include Alaska, Puerto Rico, Hawaii, or U.S. Territory. Individual CPFF Task orders will designate the exact locations where services shall be rendered.

Headquarter: Headquarter element anywhere in the DC National Capital Area

Gustav: The Gulf Coast states to include but not limited to the States of Texas, Louisiana, Mississippi, Alabama, Florida, Georgia.

Future Deployment Site: The contractor may be required to provide services throughout the United States to include Alaska, Puerto Rico, Hawaii, or any other U.S. Territory.

F.2. DELIVERABLE SCHEDULE

Required deliverables will be established in individual task orders issued under the contract.

F.3. OBSERVANCE OF FEDERAL HOLIDAYS

The following services shall be performed on Saturdays, Sundays or Federal legal holidays as necessary to provide services in declared disaster area(s):

Government holidays are -

1. New Year’s Day January 1st

2. Martin Luther King’s Birthday Third Monday in Jan.

3. President’s Day Third Monday in Feb.

4. Memorial Day Last Monday in May

5. Independence Day July 4th

6. Labor Day First Monday in Sept.

7. Columbus Day Second Monday in Oct.

8. Veteran’s Day November 11

9. Thanksgiving Day Fourth Thursday in Nov.

10. Christmas Day December 25

F.4. FAR 52.252-2 CLAUSES INCORPORATED BY REFERENCE (FEB 1998)

This contract incorporates one or more clauses by reference, with the same force and effect as if they were given in full text. Upon request, the Contracting Officer will make their full text available. Also, the full text of a clause may be accessed electronically at this/these address(es):

“http:\\www.arnet.gov/far/”.

FEDERAL ACQUISITION REGULATIONS (48 CFR CHAPTER 1) CONTRACT CLAUSES

FAR 52.242-15 Stop Work Order (AUG 1989) Alternate I (APR 1984) iaw 42.1305( c )

HHSP23320092901YI Page 21 of 39

SECTION G - CONTRACT ADMINISTRATION DATA

G.1. ELECTRONIC FUNDS TRANSFER

The contractor shall forward electronic funds transfer information in writing to HHS Program Support Center, Division of Financial Operations, Parklawn Building, Room 16-05, 5600 Fishers Lane, Rockville, Maryland 20857, in accordance with Clause 52.232-34. All calls concerning contract payments shall be directed to general helpline for contract payments at 301-443-6766.

G.2. INVOICE SUBMISSION:

1. The Contractor shall submit invoices in an original and three (3) copies to the Project Officer. After review and approval the Contracting Officer’s Technical Representative shall:

a. Annotate each copy of the invoice “Payment is authorized in the amount of $

[enter amount] and sign each copy.

b. Forward two (2) copies of the invoice to:

PSC/Financial Management Service Division of Financial Operations Parklawn Building, Room 16A-12 5600 Fishers Lane

Telephone Number: (301) 443-3020

c. Forward one (1) copy of the invoice to:

Attn: Contracting Officer/Contract Specialist Contract Number / Task Order Number: HHSP23320092901YI /

HHSP233XXXXX

d. Parklawn Building, Room 5-101 Rockville, MD 20857

d. Maintain one (1) copy.

2. The Contractor agrees to include the following information on its voucher, applicable:

a. Contractor’s name and address;

b. Delivery Order Number;

c. Description of services, including the hours for each service and the cost;

d. Time reports and any other substantiating documentation such as travel; vouchers

e. Identification of any subcontractor labor;

f. Taxpayer Identification Number (TIN).

G.3. AUTHORITIES OF GOVERNMENT PERSONNEL:

Notwithstanding the Contractor’s responsibility for total management during the performance of this task order, the administration of the contract will require maximum coordination between the Government and the Contractor. The following individuals will be the Government’s points of contact during the performance of this contract/task order:

HHSP23320092901YI Page 22 of 39

1. Contracting Officer

All contract administration shall be performed by Contract Administrator, William N. Li. All communications pertaining to contractual and/or administrative matters under the delivery order should be addressed to the Contract Specialist

William N. Li Division of Acquisition Management, Parklawn Building, Room 5-101 5600 Fishers Lane, Rockville, Maryland 20857

(301) 443-2475

2. Contracting Officer’s Technical Representative (COTR) Appointment and Authority

The designated COTR will be Ms. Kaee Ross.

Attn: Kaee Ross, MPH, MSW 901 D. Street, S.W.

Washington DC, 20447 Email: Kaee.Ross@hhs.gov Ph: 202-401-9331

(a) Performance of work under this contract must be subject to the technical direction of the Contracting Officers’ Technical Representative identified above, or a representative designated in writing. The term “technical direction” includes, without limitation, direction to the contractor that directs or redirects the labor effort, shifts the work between work areas or locations, fills in details and otherwise serves to ensure that tasks outlined in the work statement are accomplished satisfactorily.

(b) Technical direction must be within the scope of the specification(s)/work statement.

The Contracting Officers’ Technical Representative does not have authority to issue technical direction that:

(1) Constitutes a change of assignment or additional work outside the specification(s)/statement of work;

(2) Constitutes a change as defined in the clause entitled “Changes”;

(3) In any manner causes an increase or decrease in the contract price, or the time required for contract performance;

(4) Changes any of the terms, conditions, or specification(s)/work statement of the contract;

(5) Interferes with the contractor's right to perform under the terms and conditions of the contract; or

(6) Directs, supervises or otherwise controls the actions of the contractor's employees.

(c) Technical direction may be oral or in writing. The Contracting Officers’ Technical Representative shall confirm oral direction in writing within five work days, with a copy to the Contracting Officer.

(d) The contractor shall proceed promptly with performance resulting from the technical direction issued by the Contracting Officers’ Technical Representative. If, in the opinion of the contractor, any direction of the Contracting Officers’ Technical Representative, or his/her designee, falls within the limitations in (c), above, the contractor shall immediately notify the Contracting Officer no later than the beginning of the next Government work day.

mailto:Kaee.Ross@hhs.