S02_36C24524R0079_Final 8.8.24.docx

36C24524R0079

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.

UEI:

EFT:

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. NOV 2021)

PREVIOUS EDITION IS NOT USABLE

Prescribed by GSA - FAR (48 CFR) 53.212

7. FOR SOLICITATION

INFORMATION CALL:

STANDARD FORM 1449

SOLICITATION/CONTRACT/ORDER FOR COMMERCIAL PRODUCTS AND COMMERCIAL SERVICES

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

08-08-2024 Robert O'Keefe: Email Only robert.okeefejr@va.gov 09-05-2024 11:00

EDT

36C245 Department of Veterans Affairs VA Maryland Health Care System Contracting Officer, Amy Ritchey 510 Butler Ave.

Martinsburg WV 25405

X

611710 $24 Million

N/A

36C133 Department of Veterans Affairs VA Maryland Health Care System *See Performance Work Statement* for Delivery Details

36C245 Department of Veterans Affairs VA Maryland Health Care System Contracting Officer, Robert O'Keefe Jr.

P.O. Box 1000, Bldg. 101C Room 3 Perry Point MD 21902

PAYMENT WILL BE MADE BY

FSC e-Invoice Payment Invoice must be submitted electronically http://www.fsc.va.gov/einvoice.asp Invoice Setup Information 1-877-489-6135

See CONTINUATION Page The purpose of this solicitation is a Request for Proposal for the provision of developing and delivering education programs that provide Foundational and Advanced Clinical Interprofessional Training that is of value to the field and and advances Whole Health Clinical Care across the Veteran Health Administration (VHA) in accordance with the Performance Work Statement (PWS).

The contract shall be 5-year Requirements Contract and is intended to be awarded to one contractor.

The contract will have five (5) individual pricing periods.

Base Pricing Period : 2024 - 2025 Pricing Period 1: 2025 - 2026 Pricing Period 2: 2026 - 2027 Pricing Period 3: 2027 - 2028 Pricing Period 4: 2028 - 2029

*See Supplemental Instructions to Offerors for all details*

See CONTINUATION Page Task Orders shall be funded individually IAW the ordering clauses.

Amy Ritchey

Table of Contents

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: TBD

b. GOVERNMENT: Contracting Officer 36C245 Department of Veterans Affairs VA Maryland Health Care System Contracting Officer, Amy Ritchey 510 Butler Ave.

Martinsburg WV 25405

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

3. INVOICES: Invoices shall be submitted 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.

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

B.2 PERFORMANCE WORK STATEMENT

Title of Contract: Whole Health Education Services 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. Veteran and clinician interest and demand for Whole Health has been growing since then, supported by research demonstrating its efficacy in practice. In September 2022 the VHA Under Secretary for Health identified six priorities including “Support Veterans’ Whole Health, their caregivers, and survivors,” which was outlined in the FY2022-2025 VHA Long Range Plan. To accomplish this transformation 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 of Veterans.

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 and equip 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.

An Integrated Project Team involving the Offices of Primary Care, Mental Health and Suicide Prevention, and the Office of Patient Centered Care and Cultural Transformation was formed in 2020 and developed a strategy to enhance use of the Whole Health approach in Primary Care and Mental Health clinics. This included the development of two education courses designed specifically for this purpose that resulted in over 12,000 completions in FY23. Evaluations of these courses repeatedly demonstrate that attendees have changed their practice 45-90 days after the course concludes and develop and maintain a positive view of Whole Health and its utility in their practice.

Further support for Whole Health came in 2023 with the publication of Achieving Whole Health: A New Approach for Veterans and the Nation by the National Academies of Science, Engineering, and Medicine. This report concluded “Whole health is a common good that benefits people, families, and communities,” and provided guidance on how a transformation to a Whole Health system of care could be achieved. It is notable that one element identified as a critical foundational infrastructure is “Workforce training, education, and well-being.”

OPCC&CT has developed and delivered hundreds of Whole Health Educational courses since 2012, accumulating hundreds of thousands of completions through virtual, face-to-face, and online courses conducted nationally and at the VISN and facility level. Many other staff have interacted with virtual resources, participated in idea exchange forums, and listened to monthly Community of Practice calls, all managed under the umbrella of Whole Health Education. The program continues to expand with over 30,000 course completions in FY23 alone compared to 17,500 in FY22. The intent of all programming is to meet 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. 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 advanced courses, as well as training network and local education champions to teach shorter 2–4-hour offerings on Employee Whole Health, Fundamentals of Whole Health Clinical Care, Complementary and Integrative Health, Pathway and Coaching, 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. Whole Health Education also maintains a catalog of modules and videos available for viewing on-demand.

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 decade while also creating new programs and curricula to advance Whole Health in VA:

Develop and deliver comprehensive and highly experiential education programs that provide Foundational and Advanced Clinical Interprofessional Training that is of value to the field and advances 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.

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

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.

Develop and deliver highly experiential education programs that emphasize Whole Health for employees and provide training and strategies on building resilience, connecting with purpose, and enhancing self-care.

Update current slate of courses to reflect education as a means of applying concepts versus just teaching concepts: 1) 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, 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, 8) real-time feedback loops to assess the learning experience, 9) modularized into shorter sections to meet needs of the field, 10) able to be delivered in larger centralized trainings versus smaller facility-based trainings, and 11) organized into learning paths to allow for advanced training over time.

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

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, 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.

Develop a network of national and local 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.

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 train other educators.

Utilize an evaluative process to track, assess, and evaluate the effectiveness of the Whole Health education programs, including Kirkpatrick level 3.

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

Provide technical support for maintaining Whole Health Education SharePoint pages and materials, public facing internet pages, as well as managing courses in VA’s Talent Management System (TMS) platform.

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 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 other materials as identified by the OPCC&CT project manager.). The contractor is required to actively participate in regular meetings and subgroup calls/webinars to coordinate 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 Whole Health app) to enhance learning.

The contractor shall submit all deliverables in full compliance with the Revised Section 508 Standards guidance as published in the Federal Register notice available at: https://www.access-board.gov/ict/ict-final-rule.pdf. It will be the contractor’s sole responsibility to fully understand these requirements, ensure they meet these standards and, at a minimum, leverage and adhere to WCAG 2.0 level AA criteria and VA's Section 508 office supplemental requirements, for reviewing, assessing, and addressing all issues failing WCAG 2.0 and not meeting supplemental requirements of VA's Section 508 office on all documents created as part of this contracted effort. The VA Section 508 office supplemental requirements also include addressing issues identified as violations by VA's HTML scanning appliance(s). The contractor shall resolve all accessibility deficiencies for each deliverable to the government’s satisfaction and acceptance in alignment with all legal requirements.

5: Specific Tasks and Deliverables The contractor shall not commit or permit any act that interferes with the performance of work awarded to another contractor or with the performance of Government employees. In any case where, in the course of fulfilling the contract requirements, the contractor disturbs any work guaranteed under another separate contract, the contractor must restore such disturbed work.

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 Project Manager (PM) and Contracting Officer’s Representative (COR) within five days of task order issuance.

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 fourteen days of task order issuance.

Deliverable 5.1.1.3: The contractor shall prepare for and actively participate in an annual planning meeting that will occur within 30 days of the start of the performance period, including key members of the Project Team.

Task 5.1.2: The contractor shall provide a monthly written contract status report to the Project Manager and Contract Officer Representative (COR). Contract status reports shall 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 PM and COR by the 5th business day 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 Well-being, Whole Health for All, and the Whole Health Clinical Care Symposium for an average of 60 clinicians per session. Each session of a full course shall be for a minimum of 2 days while each session of a Primer will be a minimum of four hours. This curriculum includes virtual, online, and onsite learning experiences, and application-oriented curricula (see “Objectives” subparagraph 4 for intent). Course delivery includes teaching/facilitating the sessions, 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. Contractor will provide course support for Clinical Hypnosis online course, including Subject Matter Expertise and producer support. Additional faculty will be provided by staff identified in Task 5.8. 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. The contractor shall be prepared to teach courses virtually or face-to-face. 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 task order issuance.

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 task order issuance.

Deliverable 5.2.1.2: The contractor shall deliver one virtual session (up to 4 hours total) of Whole Health in Your Practice Primer within 365 days of task order issuance.

Deliverable 5.2.1.3: The contractor shall provide updates to Whole Health in Your Practice (Primer) (face-to-face or virtual) within 180 days of task order issuance.

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 Intermediate within 365 days of task order issuance.

Deliverable 5.2.2.1: The contractor shall provide updates to Whole Health for Pain and Suffering Intermediate course (face-to-face or virtual) within 180 days of task order issuance.

Deliverable 5.2.2.2: The contractor shall deliver one face-to-face or virtual session (up to 4 hours total) of Whole Health for Pain and Suffering Advanced within 365 days of task order issuance.

Deliverable 5.2.2.3: The contractor shall provide updates to Whole Health for Pain and Suffering Advanced (face-to-face or virtual) within 180 days of task order issuance.

Deliverable 5.2.2.4: The contractor shall deliver one Whole Health for Pain and Suffering (Primer) ( virtual) within 365 days of task order issuance.

Deliverable 5.2.2.5: The contractor shall update Whole Health for Pain and Suffering Primer within 180 days of task order issuance.

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 task order issuance.

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

Deliverable 5.2.3.2: The contractor shall deliver one virtual session (up to 4 hours total) of Eating for Whole Health Primer within 365 days of task order issuance.

Deliverable 5.2.3.3: The contractor shall provide updates to Eating for Whole Health (Primer) (face-to-face or virtual) within 180 days of task order issuance.

Deliverable 5.2.3.4: The contractor shall deliver one virtual session (up to 4 hours total) of Eating for Whole Health Advanced Primer within 365 days of task order issuance.

Deliverable 5.2.3.5: The contractor shall provide updates to Eating for Whole Health Advanced (Primer) (face-to-face or virtual) within 180 days of task order issuance.

Deliverable 5.2.4: The contractor shall deliver one virtual session of Whole Health for Mental Well-being Intermediate within 365 days of task order issuance.

Deliverable 5.2.4.1: The contractor shall provide updates to Whole Health for Mental Well-being Intermediate within 180 days of task order issuance.

Deliverable 5.2.4.2: The contractor shall deliver one virtual session of Whole Health for Mental Well-being Advanced within 365 days of task order issuance.

Deliverable 5.2.4.3: The contractor shall provide updates to Whole Health for Mental Well-being Advanced (face-to-face or virtual) within 180 days of task order issuance.

Deliverable 5.2.4.4: The contractor shall deliver one virtual session of Whole Health for Mental Well-being Primer within 365 days of task order issuance.

Deliverable 5.2.4.5: The contractor shall provide updates to Whole Health for Mental Well-being Primer within 180 days of task order issuance.

Deliverable 5.2.5: The contractor shall deliver one face-to-face or virtual session (up to 16 hours total) of Whole Health for All within 365 days of task order issuance.

Deliverable 5.2.5.1: The contractor shall provide updates to Whole Health for All (face-to-face or virtual) within 180 days of task order issuance.

Deliverable 5.2.5.2: The contractor shall deliver one face-to-face or virtual session (up to 4 hours total) of Whole Health for All Primer within 365 days of task order issuance.

Deliverable 5.2.5.3: The contractor shall provide updates to Whole Health for All (Primer) (face-to-face or virtual) within 180 days of task order issuance.

Deliverable 5.2.6: 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 task order issuance.

Deliverable 5.2.6.1: The contractor shall provide updates to the Whole Health Clinical Care Symposium (face-to-face or virtual) within 180 days of task order issuance.

Deliverable 5.2.7: The contractor shall provide course support including a Subject Matter Expert and producer support for Clinical Hypnosis online training.

Task 5.3: The contractor shall update and deliver education courses in support of the Whole Health Pathway, to include but not limited to WholeHealth Coaching Certification, Whole Health Mentor, Taking Charge of My Life and Health Facilitator Training, Whole Health Partner Course Training, Whole Health Pathway/Coaching Symposium, and associated advanced coaching courses and refresher courses. Whole Health Coaching teaches industry best practices for integrative health coaching, tailored to the Veteran population, and includes a practical skills assessment. The Whole Health Coaching Certification course is currently an additional three days of face-to-face training (five days of virtual 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. Taking Charge of My Life and Health Facilitator Training trains facilitators on the delivery of the Taking Charge of My Life and Health course that is required at every VA. The contractor shall update and deliver the train-the-trainer course for Taking Charge of My Life and Health Facilitator, training up to 28 participants per session. Participants of the Taking Charge of My Life and Health Facilitator Train-the-Trainer will be eligible to teach Taking Care of My Life and Health Facilitator which in turn trains Veteran Peers on how to deliver Taking Charge of My Life and Health. Whole Health Partner Course Training provides training to Veterans, volunteers, and other non-clinicians on fulfilling the Partner role at the VA. There are currently an additional five advanced coaching courses and four refresher courses associated with Pathway and Coaching. Course delivery includes teaching/facilitating the sessions, administrative planning, virtual support, on-site support, post-course follow-up, and proving mentors when necessary for the course. Delivery of each course includes a course workbook that corresponds with each content module with practical exercises, key takeaways, helpful resources, etc. Additional faculty will be provided by staff identified in Task 5.8. 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. 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 one face-to-face or virtual sessions (up to 48 hours total) of Orienting the Newly Hired Health and Wellness Coach within 365 days of task order issuance.

Deliverable 5.3.1.1: The contractor shall provide updates to Orienting the Newly Hired Health and Wellness Coach Course (face-to-face or virtual) within 180 days of task order issuance.

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 task order issuance.

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 task order issuance.

Deliverable 5.3.3: The contractor shall deliver one face-to-face or virtual Whole Health Pathway/Coaching 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 task order issuance.

Deliverable 5.3.3.1: The contractor shall provide updates to Whole Health Pathway/Coaching Mentor Course (face-to-face or virtual) within 180 days of task order issuance.

Deliverable 5.3.4: The contractor shall deliver one face-to-face or virtual Taking Charge of My Life and Health Facilitator Training 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 task order issuance.

Deliverable 5.3.4.1: The contractor shall provide updates to Taking Charge of My Life and Health Facilitator Training Course (face-to-face or virtual) within 180 days of task order issuance.

Deliverable 5.3.4.2: The contractor shall deliver the Taking Charge of My Life and Health Facilitator Train-the- Trainer (face-to-face or virtual) with a total of 2 trainers and 1 administrative support within 365 days of task order issuance.

Deliverable 5.3.4.3: The contractor shall provide updates to Whole Health Taking Charge of my Life and Health Train-the-Trainer (face-to-face or virtual) within 180 days of task order issuance.

Deliverable 5.3.5: The contractor shall deliver one face-to-face or virtual Whole Health Partner 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 task order issuance.

Deliverable 5.3.5.1: The contractor shall provide updates to Whole Health Partner Course (face-to-face or virtual) within 180 days of task order issuance.

Deliverable 5.3.6: The contractor shall deliver one face-to-face or virtual Advanced Whole Health Coaching Course (up to 8 hours total) during each year, with a total of 1 trainer and 1 administrative support per course, within 365 days of task order issuance.

Deliverable 5.3.6.1: The contractor shall provide updates to an Advanced Whole Health Coaching Course (face-to-face or virtual) within 180 days of task order issuance.

Deliverable 5.3.7: The contractor shall deliver one face-to-face or virtual Coaching and Pathway Refresher Course (up to 8 hours total) during each year, with a total of 1 trainer and 1 administrative support per course, within 365 days of task order issuance.

Deliverable 5.3.7.1: The contractor shall provide updates to a Pathway or Coaching refresher Course (face-to-face or virtual) within 180 days of task order issuance.

Deliverable 5.3.8: The contractor shall deliver one face-to-face and/or virtual session (up to 24 hours total) of the Whole Health Pathway Coaching Symposium within 365 days of task order issuance.

Deliverable 5.3.8.1: The contractor shall provide updates to the Whole Health Pathway Coaching Symposium (face-to-face or virtual) within 180 days of task order issuance.

Task 5.4: The contractor shall update and deliver education trainings in support of Employee Whole Health to include but not limited to: Empower Yourself through Employee Whole Health, Taking Time to Care, Employee Whole Health Coordinator Training, Whole Health: Empowering Your Team, and Employee P2P Support for an average of 60 clinicians per session. The courses currently range from multiple days to 2-4 hours in length. This curriculum includes virtual, online, and onsite learning experiences, tracks, and application-oriented curricula (see “Objectives” subparagraph 4 for intent). Course delivery includes providing facilitators/faculty, 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 as requested by Employee Whole Health staff. Additional faculty will be provided by staff identified in Task 5.8. 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. The contractor shall be prepared to teach courses virtually or face-to-face. All courses, whether face-to-face or virtual, are highly interactive, experiential, and adult learning oriented.

Deliverable 5.4: The contractor shall deliver one face-to-face or virtual session (up to 16 hours total) of an Employee Whole Health course within 365 days of task order issuance.

Deliverable 5.4.1: The contractor shall provide updates to an Employee Whole Health course (face-to-face or virtual) within 180 days of task order issuance.

Deliverable 5.4.1.1: The contractor shall deliver one face-to-face or virtual session (up to 2 hours) of Whole Health: Leading Change, Whole Health for Nurse Leaders: Empowering and Equipping, Whole Health for Nurse Inpatient Care, Job Crafting, Well-being for Leaders or Whole Health: Empowering your Teams. within 365 days of task order issuance.

Deliverable 5.4.1.2 The contractor shall provide updates to Whole Health: Leading Change, Whole Health for Nurse Leaders: Empowering and Equipping, Whole Health for Nurse Inpatient Care, Job Crafting, Well-being for Leaders or Whole Health: Empowering your Teams. (face-to-face or virtual) within 180 days of task order issuance.

Task 5.5: 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 centralized trainings.

Design and content approval will include a review of the analysis document, content outline, existing courses, 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 5.5.1: 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 task order issuance.

Deliverable 5.5.1.1: 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 task order issuance.

Deliverable 5.5.1.2: 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 task order issuance.

Deliverable 5.5.1.3: The contractor shall develop a short (1-2 hours) Whole Health Course within 365 days of task order issuance.

Deliverable 5.5.2: The contractor shall develop a half-day (4 hours) Advanced Whole Health inter-professional educational program within 180 days of task order issuance.

Deliverable 5.5.2.1: The contractor shall deliver one virtual sessions of each Advanced Whole Health inter-professional half-day (4 hours) educational programs within 365 days of task order issuance.

Deliverable 5.5.2.2: The contractor shall provide updates to one half-day (4 hours) Advanced Whole Health inter-professional educational program within 180 days of task order issuance.

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 content must meet 508 requirements. The contractor shall review the compliance validation requirement contained in Appendix A of the PWS.

Deliverable 5.5.3: 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 task order issuance. The contractor will participate and contribute to the development of the web-based training evaluation plan, including 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 other supporting program offices.

Deliverable 5.5.4: Upon completion of the deliverables specified in 5.5.1 and 5.5.2, the contractor, in coordination with OPCC&CT, shall provide the content to create complementary Web-based courses, each a minimum of 30 minutes in length to be hosted on a VA training site such as the Training Management System (TMS), TRAIN or similar platforms, according to the deliverables specified below within 365 days of task order issuance. The ADDIE instructional design model (described below) will be used to 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 5.5.3. 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 ILEAD, the contractor will provide a design document for the courses including goals and objectives both terminal and enabling suitable for accreditation, all content maps/learning objective worksheets, workflow 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 ILEAD 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 ILEAD eLearning provided templates, or a template agreed upon by both the contractor and ILEAD 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 ILEAD 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 ILEAD, and subject matter expertise will be provided by the contractor. As required, a video shoot will be conducted by ILEAD 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 ILEAD 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 ILEAD 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 ILEAD. 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 ILEAD, the contractor will work with ILEAD 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, ILEAD 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), ILEAD 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 ILEAD 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. ILEAD 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 ILEAD 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. ILEAD 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 ILEAD 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.

Deliverable: Web-based Inter-Professional Educational Program course(s) and Veteran Facing materials accessible by clinical target audience and Veterans.

Phase 5: Evaluation: The contractor will participate and contribute to 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 ILEAD 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 ILEAD.

Deliverable: Web-based Inter-Professional Educational Program course(s) and Veteran Facing materials evaluation plan Task 5.6: The contractor shall train 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. VHA faculty include approximately 20-25 National Education Champions, 36 Network-Wide Education Coordinators, 54 Network-Wide Education Faculty, and up to 200 Local Education Champions.

Deliverable 5.6.1: The contractor shall develop a plan for the continued development of national and local VHA faculty that will support expansion and sustainment of current clinical and nonclinical Whole Health courses within 90 days of task order issuance. The plan shall include the following:

· Review and ensure current course curricula are readily accessible to all Whole Health Faculty.

·…