MR draft PWS.docx

Performance Work Statement for Wounded Warrior Regiment Recovery Care Coordinator Program Support Services

1 INTRODUCTION

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 a Recovering Service Member (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, the Department of Defense Instruction (DoDI) 1300.24, ‘Recovery Coordination Program’, and the Secretary of the Navy Instruction 1740.5, ‘Department of the Navy (DoN) Recovery Coordination Programs’, the Marine Corps’ Wounded Warrior Regiment (WWR) provides and facilitates assistance to Wounded, Ill, or Injured (WII) Marines and Sailors that are in any phase of recovery, attached to, or in support of, Marine units and their family members. WWR executes the service-level responsibilities of the Marine Corps Recovery Care Program (MC RCP). Recovery Care Coordinators (RCCs) are assigned a caseload via the approved methods and policies that are published within DoDI 1300.24, WWR Order (WWRO) 3000.1, WWRO 6300.1C, and other applicable references. This assistance is required throughout all phases of recovery in order to assure sustainable rehabilitation and transition.

2 MISSION / BACKGROUND

The WWR provides leadership and ensures compliance with laws and Department of Defense (DoD) regulations related to the support, recovery, and non-medical care of combat and non-combat WII Marines, Sailors attached to Marine units, and their family members in order to maximize their recovery as they return to duty or transition to civilian life.

Marines that are WII while serving their country require care and assistance on the road to recovery. This care is required in part due to legal mandates, but also because it reflects Marine Corps values. The challenges faced in transitioning an RSM back to full duty or civilian life can be a complex and lengthy process. This process falls under the overarching mission of the MC RCP. A key to the success of the MC RCP is the relationship developed between the recovering Marine and various medical professionals, physical and occupational therapists, family support program representatives, and others that form the multi-disciplinary team (MDT) that oversees and manages the recovery process. One of the members of the MDT is the RCC, whose primary duty is to assist the Marine in developing his/her personal recovery plan, and is the primary point of contact supporting the Marine to achieve recovery plan goals. In the eyes of the recovering Marine, the RCC personifies the Marine Corps’ commitment to “Keep Faith” with our Marines. The RCC’s are geographically dispersed at key locations so they are readily available to RSMs and their families, whether the RSM remains attached to their operational unit or is assigned to the WWR. A key characteristic of the RCP is flexibility for an RSM to access an RCC.

3 SCOPE

The objective of this Performance Work Statement (PWS) is to provide the target population, both active duty and reserve component, WII Marines, sailors who support Marine units, and their family members an RCC through successful execution of the PWS Tasks. Approximately 1000 RSMs are anticipated to require an RCC at any given time, with a majority of RSMs assigned to the WWR battalions and detachments. The target population is subject to change, and may increase during times of war or crises, such as national emergencies, and other operational environments.

The average caseload for each RCC is 25 RSMs and each caseload will vary by type, complexity, and by location. Each RCC must be prepared to handle a caseload exceeding 25 RSMs as determined by the current operational environment, but at no time, will the RCC to RSM ratio exceed a 1:40 (RCC:RSM) ratio in accordance with DoDI 1300.24. Conversely, at no time will the RCC to RSM ratio be less than 1:18. The contractor must maintain the scalability to increase and decrease the RCC personnel to accommodate the appropriate ratios outlined above. These ratios include portions of the RSM population that are not geographically co-located with the RCCs, and will be supported through virtual means (i.e. telephonic, video, etc.).

The contractor shall furnish all services necessary to ensure the effective and efficient performance of functions identified throughout the PWS. The contractor must be capable of providing flexible, responsive, and high-quality services and support with highly qualified personnel that possess adequate skills and have sufficient experience to meet the PWS 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 be responsible for conducting the necessary reviews of the various RCC locations to ensure the effective and efficient performance of tasks identified throughout this PWS.

3.1 RCC Support Locations

Table 1 defines the locations where in-person RCC support is required and further defines the area of operation by East and West Regions.

Table 1 - RCC SUPPORT LOCATIONS

WWR Hub for RCC Program* - Quantico, VA

WWRHQ

Wounded Warrior Battalion East Coast Headquarters – Camp Lejeune, NC** WWBn-East

Walter Reed National Military Medical Center - Bethesda, MD WWBn-East

Naval Medical Center – Portsmouth, VA WWBn-East

Wounded Warrior Battalion West Coast Headquarters – Camp Pendleton, CA** WWBn-West

Wounded Warrior Battalion West Detachment – 29 Palms, CA WWBn-West

Naval Medical Center – San Diego, CA WWBn-West

Wounded Warrior Battalion West Detachment – MCB Kaneohe Bay, HI WWBn-West

VA Polytrauma Rehabilitation Center – Palo Alto, CA WWBn-West

Notes: *WWR Headquarters located at Quantico, VA **WWR Battalion Headquarters Location (East/West Coast)

4 PERFORMANCE TASKS

The contractor shall provide non-medical support services to include: program management support, program analysis, and recovery care coordination services in support of the WWR mission and RCP efforts related to RCC services. To achieve these objectives, the contractor will perform the following tasks:

4.1 Task 1: Headquarters Level Support – RCC Program Management

The objective of program management is to provide management, direction, quality control, and leadership in the execution of this effort to ensure successful completion of all PWS tasks. A solely dedicated Program Manager (PM) is required for this effort and will interface with the Contracting Officer’s Representative (COR) and WWR representatives as the contractor’s primary point-of-contact. PM support includes:

· Collect, analyze, and review RCC performance data and work with WWR to tailor processes to meet specific Marine Wounded Warriors and family needs to deliver the highest quality of care support;

· Develop and maintain its daily Standard Operating Procedures;

· Develop, update, and deliver initial and Service specific annual training in accordance with WWRO 3000.1;

· Ensure all RCCs meet DoDI 1300.24 training requirements, to include the uniform core training by the Wounded Warrior Care and Transition Policy (WWCTP) and Military Department Specific Training. Provided Certificate of completion for each RCC;

· Deliver training for RCCs and other individuals within the Wounded Warrior Regiment working directly with and in support of RSMs;

· Assist in developing orders, policies, and procedures in support of RSMs that affect or incorporate the RCCs;

· Ensure all deliverables are submitted timely, accurately, and complete;

· Provide weekly, monthly, and quarterly status reports;

· Provide a Semi-annual Optimization Brief;

· Participate in discussions/briefs relating to future RCP legislative and/or policy issues and provide recommendations;

· Provide assistance and guidance on all potentially high-visibility cases and/or issues that may arise with RSMs. The Government shall identify conditions determine to be “potentially high-visibility” situations on a case-by-case basis. These cases will be briefed monthly at the high-visibility brief.

· 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 RSMs and family members in accordance with DoDI 1300.24.

· Ensure all Individualized CRPs are developed, generated, and updated via the DoD Office of Wounded Warrior Care, DoD-CMS, the Marine Corps Wounded, Ill and Injured Tracking System (MCWIITS), and any other platform as dictated by the Government. Systems are accessible via the internet and require a CAC enabled machine.

· Conduct audits and internal quality assurance measures to ensure the Marine’s CRP is established and maintained in accordance with all laws, policies, and regulations;

· Take appropriate corrective action within ten (10) business days of formal notification from the COR to correct unsatisfactory performance of contractor employees. Ensure that all Government owned property is returned to the COR should a contractor employee be removed.

4.2 Task 2: Headquarters Level Support – RCC Program Operations

The objective of program operations is to ensure the Wounded Warrior Regiment’s RCC program is 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. A solely dedicated Operations Manager is required for this effort and will interface with the PM, COR, and WWR representatives. Support activities include:

· Collection, analysis, and review of RCC performance data and working with WWR to tailor processes to meet specific Marine Wounded Warriors and family needs to deliver the highest quality of care support;

· Oversee RCCs working on projects involving MDT;

· Plan and monitor work schedules of contractor personnel;

· Organize project activities depending on deadline requirements;

· Organize periodic project progress meetings with WWR staff;

· Liaison between RCC program management and battalion lead RCCs to ensure all work complies with PWS specifications and references;

· Assist in the coordination of all personnel necessary to assure quality of service to the RSM and family;

· Prepare presentations to report findings or other pertinent information, as required;

· Provide technical and programmatic evaluations and recommendations on the quality and scope of the RCC program;

· Coordinate data collection for requests for information pertaining to the RSM for the government;

· Publishes a weekly site sheet;

· Ensure RCCs document all pertinent information regarding RSMs care into DOD-CMS, MCWIITS, or other systems as required by changes to policy.

· Conducts quarterly reviews and analytical studies pertaining to the treatment and care for the wounded, ill, and injured. Details of reviews will be determined by the Government and will be in areas of interest like customer satisfaction surveys, efficiency, and performance evaluations; (Deliverable #0006)

4.3 Task 3: Mid-Level Support – RCC Coast Lead

The objective of the RCC Coast Lead is to provide WWR subordinate units with solely dedicated individuals that facilitate synchronized actions between the Battalion Headquarters locations (one at Camp Pendleton, CA and one at Camp Lejeune, NC) the MDT, the Program Manager, and WWR Headquarters. The Lead RCC provides the Battalion Operations Section and Leadership a single point of contact to provide local updates on RSM care. The RCC Coast Lead has the same tasks and duties as a regular RCC, with a reduced ratio of no more than 1:10, with the added responsibility of being the RCC Coast Leads within their area of operation (AO). The two (2) areas of operation are defined as WWBn East and WWBn West referenced in Tables 1A and 1B. These RCC Coast Leads will be required to keep the local commanders updated on RCC program activity within their AO. Support activities include:

· Assign tasks to their respective RCCs, coordinate and report on tasks that originate from the program management level and keep local commanders informed on daily business operations.

· Collection, analysis, and review of assigned RCC performance data to deliver the highest quality of care support;

· Deliver initial and sustainment training for RCCs and other individuals within their respective AO working directly with and in support of RSMs;

· Directly engage with and supervise any RCC that has not completed 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.

· Provide feedback that will assist PM in developing orders, policies, and procedures in support of RSMs that affect or incorporate the RCCs;

· Maintain cognizance of all potentially high-visibility cases, as defined by the Government, and attend the monthly high-visibility brief.

· Make recommendations to the development, maintenance, and update of policies, procedures, and criteria for referrals;

· Conduct internal quality assurance measures to ensure all Individualized CRPs are developed, generated, and updated via the DoD Office of Wounded Warrior Care, DoD-CMS, the Marine Corps Wounded, Ill and Injured Tracking System (MCWIITS), and any other platform as dictated by the Government. Systems are accessible via the internet and require a CAC enabled machine.

· Ensures that RCCs document all pertinent information regarding RSMs care into DOD-CMS, MCWIITS, or other systems as required by changes to policy.

· Assign RCCs to RSMs when approved for RCC support by the Government.

· Disseminate to RCCs, within the Area of Responsibilities (AOR), any updates of information pertinent to RCC responsibilities.

· Organizes project progress meetings upon request of local commanders

· Report issues pertaining to the RCC program to the RCC PM.

4.4: Personnel Support – Recovery Care Coordinator (RCC) Support

The objective of the RCC is the coordination of 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 Comprehensive Recovery Plan (CRP). RCCs work with the RSM/family member, medical case managers, non-medical care managers, and others in the MDT to develop and execute the CRP. RCC support activities include:

· Contact RSM within 72 hours of assignment, and maintain, at a minimum, a substantial contact with each RSM every two weeks; document in MCWIITS;

· Conduct a Comprehensive Needs Assessment (CNA) with each assigned RSM;

· Assist in development, generation, and update of all individualized CRPs via the DoD Office of Wounded Warrior Care and Transition Policy DoD-CMS program or subsequent programs as directed by changes to policy or systems.

· Per DoDI 1300.24, Provide support to each assigned RSM through assessment and identification of needs as it relates to their individualized CRP and ensures those needs are met. The RCC will support the RSM in establishing, developing and executing an individualized CRP specifically for the recovering Marine and family, to include extended family members as appropriate.

· Accordingly, the RCC should have a thorough understanding of these databases and their functions.

· Consults and collaborates with MDTs during the initial treatment phase of RSMs and provide continuing support throughout the continuum of care, including support during the disability evaluation system process.

· Ensures that RSMs and family have 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.

· Oversees the RSM’s CRP, anticipating future challenges during phases of recovery, rehabilitation, and reintegration. Identifies gaps in RSMs 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.

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

· Assists the RSM and family members 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.

· 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.

· 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.

· Collaborates with community partners both on and off the installation to form a new pool of resources for the RCC program to support RSM needs.

· Maintains current listings and resources on information relating to impact of trauma and posttraumatic reactions, and their effect on the member, family and caregivers.

· RCCs shall provide to MDT members the Daily Disability Evaluation Report upon request.

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

· Identify, facilitate and monitor the execution of services for the RSM across the continuum of care as documented in the recovery plan, including, but not limited to services available from the Department of the Navy, Marine Corps specific information and benefits, Veterans Affairs, 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.

· Analytically 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.

· Utilize 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. Provide leadership, mentoring, and communication skills to RSM’s.

· Administering data collection tools (i.e. Surveys, questionnaires, etc), as directed by the government to evaluate and measure effectiveness of the WWR RCP. (Deliverable #0012)

· Coordinate the transfer of an updated CRP to, and directly communicate with, appropriate medical and non-medical personnel should the RSM be moved to a different location for care;

· Close out the CRP when the RSM has met all goals or declines further support and retain all documents according to applicable Military Department policies.

5 DELIVERABLES

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 Government with full access and usage rights.

Unless otherwise directed by the COR, all deliverables must be submitted to the COR in accordance with the format, content, and due dates detailed below. The COR is responsible for the tracking and acceptance of all deliverables. The Contractor must review all deliverables to ensure accuracy, functionality, completeness, professional quality, and overall compliance with contract requirements. Unless otherwise indicated, the Government will provide written acceptance, comments, or change requests (if any) within five (5) business days from receipt of the deliverable. If written acceptance, comments, or change requests are not provided within five (5) business days, the deliverable is considered acceptable (i.e. final) as written by the contractor. If the Government provides comments or change requests, the contractor will have five (5) business days from receipt of the Government’s correspondence to incorporate the comments or change request and resubmit the deliverable for Government review and approval at no additional cost to the Government. The deliverable is not considered received until non-compliance issues are resolved. Non-compliance with any Government comment or change request must be justified in writing. Deliverables shall be non-password protected documents. Unless otherwise directed by the COR, all documents produced or revised by Contractors or developed through Contractor participation must be marked as “Contractor generated documents” or otherwise identified in a manner that discloses the contractor’s participation.

Deliverables will be in hard copy, placed on the WWR shared drive or SharePoint site, Compact Disk (CD), DVD or other storage device, or on other media as determined and directed by the COR. Media delivered on CD/DVD disks should have at least 650MB capacity. The included files must be provided in a software suite in use by the Marine Corps, or in some other suitable format as specified by the COR. Deliverables shall be non-password protected and the government shall have full access and use rights allowing the government the ability to manipulate the deliverable data after submission by the contractor. The current DoD approved version of Microsoft Office will be used for all reports and data.

The contractor shall distribute/provide data/deliverables in the format, media, and quantities as directed by the COR.

5.1 Standard Operating Procedures (SOP) Deliverable 0001

The purpose of the SOP is to ensure synchronization of current and future program activities that will deliver a consistent quality of service throughout the life of the contract. The contractor shall develop and maintain an SOP, and will review and update the SOP no later than 30 September each year as lessons learned and new efficiencies are identified. Major changes to the RCC program that result in a needed change to the contractor’s SOP shall be addressed with the COR. All updates shall be routed to the COR for review and comment prior to implementing the change(s) in the SOP.

5.2 Service-Specific Training Deliverable 0002

The purpose of service-specific training is to comply with DoDI 1300.24 and WWRO 3000.1 The Government will provide the topics to be included in the training, at minimum the requirements outlined in WWRO 3000.1. This training shall be a requirement for all RCC’s to complete prior to commencing their duties and annually thereafter. The Contractor shall adhere to the Training provided within the contract proposal. The training shall be the responsibility of the Contractor to modify, update as needed and deliver to their RCCs. The modification and update of the training curriculum shall be coordinated with the government as a deliverable under this contract prior to implementation. The final draft training materials shall be reviewed and approved by the government prior to any training to be commenced by the contractor. Final Drafts are to be provided to the COR for review.

5.3 Training Certificates of Completion Deliverable 0003

The Certificates of Completion is a Government provided template that ensures that the RCCs meet all training requirement by law, policy, and regulation. Training completion certificates are due xxxxx. Contractor-generated certificates will include;

· RCC’s full name;

· Performance location;

· Date of Completion;

· Signature of RCC PM;

· Training completed

5.4 Weekly Status Report (WSR) Deliverable 0004

The WSR is a Government-provided template that enables the contractor to catalogue:

· Number of total RCCs;

· Number of total supported RSMs;

· Number of Internal RSM;

· Number of External RSMs

· Breakout of RCCs and RSM by coast

· Number of new cases

· Number of transferred cases and disposition

The WSR is due every Monday and accounts for activities occurred during the preceding week.

5.5 Monthly Status Report (MSR) Deliverable 0005

The MSR is a Government-provided template that enables the contractor to catalogue and document:

· Its progress during the past month;

· Its plans for the forthcoming month;

· Actual or anticipated problems, with subsequent solutions, requiring Government action;

· Summary of travel costs;

· Summary of staffing related: by position and assignment; turnover statistics, subcontractors, future projections;

· RCC Program Metrics

· Total Marines/Sailors assigned a RCC

· Marines/Sailors assigned a RCC (Status)

· Marines/Sailors Assigned an RCC during that month

· Marines/Sailors transitioned out of RCC Program

· Caseload Metrics by location and RCC

The MSR is due by the 10th day of each month and accounts for accomplishments and activities occurred during the preceding month.

5.6 Quarterly Status Report (QSR) Deliverable 0006

The purpose of the QSR is xxxxxxx. The QSR is a Government-provided template that enables the contractor to catalogue and document:

· Its progress during the past quarter;

· Its plans for the forthcoming quarter;

· Actual or anticipated problems, with subsequent solutions, requiring Government action;

· Summary of planned travel costs;

· Summary of staffing;.

· Results of analytical studies pertaining to the treatment and care for the wounded, ill, and injured;

· RCC Program Metrics (Measured in average #)

· Total Marines/Sailors assigned a RCC

· Marines/Sailors assigned a RCC (Status)

· Total CRPs established this reporting Period

· Marines/Sailors transitioned out of RCC Program

· Caseload Metrics

The QSR is due by the 10th day of each quarter and accounts for accomplishments and activities occurred during the preceding quarter.

5.7 Semi-annual Optimization Review (SOR) Deliverable 0007

The purpose of the SOR is to allow the Government to make informed decisions regarding any realignment of resources at the various geographic locations. The SOR is a Government-provided template that enables the contractor to catalogue and document the current RCC Program Status and specific information, and will include, at a minimum:

· Map of RCC Locations

· Caseload Metrics for previous SA period

· Actual or anticipated problems, with subsequent solutions, requiring Government action;

· Summary of staffing related: by position and assignment; turnover statistics, subcontractors, future projections;

The SOR is due no later than the 10th day of July and January and accounts for accomplishments and activities occurred during the preceding semi-annual period.

5.8 Contractor Quality Control Program (QCP) Deliverable 0008

The purpose of the QCP is to establish internal practices and procedures to ensure program quality throughout the contract period through ongoing evaluation, self-correction, and innovation. The QCP will measure and verify contractor, in particular RCC, performance and conformance to required law, policy, and regulations.

The work shall be accomplished with adequate internal control and review procedures, which will eliminate conflicts, errors and omissions, and ensure technical accuracy of output. The Contractor shall submit its QCP for government review with their proposal. The QCP at a minimum will address: tbd

5.9 Presentations Deliverable 0009

Presentation material may be occasionally required to address points of data, or requests for information from other entities, or information that pertains to the RCCs.

Presentation materials in the form of xxxx (PowerPoint, word doc?), and will be due within (5) working days from request. The contractor will facilitate requests that require immediate action.

5.10 Weekly Site Sheet Deliverable 0010

The Weekly Site Sheet is a Government-provided template that enables the contractor to catalogue the following information for Marine/Sailors assigned an RCC:

· EDIPI

· NAME

· Facility

· RCC

· WWR Status (joined, TAD, External)

· EAS

· RES

· ECC

· Case Creation Date

· Type of Current LIMDU

· Current LIMDU Description

· Start Date of Current LIMDU

· # of LIMDU

· LDES Referral Date

· DISENROLLED(Y/N)

· MEB MTF

· Assigned PEBLO

· Assigned MSC

· Current IDES Days

· MEB Referral Date

· Current Phase

· Current Stage

· Last IDES Action

· Last IDES Action Date

· IDES

· Notes

· Date Deferment Issued

· Date Deferment Withdrawn

· SCAADL Status

· SCAADL Revaluation Date

· Current SCAADL Amount

· Secretarial Review Start Date

· Secretarial Review End Date

The Weekly Site Sheet is due every Monday no later than 1300 Eastern time.

5.11 Data Collection Deliverable 0011

At times, presentation material may be required to address points of data, or requests for information from other entities, or information that pertains to the RCCs.

The presentation materials will be due within (5) working days from request. The contractor will facilitate requests that require immediate action.

5.12 Transition Plan

5.12.1 Transition-In Deliverable 0012

The incumbent contractor shall ensure minimum service disruption to vital Government business and no service degradation during and after transition from the predecessor contractor to the incoming contractor. Prior to the end of the existing contract period, the incoming contractor, in coordination with the Government and the incumbent contractor, shall provide phase-in support for up to thirty (30) days. The incoming contractor shall update its draft Transition-In Plan submitted with its solicitation response and provide the Government a final Transition-In Plan.

5.12.2 Transition-Out Deliverable 0013

The contractor will take all actions necessary to ensure a smooth transition of PWS requirements at the end of the contract. The contractor will provide a Transition-Out Plan describing its method to facilitate and accomplish a seamless transition for transferring responsibility to the incoming contractor no later than 90 days prior to the end of the contract. The Transition-Out Plan should include, at a minimum:

· Points of contact;

· Project management processes;

· Location of technical and project management documentation;

· Status of ongoing technical initiatives;

· Appropriate contractor–to-contractor coordination to ensure a seamless transition, transition of key personnel, schedules and milestones, actions required of the Government, and any other item identified by the COR.

· Confirmation that all Government furnished items are in workable condition and are located at its appropriate place of performance ;

· Affirmation not to discuss, disclose, release, reproduce or otherwise provide or make available any such Items, or any portion thereof, after completion of this effort/contract/PWS; and

· Report all violations of this agreement or the unauthorized use, disclosure, release, or reproduction of any Items within five (5) business days to the Contracting Officer and the COR.

5.13 Kick-off Meeting Minutes Deliverable 0014

The purpose of Kick-Off Meeting minutes is to document technical information provided (if applicable), and decisions and agreements reached. Contents of the minutes shall identify the contract number, date, and title (type of meeting). Minutes shall also include a list of attendees by title, a summary of the discussions, decisions, agreements reached, and action items identifying the responsible party and applicable due dates. The meeting minutes are due within two (2) business days following the meeting.

The below delivery table synopsizes the required PWS deliverables:

Reference Format

5.1 MS Word

Curriculum and Training Materials 4.1 5.2 As determined by the COR

5.3

Adobe Acrobat

5.4

Power Point Presentation

5.5

Power Point Presentation

5.6

Power Point Presentation

Optimization Review 4.1

PowerPoint Presentation

5.8

MS Word

5.9 TBD based on the request:

Microsoft Word PowerPoint Excel Access Adobe

5.10 MS Excel

5.12 As determined by the

COR

5.14 MS Word

NDA

Kick-off Meeting Minutes

Contractor format

6. STAFFING

The contractually required level of support for this requirement must be maintained at all scheduled times. The contractor must ensure that all contract support personnel are present for assigned work hours and duties. The contractor must provide a fully qualified replacement for any employee that will be absent. Absent is defined as not present at work when scheduled. Instances of emergency or sudden illness are exceptions to an immediate need of a replacement.

6.1 Critical Personnel

Certain skilled experienced professional personnel are essential for accomplishing the worked under this effort, and are defined as ‘critical personnel’. The contractor must ensure the below positions are filled for the entire period of performance.

6.1.1 Program Manager

The Program Manager must have the ability to:

· Achieve organizational objectives;

· Manage and motivate personnel;

· Assess, plan, prioritize, implement, coordinate, monitor, and evaluate complex programs;

· Collaborate and display positive interactions with members of the WWR and other Government agencies;.

· Make timely and effective decisions to produce results through strategic planning;

· Coordinate efforts in conducting comprehensive studies dealing with significant changes in workforce distribution, positions, or related organizational structures;

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

Program Manager minimum skills, experience, education:

· Master’s Degree combined with 10 years working with the federal Government OR Bachelor’s Degree combined with 10 years personnel and program management and 5 years’ experience related to the Department of Defense Wounded Warrior Programs;

· Three (3) years of experience in outreach and support operations related to WII and veterans;

· Experience in strategic planning and joint assignments;

· Direct Marine Corps experience;

· US Citizen.

Desired qualifications:

· Experience in legislative matters as they pertain to treatment of the wounded, ill, and injured relative to DoD Recovery Care Programs;

· Knowledge of WII and veteran support, to include but not limited to; non-medical case management, Veterans Administration, IDES process, behavioral health support resources, Traumatic Service Member Group Life Insurance process;

· Experience working in a military environment operating as an administrative liaison within DoD;

· Knowledge of Marine Corps culture at Headquarters Marine Corps action officer level or above;

· Experience in supporting Wounded, Ill and Injured programs;

· Knowledge of Marine Corps’ administrative processes.

6.1.2 Operations Manager

The Operations Manager must have the ability to:

· Achieve organizational objectives;

· Coordinate team efforts;

· Assess, plan, prioritize, implement, coordinate, monitor, and evaluate complex programs;

· Collaborate and display positive interactions with members of the WWR and other Government agencies;. Experience in formulating policies and guidelines for plans, procedures, and methods.

· Develop detailed plans, goals, and objectives for the long/short range implementation and administration of a major agency program;

· Be knowledgeable of the theory and practice of program evaluation to develop and review new or modified work methods, organizational structures, and management processes;

· Collect, review, analyze data from multiple data sources.

Manager minimum skills, experience, education:

· Bachelor’s Degree in Business/Public Administration or related field that focuses on policy, planning, and program operations management;

· Knowledge of WII and veteran support, to include but not limited to; non-medical case management, Veterans Administration, IDES process, behavioral health support resources, SCAADL, NMA, TSGLI process;

· Two years of experience in outreach and support operations related to WII and veterans;

· Military experience.

· U.S. Citizen

· Experience in the use of the full range of data collection tools and functions…

Preferred Qualifications:

· Military experience.

· Experience in the use of the full range of data collection tools and functions…

· Knowledge of the mission, organizational structure, operations, and interrelationships of the WWR.

6.1.3. RCC Coast Lead

The RCC Coast Lead must have the ability to:

· Achieve organizational objectives;

· Coordinate team efforts;

· Assess, plan, prioritize, implement, coordinate, monitor, and evaluate complex programs;

· Collaborate and display positive interactions with members of the WWR and other Government agencies;.

· Experience in formulating policies and guidelines for plans, procedures, and methods.

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

· Be knowledgeable of the theory and practice of program evaluation to develop and review new or modified work methods, organizational structures, and management processes.

· Collect, review, analyze data from multiple data sources.

· Be knowledgeable of the programs and processes pertaining to the care of WII Marines / Sailors.

· Collect and review data from multiple data sources.

· Critically think to assisting in the development, generation and updating of all individualized CRPs

· Interact with military and civilians.

· Perform tasks with initiative and operate independently;

· Display exceptional interpersonal skills, strategic problem-solving skills, and excellent written and oral communication skills

RCC Coast Lead minimum skills, experience, education:

· Knowledge of WII and veteran support, to include but not limited to; non-medical case management, Veterans Administration, IDES process, behavioral health support resources, SCAADL, NMA, TSGLI process;

· One year experience in outreach and support operations related to WII and veterans;

· U.S. Citizen

· Bachelor’s degree in a social science OR a minimum of 5 years’ experience associated with helping, supervising, and Benefits Counseling; or similar work in civilian community service settings or a combination of education and experience.

Preferred Qualifications:

· Military experience.

· Experience in the use of the full range of data collection tools and functions…

· Knowledge of the mission, organizational structure, operations, and interrelationships of the WWR;

· Knowledge of Marine Corps culture

· Knowledge of Marine Corps’ administrative processes.

· Bilingual

6.2 Critical Position Substitutions

The contractor agrees that during the first 120 days of the contract performance period, no critical personnel substitutions will be made by the contractor unless substitutions are necessitated by an individual's sudden illness, death, transfer, or termination of employment. In any of these events, the contractor shall promptly notify the contracting officer and the COR in writing, and provide the information required in 6.2(a), below. After the initial 120-day period, all proposed substitutions of critical personnel must be submitted in writing to the contracting officer and COR with the information required in 6.2(a) at least 15 days in advance of the proposed substitution(s).

6.2(a) Critical Position Substitutions All requests for substitution(s) must provide a detailed explanation of the circumstances necessitating the proposed substitution(s); a complete resume (if applicable) for the proposed substitute, and any other information requested by the contracting officer. All critical personnel substitutions must have qualifications equal to or higher than the qualifications stated in the PWS. The contracting officer or the COR will evaluate such requests and promptly notify the contractor of approval or disapproval thereof.

6.3 Non-Critical Personnel

6.3.1. Recovery Care Coordinator

Though not included as critical personnel, several considerations based on historical results is recommended when selecting an individual to fulfill the RCC role.

RCC Considerations:

· Served as a uniformed Marine, has a close affiliation with, or has familiarity/understanding of the significance of the cultural bond and Marine ethos;

· Experience with a wide range of personnel and benefits counseling experience;

· Strong interpersonal communication skill set including negotiating skills and excellent oral and written communication skills;

· Possess excellent organizational and management skills;

· Bilingual ability;

· Bachelor’s degree in a social science or a minimum of 5 years’ experience associated with helping, supervising, and providing guidance to service members;

· United States citizen and meets English language proficiency equivalent to the naturalization test standards.

7. TRAVEL

Travel is anticipated under this effort. The Program Manager, Operations Manager, and RCC Coast Lead travel is estimated at approximately 6 times a year for the purpose to conduct training at the WWR Headquarters and Detachments. RCC travel is estimated twice a year for the purpose of attending required initial and sustainment training at WWBn HQ locations. These trips are an estimation and are subject to change based on performance requirements. In the event of travel, the contractor is responsible for implementing a travel management plan that ensures adherence to federal Government procedures, and suitable contractor internal controls to prevent unauthorized cost incurrence. The contractor will adhere to Federal Acquisition Regulation (FAR) 31.205-46 for all travel requirements under this contract.

Local Travel. The Joint Travel Regulations (JTR) define local travel within a 50-mile radius of the Government location for which services are being provided or the Installation’s established normal commuting distance, whichever is greater. The Government will not reimburse the contractor for local travel under this contract.

Non-Local Travel. Non-local travel is defined as travel outside of a 50-mile radius of the Government location or the Installation’s established normal commuting distance, whichever is greater, for which services are being provided. 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 be reimbursed on a cost-reimbursement basis for actual costs incurred (no indirects, no fee). The contract includes a not to exceed funding limitation for travel costs. When the contractor expects total funding expended for reimbursable travel to reach 85% of the total funds available on the travel contract line item number (CLIN), the contractor shall notify the contracting officer and the COR, and any other Government official identified by the contracting officer. The notice shall state the estimated amount of additional funds required to continue performance for the period specified in the contract. The contractor shall not exceed or incur costs that exceed the amount of funding stated on the reimbursable travel CLIN. The Government is not obligated to reimburse the contractor for otherwise reimbursable travel in excess of the funded amount stated on the reimbursable travel CLIN. The contractor is not obligated to continue performance of any reimbursable work under this contract or otherwise incur costs for reimbursable travel in excess of the funded amount stated on the reimbursable travel CLIN unless the contracting officer notifies the contractor in writing that the funded amount stated under the applicable reimbursable travel CLIN has been increased. In the event notification is made orally, such notification shall be followed up in writing within two working days.

No notice, communication, or representation from any person other than the contracting officer shall affect the Government’s obligation to reimburse the contractor. Change orders shall not be considered an authorization to exceed the funded amount stated under the reimbursable travel CLIN unless they contain a statement expressly increasing the funded amount of that reimbursable CLIN by a sufficient amount to cover the change order

8. HOURS OF OPERATION

The Government’s normal workday is Monday through Friday, 0730 to 1630 local time. As a rule, the Government has 11 paid holidays a year, as listed below.

The contractor is required to provide continued support at each location identified in Tables 1A and 1B during the Government’s eight (8) hour work day. The Government’s core hours of operation at each performance location is 0900 to 1530 local time, Monday thru Friday except for Federal holidays. The Contractor may arrange and adjust employee daily work schedules (i.e. outside of core hours) in order to meet individual RSM schedule needs and to accommodate specific operational requests from the COR.

The Government observes and the contractor may not have access to federal work space or the COR on the following legal holidays and any other day determined to be a holiday by the President of the United States and Public Law:

New Year’s Day Martin Luther King’s Birthday Washington’s Birthday Memorial Day Juneteenth Independence Day Labor Day Columbus Day Veteran’s Day Thanksgiving Day Christmas Day

Inauguration Day is established by statute as a holiday only for Federal employees who work in the “Inauguration Day area” (defined in law as the District of Columbia, Montgomery and Prince George’s Counties in Maryland, and Arlington and Fairfax Counties in Virginia, and the cities of Alexandria and Falls Church in Virginia). (See 5 U.S.C. 6103(c).).

In the event WWR locations are closed due to severe weather or other reasons determined by base/installation commanders, RCCs Contact Center Staff will not have access to Federal workspaces during those periods. With COR approval, the contractor shall execute its inclement weather plan in accordance with their SOP.

The Government realizes the need to ensure the safety of contract personnel. The contractor will follow its continuity of operations plan that is included in the SOP. The initiation of this plan must be approved by the COR during such events.

9. NON-PERSONAL SERVICE STATEMENT

In accordance with FAR 37.104, the Government will neither supervise contractor employees nor control the method by which the contractor performs the required tasks. Under no circumstances will the Government assign tasks to, or prepare work schedules for, individual contractor employees. It will be the responsibility of the contractor to manage its employees and to guard against any actions that are of the nature of personal services, or give the perception of personal services. If the contractor feels that any actions constitute, or are perceived to constitute personal services, it will be the contractor’s responsibility to notify the contracting officer immediately. These services will not be used to perform work of a policy/decision making or management nature, i.e., inherently Governmental functions, as found in FAR 7.503. All decisions relative to programs supported by the contractor will be the sole responsibility of the Government.

10. NON-DISCLOSURE AGREEMENT

The contractor will conduct its business in a manner befitting the special relationship with the Government, operating in the public interest with objectivity and independence. Prior to working on this contract, contractor employees will be required to sign a “Certificate of Confidentiality and Non-Disclosure Agreement” (see XX) to ensure PII, PHI, or Government sensitive information is not shared or mistreated.

11. PRIVACY ACT

11.1 Confidentiality

All contractor personnel shall safeguard personal client (RSM) information in accordance with the Privacy Act of 1974. Records that contain personal information must include a Privacy Act statement signed by the client. Disclosure of personal information not specifically authorized by the client via a signed release of information shall be made only after approval of the Base Adjutant or Staff Judge Advocate. Improper disclosure of sensitive or private information in violation of the DON Privacy Act Program (SECNSVINST 5211.5D) or the Nuclear Weapons Personnel Reliability Program (OPNAVINST 5510.162) may subject the contractor or its personnel to criminal liability. Due to the type of personal information the contractors will have access to, all contractor personnel will be required to sign a nondisclosure of information agreement and be in compliance with all Health Insurance Portability and Accountability (HIPAA) security requirements.

11.2 Requirements For Mandatory Reporting

The Privacy Act does not prohibit disclosure of life threatening or high risk situations. All contractor personnel are required to report knowledge of such situations, including but not limited to child abuse, spouse abuse in which there is physical injury or threats of bodily harm,…