W81XWH-16-R-0002-0004.docx

W81XWH-16-R-0002

SECTION SF 30 BLOCK 14 CONTINUATION PAGE

SUMMARY OF CHANGES

SECTION A - SOLICITATION/CONTRACT FORM

The required response date/time has changed from 22-Jul-2016 02:00 PM to 01-Aug-2016 02:00 PM.

SECTION B - SUPPLIES OR SERVICES AND PRICES

CLIN 0002

The CLIN extended description has changed from:

The contractor shall invoice each month based on the actual total call volume for that month utitlizing the total "agreed to" FFP Tiered Pricing Schedule as listed below (and IAW Section J, Atch 12): TIER I - TRIAGE SUPPORT TIERED MONTHLY PRICING PRICE PER MONTH 1-4,000 Monthly Calls $ 4,001 - 10,000 Monthly Calls $ >10,001 Monthly Calls $ TIER II - INTAKE COACHING SUPPORT TIERED MONTHLY PRICING PRICE PER MONTH 1-2,500 Monthly Calls $ 2,501 - 5,000 Monthly Calls $ > 5,001 Monthly Calls $ TIER III - FOLLOW-UP CARE SUPPORT TIERED MONTHLY PRICING PRICE PER MONTH 1-7,000 Monthly Calls $ 7,001 to 105,000 Monthly Calls $ > 105,001 Monthly Calls $TIER IV - IN-TRANSITION OUTREACH & COACHING TIERED MONTHLY PRICING PRICE PER MONTH 1- 20,000 Monthly Calls $ 20,001 - 50,000 Monthly Calls $ > 50,001 Monthly Calls $

To:

The contractor shall invoice each month based on the actual total call volume for that month utitlizing the total "agreed to" FFP Tiered Pricing Schedule as listed below (and IAW Section J, Atch 12): TIER I - TRIAGE SUPPORT TIERED MONTHLY PRICING PRICE PER MONTH 1-4,000 Monthly Calls $ 4,001 - 10,000 Monthly Calls $ >10,001 Monthly Calls $ TIER II - INTAKE COACHING SUPPORT TIERED MONTHLY PRICING PRICE PER MONTH 1-2,500 Monthly Calls $ 2,501 - 5,000 Monthly Calls $ > 5,001 Monthly Calls $ TIER III - FOLLOW-UP CARE and IN-TRANSITION COACHING TIERED MONTHLY PRICING PRICE PER MONTH 1-7,000 Monthly Calls $ 7,001 to 105,000 Monthly Calls $ > 105,001 Monthly Calls $TIER IV - IN-TRANSITION OUTBOUND MODEL TIERED MONTHLY PRICING PRICE PER MONTH 1- 20,000 Monthly Calls $ 20,001 - 50,000 Monthly Calls $ > 50,001 Monthly Calls $ .

CLIN 1002

The contractor shall invoice each month based on the actual total call volume for that month utitlizing the total "agreed to" FFP Tiered Pricing Schedule as listed below (and IAW Section J, Atch 12): TIER I - TRIAGE SUPPORT TIERED MONTHLY PRICING PRICE PER MONTH 1-4,000 Monthly Calls $ 4,001 - 10,000 Monthly Calls $ >10,001 Monthly Calls $ TIER II - INTAKE COACHING SUPPORT TIERED MONTHLY PRICING PRICE PER MONTH 1-2,500 Monthly Calls $ 2,501 - 5,000 Monthly Calls $ > 5,001 Monthly Calls $ TIER III - FOLLOW-UP CARE SUPPORT TIERED MONTHLY PRICING PRICE PER MONTH 1-7,000 Monthly Calls $ 7,001 to 105,000 Monthly Calls $ > 105,001 Monthly Calls $TIER IV - IN-TRANSITION OUTREACH & COACHING TIERED MONTHLY PRICING PRICE PER MONTH 1- 20,000 Monthly Calls $ 20,001 - 50,000 Monthly Calls $ > 50,001 Monthly Calls $

The contractor shall invoice each month based on the actual total call volume for that month utitlizing the total "agreed to" FFP Tiered Pricing Schedule as listed below (and IAW Section J, Atch 12): TIER I - TRIAGE SUPPORT TIERED MONTHLY PRICING PRICE PER MONTH 1-4,000 Monthly Calls $ 4,001 - 10,000 Monthly Calls $ >10,001 Monthly Calls $ TIER II - INTAKE COACHING SUPPORT TIERED MONTHLY PRICING PRICE PER MONTH 1-2,500 Monthly Calls $ 2,501 - 5,000 Monthly Calls $ > 5,001 Monthly Calls $ TIER III - FOLLOW-UP CARE and IN-TRANSITION COACHING TIERED MONTHLY PRICING PRICE PER MONTH 1-7,000 Monthly Calls $ 7,001 to 105,000 Monthly Calls $ > 105,001 Monthly Calls $TIER IV - IN-TRANSITION OUTBOUND MODEL TIERED MONTHLY PRICING PRICE PER MONTH 1- 20,000 Monthly Calls $ 20,001 - 50,000 Monthly Calls $ > 50,001 Monthly Calls $ .

CLIN 2002

The contractor shall invoice each month based on the actual total call volume for that month utitlizing the total "agreed to" FFP Tiered Pricing Schedule as listed below (and IAW Section J, Atch 12): TIER I - TRIAGE SUPPORT TIERED MONTHLY PRICING PRICE PER MONTH 1-4,000 Monthly Calls $ 4,001 - 10,000 Monthly Calls $ >10,001 Monthly Calls $ TIER II - INTAKE COACHING SUPPORT TIERED MONTHLY PRICING PRICE PER MONTH 1-2,500 Monthly Calls $ 2,501 - 5,000 Monthly Calls $ > 5,001 Monthly Calls $ TIER III - FOLLOW-UP CARE SUPPORT TIERED MONTHLY PRICING PRICE PER MONTH 1-7,000 Monthly Calls $ 7,001 to 105,000 Monthly Calls $ > 105,001 Monthly Calls $TIER IV - IN-TRANSITION OUTREACH & COACHING TIERED MONTHLY PRICING PRICE PER MONTH 1- 20,000 Monthly Calls $ 20,001 - 50,000 Monthly Calls $ > 50,001 Monthly Calls $

The contractor shall invoice each month based on the actual total call volume for that month utitlizing the total "agreed to" FFP Tiered Pricing Schedule as listed below (and IAW Section J, Atch 12): TIER I - TRIAGE SUPPORT TIERED MONTHLY PRICING PRICE PER MONTH 1-4,000 Monthly Calls $ 4,001 - 10,000 Monthly Calls $ >10,001 Monthly Calls $ TIER II - INTAKE COACHING SUPPORT TIERED MONTHLY PRICING PRICE PER MONTH 1-2,500 Monthly Calls $ 2,501 - 5,000 Monthly Calls $ > 5,001 Monthly Calls $ TIER III - FOLLOW-UP CARE and IN-TRANSITION COACHING TIERED MONTHLY PRICING PRICE PER MONTH 1-7,000 Monthly Calls $ 7,001 to 105,000 Monthly Calls $ > 105,001 Monthly Calls $TIER IV - IN-TRANSITION OUTBOUND MODEL TIERED MONTHLY PRICING PRICE PER MONTH 1- 20,000 Monthly Calls $ 20,001 - 50,000 Monthly Calls $ > 50,001 Monthly Calls $ .

CLIN 3002

The contractor shall invoice each month based on the actual total call volume for that month utitlizing the total "agreed to" FFP Tiered Pricing Schedule as listed below (and IAW Section J, Atch 12): TIER I - TRIAGE SUPPORT TIERED MONTHLY PRICING PRICE PER MONTH 1-4,000 Monthly Calls $ 4,001 - 10,000 Monthly Calls $ >10,001 Monthly Calls $ TIER II - INTAKE COACHING SUPPORT TIERED MONTHLY PRICING PRICE PER MONTH 1-2,500 Monthly Calls $ 2,501 - 5,000 Monthly Calls $ > 5,001 Monthly Calls $ TIER III - FOLLOW-UP CARE SUPPORT TIERED MONTHLY PRICING PRICE PER MONTH 1-7,000 Monthly Calls $ 7,001 to 105,000 Monthly Calls $ > 105,001 Monthly Calls $TIER IV - IN-TRANSITION OUTREACH & COACHING TIERED MONTHLY PRICING PRICE PER MONTH 1- 20,000 Monthly Calls $ 20,001 - 50,000 Monthly Calls $ > 50,001 Monthly Calls $

The contractor shall invoice each month based on the actual total call volume for that month utitlizing the total "agreed to" FFP Tiered Pricing Schedule as listed below (and IAW Section J, Atch 12): TIER I - TRIAGE SUPPORT TIERED MONTHLY PRICING PRICE PER MONTH 1-4,000 Monthly Calls $ 4,001 - 10,000 Monthly Calls $ >10,001 Monthly Calls $ TIER II - INTAKE COACHING SUPPORT TIERED MONTHLY PRICING PRICE PER MONTH 1-2,500 Monthly Calls $ 2,501 - 5,000 Monthly Calls $ > 5,001 Monthly Calls $ TIER III - FOLLOW-UP CARE and IN-TRANSITION COACHING TIERED MONTHLY PRICING PRICE PER MONTH 1-7,000 Monthly Calls $ 7,001 to 105,000 Monthly Calls $ > 105,001 Monthly Calls $TIER IV - IN-TRANSITION OUTBOUND MODEL TIERED MONTHLY PRICING PRICE PER MONTH 1- 20,000 Monthly Calls $ 20,001 - 50,000 Monthly Calls $ > 50,001 Monthly Calls $ .

CLIN 4002

The contractor shall invoice each month based on the actual total call volume for that month utitlizing the total "agreed to" FFP Tiered Pricing Schedule as listed below (and IAW Section J, Atch 12): TIER I - TRIAGE SUPPORT TIERED MONTHLY PRICING PRICE PER MONTH 1-4,000 Monthly Calls $ 4,001 - 10,000 Monthly Calls $ >10,001 Monthly Calls $ TIER II - INTAKE COACHING SUPPORT TIERED MONTHLY PRICING PRICE PER MONTH 1-2,500 Monthly Calls $ 2,501 - 5,000 Monthly Calls $ > 5,001 Monthly Calls $ TIER III - FOLLOW-UP CARE SUPPORT TIERED MONTHLY PRICING PRICE PER MONTH 1-7,000 Monthly Calls $ 7,001 to 105,000 Monthly Calls $ > 105,001 Monthly Calls $TIER IV - IN-TRANSITION OUTREACH & COACHING TIERED MONTHLY PRICING PRICE PER MONTH 1- 20,000 Monthly Calls $ 20,001 - 50,000 Monthly Calls $ > 50,001 Monthly Calls $

The contractor shall invoice each month based on the actual total call volume for that month utitlizing the total "agreed to" FFP Tiered Pricing Schedule as listed below (and IAW Section J, Atch 12): TIER I - TRIAGE SUPPORT TIERED MONTHLY PRICING PRICE PER MONTH 1-4,000 Monthly Calls $ 4,001 - 10,000 Monthly Calls $ >10,001 Monthly Calls $ TIER II - INTAKE COACHING SUPPORT TIERED MONTHLY PRICING PRICE PER MONTH 1-2,500 Monthly Calls $ 2,501 - 5,000 Monthly Calls $ > 5,001 Monthly Calls $ TIER III - FOLLOW-UP CARE and IN-TRANSITION COACHING TIERED MONTHLY PRICING PRICE PER MONTH 1-7,000 Monthly Calls $ 7,001 to 105,000 Monthly Calls $ > 105,001 Monthly Calls $TIER IV - IN-TRANSITION OUTBOUND MODEL TIERED MONTHLY PRICING PRICE PER MONTH 1- 20,000 Monthly Calls $ 20,001 - 50,000 Monthly Calls $ > 50,001 Monthly Calls $ .

SECTION C - DESCRIPTIONS AND SPECIFICATIONS

The following have been modified:

PERFORMANCE WORK STATEMENT

PERFORMANCE WORK STATEMENT (PWS)

Title: DEFENSE CENTERS OF EXCELLENCE (DCOE) FOR PSYCHOLOGICAL HEALTH (PH) AND TRAUMATIC BRAIN INJURY (TBI) OUTREACH CALL CENTER AND TRANSITIONAL SUPPORT PROGRAMS SUPPORT SERVCICES

Requiring Activity Name: DEFENSE CENTERS OF EXCELLENCE (DCOE) FOR PSYCHOLOGICAL HEALTH (PH) AND TRAUMATIC BRAIN INJURY (TBI)

1. Overview

This is a non-personal services requirement to provide an Outreach/Transition Support Contact Call Center Program to individuals directly or indirectly affected by psychological health (PH) and traumatic brain injury (TBI). The Defense Centers of Excellence (DCoE) for PH and TBI seek Contractor support to establish and maintain a 24 hours a day, 7 days a week (24/7) toll-free contact call support center that operates 365 days per year. Additionally, the DCoE Outreach/Transition Support Contact Call Center Program will be staffed by professionals who are trained, certified, and licensed in varying careers that support the mental healthcare profession, i.e. social workers, etc., to bridge the transitional knowledge gap between identification and receipt of Mental Health Services for a broad range of users, including Service Members and Veterans and their Families, Caregivers, Military Leaders, Clinicians, Employers, Researchers, Educators, and Community Members.

These professionals are not required to provide direct hands-on medical care or indirect care to DOD Beneficiaries under the terms and conditions of this contract nor are these professionals required or responsible for making call eligibility determinations. Membership or eligibility determination is not a requirement or function of the contract. The Contractor support also involves maintaining and periodically updating the DCoE Resource Database.

Reference Documents:

Attachment 9 - DoDI 6490.10-0003: Continuity of Behavioral Health Care for Transferring and Transitioning Service Members

Attachment10 - Executive Order: “DoD and VA Take New Steps to Support the Mental Health Needs of Service Members and Veterans,” August 26, 2014 -

Attachment 11- Executive Action: Improving Service Members’ Transition from DoD to VA and Civilian Health Care Providers, August 24, 2015

Defense Health Agency Procedural Instruction inTransition Program (Not Yet Published but Planned for FY16 – TBD)

1.1 Scope.

The Defense Centers of Excellence (DCoE) for Psychological Health and Traumatic Brain Injury undertakes the mission to maximize opportunities for Service Members (active and reserve components), Veterans, and their families to thrive through a collaborative global network promoting resilience, recovery, and reintegration for PH and TBI. DCoE accomplishes this through four primary initiatives:

• Information Clearinghouse. The DCoE serves as the central source where any warrior, family member, caregiver, clinician, researcher, educator, military leader, media specialist, or other interested party may obtain current information regarding PH and TBI. The knowledge and information managed spans a wide spectrum, in depth and breadth, which is relevant to consumers and producers of scientific data and relevant to the layperson, across various PH and TBI issues.

• Outreach. As a premiere resource on PH and TBI issues, the DCoE plays a very active role in strategically disseminating information of relevance to multiple target audiences, and actively engages with warriors, warrior families, caregivers, clinicians, researchers, leaders, educators, support organizations, and treatment resources to connect, share, collaborate, and coordinate to serve the needs of our warrior families.

• Advocacy. The DCoE engages network resources to proactively identify concerns regarding the receipt, delivery, and navigation of care for our wounded warriors, as well as to assist in the identification and mobilization of those resources that best address those concerns.

• Real Warriors Campaign (RWC). The DCoE, in response to the Department of Defense (DoD) Mental Health Task Force recommendations, launched a multi-year, national public awareness campaign designed to impact beliefs, attitudes, and behaviors among warriors/families/leaders, about seeking care for PH and TBI issues. The DCoE was created in December of 2007 in response to a mandate by Congress for the Department of Defense (DoD) to address psychological health and traumatic brain injury. DCoE’s mission is to improve the lives of our nation’s service members, families and veterans affected by PH/TBI by advancing excellence in prevention and care. DCoE’s intent is to be the trusted source and advocate for PH/TBI knowledge and standards and profoundly improve the systems of care. Target audiences include MHS leaders, healthcare providers, academic centers, service members, veterans, military families, communities, and other stakeholders. By serving as the principle integrator and authority on PH/TBI knowledge and standards of care for the DoD, DCoE is uniquely positioned to accelerate improvements in PH/TBI outcomes and policy impacting the continuum of care and further reducing variability across the Services.

RWC also promotes the DCoE, the DCoE website, other relevant DCOE programs (such as inTransition and After Deployment, etc.) and relevant activities of the DCoE Component Centers. It continues to integrate into the campaign the toll-free telephone number of the DCoE Outreach Center (call center), which combined with the DCoE and Real Warriors websites, shall be the primary contact venues associated with this campaign. The RWC at its launch had 24 partner organizations. The campaign now has more than 100. These partners consist of governmental, non-governmental, and non-profit that are 501.c.3 compliant. Partners included the campaign in 50 newsletters and announcements which have reached 813,150 individuals.

1.2 Background

U.S. military forces have been engaged in conflicts around the world in support of the Global War on Terror, most prominently in Operation Iraqi Freedom (OIF), Operation Enduring Freedom (OEF), and Operation New Dawn (OND). Ongoing deployments, changing demographics, and other challenges exert considerable stress on military members, their families, leaders, clinicians, employers, and entire communities. Concern over these and other issues can adversely affect mission readiness.

In 2007, there were multiple efforts, in the form of various task forces, commissions, and work groups, to address and assess the needs of our returning warriors and their families. Many of these efforts identified inadequate resources and a paucity of programs to address the needs of warriors with PH and TBI issues and warrior families.

The DCoE was established based on recommendations resulting from these efforts.

As of 2010, Department of Defense Transition Program service periods of transition, service members receiving behavioral health care are at risk for disengagement from treatment or deterioration of their health status. The "Report of the Department of Defense (DoD) Task Force on Mental Health" (June 2007) recommended, and good clinical practice requires, implementation of methods to ensure that continuity of care is maintained across military-to-military, military-to-civilian and civilian-to-military transitions. In addition to broader policy initiatives under development that will strengthen provider-to-provider clinical transfers of care and close any potential gaps in the behavioral health care continuum for military personnel, DoD is instituting an adjunctive program called the inTransition program specifically for transitioning Service members receiving behavioral health care.

This program assigns Service members an inTransition support coach, to provide a bridge of individual support between health care systems and providers through coaching services by phone worldwide. The inTransition coach does not perform case management nor deliver behavioral health care. Instead, the support and coaching services that these inTransition coaches provide are an added resource to health care providers and case managers. The Military Services are directed to utilize the inTransition program in accordance with program guidance provided.

Personnel support for the inTransition program is provided via a central contract through the United States Army Medical Research and Materiel Command (USAMRMC), and the Services are not required to contribute to the cost. Active duty and reserve component Service members who are transitioning to a new geographic location or into a new system of care, and who are engaged in and recommended for continued treatment of a behavioral health condition or concern, are eligible for this program. Transitioning Service members at greatest risk for disengaging from care that are targeted for this program are:

1.3 Objectives of Outreach/Transition Support Contact Call Center Program

This procurement is for a 24/7 Outreach/Transition Support Contact Call Center Program that provides a toll-free number for a broad range of users, including Service Members and Veterans and their families, caregivers, military leaders, clinicians, employers, researchers, educators, and community members. The Outreach/Transition Support Contact Call Center Program provides users with information on PH and TBI, referrals, as well as Community Resources, Transitional Coaching and maintains a DCoE Resource Database.

The Outreach/Transition Support Contact Call Center Support Program shall provide a call triage service to answer and direct calls to the appropriate specialty area, when needed. The Outreach/Transition Support Contact Call Center staff will handle various types of calls (for the purpose of this requirement a “call” can be defined as a telephone call, or an event such as a text, instant message(IM)/chat, facsimile, or e-Mail), including routine requests for information about PH and TBI, questions about symptoms a caller is having, and helping a caller find appropriate health care resources. It will also provide coaching support services needed to bridge potential knowledge gaps in mental health support during transitional periods that can lead to service members’ disengagement from treatment entirely by offering information, providing military service members’ non-medical counseling, education and advice services for eligible beneficiaries and otherwise encouraging the utilization of behavioral health services. Thus, the Outreach/Transition Call Center Program will be a source of information, education, transitional coaching and communication on PH and TBI issues to include referrals to the In Transition Program.

The DCoE Resource Database will contain relevant and current health, support, and program resource information that is accessible to the Outreach/Transition Consultants as well as to Service Members and Veterans and their families, caregivers, military leaders, clinicians, employers, researchers, educators, and community members. Inclusion of DCoE’s Resource Database into a pre-existing resource database will be considered, if there is value added for DCoE. The current DCoE Resource Database is a web-based repository/database of publications, links to publications, program and website directory listings, and other resources on PH & TBI, supported by a robust search engine.

1.4 Non-Personal Services

This award identifies services that are strictly non-personal in nature.

1.5 Severable / Non-Severable Services

This award identifies services that are severable in nature.

1.6 Inherently Governmental Functions

This requirement has been reviewed and contains no services that are inherently Governmental functions.

1.7 Acquisition Functions Closely Associated with Inherently Governmental Functions

Not applicable to this contract expansion.

1.8 Organizational Conflict of Interest Category

Defense Health Agency/Defense Centers of Excellence (DCoE) for Traumatic Brain Injury/Psychological Health has categorized all its non-purchased care requirements into three broad categories, as defined below, for purposes of identifying, avoiding or mitigating against Organizational Conflicts of Interest (OCIs) in accordance with FAR Subpart 9.5. These categories are defined as follows:

• Category 1: Internal Support: Where services, by their very nature, give the Contractor access to non-public procurement sensitive data about the contract requirements, other contractors’ proprietary information, or put the contractor in a position to influence the award decision on a contract in which they are participating. Services would be characterized as having access to Command Wide procurement sensitive information, or work that could likely have an influence over follow-on awards or contracts within subordinate directorates/ Commands.

• Category 2: Program Management Support: Services which assist in planning and managing its activities and programs. This includes, for example: requirements analysis, acquisition support, budget planning and management, business process reengineering, program planning and execution support, and independent technical management support.

• Category 3: Product Support. Services or end items required to meet the mission requirements of DCOE’s non-public procurement sensitive data regarding the organization’s activities and programs. This includes, for example: concept exploration and development; system design; system development and integration; COTS procurement and integration; internal development testing; deployment; installation; operations; and maintenance. Services can be characterized as having little or no access to procurement sensitive information other than the immediate requirement and little chances of follow-on work that can be influenced by the immediate requirement.

Contractor participation in more than one of these areas may give rise to an unfair competitive advantage resulting from access to advance acquisition planning, source selection sensitive or proprietary information. Furthermore, Contractor participation in more than one area may give rise to a real or apparent loss of Contractor impartiality and objectivity where its advisory or planning assistance in one area potentially affects its present or future participation in another area.

The purpose of this categorization is to accomplish the following three objectives: (1) to inform prospective Offerors that DCoE presumes that award of a contract or order in the subject category will give rise to real or apparent OCIs with respect to requirements in the other two categories; (2) to assist current Contractors and prospective Offerors in developing their own business strategies regarding participation in DCoE requirements and in identifying and, where possible, avoiding or mitigating against OCIs; and (3) to ensure that all current Contractors and prospective Offerors are afforded the maximum practicable opportunity to compete for all DCoE requirements consistent with the restrictions required under FAR Subpart 9.5 and sound business practices.

For purposes of identifying, avoiding and / or mitigating against OCIs, DCoE will examine all its non-purchased care requirements and acquisitions regardless of the cognizant contracting activity (e.g., DCoE, GSA, other agency Multiple Award Schedules, etc.) or the type of contract vehicle used (e.g., FSS order, Fair Opportunity competitive order under Multiple Award ID/IQ Contracts, competitively negotiated awards under FAR Part 15, etc.).

Each non-purchased care solicitation will therefore be designated as falling within one of the three above defined categories. The work called for under this contract requirement has been determined by DCoE to fall within the following non-purchased care OCI category:

Category 2: Program Management Support.

2.0 PWS REQUIREMENTS

2.1 Task Management Requirements

The Contractor shall provide sufficient management to ensure that this contract is performed efficiently, accurately, on time, and in compliance with the requirements of this PWS. Specifically, the Contractor shall designate a single Program Manager to oversee this contract and supervise staff assigned to the four tasks under this contract. The Contractor shall ensure that the Non-Disclosure Agreement (Deliverable 1) is signed by all staff assigned to or performing on this contract, including all subcontractors. Staff copies shall be maintained on site at the contractors facility and made available to the COR upon request and before performing any work. A signed Non-Disclosure Statement is due from each employee prior to performing any work on this contract.

2.1.1 Monthly Progress Report (MPR)

The Contractor shall ensure that a MPR is submitted outlining the ODC expenditures, billings, progress, status, and any problems/issues encountered in the performance of this contract. MPR (Deliverable 2)

The Contractor shall require all subcontractors to provide input to the MPR where there are critical or significant tasks related to the prime contract. Critical or significant tasks shall be defined by mutual agreement between the Government and Contractor.

The Contractor shall provide data collection and reports in support of program evaluation efforts that support the activities of the DCoE. Program Evaluation performed by third party organizations is essential as it relates to the verification of the effectiveness of DCoE’s Outreach/Transition Support Contact Call Center program. All support furnished by Contractor for the inTransition/Outreach Call Center Program, Outreach Efforts under this contract plus some ad hoc requirements is included in the evaluation measurements already identified as part of this contract.

These evaluations measurements will be ones that have not been previously identified in Deliverable 2 Monthly Progress Report (MPR), Deliverable 19 - Resource Database, and Deliverable 16 – ICE Tracking/Reporting System and will not require Contractor to upgrade, materially reconfigure, or modify its information systems, data bases and data collection procedures.

Additionally, this Task will be used when data that has been previously reported and needs to be defined or has been previously reported in a specific report (for example performance, outreach efforts, or data that was previously reported and needs to be collected and reported as not specified in the PWS). These requests for additional data collection and reports in support of program evaluation research must be approved by the COR.

Additional data information requests will include:

The MPR is due 45 days after this contract is awarded and is due no later than the 15th day of each month thereafter.

2.1.2 Subcontractor Expenditures Report

The Contractor shall prepare and deliver a Subcontract Expenditures Report (Deliverable 3) that discloses actual subcontract expenditures by company name, business size standard (i.e., Woman Owned Business, Veteran Owned Business, etc.), and other socioeconomic programs (i.e., Indian Incentive Program, Historically Black Colleges and Universities and Minority Institutions, etc.).

The Subcontractor Expenditure Report is due 90 days after this contract is awarded and is due quarterly thereafter. A final submission reflecting all expenditures is due within five (5) days before this contract ends.

2.1.3 Work Breakdown Structure (WBS)

The Contractor shall develop a detailed WBS (Deliverable 4) to define precise and measurable tasks, milestones, reviews, and deliverables. The detailed WBS should represent how the Contractor plans to accomplish the entire work scope and be consistent with Government organizations and processes. The detailed WBS shall serve as the framework for contract planning, budgeting, and reporting of cost/price and schedule status to the Government. The Contractor shall identify major elements of subcontracted work in the detailed WBS. As part of this effort, the Contractor shall prepare and deliver a WBS Dictionary describing the efforts under this contract associated with each WBS element. For each WBS component, the WBS dictionary shall include a code of account identifier, a description of the scope of work, defined deliverables, and a list of associated activities. Other information may include contact information, start and end dates, resources required, estimate of cost, quality requirements, and technical references to facilitate performance of the work. The Contractor shall ensure that the MPRs, schedules, and cost reports are tied to the WBS.

The Contractor’s WBS shall include a Responsibility Assignment Matrix (RAM) linking the Contractor’s organizational structure to the WBS. The RAM must clearly indicate who shall be accountable for each WBS element, including contact information. The Contractor shall maintain the RAM.

The WBS is due 45 days after this contract is awarded and is to be updated as required.

2.1.4 Transitional Support

a. Incoming Transition:

In accordance with this solicitation, the Contractor may include provide a plan for 30 days of incoming transition from contract to contract. The Contractor shall coordinate with the Government in planning and implementing a complete transition to the Contractor's support model. The Contractor shall develop and deliver an Incoming Transition Plan (Deliverable 5). It’s the Government’s intent to designate a transition period (overlap) for the incoming Contractor to coordinate and work with the incumbent Contractor in order for a seamless continuation of services between award of new contract and expiration of previous contract. This transition plan shall include, but is not limited to the following items as applicable:

A draft Incoming Transition Plan will be submitted with the offeror’s proposal and will be updated/finalized NLT 10 days after this contract is awarded.

b. Outgoing Transition Plan

The Contractor shall provide an Outgoing Transition Plan (Deliverable 6) for 30 days of transitioning work from the existing contract to a new contract/task order or Government entity. This transition may be to a Government entity, another Contractor, or to the incumbent contractor under a new contract/task order. In accordance with the Government-approved plan, the Contractor shall assist the Government in planning and implementing a complete transition from this Contract to a successful provider. This shall include formal coordination with Government staff and successor staff and management. It shall also include delivery of copies of existing policies and procedures and delivery of required metrics and statistics. The Outgoing Transition Plan shall include, but is not limited to, the following:

2.1.5 Program Management Plan (PMP)

The Contractor shall develop a PMP (Deliverable 7) It will be used to manage, track, and evaluate the Contractor’s performance. The Program Management Plan shall consist of control policies and procedures in accordance with standard industry practices for project administration, execution, and tracking.

The Program Management Plan shall include the following:

A draft PMP shall be due with proposal submission and the final PMP shall be due no later than five (5) days after the award of the contract. This PMP will be updated as required.

2.1.6 Quality Control Plan (QCP)

The Contractor shall prepare and adhere to a QCP (Deliverable 8). The QCP shall document how the Contractor will meet and comply with the quality standards established in this PWS. At a minimum, the QCP must include a self-inspection plan, an internal staffing plan, and an outline of the procedures that the Contractor will use to maintain quality, timeliness, responsiveness, customer satisfaction, and any other requirements set forth in this solicitation. A draft QCP shall be due with proposal submission and finalized NLT 30 days after contract award and will be subsequently updated as bi-annually thereafter.

2.1.7 Continuity of Operations Planning

Disruption of normal operations calls for national emergency and other planning. The Contractor shall be responsible for preparing and submitting COOP plans in case such events occur.

2.1.7.1 Continuity of Operations Plan (COOP)

The Contractor shall prepare and submit a COOP (Deliverable 9) to the Government. The COOP shall be due ten (10) calendar days after the contract award and shall be updated on a quarterly basis. The COOP shall document Contractor plans and procedures to maintain operations during an emergency. The COOP shall include the following:

The COOP shall be activated immediately after determining that an emergency has occurred, shall be operational within twelve (12) hours of activation, and shall be sustainable until the emergency situation is resolved and normal conditions are restored or the contract is terminated, whichever comes first. In case of a life threatening emergency, the Contracting Officer Representative (COR) shall immediately make contact with the Program Manager to ascertain the status of any Contractor personnel who were located in Government controlled space affected by the emergency. When any disruption of normal, daily operations occurs, the Contractor Program Manager and COR shall promptly open an effective means of communication and verify:

The Government and Program Manager must make use of the resources and tools available to continue DCoE contracted functions to the maximum extent possible under emergency circumstances.

2.1.7.2 Outreach Contact Call Center Support Program Call Surge Support and Surge Support Plan

On occasion, there will be publicity generated around a DCoE program that highlights the Outreach Contact Call Center Support Program’s contact information. To manage a potential call surge, the Contractor shall be prepared to place a small team of Outreach/Transition Consultants “on call” in preparation for a potential surge. Further validation of an actual surge would “activate” the surge team such that they are fulfilling all functions of the Outreach Contact Call Center Support and Transitional Support Program operations.

For example: The DCOE director has been invited on Good Morning America and the call center number may be highlighted that may increase the number of calls this will constitute an example of a surge.

The COR will provide the following:

The Contractor shall provide an Outreach Contact Call Center Support Program Call Surge (Plan Deliverable 10) that includes, but is not limited to, the following:

A Call Surge Plan shall be due thirty 30 days after this contract is awarded and will be updated as required. The call surge metrics are due two (2) days after each surge event.

2.1.8 Market Plan

The Contractor shall prepare and submit a Market Plan (Deliverable 12) to the Government. The Market Plan shall be due ten (10) days after the award of the contract and will be updated on a quarterly basis. The Market Plan shall document the Contractor’s approach to achieving the DCoE mission to maximize opportunities for Service Members, Veterans, and their families to thrive through a collaborative global network promoting resilience, recovery, and reintegration for PH and TBI. The Market Plan shall document the Contractor’s approach to maximizing the DCoE primary initiatives:

The contractor shall also be proactive in seeking out other venues to support the DCOE mission to enhance the care that would lead to increased call volume/utilization.

The Contractor shall employ outreach and marketing methods through-out CONUS and OCONUS to raise awareness of priority products and initiatives/programs which have been selected by the DCoE leadership committee. Tactics may include strategic placement of ads in journals, military newspapers, military media, alternative news sources, and other publications; social networking sites such as Face book and YouTube; leveraging DoD media outlets ((e.g., Armed Forces Network (AFN), Pentagon Channel)) to promote DCoE and its programs (e.g., Outreach Center, Real Warriors, Telehealth and Technology (T2), DHCC, DVBIC etc.); and expanding the number of websites with links to the DCoE website.

The Contractor shall provide details regarding support provided in the Monthly Progress Report. The contractor shall ensure providers in CONUS and OCONUS are aware of the inTransition program and resources and tools available through DCoE and also benefits available to service members receiving Mental Health Treatment while transitioning. (http://www.tricare.osd.mil)

2.1.9 Communications Plan.

The Contractor shall prepare and submit a Communications Plan (Deliverable 13) to the Government. The Communications Plan shall be due ten (10) days after the award of the contract and shall be updated on a quarterly basis. The Communications Plan shall provide a framework to manage and coordinate the wide variety of communications that take place during the project. The Communications Plan shall document who will receive the communications between the Government and the Contractor, how the communications will be delivered, what information will be communicated, who communicates the information, and the frequency of the communications.

2.1.10 CONTRACTOR MANPOWER REPORTING (CMR)

"The contractor shall report ALL contractor labor hours (including subcontractor labor hours) required for performance of services provided under this contract for the DoD Defense Health Agency (UIC 45147) via a secure data collection site. The contractor is required to completely fill in all required data fields using the following web address:

http://www.ecmra.mil/

Reporting inputs will be for the labor executed during the period of performance during each Government fiscal year (FY), which runs October 1 through September 30. While inputs may be reported any time during the FY, all data shall be reported no later than October 31 of each calendar year, beginning with 2013. Contractors may direct questions to the help desk at help desk at: http://www.ecmra.mil/. Register under the "All Other Defense Components" module. The Defense Health Agency (DHA) Unit Identification Code (UIC) is 45147. The Federal Supply Code (FSC) is R499.

2.2 Specific Tasks

This PWS has four tasks: Task 1 – Outreach/Transition Support Contact Call Center Program; Task 2 - DCoE Resource Database. Task 3 - Data in Support of Program Evaluation inTransition/Outreach Call Center Program and Task 4 - Program Management Support Services for DCoE Outreach.

TASK 1

2.2.1 Outreach/Transition Support Contact Call Center Program

The scope of this effort encompasses all resources, processes, materials, equipment, technology, and facilities necessary to provide Service Members and Veterans and their families with 24 hours a day, 7 days a week access to the stateside and international information and transition support services available through DCoE’s Outreach/Transition Support Contact Call Center Program. The Outreach/Transition Support Contact Call Center Program disseminates informational products on PH and TBI, responds to queries about the military health system and community resources available for PH and TBI, provides outreach, transition coaching services and referrals, and follows-up on the receipt of PH and TBI care/support services.

2.2.1.1 Outreach/Transition Support Contact Call Center Program Operations

The Outreach/Transition Support Contact Call Center Program shall be comprised of triage support staff as well as Outreach/Transition Consultants both of whom shall be hired by the Contractor. Triage support staff shall answer and direct calls to the appropriate specialty area when needed. Outreach/Transition Consultants shall be the informational, transitional coaching and referral points of contact for Service Members and Veterans and their family’s caregivers, military leaders, clinicians, employers, researchers, educators, and community members. Both the triage support staff and the Outreach/Transition Consultants are required to have a mechanism in place to share information, allow for increased continuity of services, and facilitate collaboration among the triage support staff and the Outreach/Transition Consultants. The Contractor shall be solely responsible for providing support and staffing to support the Outreach/Transition Contact Call Center. The Contractor shall not rely on the Government staff and external organizational support to assist with specialty areas.

The Government will provide the contractor with three (3) existing toll-free telephone numbers accessible to those calling from within the continental U.S. and U.S. territories, as well as OCONUS. However, it is noted that a single toll-free number does not work for international incoming OCONUS calls. The three (3) numbers to be provided after award are for:

The Contractor shall answer calls on a 24 hours a day, 7 days a week basis. If all triage support staff and/or Outreach/Transition Consultants are busy handling existing calls, then subsequent calls will be answered by a Contractor provided automated answering systems, within ten (10) seconds after the first six-second ring cycle, to the extent that the call volume does not exceed available phone lines. The automated system will answer the call with a COR- approved “busy” announcement.

Note: Outreach/Transition Consultants shall have a Master's Degree. The Outreach/Transition Consultant’s degree should be in Allied Health Professions (social work, psychology, marriage and family therapy, behavioral health counseling) and/or psychiatric nursing with significant experience in triage, motivational interviewing, and crisis counseling.

There are four Tiers to the types of call associated with this requirement (See Section J, Atch 12…