S02 36C24520R0117 Whole Health FINAL (30JUN2020).pdf

PAGE 1 OF 1. REQUISITION NO.

2. CONTRACT NO. 3. AWARD/EFFECTIVE DATE 4. ORDER NO. 5. SOLICITATION NUMBER 6. SOLICITATION ISSUE DATE

a. NAME b. TELEPHONE NO. (No Collect Calls) 8. OFFER DUE DATE/LOCAL

TIME

9. ISSUED BY CODE 10. THIS ACQUISITION IS UNRESTRICTED OR SET ASIDE: % FOR:

SMALL BUSINESS

HUBZONE SMALL

BUSINESS

SERVICE-DISABLED

VETERAN-OWNED

SMALL BUSINESS

WOMEN-OWNED SMALL BUSINESS

(WOSB) ELIGIBLE UNDER THE WOMEN-OWNED

SMALL BUSINESS PROGRAM

EDWOSB

8(a)

NAICS:

SIZE STANDARD:

11. DELIVERY FOR FOB DESTINA-

TION UNLESS BLOCK IS

MARKED

SEE SCHEDULE

12. DISCOUNT TERMS

13a. THIS CONTRACT IS A

RATED ORDER UNDER

DPAS (15 CFR 700)

13b. RATING

14. METHOD OF SOLICITATION

RFQ IFB RFP

15. DELIVER TO CODE 16. ADMINISTERED BY CODE

17a. CONTRACTOR/OFFEROR CODE FACILITY CODE 18a. PAYMENT WILL BE MADE BY CODE

TELEPHONE NO. DUNS: DUNS+4:

PHONE: FAX:

17b. CHECK IF REMITTANCE IS DIFFERENT AND PUT SUCH ADDRESS IN OFFER

18b. SUBMIT INVOICES TO ADDRESS SHOWN IN BLOCK 18a UNLESS BLOCK BELOW IS CHECKED

SEE ADDENDUM

19. 20. 21. 22. 23. 24.

ITEM NO. SCHEDULE OF SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT

(Use Reverse and/or Attach Additional Sheets as Necessary)

25. ACCOUNTING AND APPROPRIATION DATA 26. TOTAL AWARD AMOUNT (For Govt. Use Only)

27a. SOLICITATION INCORPORATES BY REFERENCE FAR 52.212-1, 52.212-4. FAR 52.212-3 AND 52.212-5 ARE ATTACHED. ADDENDA ARE ARE NOT ATTACHED.

27b. CONTRACT/PURCHASE ORDER INCORPORATES BY REFERENCE FAR 52.212-4. FAR 52.212-5 IS ATTACHED. ADDENDA ARE ARE NOT ATTACHED

28. CONTRACTOR IS REQUIRED TO SIGN THIS DOCUMENT AND RETURN _______________ 29. AWARD OF CONTRACT: REF. ___________________________________ OFFER

COPIES TO ISSUING OFFICE. CONTRACTOR AGREES TO FURNISH AND DATED ________________________________. YOUR OFFER ON SOLICITATION

DELIVER ALL ITEMS SET FORTH OR OTHERWISE IDENTIFIED ABOVE AND ON ANY (BLOCK 5), INCLUDING ANY ADDITIONS OR CHANGES WHICH ARE

ADDITIONAL SHEETS SUBJECT TO THE TERMS AND CONDITIONS SPECIFIED SET FORTH HEREIN IS ACCEPTED AS TO ITEMS:

30a. SIGNATURE OF OFFEROR/CONTRACTOR 31a. UNITED STATES OF AMERICA (SIGNATURE OF CONTRACTING OFFICER)

30b. NAME AND TITLE OF SIGNER (TYPE OR PRINT) 30c. DATE SIGNED 31b. NAME OF CONTRACTING OFFICER (TYPE OR PRINT) 31c. DATE SIGNED

AUTHORIZED FOR LOCAL REPRODUCTION (REV. 2/2012)

PREVIOUS EDITION IS NOT USABLE Prescribed by GSA - FAR (48 CFR) 53.212

7. FOR SOLICITATION

INFORMATION CALL:

STANDARD FORM 1449

OFFEROR TO COMPLETE BLOCKS 12, 17, 23, 24, & 30

SOLICITATION/CONTRACT/ORDER FOR COMMERCIAL ITEMS 116

36C24520R0117 06-30-2020

Darren G. Morris 304-623-3461 x 4106 07-30-2020

09:00

36C245

Department of Veterans Affairs

Network Contracting Office 5

513 Rosebud Plaza

Clarksburg WV 26301

Darren G. Morris, Contract Specialist darren.morris@va.gov

611710

$16.5 Million

N/A

X

10NE

Department of Veterans Affairs

VHA OPCC&CT (10NE) - Whole Health

Performance Location Varies REF:PWS

810 Vermont Ave NW

Washington DC 20420

36C245

Network Contracting Office 5

513 Rosebud Plaza

Clarksburg WV 26301

VA FSC

TO BE IDENTIFIED ON INDIVIDUAL ORDERS

FSC e-Invoice Payment

Invoice must be submitted electronically http://www.fsc.va.gov/einvoice.asp

Austin TX

1-877-489-6135

See CONTINUATION Page

TIERED EVALUATION INCLUDING LARGE BUSINESS CONCERNS

Whole Health Education and Training – See Continuation Pages

This solicitation closes on 30JUL2020 @ 0900 EDT.

Responses may be submitted electronically to:

darren.morris@va.gov before the closing date and time for solicitation.

See Section B.3 for price schedule, E.1 for Instructions to Offerors and E.8 for Evaluation Criteria.

Contractor shall be responsible for correct wage titles and compliance with all applicable wage and hour laws.

Questions are due by 20JUL2020 @1300 EDT.

Any question submitted after specified date and time may not be addressed.

Contractor shall deliver all data first produced under this contract to VA with unlimited rights as defined by FAR 52.227-14

See CONTINUATION Page

X X

Amy Ritchey

VA-VHA-2020-98AFF6B4

36C24520R0117

Table of Contents

SECTION A

A.1 SF 1449 SOLICITATION/CONTRACT/ORDER FOR COMMERCIAL ITEMS

SECTION B - CONTINUATION OF SF 1449 BLOCKS

B.1 CONTRACT ADMINISTRATION DATA

B.2 PERFORMANCE WORK STATEMENT

B.3 PRICE/COST SCHEDULE

ITEM INFORMATION

SECTION C - CONTRACT CLAUSES

C.1 52.212-4 CONTRACT TERMS AND CONDITIONS—COMMERCIAL ITEMS (OCT

2018)

C.2 52.252-2 CLAUSES INCORPORATED BY REFERENCE (FEB 1998)

C.3 52.216-18 ORDERING (OCT 1995)

C.4 52.216-19 ORDER LIMITATIONS (OCT 1995)

C.5 52.216-22 INDEFINITE QUANTITY (OCT 1995)

C.6 SUPPLEMENTAL INSURANCE REQUIREMENTS

C.7 52.232-19 AVAILABILITY OF FUNDS FOR THE NEXT FISCAL YEAR (APR

1984)

C.8 VAAR 852.212-70 PROVISIONS AND CLAUSES APPLICABLE TO VA

ACQUISITION OF COMMERCIAL ITEMS (APR 2020)

C.9 VAAR 852.215-71 EVALUATION FACTOR COMMITMENTS (OCT 2019)

C.10 VAAR 852.219-10 VA NOTICE OF TOTAL SERVICE-DISABLED VETERAN-

OWNED SMALL BUSINESS SET-ASIDE (JUL 2019) (DEVIATION)

C.11 VAAR 852.219-11 VA NOTICE OF TOTAL VETERAN-OWNED SMALL

BUSINESS SET-ASIDE (JUL 2019) (DEVIATION)

C.12 VAAR 852.219-71 VA MENTOR-PROTÉGÉ PROGRAM (DEC 2009)

C.13 VAAR 852.219-74 LIMITATIONS ON SUBCONTRACTING—MONITORING AND

COMPLIANCE (JUL 2018)

C.14 VAAR 852.219-75 SUBCONTRACTING COMMITMENTS MONITORING AND

COMPLIANCE (JUL 2018)

C.15 VAAR 852.219-76 SUBCONTRACTING PLANS MONITORING AND

COMPLIANCE (JUL 2018)

C.16 VAAR 852.237-75 KEY PERSONNEL (OCT 2019)

C.17 52.212-5 CONTRACT TERMS AND CONDITIONS REQUIRED TO IMPLEMENT

STATUTES OR EXECUTIVE ORDERS—COMMERCIAL ITEMS (MAR 2020)

C.18 MANDATORY WRITTEN DISCLOSURES

C.19 VA INFORMATION AND INFORMATION SYSTEM SECURITY & PRIVACY

REQUIREMENTS

SECTION D - CONTRACT DOCUMENTS, EXHIBITS, OR ATTACHMENTS

SECTION E - SOLICITATION PROVISIONS

E.1 52.212-1 INSTRUCTIONS TO OFFERORS—COMMERCIAL ITEMS (OCT 2018)

E.2 SUPPLEMENTAL INSTRUCTIONS TO OFFERORS

E.3 52.252-1 SOLICITATION PROVISIONS INCORPORATED BY REFERENCE (FEB

1998)

E.4 52.209-7 INFORMATION REGARDING RESPONSIBILITY MATTERS (OCT 2018)

E.5 52.216-1 TYPE OF CONTRACT (APR 1984)

E.6 52.233-2 SERVICE OF PROTEST (SEP 2006)

E.7 VAAR 852.223-70 INSTRUCTIONS TO OFFERORS—SUSTAINABLE

ACQUISITION PLAN (SEP 2019)

E.8 52.212-2 EVALUATION—COMMERCIAL ITEMS (OCT 2014)

E.9 EVALUATION/BASIS OF AWARD - TIERED

E.10 52.212-3 OFFEROR REPRESENTATIONS AND CERTIFICATIONS—

COMMERCIAL ITEMS (MAR 2020)

SECTION B - CONTINUATION OF SF 1449 BLOCKS

B.1 CONTRACT ADMINISTRATION DATA

1. Contract Administration: All contract administration matters will be handled by the following individuals:

a. CONTRACTOR:

b. GOVERNMENT: Contracting Officer 36C245 Amy Ritchey

Network Contracting Office 5 510 Butler Ave BLDG 306A Martinsburg, WV 25405

2. CONTRACTOR REMITTANCE ADDRESS: All payments by the Government to the contractor will be made in accordance with:

[X] 52.232-33, Payment by Electronic Funds Transfer—System For Award Management, or

[] 52.232-36, Payment by Third Party

3. INVOICES: Invoices shall be submitted in arrears:

a. Quarterly []

b. Semi-Annually []

c. Other [X] Monthly in arrears

4. GOVERNMENT INVOICE ADDRESS: All Invoices from the contractor shall be submitted electronically in accordance with VAAR Clause 852.232-72 Electronic Submission of Payment

Requests.

TO BE IDENTIFIED ON INDIVIDUAL ORDERS

FSC e-Invoice Payment Invoice must be submitted electronically http://www.fsc.va.gov/einvoice.asp Austin TX

ACKNOWLEDGMENT OF AMENDMENTS: The offeror acknowledges receipt of amendments to the Solicitation numbered and dated as follows:

AMENDMENT NO DATE

http://www.fsc.va.gov/einvoice.asp

B.2 PERFORMANCE WORK STATEMENT

A. GENERAL

1. Title of Contract: Education Services for Whole Health

2. Background:

VHA established the Office of Patient Centered Care and Cultural Transformation (OPCC&CT) in 2011 to lead one of the most massive changes in the philosophy and process for healthcare delivery ever undertaken by an organized healthcare system. The Undersecretary for Health describes the ideal system as one in which “Patients are in control of their health care, and the system is designed around the needs of the patient.” To accomplish this requires a paradigm shift from problem-based disease care to Whole Health Care, based on the whole person. The purpose of Whole Health is to improve the health and well-being Veterans. The financial and human costs of our current system make it imperative to radically re-envision and redesign health care.

Based on the initial and promising work of the office and pilot Whole Health projects around the country, in 2015, the Secretary of Veterans Affairs approved Whole Health as VA’s approach to

Personalized, Proactive, Patient-Driven Care. The Comprehensive Addiction and Recovery Act of 2016 accelerated Whole Health deployment by directing VHA expansion of Complementary and Integrative Health (CIH) in the areas of clinical integration, education, and research, all under the umbrella of Whole Health as coordinated by OPCC&CT. Specific CIH approaches include, but are not limited to, acupuncture, meditation, tai chi, yoga, massage for treatment, guided imagery, biofeedback, and clinical hypnosis.

As stated in the VHA’s Modernization Campaign Plan, “the VHA is shifting from a system designed around singular, episodic points of clinical care focused on disease management, to one that is based in a partnership over time focused on “Whole Health,” or the health and well-being of each individual patient. Clinical encounters are essential but not enough. Whole Health empowers and equips Veterans to take charge of their health and well-being and live their life to the fullest. We do this by partnering with Veterans to address what matters to them most. This is critically important for Veterans with complex conditions, and for all Veterans’ mental health and well-being.” One of the ten lanes of effort of this plan, “Engaging Veterans in Lifelong Health, Well-Being, and Resilience,” grounds the Whole Health work.

In addition, the VA 2018-2024 Strategic Plan includes Strategy 2.1.4, “Emphasizing Veterans’ and Their Families’ Whole Health and Wellness.” This includes providing personalized, proactive, patient driven health care to empower, equip, and encourage Veterans to take charge of their health and well-being, and to adopt healthy living practices that deter preventable health conditions. A Whole Health System focuses not only on treatment, but also on self-empowerment, self-healing, self-care, and improvements in the social determinants of health.

This approach is informed by evidence, and makes use of all appropriate therapeutic approaches, healthcare professionals, and disciplines to achieve optimal health and well-being.

Whole Health begins with the Veteran as an individual and what matters most to the Veteran.

The healthcare team utilizes information from the Veteran’s Personal Health Inventory to create a Personal Health Plan, create shared patient and clinical goals, employ evidence-based traditional and complementary and integrative interventions and treatments, and leveraging support systems within and outside of VHA. Core competencies in team-based inter-professional collaboration are critical. Additionally, new processes and new roles are needed, not only for the health care team but for the Veteran. This includes building skills and connecting with support and resources for sustainable behavior and lifestyle change and improved health outcomes.

Key components of this approach to health care include the following:

• Personal mission, aspiration, and purpose for life and health,

• Personalized health planning,

• Complementary and integrative medicine,

• Self-care skill building and knowledge acquisition,

• Lifestyle and behavior change strategies, and

• Support to succeed with and from Veteran peers, health care team members, family, and the community.

Since its inception, OPCC&CT has grounded its work in a key graphic, the Circle of Health.

The redesign that supports Whole Health is a partnership across time, consisting of three program components. The first of these is the Pathway, a process that helps each person reflect on their life and their health and explore their mission, aspiration, or purpose. Through Well-

Being Programs, people learn new self-care strategies, and find ongoing support—sometimes informally from others in the centers they visit, sometimes in groups from trained peers, sometimes from health coaches, and sometimes in self-care skill building classes. The third component of this redesign is clinical care. In the Whole Health approach, primary care and specialty clinicians offer the Veteran conventional and Complementary and Integrative Health care, as they bring the best of Whole Health Clinical Care to their patients. Tying all these pieces together is the Veteran’s Personal Health Plan (PHP). It is the PHP that brings together and effectively integrates the support, programming and care provided across the Whole Health

System, while focusing on what is most important to the Veteran and their goals. The PHP articulates concrete steps to work towards goals involving all three system components, as appropriate.

In support of Whole Health advancement as described above, OPCC&CT has developed and delivered hundreds of Whole Health Educational courses since 2012, training over 30,000 VA staff in Whole Health through face-to-face and online courses. Many other staff have interacted with virtual resources, participated idea exchange forums, and listened to monthly Community of

Practice calls, all managed under the umbrella of Whole Health Education. The intent of all programming is to meets the educational needs of Veterans and VA leadership and staff in order to shift towards an integrated Whole Health system of care. OPCC&CT’s education offerings are designed to build competencies within the Whole Health areas of Empowering, Equipping, and Treating, as illustrated in the graphic below. All offerings have the core intent to provide experiential, life-changing education that inspires participants to do something differently when they return to their environment, and to connect with participants in a personalized way to determine what matters to them and why they would want to adopt the

Whole Health approach. Importantly, Whole Health Education focuses not just on VA staff, but also Veteran peers who fulfill critical non-clinical roles within the system, and on the integration of all parts of the system.

OPCC&CT has also focused heavily on the training of national faculty to teach the current eight face-to-face courses, as well as training local education champions to teach shorter 4-hour offerings on Employee Whole Health, Fundamentals of Whole Health Clinical Care, Complementary and Integrative Health, and other courses. Wherever possible, train-the-trainer efforts train local staff to further provide for spread throughout facilities both with staff and

Veteran education. Multiple separate monthly Community of Practice calls foster ongoing connection and learning for the VA community at large to support the transition from classroom to practice. OPCC&CT’s virtual offerings currently include Clinician Self-Care, Introduction to

Complementary and Integrative Approaches, Mindful Awareness, Whole Health Foundations, Facilitation Tips and Techniques, Eating for Whole Health: Functional Approaches to Food and

Drink, and the Whole Health for Pain and Suffering video series.

3. Requirements:

The objectives of this acquisition are as follows, reflecting a combination of continuing the strong foundation of educational content and delivery of the past seven years, while also creating new programs and curricula to advance Whole Health in VA.

1) Develop and deliver comprehensive and highly experiential education programs that provide Advanced Clinical Interprofessional Training that is of value to the field and advance Whole Health Clinical Care across VHA with a focus on sustainment and support from classroom to practice in the form of quick starts, immersions, symposiums, and workshops with tracks.

2) Develop and deliver Whole Health educational programs pertinent to and effective with the Veteran population1 and support the Whole Health Pathway with a focus on sustainment and support from classroom to practice.

3) Develop and deliver highly experiential education programs that offer training in complementary and integrative health and mind-body skills to augment Well-Being

Programs with a focus on sustainment and support from classroom to practice.

4) Update current slate of courses to reflect education as a means of applying concepts versus just teaching concepts: 1) high-tech virtual and distance learning, as well as other learning modalities such as gamification to reach a diverse target audience in effective ways, including on-demand (point of care) knowledge 2) cutting-edge educational learning paradigms, adult learning principles, and experiential learning activities to optimize learning and knowledge transfer, and 3) change theory and leadership principles to maximize program success and implementation, 4) the latest research and best practices, 5) practical tools and ways to apply the knowledge learned immediately so that courses are less didactic and more skills immersion, 6) a longitudinal model of learning the face-to-face trainings interspersed with virtual training and check-in calls to enhance readiness and provide ongoing support, 7) breakout tracks to reflect the knowledge needs of a diverse, multi-disciplinary target audience, to include residents and interns, and 8) real-time feedback loops to assess the learning experience, 9) modularized into shorter sections to meet needs of the field, and 10) able to be delivered in larger centralized trainings versus smaller facility-based trainings.

5) Deploy existing Whole Health Courses (face-to-face and virtual) using highly skilled faculty with experience in VHA model of Whole Health.

6) Develop innovative educational content that fills the gaps within and aligns with existing

Whole Health programs and resources for VA Staff and Veterans, to include the creation of shorter courses, focus on Employee Whole Health and burnout, peer-to-peer learning/coaching post-courses, Whole Health leadership training, education that can be delivered outside the classroom, and other trainings that advance the adoption of Whole

Health core competencies.

7) Develop a network of highly-trained national and local high-functioning education faculty and coordinators with the skills and knowledge to deploy a robust deployment strategy across all VHA and sustain over time in the form of regional and local learning ecosystems that in turn offer feedback and advise national strategy.

8) Expand toolkit of educational offerings (face-to-face and virtual) that regional and local faculty can deliver as well as train-the-trainer offerings where local educators can in turn train other educators.

9) Utilize an evaluative process to track, assess, and evaluate the effectiveness of the

Whole Health education programs, including Kirkpatrick levels 3 & 4.

10) Provide professional graphic design for packaged and print products, to include but not limited to marketing materials, slide decks, manuals, and online materials.

1People who serve in the military and Veterans face some different health issues than civilians. During wartime, the main health concerns are life-threatening injuries. These include shrapnel and gunshot wounds, lost limbs and head injuries. Some service members might also have health problems from exposure to environmental hazards, such as contaminated water, chemicals and infections. Service members and Veterans are at risk for mental health problems too. These include anxiety, post-traumatic stress disorder, depression, and substance abuse.

4. Scope: The contractor shall provide all labor, supervision, and other resources required to develop and conduct Whole Health education programs short of performing inherently governmental activities or providing personal services. This includes the plan, all aspects of curriculum, course administration, and implementation (including timeline for training, personnel, sites, and follow-up). The term curriculum refers to the subcomponents of materials, tools, content, printed materials, and learning activities. The contractor shall familiarize themselves with VHA’s current state of Whole Health education and materials (course curriculum, videos, tools, materials, online resources, and Whole Health Primer). The contractor is required to actively participate in regular meetings and subgroup calls/webinars to coordinate for all aspects of curriculum development, delivery, and continuing education. The Whole Health core education programs shall include an overarching strategy with each program consisting of curriculum, roll-out plan, project timelines (schedule, dependencies, milestones, etc.), staff training, implementation methodologies, (face-to-face, health study modules, video presentations, experiential learning activities, etc.), and evaluation process. Educational content shall be created with transferability for inclusion in other VA educational offerings, e.g., sub-modules on specific cross-related topics. Corresponding supplemental content will be available to Veterans in print and web-based formats (including the newly-developed Whole

Health app) to enhance learning application.

All documents rendered electronically are considered e-Learning products and will receive certification from the VHA 508 Office or its delegate, without exception, prior to acceptance and final delivery. The VHA 508 office utilizes the VA Section 508 Checklists. The contractor shall follow the VA 508 Review Request process, to submit the e-learning products for review and validation by the VHA 508 Office or its delegate, unless otherwise designated by the Contracting

Officer’s Representative (COR). Note: There are multiple Section 508 checklists; each checklist references different aspects of a product that needs to be 508 compliant; and several

508 checklists may pertain to a given product, such as an online course.

5: Specific Tasks and Deliverables

Task 5.1: The contractor shall develop a detailed Contractor Project Management Plan (CPMP) and briefing, which may be held in conjunction with a formal Government post-award kick-off meeting. The CPMP shall present the contractor's plan for completing the contract and will be responsive to this Performance Work Statement (PWS) and describe, in further detail, the approach to be used for each aspect of the contract as defined in the technical proposal. At a minimum, the CPMP shall include the contractor’s plan for managing the project, risk, quality, scope, change management, detailed schedule, and proposed key personnel and staffing.

Deliverable 5.1.1: The contractor shall deliver a detailed written CPMP to the Contracting

Officer’s Representative (COR) within five days of contract award.

Deliverable 5.1.1.2: The contractor shall deliver an oral presentation and a written kick-off briefing to the Project Team via audio or video teleconference within five days of contract award.

http://www.section508.va.gov/section_508_checklist_and_cvs.asp

Deliverable 5.1.1.3: The contractor shall prepare for and actively participate in an annual two-day face-to-face planning meeting with will occur within 30 days of the start of the new fiscal year and will include key members of the Project Team.

Task 5.1.2: The contractor shall provide a monthly written contract status report to the Contract

Officer Representative (COR) and to the Contracting Officer (CO). Contract status reports will outline the progress of each task and identify contractor’s accomplishments, issues, concerns, and proposed resolutions and activities for the next month.

Deliverable 5.1.2.1: The contractor shall deliver monthly electronic contract status reports to the COR and CO on the first Monday of each month.

Task 5.2: The contractor shall update and deliver education trainings in support of Whole

Health Clinical Care, to include but not limited to: Whole Health in Your Practice, Whole Health for Pain and Suffering, Eating for Whole Health, Whole Health for Mental Health, and the Whole

Health Clinical Care Symposium for an average of 60 clinicians per session. Each session shall be for a minimum of 2 days. This curriculum will be updated to include virtual, online and onsite learning experiences, tracks, and application-oriented curricula (see “Objectives” subparagraph

4 for intent). Course delivery includes administrative planning, virtual support, on-site support, and post-course follow-up. Contractor will provide a minimum of one faculty and one administrative staff for each offering. Additional faculty will be provided by staff identified in

Task 5.5. Virtual sessions will include synchronous and asynchronous learning. Delivery of each course includes a course workbook that corresponds with each content module with practical exercises, key takeaways, helpful resources, etc. Course products will reflect professional graphic design and shall be advised by an education consultant to maximize adult learning potential and new technologies. Course faculty are required to attend periodic calls with the education team, subgroups, facilities, and communities of practice to inform course updates and delivery. All courses are currently undergoing conversion to a virtual format due to

COVID-19. The contractor shall be prepared to teach courses virtually. All courses, whether face-to-face or virtual, are highly interactive, experiential, and adult learning-oriented.

Deliverable 5.2.1: The contractor shall deliver one face-to-face or virtual session (up to 20 hours total) of Whole Health in Your Practice within 365 days of contract award.

Deliverable 5.2.1.1: The contractor shall provide updates to Whole Health in Your Practice

(face-to-face or virtual) within 180 days of contract award.

Deliverable 5.2.2: The contractor shall deliver one face-to-face or virtual session (up to 16 hours total) of Whole Health for Pain and Suffering within 365 days of contract award.

Deliverable 5.2.2.1: The contractor shall provide updates to Whole Health for Pain and

Suffering (face-to-face or virtual) within 180 days of contract award.

Deliverable 5.2.3: The contractor shall deliver one face-to-face or virtual session (up to 16 hours total) of Eating for Whole Health within 365 days of contract award.

Deliverable 5.2.3.1: The contractor shall provide updates to Eating for Whole Health (face-to-face or virtual) within 180 days of contract award.

Deliverable 5.2.4: The contractor shall deliver one face-to-face or virtual session (up to 16 hours total) of Whole Health for Mental Health within 365 days of contract award.

Deliverable 5.2.4.1: The contractor shall provide updates to Whole Health for Mental Health

Deliverable 5.2.5: The contractor shall deliver one face-to-face and/or virtual session (up to 24 hours total) of the Whole Health Clinical Care Symposium within 365 days of contract award.

Deliverable 5.2.5.1: The contractor shall provide updates to the Whole Health Clinical Care

Symposium (face-to-face or virtual) within 180 days of contract award.

Task 5.3: The contractor shall update and deliver education courses in support of the Whole

Health Pathway, to include but not limited to Whole Health Coaching Foundations, Whole

Health Coaching Certification, and Whole Health Mentor. The Whole Health Coaching

Foundations course is currently a six-day face-to-face intensive training in communication and coaching skills divided into two parts, with study and practice sessions in between. Whole

Health Coaching teaches industry best practices for integrative health coaching, tailored to the

Veteran population, and includes a practical skills assessment. Distance learning may be integrated into the current face-to-face structure. The Whole Health Coaching Certification course is currently an additional three days of face-to-face training that enables the program to meet the minimum standard of the National Board for Health and Wellness Coaches and for graduates to be eligible to become National Board-Certified Health and Wellness Coaches. The

Whole Health Mentor course trains supervisors of Whole Health coaches, partners, and facilitators in how to best support these non-clinical roles and ensure the fidelity of the Whole

Health Pathway. Delivery of each course includes a course workbook that corresponds with each content module with practical exercises, key takeaways, helpful resources, etc. Course products will reflect professional graphic design and shall be advised by an education consultant to maximize adult learning potential and new technologies. Course faculty are required to attend periodic calls with the education team, subgroups, facilities, and communities of practice to inform course updates and delivery. All courses are currently undergoing conversion to a virtual format due to COVID-19. The contractor shall be prepared to teach courses virtually. All courses, whether face-to-face or virtual, are highly interactive, experiential, and adult learning-oriented.

Deliverable 5.3.1: The contractor shall deliver two face-to-face or virtual sessions (up to 48 hours total) of Whole Health Coaching Foundations, to include mentoring, and a total of 5 faculty supporting, within 365 days of contract award.

Deliverable 5.3.1.1: The contractor shall provide updates to Whole Health Coaching

Foundations Course (face-to-face or virtual) within 180 days of contract award.

Deliverable 5.3.2: The contractor shall deliver one face-to-face or virtual session of the Whole

Health Coaching Certification Course (up to 24 hours total), including asynchronous learning tracking and mentoring, with a total of 5 faculty supporting, within 365 days of contract award.

Deliverable 5.3.2.1: The contractor shall provide updates to Whole Health Coaching

Certification Course (face-to-face or virtual) within 180 days of contract award.

Deliverable 5.3.3: The contractor shall deliver one face-to-face or virtual Whole Health Mentor

Course (up to 20 hours total) during each year, with a total of 2 trainers and 1 administrative support per course, within 365 days of contract award.

Deliverable 5.3.3.1: The contractor shall provide updates to Whole Health Mentor Course

Task 5.4: The contractor shall develop new advanced clinical and non-clinical Whole Health

Education that builds upon existing curricula and is integrated into the larger vision for Whole

Health in VA, advancing competencies in the areas of Whole Health Clinical Care, the Whole

Health Pathway, and Well-Being Programs. The specific course topics and curricula will be co-developed by the contractor in collaboration with VHA subject matter experts. The contractor staff will support and advise VHA subject matter experts, but shall not perform or provide inherently governmental activities. This program will incorporate advanced Whole Health implementation strategies and transformational leadership that is specific to Whole Health.

Individual modules may provide in-depth, discipline-specific content, where applicable. This advanced curriculum will utilize cutting-edge adult education principles, experiential learning, change theory, the latest research and best practices, and high tech virtual and distance learning to provide a longitudinal learning experience with practical skill-building and support.

Modules may also incorporate modularized learning and/or breakout tracks in large centralized trainings.

Design and content finalization will include a review of the analysis document, content outline, existing course and websites with the expectation of providing: 1) Content outline with additional topics if necessary for the SME group to review. 2) Upon final approval of the content outline, an updated design for the course including goals and objectives will be provided. 3) Facilitation of content development and final approval of the content by VHA identified SMEs. Course products will reflect professional graphic design and shall be advised by an education consultant to maximize adult learning potential and new technologies.

Deliverable 5.4.1: The contractor shall develop a two-day (up to 16 hours) Advanced Whole

Health inter-professional educational program (face-to-face and/or virtual) within 180 days of contract award.

Deliverable 5.4.1.1: The contractor shall deliver one face-to-face and/or virtual session of the

Advanced Whole Health inter-professional two-day (up to 16 hours) educational programs within

365 days of contract award.

Deliverable 5.4.1.2: The contractor shall provide updates to a two-day Advanced Whole Health inter-professional education program (face-to-face or virtual) within 180 days of contract award.

Deliverable 5.4.2: The contractor shall develop a half-day (4 hours) Advanced Whole Health inter-professional educational program within 180 days of contract award.

Deliverable 5.4.2.1: The contractor shall deliver one virtual sessions of each Advanced Whole

Health inter-professional half-day (4 hours) educational programs within 365 days of contract award.

Deliverable 5.4.2.2: The contractor shall provide updates to one half-day (4 hours) Advanced

Whole Health inter-professional educational program within 180 days of contract award.

The contractor will provide web-based content to meet requirements identified in the VA handbook 6102 and VA handbook 6221. The contractor shall build the courseware to ensure that the HTML pages have no validation errors, meet browser compatibility requirements, have no broken links, have no orphan files (including images which are not utilized in the courseware), have no internal VA intranet links, and have no empty tags. All images must meet

508 requirements and include appropriate alternative text or long description. Note: VHA 508 compliance requirements exceed normal federal 508 Web Content Accessibility Guideline 1.0.

The contractor shall review the compliance validation requirement contained in Appendix A of the PWS.

Deliverable 5.4.3: The contractor shall develop and execute an evidenced-based education evaluation plan that tracks, assesses and evaluates the effectiveness of one Whole Health inter-professional program within 365 days of contract award. The contractor will participate and contribute in the development of the web-based training evaluation plan to include formative and summative evaluations for levels 1-3 on Kirkpatrick’s scale, at a minimum. The contractor will work closely with Program Office (OPCC&CT) and EES Measurement and Evaluation department.

Deliverable 5.4.4: Upon completion of the deliverables specified in 5.4.1 and 5.4.2, the contractor, closely with OPCC&CT and EES, shall provide the content to create complementary

Web-based courses, each a minimum of one hour in length to be hosted on a VA training site such as the Training Management System (TMS) and TRAIN according to the deliverables specified below within 365 days of contract award. The ADDIE instructional design model

(described below) will be used guide the development of the web-based courses.

Phase 1 – Analysis: The contractor will review the content outline of the existing courses and websites created for the Inter-Professional Educational Program developed in 5.5.2. Based on this review the contractor will provide a revised content outline with additional topics to be include in the online web-based courses, if necessary, for the VHA SMEs to review.

OPCC&CT will ensure that planning committee members or VHA SMEs include representatives from the target audience necessary for accreditation purposes and Web-based course creation.

Deliverable: Web-based course content outline

Phase 2 – Design

Step 1: Upon final approval of the content outline by the OPCC&CT, VHA SMEs and EES, the contractor will provide an design document for the courses including goals and objectives both terminal and enabling suitable for accreditation, all content maps/learning objective worksheets, work flow diagrams, scenarios descriptions, knowledge checks, at least 10 post test questions for each course hour and description of all media assets with the exception of video including graphics with copyrights secured. The content will be suitable for master’s level work for the clinical audience. Veteran-aligned content will need to be designed for the seventh-grade reading level. The contractor will submit the design document for approval by

VHA Program Office SMEs and EES eLearning.

Deliverable: Web-based course design document

Step 2: Storyboards and Video Scripts: Once the design document is approved in Phase

2, the contractor will develop storyboards using EES eLearning provided templates or a template agreed upon by both the contractor and EES eLearning. The storyboards will illustrate how the learner will experience each course including navigation descriptions, graphics, and descriptions of other media assets. The storyboards will contain all of the content elements. The contractor will specify video elements and locations, create video treatments, and work with EES video production team to develop suitable scripts. The contractor will facilitate SME review and final approval of all storyboards and video scripts and deliver these electronically.

Deliverable: Web-based course storyboards and video scripts

Step 3: Video production will be provided by EES, and subject matter expertise will be provided by the contractor. As required, a video shoot will be conducted by EES using the video script provided by the contractor from Phase 2, step 2 for each Web-based course as specified in the design document. The contractor is required to participate in upfront calls with

EES video producers for each video produced and provide subject matter guidance during the planning, filming, editing, and production process, including verification of closed captioning.

The contractor will receive digital files for each of the required videos to be used in the Web-based courses storyboards. The contractor will work with EES to ensure the videos for the

Web-based courses are 508 compliant. The contractor will serve as SMEs working closely with the OPCC&CT and VHA SMEs to ensure the content is portrayed accurately, complete and appropriate for the VHA target audience before development is begun in Phase 3 by EES.

Deliverables: Edited video clips to be used in the storyboards and Web-based course

Phase 3 – Development

Step 1: Once the storyboards and videos are approved by the VHA Program Office

(OPCC&CT), VHA SMEs and EES, the contractor will work with EES eLearning, to create an alpha demo version of the Web-based course first module or topic for review by OPCC&CT and VHA SMEs planning committee members. The alpha version will be reviewed by a representation of the target audience to ensure that the direction, tone, duration, and level are appropriate prior to proceeding with the development of the rest of the modules or topics.

Additionally, EES will facilitate a pre-508 compatibility assessment.

Deliverable: Alpha demo for first Web-based module or topic

Step 2: Once the alpha version has been approved the Program Office (OPCC&CT), EES eLearning will begin developing the Web-based course(s) based upon the approved storyboards and video scripts developed in Phase 2, step 3 and submit to the VHA Program

Office (OPCC&CT) for approval. During this phase the contractor will continue to assist OPCC

&CT and EES to ensure the content is accurate, complete and appropriate for VHA audiences.

Deliverable: Web-based Inter-Professional Educational Program course(s) and Veteran

Facing materials

Step 3: Pilot Coordination. EES will coordinate the necessary product testing, pilot reviews and formative evaluations necessary for product quality and for accreditation purposes for each web-based course. OPCC&CT will identify the target audience pilot testers for each accreditation requested. Based upon the findings from the pilots EES will revise the Web-based courses and ready them for implementation.

Deliverable: Completed pilots and corresponding documentation for accreditation packages.

This includes planning meeting documentation that addresses all phases of educational program assessment, design, development, implementation, and evaluation. EES will seek accreditation from ACCME, ACCME-NP, ACPE, APA, ANCC, ASWB, AOTA, CDR, CA-BRN, ACHE, ADA and NYSED SW for all products. OPCC&CT will be responsible for identifying members of the planning committee and pilot testers that meet accreditation requirements.

Phase 4: Implementation

EES will coordinate with VA web-based hosting sites to make the Advanced Whole Health

Clinical Inter-Professional Web-based courses available for both clinical staff and Veterans.

Facing materials accessible by clinical target audience and Veterans.

Phase 5: Evaluation: The contractor will participate and contribute in the development of the

Web-based training evaluation plan to include formative and summative evaluations for levels

1-3 on Kirkpatrick’s scale. The contractor will work closely with Program Office (OPCC&CT), VHA SME and EES Measurement and Evaluation department. This task will coincide with the

Phase 2: Design described above. The execution of the evaluation plan will be conducted jointly by the Program Office (OPCC&CT) and EES.

Facing materials evaluation plan

Task 5.5: The contractor shall train highly skilled VHA staff with experience in VHA model of

Whole Health, for sustainment of Clinical and non-clinical Whole Health Education. The identified VHA staff will receive training to serve as national and local course faculty and strategic advisors to the evolution of Whole Health education.

Deliverable 5.5.1: The contractor shall develop a plan for the continued development of highly skilled national and local VHA faculty that will support expansion and sustainment of current clinical and nonclinical Whole Health courses within 90 days of contract award. The plan shall include the following:

• Review and ensure most updated course curricula are readily accessible to all Whole

Health Faculty

• Develop content for and facilitate monthly faculty calls to further learning and growth

• Develop content for and lead two face-to-face meetings for continued training of Whole

Health Faculty annually

• Provide comprehensive training of current courses being taught by Whole Health Faculty

• Support current training plan of observe/co-teach/lead

• Provide training for Whole Health Faculty on content/curriculum design and evaluation work

• Observe and offer meaningful feedback that assists with professional growth and development and act as a consultant to relevant special projects that Whole Health

Faculty are involved in. This may include joining ad hoc calls, reviewing materials, and providing feedback and other support virtually as needed.

Deliverable 5.5.2: The contractor shall annually train/maintain development of VHA faculty for

National Whole Health Education Courses that support Whole Health Clinical Care, the Whole

Health Pathway, and Well-Being services, as well as Network-wide Education Champions and facility education champions within 210 days of contract award.

Task 5.6: Develop educational content that is aligned with existing Whole Health content and includes individual components that will be designed for use in multiple formats, including printed and electronic media and web applications, including the newly-developed Whole Health app, for both Veterans and field-based educators.

Deliverable 5.6.1: The contractor shall build on existing educational development that is designed for access by Veterans as the target audience and is aligned with Whole Health education content created for VHA staff. This will include individual components that will be designed for use in multiple formats, including printed and electronic media that is accessible to a wide audience of VHA employees and Veterans within 120 days of contract award. The literacy level must be for someone with a seventh-grade education and illustrations and photographs must be representative of the Veteran population. The VA must have electronic rights to the graphics in these materials and the files must be 508 compliant. Content must be tailored to Veteran demographics, and be applicable across the continuum of health, condition, disability, and lifespan.

Deliverable 5.6.2: The contractor shall update the comprehensive Passport to Whole Health

Reference Manual that supports all educational courses. The target audience for this manual is

VA staff who attend Whole Health Courses. This content is designed for use in multiple formats, including printed and electronic media that is accessible to a wide audience of VHA employees and Veterans within 180 days of contract award. This content will be print friendly in entirety as a comprehensive manual, and will also include individual PDF files for sections of content. Web-based content will be 508 compliant.

Deliverable 5.6.3: Update the content of local education faculty toolkits of facility-based Whole

Health Courses, which includes powerpoints, workbooks/worksheets, experiential exercises, and faculty guides within 180 days of contract award.

Task 5.7: The contractor shall update and deliver the train-the-trainer course for Whole Health

Facilitated Groups, training up to 28 participants per session. Participants of the Whole Health

Facilitated Groups Train-the-Trainer will be eligible to teach Whole Health Facilitated Groups, which in turn trains Veteran Peers on how to deliver Taking Charge of My Life and Health.

Deliverable 5.7.1: The contractor shall deliver the Whole Health Facilitated Groups Train-the-

Trainer (face-to-face or virtual) with a total of 2 trainers and 1 administrative support within 365 days of contract award.

Deliverable 5.7.2: The contractor shall provide updates to Whole Health Facilitated Groups

Train-the-Trainer (face-to-face or virtual) within 180 days of contract award.

Task 5.8: Provide additional faculty and administrative support where needed to support the following courses: Whole Health in Your Practice, Whole Health for Pain and Suffering, Eating for Whole Health, Whole Health for Mental Health, Whole Health Clinical Care Symposium, Whole Health Coaching Foundations, Whole Health Coaching Certification, Whole Health

Mentor, Whole Health Facilitated Groups Train-the-Trainer, Whole Health Facilitated Groups, and/or Whole Health Partner.

Deliverable 5.8.1: The contractor shall provide one (1) additional faculty for a two-day course within 365 days of contract award.

Deliverable 5.8.2: The contractor shall provide one (1) additional faculty for a three-day course within 365 days of contract award.

Deliverable 5.8.3: The contractor shall provide one (1) additional administrative support for a two-day course within 365 days of contract award.

Deliverable 5.8.4: The contractor shall provide one (1) additional administrative support for a three-day course within 365 days of contract award.

Task 5.9: Provide updates to course curriculum that requires substantial changes to the purpose and objectives of the course, exceeding lesser standard revisions that include annual updates to the brochure/agenda, course slides, and manual. (The anticipated immediate need for this is an overhaul of Whole Health in Your Practice curriculum to more of a skill-building course.)

Deliverable 5.9.1: The contractor shall provide a significant update to the course curriculum for one existing course (face-to-face or virtual).

Summary of Deliverables:

Deliverable Description Quantity Due Date

5.1.1 Develop detailed written Contractor

Project Management Plan (CPMP)

1 Within 5 days of contract award

5.1.1.2 Deliver an oral presentation and a

written kick-off briefing

1 Within 5 days of contract award

5.1.1.3 Attend two-day face-to-face 1 Within 30 days of

contract award

5.1.2.1 Deliver monthly electronic contract

status reports

12 Due on the first Monday of each month

5.2.1 Deliver Whole Health in Your

Practice

12 Within 365 days of contract award

5.2.1.1 Update Whole Health in Your

Practice

1 Within 180 days of contract award

5.2.2 Deliver Whole Health for Pain and

Suffering

12 Within 365 days of contract award

5.2.2.1 Update Whole Health for Pain and

Suffering

1 Within 180 days of contract award

5.2.3 Deliver Eating for Whole Health 12 Within 365 days of

contract award

5.2.3.1 Update Eating for Whole Health 1 Within 180 days of

contract award

5.2.4 Deliver Whole Health for Mental

Health

12 Within 365 days of contract award

5.2.4.1 Update Whole Health for Mental

Health

1 Within 180 days of contract award

5.2.5 Deliver Whole Health Clinical Care

Symposium

Within 365 days of contract award

5.2.5.1 Update Whole Health Clinical Care

Symposium

1 Within 180 days of contract award

5.3.1 Deliver Whole Health Coaching

Foundations

12 Within 365 days of contract award

5.3.1.1 Update Whole Health Coaching

Foundations

1 Within 180 days of contract award

5.3.2 Deliver Whole Health Coaching

Certification

8 Within 365 days of contract award

5.3.2.1 Update Whole Health Coaching

Certification

1 Within 180 days of contract award

5.3.3 Deliver Whole Health Mentor 6 Within 365 days of

contract award

5.3.3.1 Update Whole Health Mentor 1 Within 180 days of

contract award

5.4.1 Develop two-day advanced Whole

Health inter-professional educational program

1 Within 180 days of contract award

5.4.1.1 Deliver two-day advanced Whole

Health inter-professional educational program

2 Within 365 days of

5.4.1.2 Update two-day advanced Whole

Health inter-professional educational program

2 Within 180 days of

5.4.2 Develop half-day advanced Whole

Health inter-professional educational programs

2 Within 180 days of contract award

5.4.2.1 Deliver half-day advanced Whole

Health inter-professional educational programs

4 Within 365 days of

5.4.2.2 Update half-day advanced Whole

Health inter-professional educational program

2 Within 180 days of

5.4.3 Develop and execution of

evidenced-based education evaluation plan that tracks, assesses and evaluates the effectiveness of the Whole Health inter-professional educational programs

2 Within 365 days of contract award

5.4.4 Deliver web-based course aligned

with each Advanced Whole Health inter-professional educational program

2 Within 365 days of

5.5.1 Deliver plan…