M00264-14-R-0001_Amendment_2.pdf

AMENDMENT OF SOLICITATION/MODIFICATION OF CONTRACT

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

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

30-105-04EXCEPTION TO SF 30

APPROVED BY OIRM 11-84

STANDARD FORM 30 (Rev. 10-83) Prescribed by GSA

FAR (48 CFR) 53.243

The purpose of this amendment is to provide response to questions raised by the offerors.

1. CONTRACT ID CODE PAGE OF PAGES

S 1 33

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

16C. DATE SIGNED

BY 18-Dec-2013

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

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

8. NAME AND ADDRESS OF CONTRACTOR (No., Street, County, State and Zip Code) X M00264-14-R-0001

X 9B. DATED (SEE ITEM 11)

11-Nov-2013

10B. DATED (SEE ITEM 13)

9A. AMENDMENT OF SOLICITATION NO.

11. THIS ITEM ONLY APPLIES TO AMENDMENTS OF SOLICITATIONS

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

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

(a) By completing Items 8 and 15, and returning 1 copies of the amendment; (b) By acknowledging receipt of this amendment on each copy of the offer submitted;

or (c) By separate letter or telegram which includes a reference to the solicitation and amendment numbers. FAILURE OF YOUR ACKNOWLEDGMENT TO BE RECEIVED AT THE PLACE DESIGNATED FOR THE RECEIPT OF OFFERS PRIOR TO THE HOUR AND DATE SPECIFIED MAY RESULT IN

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

12. ACCOUNTING AND APPROPRIATION DATA (If required)

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

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

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

CONTRACT ORDER NO. IN ITEM 10A.

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

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

D. OTHER (Specify type of modification and authority)

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

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

10A. MOD. OF CONTRACT/ORDER NO.

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

6. ISSUED BY

3. EFFECTIVE DATE

12-Dec-2013

CODE

COMMANDING GENERAL - REG CON OFFICE NCR

2010 HENDERDSON RD

HARRIS, CURTIS

QUANTICO VA 22134

M00264 7. ADMINISTERED BY (If other than item 6)

4. REQUISITION/PURCHASE REQ. NO.

CODE

See Item 6

FACILITY CODECODE

EMAIL:TEL:

M00264-14-R-0001

SECTION SF 30 BLOCK 14 CONTINUATION PAGE

SUMMARY OF CHANGES

SECTION SF 1449 - CONTINUATION SHEET

SOLICITATION/CONTRACT FORM

The required response date/time has changed from 23-Dec-2013 10:00 AM to 30-Dec-2013 10:00 AM.

SUPPLIES OR SERVICES AND PRICES

CLIN 0002

The CLIN extended description has changed from Travel will be in accordance with Performance Work Statement Paragraph 4.6. to Travel will be in accordance with Performance Work Statement Paragraph 4.6.NOT TO

EXCEED $44,200.00.

CLIN 1002

Statement Paragraph 4.6. to Travel will be in accordance with Performance Work Statement Paragraph 4.6.NOT TO

CLIN 2002

Statement Paragraph 4.6. to Travel will be in accordance with Performance Work Statement Paragraph 4.6.NOT TO

CLIN 0003 is added as follows:

ITEM NO SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT

Other Direct Cost (ODC)

COST

NOT TO EXCEED $1,500.00

FOB: Destination

ESTIMATED COST

CLIN 1003 is added as follows:

Other Direct Cost (ODC)

COST

CLIN 2003 is added as follows:

Other Direct Cost (ODC)

COST

DELIVERIES AND PERFORMANCE

The following Delivery Schedule item for CLIN 2002 has been changed from:

DELIVERY DATE QUANTITY SHIP TO ADDRESS UIC

POP 01-FEB-2016 TO

31-JAN-2017

N/A N/A

To:

DELIVERY DATE QUANTITY SHIP TO ADDRESS UIC

POP 01-FEB-2016 TO

31-JAN-2017

N/A N/A

INSPECTION AND ACCEPTANCE

The following Acceptance/Inspection Schedule was added for CLIN 0003:

INSPECT AT INSPECT BY ACCEPT AT ACCEPT BY

N/A N/A N/A Government

The following Acceptance/Inspection Schedule was added for CLIN 1003:

The following Acceptance/Inspection Schedule was added for CLIN 2003:

The following have been added by reference:

52.219-14 Limitations On Subcontracting NOV 2011 52.222-41 Service Contract Act Of 1965 NOV 2007 52.222-43 Fair Labor Standards Act And Service Contract Act - Price

Adjustment (Multiple Year And Option)

SEP 2009

The following have been modified:

SECTION C

Performance Work Statement for

Wounded Warrior Regiment (WWR) Recovery Care Coordinator (RCC) Program Support Services

C-1. Introduction

Marines that are Wounded, Ill, or Injured (WII) while serving their country require care and assistance on the road to recovery. This care is required in part due to both legal mandates and Marine Corps values. The challenges faced in transitioning a Recovering Service Member (RSM) back to full duty or civilian life can be a complex and lengthy process. This process falls under the overarching cover of the Marine Corps’ Recovery Care Program (RCP). A key to the success of the Marine Corps’ RCP is the relationships developed between the recovering Marine and the various members of the multi-disciplinary team (MDT) that oversees and manages the recovery process. One of the most visible and personally engaged members of the MDT is the Recovery Care Coordinator (RCC). It is the RCC’s primary duty to assist the Marine in developing his/her personal recovery plan and act as the primary point of contact for assistance in achieving that Marine’s goals laid out in his/her recovery plan. In the eyes of the recovering Marine, the RCC personifies the Marine Corps’ commitment to “Keep Faith” with our Marines. The Marine Corps RCC’s are located at key geographically dispersed locations and are available to WII Marines and their families. RCCs assist WII Marines that either remain attached to their operational units or are assigned to the Wounded Warrior Regiment (WWR). Flexibility remains a key characteristic of an

RCC.

C-2. Background

The National Defense Authorization Act (NDAA) 2008, Public Law 110-181, Sections 1611, 1614, and 1648 signed into law on January 28, 2008 is the overarching guidance for care, management, and transition of an RSM and their family members. The 2008 NDAA requires the development and implementation of a comprehensive policy on improvements to care, management, and transitional assistance to the RSM population. In accordance with the 2008 NDAA, Department of Defense Instruction 1300.24, Recovery Coordination Program (RCP), and Secretary of the Navy Instruction 1740.5, Department of the Navy (DoN) Recovery Coordination Programs, the Marine Corps’ WWR provides and facilitates assistance to WII Marines that are in any phase of recovery, attached to, or in support of, Marine units and their family members.

This assistance is required throughout all phases of recovery in order to assure sustainable rehabilitation and transition.

C-3. Scope

C-3.1. Contractor support is required to assist RCC program management, which includes RCCs analysis of the program for compliance and continued improvement. This Performance Work Statement (PWS) specifies the tasks to be performed, deliverables to be provided, and performance objectives to be met in support of the Marine Corps Wounded Warrior Regiment.

C-3.2. The Contractor shall be responsible for 100% of the RCC support, internal management, and administration.

C-3.3. The Contractor shall furnish all services to ensure the effective and efficient performance of functions identified throughout this PWS. The Contractor must be capable of providing flexible, responsive, and high quality services and support. This includes the Contractor providing highly qualified personnel to meet the PWS's requirements. More specifically, Contractor selected personnel must possess adequate skills and have sufficient experience to meet the PWS's requirements. Moreover the Contractor's use of its personnel should be managed to ensure that highly qualified capabilities are applied in the most productive manner. The Contractor will conduct travel and reviews that are necessary to ensure the effective and efficient performance of tasks identified throughout this PWS.

C-3.4. It is the intent of the Marine Corps to ensure that our recovering Marines are supported by the most professional individuals who understand the significance of the cultural bond and ethos that Marines live by. The RCCs are the most visible and personally engaged members of the MDT and therefore need to possess this understanding.

C-3.5. Historically, the Marine Corps Wounded Warrior Regiment manages a maintained caseload level of approximately 1100 cases at any given time. Although caseloads may vary with location and type, each RCC caseload is averaged at 25 cases at any given point. Table 1 provides the current percentage for each location of the total 1100 overall caseload and defines the area of operation by east and west regions.

C-4. General Requirements.

C-4.1 General Description. The contractor shall provide non-medical services to include: program management support, analysis, and recovery care coordination services in support of the WWR mission.

C-4.2. Non-personal Service Statement. Contractor employees performing services under this contract will be controlled, directed and supervised at all times by management personnel of the contractor. The contractor’s management shall ensure that employees properly comply with the performance standards outlined in the Performance Work Statement. Actions of contractor employees may not be interpreted or implemented in any manner that results in any contractor employee creating or modifying Federal Policy, obligation of appropriated funds of the U.S. Government, overseeing the work of Federal employees or other violations set forth as prohibitions in Parts 7.5 and 37.1 of the Federal Acquisition Regulation (FAR). The Government will control access to the facility and will perform the inspection and acceptance of the completed work.

C-4.3. General Management Practices. The contractor shall employ management practices that support operational efficiency and cost effectiveness, and that reinforce quality performance and high productivity by contractor personnel. The contractor shall ensure that contractor related activities, to include meetings and visits to company offices, do not interfere with the performance of this contract.

C-4.3.1. Commitment to Quality. The contractor must be able to demonstrate a commitment to quality and establish internal practices and procedures to ensure program quality through ongoing evaluation, self-correction and innovation.

C-4.3.2. Standard Operating Procedures (SOP). To maintain a consistent quality of service delivery throughout the program, the contractor shall adhere to the SOP provided within the contract proposal submission. As a minimum, SOP’s shall provide an outline of the content to be covered, results to be achieved, and duties to be performed. The Contractor shall update the SOP as lessons learned and new efficiencies are identified. All updates shall be routed to the COR for review and comment prior to implementing the change(s) in the SOP.

C-4.3.3. Contract Administration. The Contractor shall establish processes and assign appropriate resources to effectively administer the contract. This shall include internal management of tasks, personnel actions, subcontractor management, finance, and Government interface with Wounded Warrior and Regional Contracting Office (RCO) staff. At all times, the prime Contractor shall be responsible for the actions of their teaming partners and subcontractors.

C-4.4. Government Responsibilities and Interface. The Wounded Warrior program will assign a designated COR who will represent the contracting officer by having oversight of all tasks within the contract to include technical oversight of performance, deliverable acceptance, invoice certification, and coordination of follow-on work efforts.

The COR is not empowered to award, agree to or sign any contract (including delivery orders) or contract modification or in any way to obligate the payment of money by the Government. The COR may not take any action which may affect contract or delivery order schedules, funds or scope. All contractual agreements, commitments or modifications which involve price, quantity, quality, delivery schedules, labor mix, or other terms and conditions of the contract must be made by the Contracting Officer. The COR shall not disclose source selection or proprietary information, provide any budgetary information to the Contractor, allow/authorize personal services, or interfere with the Contractor’s personnel practices or organized labor. The RCO Contracting Officer (KO) will interface with Prime Contractor representatives for payment, administration, and all contractual issues.

C-4.5. Response to Media Inquiries. Responses to media inquiries pertaining to the installation are the responsibility of that specific installation’s Public Affairs Office. If approached by a representative of the media, contractor personnel shall direct them to the Public Affairs Officer without providing any additional information. Contractor personnel may be requested to give media interviews related to the delivery of services, provided that such interviews have been arranged or approved by the Public Affairs Officer.

C-4.6. Travel and Other Direct Cost (ODC) Management.

C-4.6.1. Local Travel. Local travel may be required. The Government will not reimburse local travel. Local travel is defined as travel within a 50-mile radius of the Government location for which services are being provided.

C-4.6.2. Non-Local Travel. Non-local travel may be required in performance of this contract. The Government shall reimburse the Contractor for non-local travel approved, in writing prior to incurring any cost, by the COR, in accordance with the JTR. Costs incurred without written authorization will not be reimbursed by the Government.

The contractor will not exceed the ceiling for travel, except at its own risk. Non-local travel is defined as travel outside of a 50-mile radius of the Government location for which services are being provided. The Government has provided a not to exceed amount for this travel in the CLINS.

C-4.6.3. Other Direct Cost (ODC ) Management. The Contractor is responsible for implementing an ODC management program that ensures adherence to procedures and suitable controls to prevent unauthorized cost incurrence. Costs associated with ODCs are only for incidentals in support of this contract. Costs incurred without authorization will not be reimbursed by the Government. Laptops, cellular phones, and other items of convenience are not reimbursable as ODCs. Other Direct Charges (ODCs) associated with the cost of business (e.g., cellular service, special computer applications, etc.) must be identified in the proposal for consideration.

C-4.7. Period of Performance The period of performance will be for a base period of twelve (12) months, with two

(2) one -year option periods and one six- month option period should FAR 52.217-8, Option to Extend Services, be invoked.

C-4.8. Hours of Operation. Normal workdays are Monday through Friday. As a rule the Government has 10 paid holidays a year, as listed below. Contractor personnel may not have access to federal work space or COR on Federal holidays.

New Year’s Day Birthday of Martin Luther King, Jr Washington’s Birthday Memorial Day Independence Day Labor Day Columbus Day Veterans Day Thanksgiving Day Christmas Day And any other day deemed to be a holiday by the President of the United States.

C-4.8.1. The contractor will be required to work an eight (8) hour day. The core hours of operation at each performance location is 0900 to 1530 local time, Monday thru Friday except for Federal holidays.

C-4.8.2. Daily work schedules shall be arranged to be flexible (i.e. outside of core hours) in order to meet individual RSM schedule needs. This is a firm fixed price contract. The Government will not reimburse the contractor, as ODCs or otherwise, for overtime expenses incurred by the contractor.

C-4.8.3. Essential Services. There are no essential services, as defined in DFARS Subsection 237.7601.

C-4.9. Locations and Average Location RCP Caseload. Out of the anticipated or approximated 1100 cases at any given time, a caseload distribution per performance location follows:

Table 1 RCC SUPPORT LOCATIONS

Name and Location

Region Average Caseload (%) per site Quantico, VA – Hub for RCC Program located within 10 Miles of front gate*

WWRHQ 10%

Walter Reed National Military Medical Center, Bethesda, MD WWRBn-East 13%

Naval Medical Center Portsmouth, VA WWRBn-East 3%

Wounded Warrior Battalion East, Camp Lejeune, NC** WWRBn-East 22%

Veterans Affairs Polytrauma Rehabilitation Center, Tampa, FL WWRBn-East 1%

Veterans Affairs Polytrauma Rehabilitation Center, Minneapolis, MN WWRBn-East 2%

San Antonio Military Medical Center (SAMMC), San Antonio, TX WWRBn-East 4%

Wounded Warrior Battalion West, Camp Pendleton, CA** WWRBn-West 20%

Wounded Warrior Battalion West Detachment, 29 Palms, CA WWRBn-West 5%

Naval Medical Center, San Diego, CA WWRBn-West 16%

Wounded Warrior Battalion West Detachment, MCB Kaneohe Bay, HI WWRBn-West 3%

VA Polytrauma Rehabilitation Center, Palo Alto, CA WWRBn-West 1% Note: *WWR Headquarters located at Quantico, VA

**WWR East/West Coast Battalion Headquarters

C-4.10. GOVERNMENT FURNISHED INFORMATION (GFI)

The Contractor shall be familiar with and comply with current applicable directives and instructions governing this requirement listed below. Unless specified otherwise, publications listed, or updated versions, are available via the internet. If a publication is not available on the internet the COR will provide this publication to the Contractor upon request.

- Wounded Warrior Regiment Order 3000.1

- DOD Financial Management Regulation 7000.14-R

- Joint Federal Travel Regulations

- Joint Travel Regulations

- SECNAVM-5210.T Department of the Navy Records Management Program

- NAVMC DIR 5210.11 E Marine Corps Records Management Program Manual

- SECNAV-5510.36 Department of the Navy Information Security Program (ISP)

- SECNAVINST 1850.4E DON Disability Evaluation System Manual

- MCO 6320.2F Administration and Processing of Hospitalized Marines

- MCO P3000.13 E Readiness Standard Operating Procedures (SOP)

- MCO P1070.12K MARCOR Individual Records Administration Manual (IRAM)

- MCO 1080.40 Marine Corps Total Force Systems Personnel Reporting Instructions User’s

Manual (MCTFSPRIUM)

- MCO 4420.4H Department of Defense Activity Address Directory (DODAAD)

- NTP 21, SUPP-1 Defense Message Service X.500 Directory Distinguished Name and Mail List

Registration Procedures

- NTP 4 SUPP-2 Pre-formatted (PERFORMA) Messaging Handbook

- Department of Defense Instruction 1300.24 Recovery Coordination Program (RCP)

- National Defense Authorization Act, 2008

- MARADMIN 624/08 Homeland Security Presidential Directive 12 (Issue of CAC codes)

The Government will provide Government Furnished Information (GFI). GFI will include directives and instructions and access to any technical information and databases deemed appropriate to facilitate their performance requirements (i.e. the DoD Office of Wounded Warrior Care and Transition Policy Recovery Care Program Support Solution (RCP-SS), the Marine Corps Wounded, Ill and Injured Tracking System (MCWIITS), the Marine Corps Total Force System (MCTFS), and Veterans Tracking Application (VTA) systems). This information shall also include Personal Identification Information, which shall be safe-guarded by the Contractor and is part of the nondisclosure information. (See Section H.)

C-5. Specific Requirements

C-5.1. In support of the 100% management and maintenance of the Marine Corps Recovery Care Program, and in accordance with the DoD Instruction 1300.24 Recovery Coordination Program (RCP) and Secretary of the Navy Instruction 1740.5 Department of the Navy (DoN) Recovery Coordination Programs, Contractor services shall include collecting data and analysis for reporting of program status; establishing measures of performance and effectiveness to be used as quality benchmarks, and presenting analytical findings and empirical data reflecting customer satisfaction with support provided to the recovering service member and/or their family.

C-5.1.1. Program Management. The Contractor shall assist in defining RSM’s individual goals for recovery, rehabilitation, and reintegration; identify and understand the services and resources needed to achieve the RSM’s defined goals; develop and successfully execute the RSM’s Comprehensive Recovery Plan (CRP); and liaison with WWR personnel, and government/non-government agencies to ensure the integrity of the plan and develop quality assurance standards to improve future CRP process.

C-5.1.2. RCC Training Program Management and Training. The Contractor shall be responsible for ensuring all Contractor’s RCCs meet training requirements in accordance with the DODI 1300.24, to include the uniform core training by the Wounded Warrior Care and Transition Policy (WWCTP) and Military Department Specific Training.

The DOD required training will be provided by the Government within the first 4 months of contract award. All Contractor employees who have not previously had this training must attend. Additionally, until proof of the training is provided to the Government, each non DOD trained RCC shall have reach back capability to Contractor personnel who have been certified for the training.

C-5.1.2.1. Required Government-Provided RCC Training (DoD level training): This training, provided by the Government at the DoD level, provides training orientation regarding Wounded Warrior Care and includes instruction on the development of the CRP, pay and entitlements, Service members' Group Life Insurance Traumatic Injury Protection (TSGLI) and Recovery Care Program Support Solution (RCP-SS) system. RCCs are required to have this training prior to assuming the duties of an RCC. This uniform core training shall be provided by the Office of WWCTP. Training specifics shall be provided to the contractor by the COR upon request.

C-5.1.2.2. Service-Specific Training: This training, required by all RCC’s prior to commencing their duties and then annually, shall be the responsibility of the Contractor in its development and delivery to their RCCs. The development of the training curriculum shall be coordinated with the government. The government will provide the topics to be included in the training to include at a minimum the requirements of WRO 3000.1. The final draft training materials shall be reviewed and approved by the government prior to any training commencing by the contractor. Final Drafts are to be provided to the COR for review. (Deliverable # 0001)

C-5.1.3. Contractor shall provide a Monthly Status Report due on the tenth day of every month, and include the number of RSMs with RCC's assigned who reported back to full duty and are no longer receiving RCC support, number of RSM returning to operating forces on limited duty, number of RSM who have transitioned out of the service, number of new RSM assigned an RCC during the reporting period, number of RSM joined to the WWR that have an RCC assigned (should always be 100%), number of new CRP's established, Total number of active duty RSM with CRP's, Total number of Reserve RSM with a CRP, Total RSM referred to a RCC, and total number of cases assigned. (Deliverable # 0002)

C-5.1.4. The Contractor shall provide formal presentations/briefings as required. At a minimum, the contractor shall provide a semi-annual briefing to the WWR command or designated audience regarding an RCC Location Optimization Review. The purpose of this review is to provide: 1) Current RCC Program Status, and; 2) Specific Information to allow the government to make informed decisions regarding any realignment of RCCs at the various geographic locations. The COR shall provide the Contractor the specific information needed for the briefings.

(Deliverable # 0003)

C-5.1.5. AdHoc reports are required in order to fulfill emerging reporting requirements to Higher Headquarters (HHQ) and as identified by the command in order to enhance the services provided to our Marines. Normal deliverables shall include draft documents, definitive reports, presentations or briefings, as identified by the Government as the need arises. These reports will follow the generic formatting requirements identified under the deliverables section with details being worked out at the time the data is needed. Reports will be completed within three business days of request. (Deliverable # 0004)

C-6. Contractor Support

C-6.1. Executive Level Support - Program Management Task (Key Personnel)

C-6.1.1. This support entails effective and direct communication with the Commanding Officer (CO) of the WWR and his staff as well as various personnel involved with providing support to injured Marines and Sailors attached to Marine Corps units, and their families. This support entails implementing, executing, and ensuring the overall program structure meets the requirements of this PWS.

C-6.1.1.1. Tasks: Provides recommendations and assist with overall coordination of support to Marines at every supporting echelon; battalion, company, Recovery Team (RT) etc. throughout the recovery care program.

C-6.1.1.2. Assists with the drafting of Standard Operating Procedures, in accordance with current Department of Defense and Marine Corps directives in all areas of internal/external agency support to Wounded, Ill, and Injured

RSM.

C-6.1.1.3. Coordinate the delivery of any deliverables due from other members of the contractor team resulting from the monthly reports and any adhoc reports. (Deliverable # 0004)

C-6.1.1.4. Provide recommendations and if requested, participate in discussions/briefs that may occur that relate to future legislative and/or policy issues dealing with the RCP.

C-6.1.1.5. Make recommendations to the CO and/or his staff on those topics under the purview of this contract.

C-6.1.1.6. Provides assistance and guidance on all potentially high-visibility issues that may arise as it relates to the

RCP.

C-6.1.1.7. Sustain and enhance current RCP through data collection, analysis, and review of RCC performance and make recommendations to the government in making improvements to deliver the highest possible quality of care and support.

C-6.1.1.8. Oversee, make recommendations and implement the development, maintenance, and update of policies, procedures, and criteria for referrals; maintain standardized guidelines and standard operating procedures to provide support for WII and family members in accordance with DoD Instruction 1300.24.

C-6.1.1.9. Collect and review RCC performance data and provide recommendations to the WWR in tailoring processes to meet specific RSM and family needs, to deliver the highest possible quality of care support.

C-6.1.1.10. Ensure all Individualized Comprehensive Recovery Plans are developed, generated, and updated via the DoD Office of Wounded Warrior Care and Transition Policy RCP-SS system and the Marine Corps Wounded, Ill and Injured Tracking System (MCWIITS). Both systems are accessible via the internet and require a CAC enabled machine.

C-6.1.2. Qualifications: The government anticipates one (1) full time contractor employee with all of the following qualifications:

C-6.1.2.1. Displays strong leadership, mentoring, and communication skills.

C-6.1.2.2. Has demonstrated ability to achieve organizational objectives by creatively managing and motivating personnel.

C-6.1.2.3. Initiative and leadership ability demonstrated by sustained successful performance in positions of increased responsibility.

C-6.1.2.4. Ability to collaborate and display positive interactions with members of the WWR and other government agencies.

C-6.1.2.5. Proficiency in assessing, planning, implementing, coordinating, monitoring and evaluating as a Program Manager.

C-6.1.2.6. Knowledge of the mission, organizational structure, operations, and interrelationships of the Wounded Warrior Regiment.

C-6.1.2.7. At least ten (10) years’ program management experience with the federal government.

C-6.1.2.8. Demonstrated knowledge and ability in planning, prioritizing, and coordinating large, complex programs.

Includes the ability to make timely and effective decisions relative to contractor staff and to produce results through strategic planning, and the implementation and evaluation of programs and policies.

C-6.1.2.9. Demonstrate experience in legislative matters as they pertain to treatment of the wounded, ill, and injured relative to the RCP.

C-6.1.2.10. Minimum Master’s Degree in Business/Public Administration, or a related field that focuses on policy, planning, and program operations management.

C-6.1.2.11. Demonstrates knowledge of Marine Corps culture at a DOD (O6 or above) and/or GS 15 Level. Direct Marine Corps experience is preferred.

C-6.1.2.12. Experience in strategic planning and joint assignments desired.

C-6.1.2.13. Experience working in a military environment operating as an administrative liaison within DoD is required.

C-6.1.2.14. Experience in supporting Wounded, Ill and Injured programs; Formulating Equal Opportunity policies and guidelines for plans, procedures, and methods’. Coordinate recovery team efforts in conducting comprehensive studies dealing with significant changes in workforce distribution, positions, or related organizational structures;

Development of detailed plans, goals, and objectives for the long/short range implementation and administration of a major agency program.

C-6.1.2.15. Minimum of two (2) years’ experience in recovery care coordination

C-6.2. Executive Level Support - Assistant Program Manager (Key Personnel)

C-6.2.1. Assists in executing the Wounded Warrior Regiment’s RCC program in compliance with the National Defense Authorization Act of 2008, DODI 1300.24 and US Marine Core policies and procedures. This includes the collection and reviewing of RCC performance data and working with WWR to tailor processes to meet specific Marine Wounded Warriors and family needs and deliver the highest possible quality of care support.

C-6.2.2. Tasks: Oversee RCCs working on projects involving MDT

C-6.2.2.1. Plans and monitors schedules

C-6.2.2.2. Organizes project activities depending on deadline requirements

C-6.2.2.3. Assigns work to RCC personnel

C-6.2.2.4. Organizes periodic project progress meetings with WWR staff.

C-6.2.2.5 May act as liaison between RCC and battalion lead RCCs and assures that all work is satisfactorily completed according to PWS specifications and references;

C-6.2.2.6. Assists in the coordination of all personnel necessary to assure quality of service to the WII and family

C-6.2.3. Qualifications: The government anticipates one full time contractor employee with all of the following qualifications..

C-6.2.3.1. Bachelor’s Degree in Business/Public Administration or related field that focuses on policy, planning, and program operations management.

C-6.2.3.2. Military experience desired. Instruction/Facilitation in program management, informal resolution, conflict management, diversity management, organizational assessments, and operated as an administrative liaison within DoD.

C-6.2.3.3. Experience in formulating equal opportunity policies and guidelines for plans, procedures, and methods.

Coordinated team efforts in conducting comprehensive studies dealing with significant changes in workforce distribution, positions, or related organizational structures. Developed detailed plans, goals, and objectives for the long/short range implementation and administration of a major agency program.

C-6.3. Mid-Level Support – Program Analyst (Key Personnel)

C-6.3.1. Assists the Program Manager in executing the Wounded Warrior Regiment’s RCC program by identifying and developing procedures to ensure compliance with the National Defense Authorization Act of 2008, DODI

1300.24 and US Marine Core policies and procedures.

C-6.3.1.1. Tasks: Development and synchronization of training and other elements within the Wounded Warrior Regiment who work directly with and in support of RCCs in caring for RSMs.

C-6.3.1.2. Assists in developing orders, policies, and procedures in support of RSM as applicable to RCP.

C-6.3.1.3. Conducts a detailed quality assurance program to ensure standardization of Recovery Care Coordinator support to service members to ensure conformity and consistency between the systems C-6.3.1.4. Continuously monitor and evaluate the effectiveness and efficiency of organizational functions and identify opportunities for improvement. Develop in conjunction with the COR relative metrics to be include in monthly report.

C-6.3.1.5. Prepare presentations to report findings or other pertinent information, as required.

C-6.3.1.6. Provide technical and programmatic evaluations and recommendations on the quality and scope of the RCC program.

C-6.3.1.7. Conduct a variety of ad hoc and planned quarterly reviews and analytical studies pertaining to the treatment and care for the wounded, ill, and injured. Details of reviews will be determined upon award and will be in areas of interest like customer satisfaction surveys, efficiency/ performance evaluations, and location optimization studies. (Deliverable # 0004)

C-6.3.2. Qualifications: The government anticipates one full time contractor employee with all of the following qualifications:.

C-6.3.2.1. Demonstrated ability to analyze problems, identify solutions, project consequences and propose solutions

C-6.3.2.2. Demonstrated ability to identify and assess resource requirements needed to accomplish organizational goals

C-6.3.2.3. Knowledge of WWR type organizational structure, operations, interrelationships, and management practices as applied to the analysis and evaluation of programs, policies, and operational needs

C-6.3.2.4. Knowledge of operational characteristics, services, and activities of the WWR

C-6.3.2.5. Knowledge and skill in applying a variety of methods to evaluate program purpose, design, management, and results

C-6.3.2.6. Knowledge of the theory and practice of program evaluation to develop and review new or modified work methods, organizational structures, and management processes

C-6.3.2.7. Demonstrated ability to effectively communicate orally in order to interact with all levels of management

C-6.3.2.8. Demonstrated ability to effectively communicate in writing in order to prepare complex reports

C-6.3.2.9. Ability to collaborate and display positive interactions with members of the WWR and other government agencies.

C-6.3.2.10. Bachelor’s Degree in Business, Public Administration or related field that focuses on policy, planning, program operations and training.

C-6.3.2.11. Military experience desired.

C-6.3.2.12. Instruction/Facilitation in program management, organizational assessments, development of training syllabi and instructional experience.

C-6.3.2.13. Coordinated team efforts in conducting comprehensive studies dealing with significant changes in workforce distribution, positions, or related organizational structures.

C-6.3.2.14. Developed detailed plans, goals, and objectives for the long/short range implementation and administration of a major agency program.

C-6.4. Mid-Level Support – Applications Programming and Report Management (Non-Key Personnel)

C-6.4.1 . The Contractor shall provide data tracking and output to the Contracting Officer’s Representative.

C-6.4.1.1 The Contractor shall develop and maintain a Microsoft Excel Macro that can pull, compile and summarize data from MCTFS, MCWIITS, RCP-SS, and VTA systems to provide RCCs with a Daily Disability Evaluation Report. The report shall provide each RCC with their current case load status. The government will provide the format and data points for the report upon award.

C-6.4.1.3 The Contractor shall deliver reports daily electronically to each RCC.

C-6.4.2. Qualifications: All of the following qualifications are required.

C-6.4.2.1 Minimum of 5+ years of applications programming experience with 2+ years work experience developing Excel/Visual Basic Application (VBA)

C-6.4.2.2 Advanced Excel skills (i.e. complex formulas) and the ability to debug/code difficult Excel Macros

C-6.4.2.3 Must have experience integrating Excel with SharePoint

C-6.5. Mid-Level Support - Recovery Care Coordinator Support (Non-Key Personnel)

C-6.5.1. The RCC has the primary responsibility for the oversight and assistance for the RSM/family care management, throughout the continuum of care from transition to either active duty or to civilian life as a veteran.

The primary tool used for coordinating the RSM’s/family’s care is the CRP. The RCC will work with medical case managers and non-medical care managers involved with the RSM/family for the development and execution of the

CRP.

C-6.5.1.1. Tasks - RCC will assist in the development, generation and updating of all Individualized Comprehensive Recovery Plans via the DoD Office of Wounded Warrior Care and Transition Policy RCP-SS program. An individualized Comprehensive Recovery Plan will be developed by the RCC specifically for the recovering Marine and family as per DODI 1300.24. RCCs shall provide support through assessment and identification of family needs as it relates to the CRP and ensures those needs are met. The Contractor shall develop and maintain the plans in the DoD Office of Wounded Warrior Care and Transition Policy RCP-SS, a CAC enabled web base system. The CRP will be updated in coordination with the WII throughout the recovery continuum.

Accordingly, the contractor should have a thorough understanding of this database and its functions.

C-6.5.1.2. Consults and collaborates with MDT during initial treatment phase and continuing throughout the continuum of care, including support during the disability evaluation system process.

C-6.5.1.3. Ensures that the RSM and family has access to all medical and non-medical care management services including, but not limited to medical care, rehabilitation, education, employment-related programs, and disability benefits.

C-6.5.1.4. Works with the RSM to create the CRP and makes modifications in conjunction with the MDT supporting RSM and family, to include extended family members as appropriate.

C-6.5.1.5. Oversees the CRP, anticipating future challenges during phases of recovery, rehabilitation, and reintegration

C-6.5.1.6. Identifies gaps in non-medical services, intervenes as necessary to expedite outcomes and assists with coordination of resources to develop and improve outcomes for enhanced delivery of nonmedical services. Works closely with on-base Marine Corps agencies, and the Marine Corps’ Wounded Warrior Regiment to ensure delivery of assistance and to resolve conflicts.

C-6.5.1.7. Facilitates an efficient, effective and smooth rehabilitation and transition back to active duty or civilian life as a veteran through coordination with appropriate personnel (Military Service Coordinators/VA Liaisons and other agencies).

C-6.5.1.8. Assists in coordinating local and state resources, including referral to Governmental and Non- Governmental agencies, state and local services and agencies, as appropriate, where the RSM and family will reside.

C-6.5.1.9. Collects, maintains, and analyzes data for planning and reporting purposes in accordance with governing program guidance, which will be identified as the need arises. Maintains detailed records of recovering service members to document delivery of benefits and medical and non-medical care. The Contractor shall provide a summary of services report per RSM upon request. (Deliverable # 0005)

C-6.5.1.10. Assists the RSM, family and extended family members to navigate through the continuum of care which involves initial assessment, comprehensive assessment, linkage to family support programs and ongoing follow up.

C-6.5.1.11. Collaborates with community partners both on and off the installation to form a new pool of resources.

C-6.5.1.12. Maintains current list of information relating to impact of trauma and posttraumatic reactions, and their effect on the member, family and caregivers.

C-6.5.1.13. RCCs shall provide to MDT members the Daily Disability Evaluation Report upon request.

C-6.5.1.14. Periodic Professional and Technical development meetings/workgroups involving all MDT members may be required. These meetings shall be held locally (within each facility location) and include such topics as Process improvement, Lessons Learned and conflict resolution, with the purpose of improving the care and coordination to the RSM. Date, time, and location for these meetings will be determined by mutual agreement between the contractor and the COR.

C-6.5.1.15. Occasionally the RCC may be required to stay beyond normal work hours to accommodate an RSMs care.

C-6.5.2. RCC East/West Coast Team Leads (Key Personnel)

C-6.5.2.1. In addition to the above RCC taskings, the Contractor shall provide WWR subordinate units with an RCC Lead, one (1) located at Camp Pendleton, CA and one (1) located at Camp Lejeune, NC, in order to facilitate synchronized action between the MDT. The primary focus of Team Lead RCCs is to ensure all actions taken by the local RCC’s are being carried out in accordance with the local battalion operations. The Lead RCC provides local leadership with a single point of contact to provide local updates on RSM care. A Lead RCC will be co-located at both Wounded Warrior Battalion Headquarters at Camp Lejeune N.C. and Camp Pendleton CA. The RCC Lead has the same tasks and duties as a regular RCC with the added responsibility of being the lead RCC within their area of operation (AO) respective of the coast where he/she is geographically located. Being the lead RCC requires coordination of RCC efforts relative to the RCP. RCC Leads do not assign task, but coordinate and report on tasks that originate from the program management level and keep local commanders informed on daily business operations. The two (2) areas of operation are defined as WWRBn East and WWRBn West referenced in the locations Table 1. These RCC leads will be co-located with the corresponding WWR Battalion and will be required to keep the local commanders updated on RCC program activity within their AO.

C-6.5.2.2. Tasks – In addition to the RCC tasks, the RCC Leads shall perform the following tasks.

C-6.5.2.3. Disseminate to RCCs, within the Area of Operation (AO), any updates of information pertinent to RCC responsibilities.

C-6.5.2.4. Organizes project progress meetings upon request of local commanders

C-6.5.2.5. Act as liaison between local commander and WWRHQ for questions and issues pertaining specifically to the RCP within their AO.

C-6.5.3. Qualifications (RCCs and RCC Leads):

C-6.5.3.1. The ideal candidates for an RCC are individuals who served as a uniformed Marine or through close familiar relationships understand the significance of the cultural bond and Marine ethos needed when dealing with Marines, therefore previous military experience in the Marine Corps or close affiliation is strongly desired. Prior uniformed service as a senior enlisted or officer is preferred. Suitable personnel are acceptable from a wide range of personnel and benefits counseling experience; or similar work in civilian community service settings or a combination of education and experience. Strong interpersonal communication skill set including negotiating skills and excellent oral and written communication skills. Individuals must possess excellent organizational and management skills.

C-6.5.3.2. Bachelor’s degree in a social science preferred or a minimum of 5 years’ experience associated with helping, supervising, and providing guidance to service members.

C-6.5.3.3. Military experience in the Marine Corps is preferred such as First Sergeant, Sergeant Major, Commander, or a wide range of personnel and benefits Counseling experience; or similar work in civilian community service settings or a combination of education and experience.

C-6.5.3.4. Must be a United States citizen and meet English language proficiency.

C-6.5.3.5. Bilingual ability is an asset in communicating with family members who are not proficient in English.

C-6.5.3.6. Knowledge of accessing identified benefits and the ability to access benefit information from a variety of sources, including, but not limited to Department of Defense, Department of the Navy, Marine Corps specific information and benefits, Veterans Affairs benefits, Department of Labor, Marine Corps Wounded Warrior Programs, Family Readiness Centers, and other governmental and non-governmental support agencies specifically as they relate to RSM and their families preferred.

C-6.5.3.7. Analytical ability to access and interpret information necessary to evaluate how to best support the RSM and family through the entire spectrum of care management, rehabilitation, and transition services.

C-6.5.3.8. Exceptional interpersonal skills, strategic problem-solving skills, and excellent written and oral communication skills that focus on support requirements to evaluate and enhance the experience of the RSM and family.

C-6.5.3.9. Displays strong leadership, mentoring, and communication skills.

C-6.5.3.10. Demonstrated ability to achieve organizational objectives by creatively managing and motivating personnel.

C-6.5.3.11. Ability to collaborate and display positive interactions with members of the WWR and other government agencies.

C-7. Deliverables (Also see, Paragraph 10 and Section H.2)

C-7.1. General. All reports, materials and information, in whatever form, developed or created under this contract, and all associated intellectual property, shall become the property of the Marine Corps.

C-7.1.1. Format and Content. In general, deliverables will be in the form of reports, and presentation packages such as PowerPoint slides, computations with backup information, and visual aids. At a minimum, reports shall contain information in sufficient detail to ensure that a professionally qualified third party can follow the logic of the report.

When studies to identify potential problem are identified, solutions are required. All data, analysis, recommendations and other report contents shall be sufficiently similar in format to allow direct comparison among the problem solution options under consideration and the existing conditions. Government review comments shall be incorporated into the final deliverable in the form of revisions, deletions, additions and corrections.

C-7.1.2. Deliverable Media. Deliverables will be in hard copy, Compact Disk (CD), DVD or other storage device or on other media as determined and directed by the COR. Media shall be delivered on CD/DVD disks having at least 650MB capacity and the included files will be provided in a software suite of products currently being used by the Marine Corps, or in some other suitable format as specified by the Contracting Officer. Deliverables shall be delivered as a non-password protected document and the government shall have full access and use rights allowing the government the ability to manipulate the deliverable data. Currently, the following formats of the Microsoft Office 2007 are being used:

(a) Text: MS Word 2007 - to prepare formal documentation for deliverables or reporting

(b) Database: MS Access 2007 - to support data integration or report development

(c) Spread Sheets: MS Excel 2007 - to support report extractions, common trends, and metrics used in the day-to-day care for wounded, ill and injured

(d) Graphics: MS PowerPoint 2007 - to support preparation of required staff or command requested presentations or training.

(e) Email: Outlook 2007 - to support email transmission between organization and contractor

C-7.1.3. Distribution of Deliverables. The contractor shall distribute/provide data/deliverables in the format, media,and quantities as directed by the COR.

C-7.1.4. Monthly Status Report. The Contractor shall submit a Monthly Status Report to the COR not later than the 10th day of the following month for the work accomplished from the first (1st) through the final calendar day of the previous month. This report shall be provided in electronic format, compatible with WWR applications (e.g., MS Office Suite). The report shall include specific information as required by the government. The report template identifying the specific data points shall be provided by the government to the contractor upon award. At a minimum the report shall include the following:

C-7.1.4.1. Narrative describing progress during the past month plans for the forthcoming month, and any problems (actual or anticipated) requiring Government action. For identified (actual) problems, the Contractor shall state the impact and provide recommendations for plan for correction:

C-7.1.4.2. Summary of Travel costs, including purpose of trips, duration, and related actions;

C-7.1.4.3. Summary of current staffing by position and assignment:

C-7.1.4.4. Any Personal turnover, utilization of subcontractors, and future staffing projections

C-7.1.4.5. By RCC, the total CRP metrics broken out by service and geographic location.

C-7.1.4.6. Overall CRP metrics total broken out by service

C-7.1.4.7. Caseload numbers for each RCC by location.

C-7.1.5. Deliverables…