36C10X20R0002-0008004.docx

Sample Representative Task Order

PERFORMANCE WORK STATEMENT (PWS)

STERILE PROCESSING QUALITY MANAGEMENT SYSTEMS

1. Introduction.

Over the past decade, the Office of Inspector General (OIG) has issued significant findings and recommendations for corrective action related to sterile processing of Reusable Medical Equipment (RME). There is still cause for concern regarding the management of Sterile Processing Systems (SPS) and operations, and VHA’s ability to ensure consistent compliance with SPS quality standards across medical facilities. Previous OIG reports have underscored the ongoing need for VHA leaders to respond aggressively to reports of management failures within individual facilities’ SPS and other medical center clinical and business service lines that have a direct impact on patient care. VHA must take appropriate and proactive steps to ensure SPS processes are properly carried out by adequately trained and highly competent professionals whose work and qualifications are consistently and carefully monitored. High performing SPS lies at the very essence of a High Reliability Organization (HRO) in a Healthcare System and is critical to achieving High Reliability at VHA Medical Centers (VAMC).

Ensuring that SPS are functioning properly is of critical importance; and, then inventoried, secured, and maintained in clean conditions. Proper sterile processing and storage of RME is essential to preventing deadly contamination and advance both patient safety and sound fiscal oversight. RME must be reprocessed by staff with the required competencies, according to manufacturers’ instructions and related procedures patient infections, as well as product deterioration. The OIG has reported instances where improper sterile processing has resulted in cancelled surgeries and delays in critical procedures; inefficiency due to repeat processing of RME; and, significantly increased risk of patient harm.

1 a. It is anticipated the work will require tasks classified in the following Functional Categories and Capability Areas:

☒ Functional Category I: Health System Transformation and Innovation ☒ Program and Project Management ☒ Business Requirements Development ☒ Strategic Planning ☒ Program Evaluation ☒ Business Process Reengineering, Improvement and Management ☒ Change Management and Transition ☒ Quality Management ☐ Strategic Communications ☒ Executive Support

☒ Functional Category II: Implementation and Operations Support ☒ Studies and analyses ☐ Data Governance ☒ Performance Measurement ☐ Training Development ☐ Policy Research and Development ☐ Advertising Services

☒ Functional Category III: Healthcare Business Enabling Services (Task Orders aligned with this Functional Category must have an inherent healthcare component or be part of a larger task order spanning Functional Categories I and/or II)

☒ Medical Supply Chain and Healthcare Logistics ☐ Financial Management Modernization ☐ Research and Development Administration Support ☐ Human Resource Support ☐ Acquisition Support ☐ Information, Privacy and Records Management ☐ Revenue Operations ☐ Value Based Healthcare Planning

2. Scope or Purpose.

VHA requires contractor support to design and execute two simultaneous pilot Sterile Processing Quality Management systems at two geographically separated Veteran Integrated Service Networks (VISN), based on recognized international healthcare SPS standards. There are approximately 5 medical centers per VISN that must all pilot the Sterile Processing Quality Management system. To properly establish robust quality management systems, a gap analysis will be conducted at each of the VAMC SPS department(s) within those VISNs to identify any existing deltas to the requirements. Each VAMC within the VISN will undergo a detailed gap analysis where the existing SPS processes, procedures, facilities, software and records are reviewed against the quality management systems requirements. The combined results of the analysis for each VAMC will provide the scope of understanding of the path needed to establish the quality management system. This will require clinical and business competencies of Sterile Processing in healthcare (to include ISO certification) and require staff to be on site during the analysis for VAMC leadership support. Contractors will be required to provide support in Planning, design, organization and management of healthcare executive correspondence and documentation for executives within VHA, VISN and VAMC. Upon completion of the gap analysis and the detailed plan for eliminating the “deltas” is established, the consultant team will assist the VISNs and participating VAMCs to develop a comprehensive project plan for the implementation, monitoring and maintenance of best practices in SPS.

3. Task Statement and Deliverables

Task 1. Healthcare Integration and Project Management Plan (HIPMP) Contractor will deliver a draft strategy focused results driven Healthcare Integration and Project Management Plans that identifies the system of systems approach for SPS in a large and highly complex and integrated healthcare system. The plan will incorporate a Health Systems Quality Control Plan (HSQCP).

Deliverables:

· The Project Management Plan (PMP) portion will be included in the overall Healthcare Integration Plan and delivered within 10 calendar days after award or two (2) calendar days prior to k/o meeting.

1. Health Systems Quality Control Plan (HSQCP) incorporating healthcare quality and safety elements that are identifiable, integrated with all other quality elements, and measurable. Key topics that shall be included:

a. Systems of Systems Model for SPS in a large complex integrated healthcare system

b. Staffing plan

1. Key personnel will have proven and extensive knowledge of sterile processing at VHA Medical facilities and/or private industry healthcare systems

c. Key tasks and sub-tasks

d. Dependencies for SPS in a large complex integrated healthcare system

e. Risks stratified across all milestones, tasks and sub-tasks

f. Critical path for on time product delivery

g. Essential products to be delivered including resource plan

Task 2. Develop VISN Gap Analysis Protocols The team will update the necessary assessment protocols and materials for conducting a thorough SPS gap analysis of the integrated processes and procedures being utilized in the VISN's SPS departments. This will occur before the first site visit to identify critical information the team must obtain before and during the site visits. The assessment protocols are driven by all the internal and external standards to include ISO 9001:2015.

Deliverables:

· Short-term and Long-term Plans/Goal for SPS in VA

1. Consultation, facilitation and support for development

· Gap Analysis Protocol

1. Implementation of proven systematic method for evaluation

2. Application of a healthcare system engineering approach Task 3. Gap Analysis Conduct gap analysis to review the integrated systems processes and procedures being utilized by each of the VAMC's SPS departments for compliance to healthcare industry standards. The purpose of the gap analysis is to identify the actions needed to expand the scope of existing Quality Management system to include each of these healthcare facilities. At the end of the site visits to each VAMC, the contractor shall provide a summary report to the VISN Director, Chief Medical Officer (CMO) and Quality Management Officer (QMO) identifying the observed gaps, opportunities for improvement, reduced variability, integration points, and observed strengths and healthcare industry best practices. Upon delivery of the report(s), the contractor shall provide a further briefing to key VAMC staff, if requested, where findings and systematic recommendations can be discussed.

Deliverables:

· Gap Analysis VAMC and VISN Level

1. VAMC Summary Report and Recommendations

2. VISN Summary Report and Recommendation

3. Program Evaluation Summary Document and Recommendations

Task 4. Comprehensive Project Plan The Contractor will develop a comprehensive project plan with (with integrated master schedule) to closely monitor and manage all the required tasks to close the identified deltas. The plan shall be updated continually throughout the lifecycle of the task to track what has been accomplished as well as what remains to be complete.

Deliverables:

· Master Schedule for program implementation will outline Contractor’s approach, timeline, resources and tools used in execution of this TO

· Final PMP

Task 5. Reporting The Contractor shall participate in bi-weekly meetings in support of the tasks within this PWS. In conjunction with the meeting, the Contractor shall provide a report and brief bi-weekly. On a quarterly basis, Contractor shall submit a summary report that rolls up all activities from the quarter.

Deliverables:

· Program Status Reporting

· Bi-weekly TO Meetings

· Bi-weekly TO Status Reports

· Quarterly Summary Reports

Task 6. Implementation Pilot Site (Optional Task) The Contractor will execute the project management plan, once approved and authorized by the Government, and pilot implementation of the systems of systems approach for SPS in two VISNs consisting of at five VAMCs each for a total of 10 VAMCs in the pilot. The Contractor will monitor and measure success of implementation in accordance with the PMP. The Contractor will be responsible for facilitation of on-site change management activities in support of implementation. The Contractor will provide a status update on implementation to the Government PM weekly. The Government estimates a 6-month period for completion of Task 6.

Deliverables:

· Standard Operating Procedure for RME SPS

· Recommendations and support for the development and implementation

· Weekly update brief to include:

· Weekly activities

· Update on implementation metrics

· Current status of measures of success

· Change management plan

· Successful implementation of the systems of systems approach to SPS at in two VISNs and a total of 105 VAMCs

Task 7. National Deployment VAMC Site-Specific Implementation Plans (Optional Task)

Based on the findings of the pilot site implementations, the Contractor shall work with Program, VAMC, VISN, and VHA leadership supporting the development of site-specific implementation plans to facilitate the execution of evidence-based RME SPS, measurement tools, and monitoring systems.

The Contractor will execute the project management and implementation of the vetted SPS at all VAMCs nation-wide as approved and authorized by the Government. The Contractor will monitor and measure success of implementation in accordance with the PMP. The Contractor will be responsible for facilitation of on-site change management activities in support of implementation. The Contractor will provide a status update on implementation to the Government PM Bi-weekly.

Deliverables:

· Development of site-specific implementation plan

· Implementation of plan, training and support

· Monitoring and quality performance improvement programs

· Change Management Plan

· Site specific approach

· Bi-Weekly update brief to include:

· Weekly activities

· Update on implementation metrics

· Current status of measures of success

· Successful implementation of systems approach to SPS at all VAMCs

· Final Report

4. Delivery Schedule. [Complete the table below based on deliverables defined above]

Staffing Plan Program Approach

HSQCP

VAMC Reports VISN Report Summary Report 2 5

Bi-weekly TO Team Meeting Progress Report

Quarterly Progress Report and Action Plan 26 Base

26 Base

4 Base

6 Optional Task Base Period

6 Optional Task Base Period

FFP

6 Optional Task Base Period

LH

6 Optional Task Base Period

LH

Option Pd 1

FFP

Option Pd 1

FFP

Option Pd 1

FFP

Option Pd 1

Deliverable Schedule Contract Type CLINs

5. Period of Performance. The Period of Performance will be a base period of 12-months after date of award with 1 additional 12-month option periods.

6. Type of Contract. This will be a hybrid Firm Fixed Price (FFP) and Labor Hour (LH) task order.

7. Place of Performance. Contractor must be able to support central Program Offices located in Washington DC as well as various VAMC s throughout the continental United States. Contractor will be notified of all locations and duty stations prior to solicitation.

8. Travel. It is anticipated that travel will be required for the initial evaluation and to monitor the implementation of projects at multiple VAMCs through the Continental United States. A travel schedule will be identified during the PM planning phase. Travel may be required with short notice to the contractor. Contractor must be able to accommodate dynamic and changing requirements that may entail travel to various VHA and VAMC facilities.

9. Government-Furnished Information, Equipment, and Facilities. Government-Furnished Information, Equipment and Facilities is not required at this time.

10. Security Requirements. [If applicable, specify. VA 6500.6 Checklist, Appendix A (Attachment D below) must be completed and signed by COR and ISO. Include any special security requirements beyond what is included in the base contract here.]

11. Key Personnel. Key Personnel will have proven and extensive knowledge of Sterile Processing at VHA Medical facilities and/or Private Industry Healthcare Systems.

a. SPS Program Manager: The contractor shall designate a Program Manager who has 10 years of experience in healthcare areas relevant to the tasks defined in this PWS. The Program Manager is defined as a person with a master’s degree and experience relevant to the task order requirement. Such experience shall include planning, initiating, managing, executing and closing out programs in support of an integrated Health Care System. The Program Manager shall assist VA in the execution of targeted program goals. Additionally, contractor personnel shall possess a Project Management Professional (PMP) certification or similar in quality with a minimum of six years’ experience supporting a large corporation or government agency.

b. Subject Matter Expert(s): Health Systems - The contractor shall designate Health Systems (HS) Analyst to support VHA in the analysis, design, development, and implementation of appropriate business processes within the organization. The HS expert shall assist VHA with the analysis of current and future state concepts for the VHA; development of new business processes; diagnosis of current problems, and redesign, reconstruction, and monitoring processes to make sure they are effective. The HS expert shall assist VHA with the continuous analysis per policy or organizational changes. The Health Systems SME shall have proven and extensive experience in a large-scale Government Integrated Healthcare System with substantive programs focused on Veterans health care (e.g Patient Centered Medical Home; Mental Health; Prosthetics; Tele Health; Mental Health (including Residential Rehabilitation and PTSD); Women’s Health; Specialty Care; Veterans Homelessness, and Geriatrics and Extended Care). In addition, the HS must have extensive experience in/with VHA and VHA Medical Center Operations; working knowledge of the Veterans Service Integrated Network (VISN); experience with/knowledge of clinical and business processes within the VHA.

In addition to the requirements above, this individual should possess specialized expertise to best meet the needs identified in the Task Order. Examples of such expertise may include but are not limited to: Supply Chain, Bio-Medical Engineering, Infectious Disease, Regulatory Compliance, Sterile Processing.

12. Task Order Quality Assurance Surveillance Plan (QASP).

The Government shall evaluate the contractor's performance in accordance with the Quality Assurance Surveillance Plan (QASP). This plan is primarily focused on what the government must do to ensure the contractor has performed in accordance with the performance standards. It defines how the performance standards will be applied, the frequency of surveillance, and the minimum acceptable defect rates.

Standard Surveillance Method Outcome

PROJECT

MANAGEMENT,

MILESTONES,

AND SCHEDULE

a. Notifies customer of potential problems 90% of the time. Notification occurs within two business days of potential issue when known in advance or within 24 hours of urgent problems, where less than two business days exist 100% Inspection of agreed upon milestones per the approved PMP

Poor performance may result in issuance of a Contractor Discrepancy Report (CDR), The Contractor’s performance on this TO Shall be reported to the Contractor Performance Assessment Reporting System (CPARS) on an annual basis. The CO and COR Shall make use of information from CDRs, as well as any additional knowledge and information available to them with respect to the Contractor’s performance, to complete the CPARS.

The Government Shall not pay for services that do not conform or do not meet performance standards or have not been properly rendered.

The Contractor Shall be given an opportunity to correct non-conforming services at no cost to the Government if the services are nonconforming or the contract requirement is unacceptable.

WRITTEN

COMMUNICATION

Uses correct English grammar, punctuation, and spelling 95% of the time; communicates information in a succinct and organized manner, produces written information that is appropriate for the intended audience. Written communication is consistently error-free and clear and concise so that the message is easily understood by others.

Random sampling by PM and COR

CUSTOMER

SUPPORT

Courteous and professional interactions to receive and fill task order deliverables and in providing order status.

Customer (VA) support satisfaction, having no more than 5 incidents of dissatisfaction.

Customer Feedback and Complaints based on interactions with the Contractor

DELIVERABLES Contractor completion and submission of all deliverables.

Contractor will complete all required deliverables timely (100% Acceptable Quality Level) 100% Inspection/ Direct Observation

VA CORE VALUES AND

TEAM DYNAMICS

Adherence to VA CORE Values in Interactions with VA Personnel, Contractors, and Customers Positive Feedback from Colleagues, and Customers (95% Acceptable Quality Level) Random Sample/ Validated Customer Complaints

INVOICING

Timely and Properly Prepared Invoice Contractor submits acceptable invoice to Tungsten, within 30 days of the end of each month services were provided (95% Acceptable Quality Level) 100% Inspection