36C26223R0177 0003.docx

The purpose of this amendment is to extend the due date for proposals and to provide answers to questions received in response to solicitation 36C26223R0177 for Lean Consultation Services VALLHS.

5. PROJECT NUMBER (if applicable)

CODE

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2. AMENDMENT/MODIFICATION NUMBER

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8. NAME AND ADDRESS OF CONTRACTOR

4. REQUISITION/PURCHASE REQ. NUMBER

3. EFFECTIVE DATE

9A. AMENDMENT OF SOLICITATION NUMBER

9B. DATED

PAGE OF PAGES

10A. MODIFICATION OF CONTRACT/ORDER NUMBER

10B. DATED

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1. CONTRACT ID CODE

FACILITY CODE

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Offers must acknowledge receipt of this amendment prior to the hour and date specified in the solicitation or as amended, by one of the following methods:

The above numbered solicitation is amended as set forth in Item 14. The hour and date specified for receipt of Offers

E. IMPORTANT:

is extended,

(a) By completing Items 8 and 15, and returning __________ copies of the amendment; (b) By acknowledging receipt of this amendment on each copy of the offer submitted; or (c) By separate letter or electronic communication which includes a reference to the solicitation and amendment numbers. FAILURE OF YOUR ACKNOWLEDGMENT TO BE RECEIVED AT THE PLACE DESIGNATED FOR THE RECEIPT OF OFFERS PRIOR TO THE HOUR AND DATE SPECIFIED MAY is not extended.

12. ACCOUNTING AND APPROPRIATION DATA

(REV. 11/2016)

is required to sign this document and return ___________ copies to the issuing office.

is not, A. THIS CHANGE ORDER IS ISSUED PURSUANT TO:

Specify authority) THE CHANGES SET FORTH IN ITEM 14 ARE MADE IN THE CONTRACT ORDER NO. IN ITEM 10A.

15C. DATE SIGNED

B. THE ABOVE NUMBERED CONTRACT/ORDER IS MODIFIED TO REFLECT THE ADMINISTRATIVE CHANGES SET FORTH IN ITEM 14, PURSUANT TO THE AUTHORITY OF FAR 43.103(b).

RESULT IN REJECTION OF YOUR OFFER. If by virtue of this amendment you desire to change an offer already submitted, such change may be made by letter or electronic communication, provided each letter or electronic communication makes reference to the solicitation and this amendment, and is received prior to the opening hour and date specified.

C. THIS SUPPLEMENTAL AGREEMENT IS ENTERED INTO PURSUANT TO AUTHORITY OF:

D. OTHER

Contractor

16C. DATE SIGNED

14. DESCRIPTION OF AMENDMENT/MODIFICATION

16B. UNITED STATES OF AMERICA

Except as provided herein, all terms and conditions of the document referenced in Item 9A or 10A, as heretofore changed, remains unchanged and in full force and effect.

15A. NAME AND TITLE OF SIGNER

16A. NAME AND TITLE OF CONTRACTING OFFICER

15B. CONTRACTOR/OFFEROR

STANDARD FORM 30

PREVIOUS EDITION NOT USABLE

Prescribed by GSA - FAR (48 CFR) 53.243 (Type or print) (Type or print) (Organized by UCF section headings, including solicitation/contract subject matter where feasible.)

(Number, street, county, State and ZIP Code) (If other than Item 6) (Specify type of modification and authority) such as changes in paying office, appropriation date, etc.)

(If required)

(SEE ITEM 11)

(SEE ITEM 13)

(X)

CHECK

ONE

13. THIS ITEM APPLIES ONLY TO MODIFICATIONS OF CONTRACTS/ORDERS,

IT MODIFIES THE CONTRACT/ORDER NO. AS DESCRIBED IN ITEM 14.

11. THIS ITEM ONLY APPLIES TO AMENDMENTS OF SOLICITATIONS

AMENDMENT OF SOLICITATION/MODIFICATION OF CONTRACT

(Signature of person authorized to sign) (Signature of Contracting Officer) 09-06-2023 36C262 Department of Veterans Affairs Network Contracting Office 22 4811 Airport Plaza Drive Suite 600 Long Beach CA 90815 Department of Veterans Affairs Network Contracting Office 22 4811 Airport Plaza Drive Suite 600 Long Beach CA 90815 To all Offerors/Bidders

36C26223R0177 08-17-2023

X X

9/11/2023 2:00 PM PDT

X

1. This amendment is issued for the following reasons:

a. Amend the solicitation per Page 2, Number 1. Amendments to the Solicitation, below.

b. Answer questions received in response to the solicitation. Questions and answers are attached below.

2. The attached revised solicitation replaces the solicitation that was posted on August 17, 2023.

3. The proposal due date has been extended to September 11, 2023, 2:00 PM PDT.

Alfreda Hunter Contracting Officer

1. Amendments to the Solicitation

a. Request for Proposal (RFP) 36C26223R0177 is hereby amended to update the anticipated period of performance in Section B.2 Schedule of Services and Price. (Page 6)

b. RFP 36C26223R0177 is hereby amended to update Section B.3, Paragraph 1 of the Statement of Work. (Page 8)

c. RFP 36C26223R0177 is hereby amended to include Subparagraph 3.3 of Section B.3 the Statement of Work. (Page 9)

d. RFP 36C26223R0177 is hereby amended to include Paragraph 8 of Section B.3 the Statement of Work. (Page 12)

e. RFP 36C26223R0177 Section E.4 Notification to Offerors & Proposal Submission Instructions Paragraph 10.a Factor 1 - Experience is hereby amended to update the instructions for offerors proposing to use subcontractors. (Page 49)

f. RFP 36C26223R0177 Attachment D.2 Reference Contract Worksheet Lean Consultation is hereby replaced with attachment D.2 Revised Reference Contract Worksheet Lean Consultation.

g. RFP 36C26223R0177 is hereby amended to extend the proposal due date from September 8, 2023, 2:00 PM PDT to September 11, 2023, 2:00 PM PDT

2. Questions and Answers

The following are answers to questions received in response to RFP 36C26223R0177 for Lean Consultation Services for the VA Loma Linda Healthcare System (VALLHS).

1. A. Question: Please describe and clarify the intent and scope of each Learning Trip (Clin 0003)?

Please see section 3.3. of Section B.3 Statement of Work for requirements

B. Does the “learning trip” corelate to “provide learning opportunities that involve site visits to other Learning Organizations as articulated in Sections 6.9 to allow industries to competitively bid on this solicitation (Pg. 10).

Please see section 3.3. of Section B.3 Statement of Work for requirements.

C. Is the intent of this CLIN to pay for fees charged by the site or labor hours for the trip. For fair and equitable competition, please describe further.

Answer: Please see section 3.3.3 of Section B.3 Statement of Work for requirements

2. How many Process Improvement Teams exist within VALLHS?

There is one (1) Process Improvement Team. The purpose of the PIT is to improve VALLHS Healthcare System.

3. On average, how many individuals are assigned to a VALLHS PIT?

One (1) Supervisor with four (4) System Redesign Coordinators.

4. Please confirm VALLHS intends to issue Government Furnished Equipment (GFE).

VALLHS will not issue GFE.

5. Are the requested coaching CLINs (0001 and 0002) for on-site or remote coaching hours?

All coaching sessions shall be on-site at VALLHS.

6. What are the anticipated on-site versus remote levels-of-effort for the requested coaching CLINs (0001 and 0002)?

100% on-site.

7. Can the government give an example of what they expect for CLIN0003 “Learning Trip (Per Participant)”?

Please see Paragraph 3.3 of Section B.3 Statement of Work for requirements.

8. How many PITs will be trained?

Currently four (4), however, this may change depending on the needs of each System Redesign Coordinator.

9. At what level will the PITs be trained (Yellow or Green Belt)?

All PITs are currently at a Green Belt Level. The training for PIT will be more focused on coaching, facilitation, handling conflicts, and running Lean Management. This is NOT a requirement for yellow/green belt certification.

10. How many ELTs will be trained?

Seven (7).

11. At what level will the ELTs be trained (Yellow or Green Belt)?

ELT Belt levels range from unbelted to Green Belt. The training for ELTs will be focused on Lean Management. This is NOT a requirement for yellow/green belt certification.

12. Does the VALLHS have any curriculum for executive level training to help the ELTs understand their role and their responsibilities in their deployment of the lean management program?

Currently, VALLHS does not have any curriculum for executive level training.

13. Are there any other groups other than the PIT's and the ELT's that will be trained? If yes, how many personnel and at what level do they need to be trained?

There are two other groups that will require training, Chiefs and Supervisors. These two (2) groups are comprised of approximately 90 individuals. VALLHS would like to focus on this population after the first year of focus with PIT’s and ELT’s.

14. Has any of the staff of the VALLHS taken previous courses in LEAN?

Yes.

15. With reference to SOW 6.8: The Contractor shall provide a Lean Six Sigma Green/Yellow Belt Training. The Lean Six Sigma Green/Yellow Belt Trainer shall provide training using the Standardize VA Lean Training Material. Is the last sentence referring to the materials developed by the contractor as part of 3.2.4 Fourth Objective?

VA has a formal Lean Training guidebook and slides. The Contractor will be required to use the VA Lean Training curriculum. Contractors can add to this curriculum but may not reduce the VA Lean Training Material.

16. With reference to SOW 6.8: The Contractor shall provide a Lean Six Sigma Green/Yellow Belt Training. The Lean Six Sigma Green/Yellow Belt Trainer shall provide training using the Standardize VA Lean Training Material. Does Standardize VA Lean Training Material currently exist?

Yes.

17. If Standardize VA Lean Training Material exists, how many hours of classroom training is the standardized VA lean six sigma yellow belt course?

Historically, Yellow Belt Certification requires 4 days of in-person training (32 hours of classroom time)

18. At what interval would the government prefer to have the Yellow Belt class taught (For example, 4 hours a week x 4 weeks; or two consecutive 8-hour days)?

4 days for 8 hours each day, for one (1) consecutive week. (32 hours) This is NOT a requirement for yellow belt certification.

19. At what interval would the government prefer to have the Green Belt class taught?

3 days for 8 hours each day, for one (1) consecutive week. (approximately 24 hours) This is NOT a requirement for green belt certification.

20. Is the standardized VA lean six Sigma yellow belt course a subset of the standardized VA lean six Sigma Greenbelt course? For example, is the lean 6 Sigma yellow belt the first two days of the 10 day lean 6 Sigma Greenbelt?

Yes, there are some overlap in the Green Belt course, but with a different focus or role.

21. Is one of the goals of the VALLHS to have each of the PITs and ELTs to accomplish lean six sigma yellow/green belt certification? If so, is certification earned by completing a project and/or examination.

No, This is NOT a requirement for yellow/green belt certification. The PIT’s and ELT’s focus will be on facilitation and implementation of lean management tied into HRO to develop a culture of continuous improvement and staff safety at VALLHS.

22. Does the VALLHS have a continuous improvement (or CI) strategy and execution system or software in place to manage the Lean Management Program and CI projects? If so, can you describe the capabilities?

VALLHS does not use a formal software or execution system. VALLHS has a Continuous improvement strategy to manage improvement projects and leverages huddles with team members to manage implementations, tracking and sustainment. VALLHS leverages Kaizen Events (rapid improvement events) for problem solving.

23. Can we have access to the “Strategic Plan” developed by the VALLHS Executive Management?

It is currently not available.

24. Can the government describe the current Daily Management System (DMS)?

Daily Management System is the daily huddle system used by Loma Linda VA to address operational issues. The huddle board system will need to be deployed throughout the healthcare system in Loma Linda. Issues are expected to be resolved or escalated for solutions using the board and huddle. Problems and information are expected to flow up and down the tiers of huddle. DMS is one of the key components to the HRO deployment from National VA.

25. Does VALLHS presently have a LEAN Business System? Can you describe the existing capabilities and functions?

VALLHS currently has a Lean Business System in place. The system ties the DMS along with the continuous process improvement system. The system needs to be reenforced at all levels. The Process Improvement Team or System Redesign team is the driving force for implementing Lean culture and supporting improvement projects. The System Redesign team is responsible for improvements in Inpatient Medicine, Outpatient Primary Care, and other ancillary areas that affect those two service lines. Additional service lines are expected to be added as more staff and training is completed. The System Redesign Team plays a key role in deployment of DMS and Lean Business System.

26. Can the government provide the organization chart of the Systems Redesign & Improvement Department?

A chart is currently unavailable. Please see description below.

System Redesign is the improvement department. It consists of a supervisor and four (4) Full Time Equivalent Employee (FTEE) System Redesign Coordinators. The department answers to the Assistant Director. Assistant Director answers to the Director of the facility. VALLHS System Redesign is not aligned to Quality Management like other VAs.

27. Are there any fully dedicated PIT members?

Yes, there are currently 3 full time PIT members.

28. Do current PIT members have any lean-sigma certifications?

Yes, all PIT members have at least a Green Belt certification.

29. Yellow Belts. How many yellow belts are anticipated to be trained each year?

Approximately 100 are anticipated to be trained each year. This is NOT a requirement for yellow belt certification.

30. Green Belts. How many green belts are anticipated to be trained each year?

Approximately 30 are anticipated to be trained each year. This is NOT a requirement for green belt certification.

31. Yellow Belt Classroom Hours. Per the Standardize VA Lean Training Material, how many classroom hours for the total yellow belt program per participant?

Please see answer to #18.

32. Green Belt Classroom Hours. Per the Standardize VA Lean Training Material, how many classroom hours for the total green belt program per participant?

Please see answer to #19.

33. Where is travel projected to be so that GSA PerDiem and AirFare can be established for D.1 Pricing?

Majority of travel is projected to be at the following locations:

1. Jerry L. Pettis Memorial Veterans' Hospital 11201 Benton Street Loma Linda, CA 92357-1000

2. Loma Linda VA Clinic 26001 Redlands Boulevard, Ambulatory Care Center Redlands, CA 92373-7762

34. Will the VA provide computers for the awardee or is it the awardees responsibility?

Please see answer to #4.

35. What is the highest clearance that could be required? NACI, Public Trust, Secret?

Highest clearance required will be Public Trust level.

36. How many pages are allowed?

Please refer to evaluation Factor 1 in the RFP.

37. What location(s) are required for onsite support or is this remote with travel?

The following two (2) locations will require onsite support:

1. Jerry L. Pettis Memorial Veterans' Hospital 11201 Benton Street Loma Linda, CA 92357-1000

2. Loma Linda VA Clinic 26001 Redlands Boulevard, Ambulatory Care Center Redlands, CA 92373-7762

38. Will you confirm all locations are in scope of support based on association with VALLHS?

The following two (2) locations are in scope of support for this requirement:

1. Jerry L. Pettis Memorial Veterans' Hospital 11201 Benton Street Loma Linda, CA 92357-1000

2. Loma Linda VA Clinic 26001 Redlands Boulevard, Ambulatory Care Center Redlands, CA 92373-7762

39. How would you prefer alternative line items, as described within Section 11 (e) Multiple Offers (page 43 of 68) presented in an offer?

Offerors are permitted to submit alternative proposals for consideration in accordance with FAR 52.212-1(e), however, offerors are reminded that the published solicitation represents the Government’s minimum requirements for this procurement. Alternative proposals that fail to satisfy the Government’s requirements run the risk of being rejected on those grounds. Offerors should consider submitting a proposal that fully conforms to the requirements of the published solicitation, and if interested in presenting alternatives for the Government’s consideration, then submit a separate proposal describing those alternatives for the Government’s consideration. Offerors should not view the language in FAR 52.212-1(e) to suggest that the requirements published in the solicitation may be ignored. Please submit alternative line items as a complete and separate proposal.

40. Does the “all-inclusive rate” explained on the insert below from page 6 include estimated travel costs?

B.2 SCHEDULE OF SERVICES AND PRICE

This is an Indefinite Delivery Indefinite Quantity (IDIQ) contract for Lean Consulting Services for the VA Loma Linda Healthcare System (VALLHS). Prices in this schedule represent an all-inclusive rate including labor, incidental costs, overhead, and insurance premium payments for applicable insurance coverage. Costs not incorporated into the contractor’s price will not be reimbursed by the Government.

Yes. The all-inclusive rate includes estimated travel costs.

41. Please clarify if the “attached document: Reference Contract Worksheet Lean Consultation” referenced on page 37 is the Reference Contract Worksheet?

The attached document: Reference Contract Worksheet Lean Consultation referenced on page 37 is the Reference Contract Worksheet Lean Consultation on the amended version of the Solicitation posted to SAM.gov on 8/21/23.

42. Would the Government include Sections D.2 through D.4? According to Section E.3, number 6 (Wage Determination) on page 44, “The Wage Determination provided in Section D.4 applies to this solicitation.”

The Wage Determination does not apply to this solicitation. Please see the amended version of the solicitation posted to SAM.gov on 8/21/23. The only attachments D.1 Price Worksheet and D.2 Reference Contract Worksheet Lean Consultation are applicable to this solicitation.

43. Would the Government like to update the anticipated period of performance (SEP 1, 2023, through AUG 31, 2026) and Base Year start given the submission due data of SEP 8, 2023?

The anticipated period of performance will be 9/25/2023 – 9/24/2026.

44. Please clarify how the Government intends to manage travel costs? Specifically, is this expected to be included within the FFP pricing for CLINs 001, 002, and 003 as indicated om Section D.1 (Pg. 36) or does the Government intend to manage travel as a separate CLIN as indicated by CLIN 0004 in Section B.2 (pg. 6)

Travel cost are to be included within the price for all CLINs.

45. Is this a new requirement or a follow-on to an existing contract?

This is a new requirement.

46. In teaming with other SDVOSBs, do we combine our information into sections 17a, 30a, & 30; or do we create a separate 1449 for each SDVOSB entity?

Please specify Prime vendor company information ONLY on the SF1449 section 17a, 30a and 30b. Subcontractor information, to include their Unique Identification Number (UEI) shall be referenced on your cover page and according to the Instructions in Section E.4. Paragraph 10a.

See attached document: 36C26223R0177 Lean Consultation Services VALLHS Revised.

image1.emf

36C26223R0177 Lean Consultation Services VALLHS Revised.docx

36C26223R0177

This is a Solicitation #36C26223R0177 for the VA Loma Linda Healthcare System that requires Lean Consultation Services as described in the attached solicitation.

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

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16. ADMINISTERED BY

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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

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20.

21.

22.

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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

08-17-2023

Solly Kim

562-766-2316

09-06-2023

10:00AM

PDT

36C262

Department of Veterans Affairs

Network Contracting Office 22

4811 Airport Plaza Drive

Suite 600

Long Beach CA 90815

X

541611

$24.5 Million

N/A

36C262

Department of Veterans Affairs

VA Loma Linda Healthcare System

11201 Benton Street

Loma Linda CA 92357

Department of Veterans Affairs

Network Contracting Office 22

4811 Airport Plaza Drive

Financial Services Center

Submit Invoices electronically to:

http://www.tungsten-network.com/us/en/

(877) 489-6135

See CONTINUATION Page

Lean Consultation Services for VA Loma Linda Healthcare

System (VALLHS).

See subsequent pages for details and Schedule of Services and Price.

The solicitation is set aside for Service Disabled Veteran

Owned Small Business (SDVOSB).

See CONTINUATION Page

Alfreda Hunter

Contracting Officer

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:

b. GOVERNMENT: Contracting Officer 36C262

Network Contracting Office 22

4811 Airport Plaza Drive

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

[X]

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

52.232-36, Payment by Third Party

3. INVOICES: Invoices shall be submitted in arrears:

a. Quarterly []

b. Semi-Annually []

c. Other [X] Monthly

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.

Submit Invoices electronically to:

http://www.tungsten-network.com/us/en/

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

AMENDMENT NO

DATE

B.2 SCHEDULE OF SERVICES AND PRICE

This is an Indefinite Delivery Indefinite Quantity (IDIQ) contract for Lean Consulting Services for the VA Loma Linda Healthcare System (VALLHS). Prices in this schedule represent an all-inclusive rate including labor, incidental costs, overhead, and insurance premium payments for applicable insurance coverage. Costs not incorporated into the contractor’s price will not be reimbursed by the Government.

The guaranteed minimum amount for this contract is $1,000.00. The maximum aggregate value of the orders that can be placed under this contract is $4,000,000.00. The Government does not guarantee that it will place any orders under this contract in excess of the guaranteed minimum amount.

The previous year pricing will apply to any extension pursuant to FAR 52.217-8

The contract period of performance is Three (3) years from September 25, 2023 through September 24, 2026. The schedule of services and price below indicates pricing for each contract year.

Base Year: September 25, 2023 – September 24, 2024

CLIN

DESCRIPTION

UNIT

PRICE

PER UNIT

Gemba Sensei Coaching

HOUR

Executive Lean Coaching

HOUR

Learning Trip (Per Participant)

EACH

Option Year One (1): September 25, 2024 – September 24, 2025

CLIN

DESCRIPTION

UNIT

PRICE

Gemba Sensei Coaching

HR

Executive Lean Coaching

HR

Learning Trip (Per Participant)

EA

Option Year Two (2): September 25, 2025 – September 24, 2026

CLIN

DESCRIPTION

UNIT

PRICE

Gemba Sensei Coaching

HR

Executive Lean Coaching

HR

Learning Trip (Per Participant)

EA

B.3 STATEMENT OF WORK (SOW)

1. BACKGROUND

VA Loma Linda Healthcare System (VALLHS) requires a contractor to provide seamless integration of a High Reliability Organization (HRO) and Lean Transformation process consulting, training, coaching and implementation support. HROs are organizations that achieve safety, quality, and efficiency goals by employing 5 central principles: (1) sensitivity to operations; (2) reluctance to simplify; (3) preoccupation with failure; (4) deference to expertise; (5) and practicing resilience. A strategic plan has been developed by the VALLHS Executive Management. VALLHS has deployed a Daily Management System (DMS) to create an environment for managers and frontline staff to solve problems at the appropriate level. VALLHS strives to achieve improvements and sustainment through the DMS.

2. PURPOSE

2.1 Establish an annual consultation service plan, under a firm-fixed price indefinite delivery/ indefinite quantity (IDIQ) contract, that provides a base-year schedule with the option to extend up to two (2) additional annual service periods, plus a supplementary option for six months of services, as needed, to cover the required activities until fulfillment and sustainment is achieved. Option periods are not guaranteed to be exercised.

2.2 The following five (5) organizational priorities have been developed:

2.2.1 Improvement and efficiency of the organization on how to conduct business in meetings and committees.

2.2.2 Improve management accountability.

2.2.3 Enhance and improve access to timely healthcare services within the VALLHS.

2.2.4 Retention of workforce by developing strategies to empower and engage employees.

2.2.5 Create an environment that fosters safety for all patients, visitors, and the workforce.

2.3 The Systems Redesign & Improvement Department supports process improvement projects across VALLHS through the education and transformational coaching of all levels of staff including VALLHS executive management, clinicians, administrative staff, and support staff.

3. SCOPE

3.1 Contractor shall provide staff to support the implementation of the Lean Management program with VALLHS leadership. This program will be managed by the VALLHS Quality Management in conjunction with the Systems Redesign & Improvement Department.

3.2 Contractor staff shall provide consulting and training services to address the following five (5) key organizational objectives:

3.2.1 First objective: Develop an integrated HRO/Lean culture by leveraging the local Lean Business System.

3.2.2 Second objective: Train and coach executive management and frontline staff on Lean Management and DMS.

3.2.3 Third objective: Support process improvement events to improve access, quality of care, average length of stay, and clinical wait times.

3.2.4 Fourth objective: Support and develop educational materials for the facility.

3.2.5 Fifth objective: Continue the Lean Culture Transformation to sustain improvements and ensure improvement expands beyond the current areas.

3.3 Contractor shall provide a learning trip for participants to tour a facility locally in Southern California or within the United States. Organizations to be toured shall have Lean implemented for more than seven (7) years and have a stable Lean Management System in place.

3.3.1 PURPOSE: The learning trip is for the Executive Leadership Team (ELT) and the Process Improvement Team (PIT) to visit an organization that has successfully implemented Lean Management and how the elements of the practices of the visiting organization can be replicated as part of VALLHS’s own Lean Transformation. During this trip, the team shall examine what an accomplished lean organization looks like, exploring how the organization uses key Lean elements to achieve operating success and then focus on reviewing how implementation was achieved.

3.3.2 Key Elements to be observed during the Learning Trip:

3.3.2.1 Implementation of Daily Management Huddles at all levels of the organization

3.3.2.2 On going Value Streams or project management system structure throughout the organization and how the systems are tiered appropriately for escalation and communication of progress

3.3.2.3 Sustainment System that is used for all improvement efforts.

3.3.2.4 Executive Level behaviors and habits that are developed to manage a Lean Organization

3.3.2.5 Proven techniques and tips to help guide a new organization on their Lean Transformation Journey

3.3.3 The Learning Trip cost shall cover:

3.3.3.1 Tuition for site visit location for approximately12 VALLHS staff (not including the contractor’s cost)

3.3.3.2 Ground transport to and from site visit locations

3.3.3.3 Ground transport to departure airport

3.3.3.4 Hotel cost for trips longer than 1 day

3.3.3.5 Facilitation of learning

3.3.4 Duration of Trips: Depending on the site location – A Learning trip outside of the local area shall be three (3) days and a learning trip within the local area shall be one (1) day.

Note: The organization visited for the learning trip requirement do not have to be healthcare related but must be closely related to the consultant’s lean management methodology. The coaching from the consultant should mirror the site that is being visited.

4. SPECIFIC CONTRACT REQUIREMENTS

4.1 Contractor shall provide all qualified and essential resources for, including but not limited to, consulting, on-site facilitation, education, coaching, and mentoring support for the enhancement and growth in utilizing Lean Management strategies to ultimately advance successful and efficient problem-solving at all levels within the VALLHS.

4.2 Contractor shall accelerate the transformation process of the current organizational priorities to deliver successful outcomes within the VALLHS Daily Management System. Contractor shall equip VALLHS to be self-sustaining using the learned Lean techniques, through reinforcement and facilitation of a competent PIT upon completion of performance.

4.3 Contractor shall designate a Program Manager who shall be responsible for the performance of the work. This person shall act for the Contractor and shall be designated in writing to the Contracting Officer (CO). The Program Manager shall have full authority to act for the Contractor on all contract matters relating to the daily operation of this contract.

5. KEY PERSONNEL

Contractor shall provide the following key personnel:

5.1 Minimum of one (1) Executive Level Sensei.

5.2 Minimum of one (1) Gemba/DMS Sensei/Lean Six Sigma Green/Yellow Belt Trainer.

6. DUTIES AND RESPONSIBILITIES OF CONTRACTOR KEY PERSONNEL

6.1 Executive Level Sensei: The Executive Level Sensei is the principal mentor for the Executive Leadership Team (ELT). The Executive Level Sensei shall use various methods to enhance the ELT’s understanding of Lean as it pertains to creating and sustaining a culture of development to minimize waste in every process, procedure, and task through an ongoing system of improvement.

6.2 The Executive Level Sensei’s primary responsibility is to work with the ELT to continually strive to identify areas of waste and eliminate anything that does not add value for patients. Additional duties include, but not limited to the following:

6.2.1 Coach the ELT:

6.2.1.1 Through Leader Standard Work, Kata Coaching, Gemba Walks, Strategic Initiatives.

6.2.1.2 To integrate Lean thinking and ideologies through cultural transformation.

6.2.1.3 In the identification of business improvement opportunities and the development of business cases.

6.2.1.4 To develop a culture of engagement across the business to provide a highly energized team which is flexible to meet the changing needs of the business.

6.2.1.5 To implement the roll out of each plan to the team members so they may understand the standards and behaviors expected of them.

6.2.2 Mentor the ELT:

6.2.2.1 To demonstrate competence with Lean Leadership skills.

6.2.2.2 To develop a high standard through personal examples.

6.2.3 Provide guidance to the ELT:

6.2.3.1 In the continuous improvement plans/road maps for projects and areas of accountability.

6.2.3.2 In the development of Key Performance Indicators (KPI) for the facility and healthcare group chiefs.

6.3 Gemba/DMS Sensei /Lean Six Sigma Green/Yellow Belt Trainer

The Gemba/DMS Sensei shall work cross functionally and collaboratively with many stakeholders to plan, analyze and provide verbal and written progress reports. The Gemba Sensei, through open dialogue, shall encourage exploration, reflection and open-ended questions leading to “Aha” moments. Critical to this role is direct modeling and transmission of central Lean tenets. The goal is to enhance the knowledge, understanding and application of Lean principles and tools to front line staff, mid-level managers, and to the improvement team.

6.4 The primary responsibility is to coach the Process Improvement Team (PIT). The Gemba Sensei will serve as the Subject Matter Expert (SME) to the PIT and identify opportunities for Lean and business improvements. In addition, the Gemba Sensei will coach, train, support and provide guidance where necessary in the growth and development of the PIT. Additional duties include the following:

6.5 Coach the PIT:

6.5.1 To develop business improvement projects that deliver benefits that have a tangible financial savings, provide safety improvements, reduce business risk and improve customer satisfaction.

6.5.2 Of Lean process and behavior changes.

6.5.3 To develop a highly effective daily management process focused on various methods such as one-piece flow, on demand, zero defects and standardized work.

6.5.4 To deploy techniques in problem solving, such as; Kaizen and A3 thinking and tools including but not limited to Kanban, Value stream mapping, visual management, flow cell, and 6S.

6.5.5 To identify improvement opportunities and the development of business cases.

6.6 Provide guidance to the PIT:

6.6.1 To identify opportunities for Lean and Business Improvement.

6.6.2 To develop, execute and sustain business improvement projects and deliver benefits including tangible financial savings, safety improvements, reduced business risk and/or improved customer satisfaction.

6.6.3 On the progress of projects, understanding the risks, dependencies, budgets, resourcing, issues, critical tones and forthcoming pipeline, and actions necessary to ensure success.

6.6.4 To identify Key Performance Indicators (KPI) and ensure they are met by working to competition plan.

6.6.5 To build a culture of engagement across the business to provide a highly energized team which is flexible to meet the changing needs of the business.

6.7 Coach & teach the PIT on the following Lean process design for Value Stream or Process Improvement:

6.7.1 Value Stream performance improvement

6.7.2 Pull Systems/One-piece flow

6.7.3 First time quality

6.7.4 Error-proofing /Poka Yoke

6.7.5 Set up reduction time

6.7.6 Reduction in change over time

6.7.7 Heijunka

6.7.8 Critical Change Project Management

6.7.9 Sustainment of improvement using a management system

6.8 The Contractor shall provide a Lean Six Sigma Green/Yellow Belt Training. The Lean Six Sigma Green/Yellow Belt Trainer shall provide training using the Standardize VA Lean Training Material.

6.9 The Contractor shall provide learning opportunities that involve site visits to other Lean Organizations/Companies that the Contractor is working with or visit other established Lean Organizations to demonstrate well-run Lean Organizations and Lean Management.

7. PERSONNEL QUALIFICATION: The Contractor shall only use persons who are trained in the field they are assigned and have the necessary expertise to satisfy the requirement as required by the Statement of Work. The following are the minimum qualification for the Contractor’s supporting staff:

7.1 Executive Level Sensei

7.1.1 Minimum of 10 years experience in Lean coaching (cumulative).

7.1.1.1 Within the past 5 years - a minimum of three (3) years in applying Lean in a healthcare organization.

7.1.1.2 Within the past 5 years - a minimum of one (1) year in applying Lean in an acute care hospital environment.

7.1.2 Completed a successful Lean Transformation for at least one (1) healthcare organization.

7.1.3 Lean Six Sigma - Master Black Belt certification.

7.2 Gemba/DMS Sensei/Lean Six Sigma Green/Yellow Belt Trainer

7.2.1 Minimum of five (5) years experience in Lean Transformation and tactical planning (cumulative).

7.2.1.1 Within the past 5 years - a minimum of one (1) year in Transformation Plan of Care (TPOC) methodology.

7.2.1.2 Within the past 5 years - a minimum of one (1) year in an acute care hospital environment.

7.2.1.3 Within the past 5 years - a minimum of three (3) years in problem solving at all organizational levels utilizing visual management (Daily Management System).

7.2.2 Lean Six Sigma Black Belt certified (American Society for Quality Master Black Belt or equivalent).

7.2.3 Minimum of one (1) year experience in providing class instructions.

8. ONSITE SUPPORT LOCATIONS

Onsite support shall be required for the following two (2) locations:

8.1 Jerry L. Pettis Memorial Veterans' Hospital

11201 Benton Street

Loma Linda, CA 92357-1000

8.2 Loma Linda VA Clinic

26001 Redlands Boulevard, Ambulatory Care Center

Redlands, CA 92373-7762

All performance-related travel shall be covered and not listed as a separate line item.

9. SECURITY REQUIREMENTS

Contractor shall be required to obtain appropriate security levels/risk designation for accessing sensitive information within the VA’s system.

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SECTION C - CONTRACT CLAUSES

C.1 52.212-4 CONTRACT TERMS AND CONDITIONS—COMMERCIAL PRODUCTS AND COMMERCIAL SERVICES (DEC 2022)

(a) Inspection/Acceptance. The Contractor shall only tender for acceptance those items that conform to the requirements of this contract. The Government reserves the right to inspect or test any supplies or services that have been tendered for acceptance. The Government may require repair or replacement of nonconforming supplies or reperformance of nonconforming services at no increase in contract price. If repair/replacement or reperformance will not correct the defects or is not possible, the Government may seek an equitable price reduction or adequate consideration for acceptance of nonconforming supplies or services. The Government must exercise its post-acceptance rights—

(1) Within a reasonable time after the defect was discovered or should have been discovered; and

(2) Before any substantial change occurs in the condition of the item, unless the change is due to the defect in the item.

(b) Assignment. The Contractor or its assignee may assign its rights to receive payment due as a result of performance of this contract to a bank, trust company, or other financing institution, including any Federal lending agency in accordance with the Assignment of Claims Act (31 U.S.C. 3727). However, when a third party makes payment (e.g., use of the Governmentwide commercial purchase card), the Contractor may not assign its rights to receive payment under this contract.

(c) Changes. Changes in the terms and conditions of this contract may be made only by written agreement of the parties.

(d) Disputes. This contract is subject to 41 U.S.C. chapter 71, Contract Disputes. Failure of the parties to this contract to reach agreement on any request for equitable adjustment, claim, appeal or action arising under or relating to this contract shall be a dispute to be resolved in accordance with the clause at Federal Acquisition Regulation (FAR) 52.233-1, Disputes, which is incorporated herein by reference. The Contractor shall proceed diligently with performance of this contract, pending final resolution of any dispute arising under the contract.

(e) Definitions. The clause at FAR 52.202-1, Definitions, is incorporated herein by reference.

(f) Excusable delays. The Contractor shall be liable for default unless nonperformance is caused by an occurrence beyond the reasonable control of the Contractor and without its fault or negligence such as, acts of God or the public enemy, acts of the Government in either its sovereign or contractual capacity, fires, floods, epidemics, quarantine restrictions, strikes, unusually severe weather, and delays of common carriers. The Contractor shall notify the Contracting Officer in writing as soon as it is reasonably possible after the commencement of any excusable delay, setting forth the full particulars in connection therewith, shall remedy such occurrence with all reasonable dispatch, and shall promptly give written notice to the Contracting Officer of the cessation of such occurrence.

(g) Invoice.

(1) The Contractor shall submit an original invoice and three copies (or electronic invoice, if authorized) to the address designated in the contract to receive invoices. An invoice must include—

(i) Name and address of the Contractor;

(ii) Invoice date and number;

(iii) Contract number, line item number and, if applicable, the order number;

(iv) Description, quantity, unit of measure, unit price and extended price of the items delivered;

(v) Shipping number and date of shipment, including the bill of lading number and weight of shipment if shipped on Government bill of lading;

(vi) Terms of any discount for prompt payment offered;

(vii) Name and address of official to whom payment is to be sent;

(viii) Name, title, and phone number of person to notify in event of defective invoice; and

(ix) Taxpayer Identification Number (TIN). The Contractor shall include its TIN on the invoice only if required elsewhere in this contract.

(x) Electronic funds transfer (EFT) banking information.

(A) The Contractor shall include EFT banking information on the invoice only if required elsewhere in this contract.

(B) If EFT banking information is not required to be on the invoice, in order for the invoice to be a proper invoice, the Contractor shall have submitted correct EFT banking information in accordance with the applicable solicitation provision, contract clause (e.g., 52.232-33, Payment by Electronic Funds Transfer—System for Award Management, or 52.232-34, Payment by Electronic Funds Transfer—Other Than System for Award Management), or applicable agency procedures.

(C) EFT banking information is not required if the Government waived the requirement to pay by EFT.

(2) Invoices will be handled in accordance with the Prompt Payment Act (31 U.S.C. 3903) and Office of Management and Budget (OMB) prompt payment regulations at 5 CFR part 1315.

(h) Patent indemnity. The Contractor shall indemnify the Government and its officers, employees and agents against liability, including costs, for actual or alleged direct or contributory infringement of, or inducement to infringe, any United States or foreign patent, trademark or copyright, arising out of the performance of this contract, provided the Contractor is reasonably notified of such claims and proceedings.

(i) Payment.—

(1) Items accepted. Payment shall be made for items accepted by the Government that have been delivered to the delivery destinations set forth in this contract.

(2) Prompt payment. The Government will make payment in accordance with the Prompt Payment Act (31 U.S.C. 3903) and prompt payment regulations at 5 CFR part 1315.

(3) Electronic Funds Transfer (EFT). If the Government makes payment by EFT, see 52.212-5(b) for the appropriate EFT clause.

(4) Discount. In connection with any discount offered for early payment, time shall be computed from the date of the invoice. For the purpose of computing the discount earned, payment shall be considered to have been made on the date which appears on the payment check or the specified payment date if an electronic funds transfer payment is made.

(5) Overpayments. If the Contractor becomes aware of a duplicate contract financing or invoice payment or that the Government has otherwise overpaid on a contract financing or invoice payment, the Contractor shall—

(i) Remit the overpayment amount to the payment office cited in the contract along with a description of the overpayment including the—

(A) Circumstances of the overpayment (e.g., duplicate payment, erroneous payment, liquidation errors, date(s) of overpayment);

(B) Affected contract number and delivery order number, if applicable;

(C) Affected line item or subline item, if applicable; and

(D) Contractor point of contact.

(ii) Provide a copy of the remittance and supporting documentation to the Contracting Officer.

(6) Interest.

(i) All amounts that become payable by the Contractor to the Government under this contract shall bear simple interest from the date due until paid unless paid within 30 days of becoming due. The interest rate shall be the interest rate established by the Secretary of the Treasury as provided in 41 U.S.C. 7109, which is applicable to the period in which the amount becomes due, as provided in (i)(6)(v) of this clause, and then at the rate applicable for each six-month period as fixed by the Secretary until the amount is paid.

(ii) The Government may issue a demand for payment to the Contractor upon finding a debt is due under the contract.

(iii) Final decisions. The Contracting Officer will issue a final decision as required by 33.211 if—

(A) The Contracting Officer and the Contractor are unable to reach agreement on the existence or amount of a debt within 30 days;

(B) The Contractor fails to liquidate a debt previously demanded by the Contracting Officer within the timeline specified in the demand for payment unless the amounts were not repaid because the Contractor has requested an installment payment agreement; or

(C) The Contractor requests a deferment of collection on a debt previously demanded by the Contracting Officer (see 32.607-2).

(iv) If a demand for payment was previously issued for the debt, the demand for payment included in the final decision shall identify the same due date as the original demand for payment.

(v) Amounts shall be due at the earliest of the following dates:

(A) The date fixed under this contract.

(B) The date of the first written demand for payment, including any demand for payment resulting from a default termination.

(vi) The interest charge shall be computed for the actual number of calendar days involved beginning on the due date and ending on—

(A) The date on which the designated office receives payment from the Contractor;

(B) The date of issuance of a Government check to the Contractor from which an amount otherwise payable has been withheld as a credit against the contract debt; or

(C) The date on which an amount withheld and applied to the contract debt would otherwise have become payable to the Contractor.

(vii) The interest charge made under this clause may be reduced under…