DHA Industry Day Slides 2022.pdf

UNCLASSIFIED/CUI

DHA Industry Day Requirements Exchange

March 30, 2022

Medically Ready Force… Ready Medical Force

Industry Day Requirements Information (1 of 2)

The table below lists requirements that were presented at the 2022 DHA Industry Day:

Directorate Requirements Presenter

Joint Trauma System – Healthcare Operations “Interoperability Standards” Overview COL Shackelford (primary)

Medical Logistics Healthcare Environmental Cleaning Tina Altevers w/ Don Faust for Q&A

PMO – Enterprise Medical Services MQS2-NG Darrell Hanf

J-1 Administration & Management Cafeteria Services Brenda Lugo (primary) / Tyrone Davis

J-5 Strategy, Planning, and Functional Integration

Overview Dr. Bernardo Buenviaje

Ready Reliable Care Matthew Motley

J-6 Information Operations

Geographic Service Providers (GSP) Dan Winske

Nutrition Management Information System and Special Needs Program Management Information System (NMIS/SNPMIS) Tier III

Richard Masannat

Defense Medical Logistics Enterprise Solutions – Continuous Service Improvement Donna Totten

PMO – Medical Simulation & Training Complicated OB Emergencies Simulation System (COES2)

Jude Tomasello

INTREMED

Industry Day Requirements Information (2 of 2)

The table below lists requirements that were presented at the 2022 DHA Industry Day:

Directorate Requirements Presenter

J-7 Education & Training C-Suite Executive Assessment

Gerald Creech Support Services for MMSD

Research & Engineering

Integrated Support Services

April Simmons

Knowledge Translation

MSO Education Clinical Affairs Research & Longitudinal Studies

Administrative and Professional Support Staff

Data Scientist and Data Analyst Support

Vision Coordination Support Services

VCE Network Support Services

Agenda (1 of 2)

Opening

0900 Brief Welcome & Announcements

0905 VIP Speaker 1 – LTG Ronald Place, Defense Health Agency Director

0925 Opening remarks and introduction – Mr. Jake Lewis, Acting Director Defense Health Agency Contracting Activity

0930 VIP Speaker 2 – Dr. Barclay Butler, Assistant Director for Support

0950 VIP Speaker 3 – BG Katherine Simonson, Deputy Assistant Director Research & Engineering

Office Briefings

1010 Office of Small Business Programs – Ms. Cassandra Martin, Office of Small Business Programs Director

1025 Office of General Counsel – Mr. David Smith, Contract Law

Break – 10 minutes

Agenda (2 of 2)

Directorate Presentations 1040 Joint Trauma System – Col Stacy Shackelford

1055 Medical Logistics – Ms. Tina Altevers

1110 PMO Enterprise Medical Services – Mr. Darrell Hanf

1125 J-1 Administration & Management – Ms. Brenda Lugo

1135 J-5 Strategy, Plans, and Functional Integration – Dr. Bernardo Buenviaje & Mr. Matthew Motley

1150 J-6 Information Operations – Mr. Dan Winske, Mr. Richard Masannat, Ms. Donna Totten, Mr. Jude Tomasello

1220 J-7 Education & Training – Mr. Gerald Creech

1230 J-9 Research & Development – Ms. April Simmons

Closing 1250 Mr. Jake Lewis, Acting Director Defense Health Agency Contracting Activity

Industry Day Requirements Exchange

Barclay P. Butler, Ph.D., MBA Assistant Director for Support

Defense Health Agency

Stand-Up Direct Reporting Markets

55% Facilities

73% MIL/CIV

FTEs 62% Enrollees 85% Dispositions

Form Small Market & Stand-Alone Organization

86% Facilities 97% MIL/CIV FTEs 91% Enrollees 93% Dispositions

Market Implementation Approach

Form Defense Health Agency Regions

100% MHS

Enterprise

Mature DHA HQ Capability &

First Four Markets

7% Facilities 13% MIL/CIV FTEs 12% Enrollees 17% Dispositions

Previously Transferred

Transferring in Phase

MTF Realignment of Personnel, Property, & Systems The MTF Realignment of Personnel, Property, and Systems (RePPS) is a part of the overall DHA Transition. It occurs after Market Directors assume Authority, Direction, and Control (ADC) of all MTFs in their market. The MTF RePPS process administratively realigns personnel, property, and systems from the MILDEPs to the DoD.

DHA Transition Through the DHA Transition, DHA assumes authority, direction, and control of the MTFs. To manage and administer these MTFs, DHA implements markets with standard structure, roles and responsibilities, and functions.

FunctionsStructure Roles and Responsibilities

ADC

Markets Achieve FOC

Transition Begins

Market Office Certification (IOC)

Market Establishment

MTF RePPS is the administrative process that realigns the components of each MTF (personnel, property, and systems) from a MILDEP to the DoD. Each realignment is projected to occur after the market has been established.

MTF RePPS Process

MILDEP DoD/DHA

Personnel Property Systems

Optimization

DHA

Optimization

• Public Health

• Research & Development

• Human Resources

• Logistics

• MEDLOG

• DHACA

• Finance

• Governance

• Markets and MTFs

DHA Transition and Optimization

• Post-Certification Conditions Met

• MTF RePPS Administrative

Realignment Completed

Market Optimization

FOC

Market Establishment

DHA HQ

Transition Conditions

Met

Pre- Certification Conditions Completed

Market Certification

IOC

DRM Transition Framework

Market Leaders Symposium and Transition Officer Training

Market Office Certification

Market Establishment Market Office FOC

Market Optimization

Market Office Achieves Pre-Certification

Conditions

DHA Director Go/No Go Decision DHA HQ Transition Conditions Met Market Office Pre-Certification Conditions Met

Market Establishment activities

Key:

Market

Milestone DHA Milestone

• Market Office Achieves Post-Certification Conditions

• Market Office Achieves MTF RePPS Conditions to complete administrative realignment of MTF and/or clinics from MILDEP to DHA

Market Office Certification: Market Office has achieved the minimum capabilities necessary to support the sharing of patients, staff, budget, and coordinating delivery of care across its MTFs

Market Office achieves

IOC

Market Office achieves FOC

Market Establishment: Market Office assumes authority, direction, and control of the MTF’s assigned to their market

Market Optimization: Market can begin improving effectiveness across its MTFs and/or clinics and other markets

Market Office FOC: Market Office has achieved Full

Operating Capability

The DHA leverages two Assistant Directors (AD) and the Director of Staff to oversee execution of the DHA mission. Additionally, DHA has a Special Staff and Command Group that supports the DHA Director in HQ operations.

Assistant Director Healthcare Administration (AD-HCA)

The AD-HCA oversees:

• Medical Affairs

• Healthcare Operations

• Direct Reporting Organizations:

• Direct Reporting Markets (19)

• Small Markets and Standalone MTFs

(SSO)

• DHA Region Europe (DHAR-E)

• DHA Region Indo-Pacific (DHAR-IP)

Director of Staff

The Director of Staff oversees:

• J-1 Administration & Management

• J-3/5/7 (Operational Support; Strategy, Plans, &

Analytics; Education & Training)

• J-4 Logistics

• J-6 Information Operations

• J-8 Financial Operations

Assistant Director – Support (AD-S)

The AD-S oversees:

• Research & Engineering

• Acquisition & Sustainment

• Direct Reporting Organizations:

DHA Organizational Structure As of January 2022

Director

Command Group and Special Staff

• Deputy Director

• Senior Enlisted Leader

• Chief of Staff

• Special Staff

• METC

• DHA R&D

• DHA MEDLOG

• DHA Contracting

Activity

• DHA Public Health

• PEO – Medical

Systems

• PEO – DHMS

Guiding Tenets

Customer Service, Mission Accomplishment

Speed of Delivery, Acquisition Velocity

Innovation and Prototyping

Cost Reduction

Risk Managemen t

Current State Acquisition is non-standard, decentralized, and misaligned;

disparate MDAs

Future State Consolidated authorities & tailored acquisition to meet the customer demand signals

Focuses on unique customer needs

Total systems approach delivery model

Leverages partnerships & consortiums

Accommodates all ACATs

Aligns acquisition and IT strategies

Encompasses efficiencies of other COAs

Acquisition Requirement

Resources

Authorities

Medically Ready Force… Ready Medical Force 15

Increase the effectiveness of acquisition of MHS requirements

Reduce duplication and variation of contracts across all MTFs

Maximize category management (strategic sourcing)

Minimize tactical buying at the MTFs by leveraging Government Purchase Card (GPC) and Logistics

Link acquisition outcomes to Quadruple Aim metrics

Acquisition Objectives

Evolving Acquisition in the DHA

Organizational structure change to enable J4 onboarding of all of the MTFs

Organizational design that will streamline the acquisition structure

Prevention of contract duplication Cost saving

Centralized acquisition oversight and authority

Potential Value-add Areas

Note: Information from the DHA Transition Plan Workstream 7:

Acquisition EA

What is Category Management?

10 Government-wide categories that define acquisition groups.

Why Do We Need Category Management?

Healthcare Environmental Cleaning Over a dozen contracts from the same vendor for the same service covering MILDEPS and DAFAS.

Medical Whole of Government (WOG) Coordination Veterans Affairs (VA)Defense Health Agency

Other Agencies

Health & Human Services (HHS)

Department of Homeland Security (DHS)

Department of Justice (DOJ)

Medical - Whole of Government

Office of Management & Budget (OMB)

Category Management Leadership Council (CMLC)

Medical Category Management (MCM) Team

Health Affairs Mary Wessendorf maritess.wessendorf.civ@mail.mil

DHA CAE/DAD (AS)

Kathy Berst (Medical co-lead) kathleen.l.berst.civ@mail.mil

DLA Med Troop Support Bill Martinous william.martinous.ctr@dla.mil

VA

Ken Oliver (Medical co-lead)

Kenneth.Oliver@va.gov

Support: Malasondra.Dybevik@va.gov joshua.barker2@va.gov

GSA PMO Support: Ron Bednarz ronald.bednarz@gsa.gov

MCM team meets weekly (Wed 11AM).

Meeting is run by Ron Bednarz.

Enterprise IT Services (EITS) Environment

Objectives:

• Transform MHS IT services and contract requirements to:

• Deliver standardized sustainment processes

• Enable organizational agility to meet evolving mission demands

• Drive innovation to directly increase operational efficiency

• Enable common services between disparate support teams

• Standardize processes and realign workflow to reduce cost

DHA will use ServiceNow’s suite of products to operate and support its infrastructure transition and sustainment according to industry best practices, to include:

• Information Technology Infrastructure Library (ITIL), Agile, Scrum, and

Development and Operations (DevOps) based processes.

The DHA DAD/IO J-6 seeks to align Enterprise IT services, standardize processes and procedures, and to reduce the large decentralized onsite touch labor presence, in order to provide more mature and centrally managed services and transition to more enterprise-wide services that support a federated customer base.

Enterprise Imaging Future State

Medically Ready Force… Ready Medical Force 23

• Siloed images

• Inaccessible to providers & patients

• Decentralized management

• Lack of standardized imaging equipment

• Unable to leverage Artificial Intelligence

• Redundant contracting

• Unable to maximize workforce (i.e., teleradiology)

Proposed High-Level Organizational Functional Areas

PSM’s Contract MgmtAPM’s PPBE New Tech

Evaluations

EngineeringCyber Tech Req Data Analytics

Public Affairs

EI PMO

MEDLOG

J3, J5, J8 MED Affairs MTFs

VendorCredentialing PEO DHMS

Product PMOsAdmin

Other Services

DHA Health Informatics

DLA/DHA CA

Fu nc tio na ls

W ith in P

M O

To uc h Po in ts

O ut si de o f P M

O

DIRECT CHARTERED

SUPPORT

Anticipated Outcomes of Implementing Enterprise Imaging Program

• Provide optimal medical care while executing DHA’s vision of Unified, Reliable and Ready.

• Improve quality of care and patient care through workflow efficiencies.

• Reduce unwanted variation and improve coordination of joint health care.

• Optimize value, improve outcomes, sustain readiness, and secure resources to accomplish our worldwide mission of supporting the National Defense Strategy.

• Reduce unnecessary or repeated scans leading to lower radiation doses.

• Enable near real-time global interpretations.

• Reduce overall costs throughout the enterprise, resulting in cost avoidance and cost savings.

• Reduce footprint with potential reduction in overall manpower through centralization and standardization.

• Minimize MTF operational disruptions (total package fielding).

• Provided seamless integration of the PPBE, requirements generation and validation, and acquisition life cycle management of EI.

• Bridge the imagining gaps between garrison and deployed environments.

Summary

• Are we there yet?

We’re close! Now for Optimization, across all lines of business!

• Formalize the Acquisition community in the DHA Think: Market-based; Enterprise-wide; Category Management

• Opportunities discussed today to guide your engagement

• EITS; Enterprise Imaging

DHA Research & Engineering Industry Day

BG Katherine Simonson

DHA Research & Engineering

R&E Mission:

Lead the discovery, development, and delivery of enhanced pathways to military health and readiness

How we do it:

Shepherd innovative materiel and knowledge products from concept to transition, supporting providers and warfighters

Manage the enterprise research portfolio to align with medical priorities, Joint requirements, and ASD(HA) policy, direction, and guidance

R&E Organizational Structure

DAD Research & Engineering

DAD Research & Engineering

Research Portfolio Management Division

Research Portfolio Management Division

S&T Portfolio Management S&T Portfolio Management Hearing COEHearing COE Psychological

Health COE Psychological Health COE Vision COEVision COETBI COETBI COE

Deputy DirectorDeputy Director Chief of StaffChief of Staff

DAD: Deputy Assistant Director S&T: Science & Technology COE: Center of Excellence TBI: Traumatic Brain Injury MHS: Military Health System

Research Support Division

Research Support Division

Research Protections Research

Protections

Clinical Investigations

Program

Clinical Investigations

Program

MHS

Research

MHS

Research

National Museum of Health and Medicine

National Museum of Health and Medicine

Implementation Science

Implementation Science

DHP RDT&E Major Investment Areas

Military Infectious Diseases

• Viral

• Bacterial

• Wound Healing

Military Operational Medicine

• Musculoskeletal injury prevention and reduction

• Blunt, blast, accelerative, and neurosensory injury prevention and readiness

• Psychological health & resilience

• Performance in extreme environments

• Optimized cognition & fatigue mitigation

Combat Casualty Care

• Neurotrauma

• Hemorrhage control & battlefield resuscitation

• Prolonged Care

• Severe burn

• En Route Care

• Autonomous care & evacuation

• Radiation health countermeasures

• Sustainment of medical expeditionary skills

• Military medical photonics

Research, Development, Test, & Evaluation (RDT&E)

RDT&E Funding: Big “R”

• Science and Technology (Budget activity 6.1 to 6.3): Basic Science, Applied Science, and Advanced Technology Development R

R&E S&T Research Portfolio Management :

• Support oversight of ~$1.5B in annual S&T efforts executed by the CDMRP and other

Execution Management Agencies

• Efforts include building strategic plans, developing roadmaps, conducting programmatic analysis, and monitoring program execution

Studies & Analysis

Operations and Maintenance Funding: Little “r”

• Studies and analysis

• Quality and process improvement

• Appropriations used for expenses not related to RDT&Er

R&E Support for O&M Funding:

• Clinical Investigations Program - Assists in accreditation of graduate medical education and other allied health training programs

• Implementation Science - Promotes adoption and integration of evidence-based research and practice to improve health outcomes

• Military Health System Research – Research about health care delivery in the MHS. FY23 Notice of Funding Opportunity announcement expected to be released April 1

DHA Small Business Innovation Research (SBIR) / Small Business Technology Transfer (STTR) Programs

• Congressionally mandated programs to increase participation of U.S. small businesses in federal research and development

• Support businesses in developing high-risk, high-impact medical materiel technologies with potential for wider commercialization

• Funding: FY21 SBIR $63.1 Million, FY21 STTR $8.8 Million

• DHA topic areas: combat casualty care, military infectious diseases, military operational medicine

• Resources:

SBIR·STTR website (sbir.gov) provides information on SBA policy directives, award data, and state-based proposal assistance coordinators

Defense SBIR/STTR Innovation Portal (dodsbirsttr.mil) offers DoD SBIR/STTR broad agency announcements, topic Q&A, and email list registration for updates

• Contacts:

CDR Tatana Olson, Program Director, tatana.m.olson.mil@mail.mil

Mr. JR Myers, Project Manager, james.r.myers38.civ@mail.mil

Research, Development & Acquisition Guiding Principles

• DHA RDA enterprise supports the DoD in the rapid delivery of safe, effective, affordable, and sustainable solutions that improve medical readiness and care.

• DHA AD-S, DAD-R&E, and DAD-A&S work together to ensure the seamless integration of the RDA lifecycle, working in collaboration with the execution elements of the enterprise.

• R&E portfolio managers and their support staff develop and oversee investment strategies aligned to Joint requirements and priorities.

• R&E research support ensures effective transition of knowledge products to clinical and operational medical communities across the MHS.

Ms. Cassandra Martin Director, Office of Small Business Programs

(OSBP)

OSBP An Advocate – A Resource

• Promote and maximize DHA contract opportunities for small businesses to support the military health system and the healthcare needs of over 9.1M military beneficiaries Prime contractors and/or subcontractors

• Advocacy, Counseling, Training Help small businesses understand what DHA buys and ensure they are ready to do business with the government Outreach events (vendor meetings, forums, SB fairs, conferences, conventions, industry days) Facilitate communication with contracting personnel and

Program/Requirements personnel

Overview – Small Business Programs

There are generally three types of small business programs:

1. Participation programs for small business categories:

• Small Businesses (SBs)

• Small Disadvantaged Businesses (SDBs)

• Women-Owned Small Businesses (WOSBs)

• Historically Underutilized Business Zone (HubZone)

• Service-Disabled Veteran-Owned Small Businesses (SDVOSBs)

Small business category participation programs typically employ spend goals, set-asides, or other acquisition preferences

Overview – Small Business Programs

2. Small business technology development, funding, and assistance programs, including the:

• Small Business Innovation Research (SBIR)

• Small Business Technology Transfer (STTR)

These programs also have statutory acquisition preferences and goals.

3. The third type are outreach, counseling, and industry training including supporting the Procurement Technical Assistance Programs (PTAP) and various programs for matchmaking and training

Procurement Technical Assistance Centers

Procurement Technical Assistance Centers (PTACs) are a vital resource partner.

• Many are affiliated in some way with Small Business Development

Centers and other small business programs.

• Staffed with counselors experienced in government contracting

• Provide a wide range of services including classes and seminars, individual counseling and easy access to bid opportunities, contract specifications, procurement histories, and other information

• Find your nearest PTAC at http://www.aptac-us.org

FY21 Small Business Goal Performance as of 28

FEB 2022

Fiscal Year 2022 to date (as of 28 Feb 2022)

Total Eligible Dollars $1,093,256,227 PROGRAM Awards Goal% Actual

Small Business (Prime) $501,580,754 40.00% 45.9%

Small Disadvantaged (SDB) $303,408,856 33.00% 27.8%

Service-Disabled Veteran Owned (SDVOSB) $116,740,525 3.00% 10.7%

Women-Owned (WOSB) $112,781,383 5.00% 10.3%

Historically Underutilized Business Zone (HUBZone)

$17,738,956 3.00% 1.0%

(Source: FPDS-NG)

FY19-FY21 Prime SB Goal Performance

FY20-FY21 Trend Charts (Source: FPDS-NG)

FY21 TOTAL ELIGIBLE $2,712,288, 763

PROGRAM Awards Goal % Actual Small Business (Prime) $1,195,319,752 38.00% 44.1% Small Disadvantaged (SDB) $843,332,389 5.00% 31.1% Service Disabled (SDVOSB) $237,355,243 3.00% 8.8% Women-Owned (WOSB) $228,727,708 5.00% 8.4% HUBZone $47,852,441 3.00% 1.8%

FY20 TOTAL ELIGIBLE $2,566,006,745

PROGRAM Awards Goal % Actual Small Business (Prime) $1,036,850,896 38.00% 40.4% Small Disadvantaged (SDB) $672,375,662 5.00% 26.2% Service Disabled (SDVOSB) $163,422,543 3.00% 7.7% Women-Owned (WOSB) $294,415,383 5.00% 12.4% HUBZone $41,767,504 2.50% 1.6%

Top Portfolio Groups

• DHA contract spend is organized across several service and product portfolio groups Knowledge Based Services Electronic & Communication Services Equipment Related Services Facility Related Services Medical Services Research & Development Services Electronic & Communication Equipment Medical Supplies & Equipment

Commonly Used NAICS for FY21

DHA SBIR/STTR Programs

• CDR Tatana Olson, Program Director Deputy Division Chief, Research Portfolio Management Division, J9 (Research &

Development)

• Small Business Innovation Research (SBIR) Program

Funds R&D for U.S. small businesses Foster and encourage participation by socially and economically disadvantaged persons Increase private sector commercialization of innovations derived from federal R&D funding

• Small Business Technology Transfer (STTR) Program

Funds cooperative R&D between U.S. small businesses and Research Institutions Foster technology transfer through cooperative R&D between small businesses and research institutions

DHA SBIR/STTR Programs cont.

• FY21 SBIR $63.1 Million, FY21 STTR $8.8 Million

• Topics align to broader research program areas (e.g., infectious disease, operational medicine, combat casualty care, medical simulation and training) to support transition into product development

Contact Us

DHA Office of Small Business Programs

Email: dha.smallbusinessforum@mail.mil

Website: https://www.health.mil/Military-Health-Topics/Office-of-Small-Business- Programs/Small-Business-Programs

Mr. David Smith Office of General Counsel

Office of General Counsel Mr. David Smith

Office of General Counsel Mr. David Smith

Government personnel - ground rules:

• Conduct business with integrity and in a transparent manner

• No preferential treatment (or appearance of preferential treatment) for any individual or company Equal/fair access for ALL to public information regarding government needs/requirements Avoid giving any vendor a competitive advantage by discussing non-public information, especially during one-on-one interactions

• Recuse yourself from acquisition discussion if you have a personal conflict of interest

• Protect non-public information, vendor proprietary information, or information received in confidence from a vendor

• Don’t recommend courses of action for vendors regarding particular requirements

Office of General Counsel Mr. David Smith

Vendor ground rules:

• Submission of capability statement, “white papers”, and other materials does not constitute a formal proposal submission; DHA will use materials submitted for market research purposes only

• Understand that answers provided during the course of the Industry Day are not official and will not be binding on the DHA

Office of General Counsel Mr. David Smith

General Notes:

• Post Industry Day follow-up meetings/discussions with vendors will fall under the market research umbrella DHA discourages vendors from submitting proprietary information; if you submit proprietary information, please mark it as such Government remains obligated to treat vendors fairly/equally, disclose only public information, avoid giving any vendor a competitive advantage, etc.

• If DHA ultimately develops requirements relating to the specified topic areas, normal acquisition rules (e.g., satisfy Competition in Contracting Act requirements) and processes will apply as a Agency seeks to fulfill those requirements

Joint Trauma System Interoperability Standards

Col Stacy Shackelford

Chief, Joint Trauma System

Healthcare Operations Col Stacy Shackelford/ Chief, Joint Trauma System

Priority List

• Equipment Interoperability in the setting of Casualty handoff between Services/Roles of Care

• Interoperable Electronic Documentation System of all Casualty Care

Joint medical entities deliver a consistent standard of care in support of the full range of military operations, and maintain the quality of care during transfer of casualties between teams of different Services and roles of care.

Service Combat Developers, Education & Training

DHA MEDLOG;

MMCRG (Joint Forum)

Goal: Reduce cost without degrading capabilityGoal: Address Service requirements

JTS, Combat Casualty Care Goal: Performance Improvement

Goal: Seamless care during transitions, ensure equal access to life-saving interventions

Interoperability standards

Desired End State

<30 minutes Golden Hour 4 hours

Damage Control Surgery

Clear Airway Ensure Breathing

Chance of survival stabilizes after 4 hours with ongoing care

Use Prolonged Care Capabilities

Control Massive External Bleeding

Transfuse Blood

Timeline of effective interventions

Lifesaving interventions delivered too late do not improve survival

Example #1

• Patient warming

Every role of care must have a patient warming capability Does it matter if every team has the same type of warming devices?

o From a Joint medical interoperability standpoint the answer is NO.

o Other logistical support considerations will NOT be included as medical interoperability standards.

Example #2

• Patient monitoring

Every role of care must have some type of monitoring capability Does if matter if each team has the same monitor?

o The monitor does NOT have to be identical, however, during patient movement, rapid and safe handoffs are facilitated when all of the cords and cables are compatible.

Examples

Example #3

• Tourniquets

Example of “de facto” interoperability standard

All Service members are trained and equipped to place a tourniquet prior to deployment.

The majority of tourniquets are one type (C-A-T) with a small number of a second type

(SOFT-T).

The interoperability is threatened by numerous units considering a change to a new tourniquet.

CoTCCC reviewed and recommended 5 additional limb tourniquets.

Scenario: flight medics rescuing patients from POI may have to deal with numerous different types of tourniquets.

Examples (cont.)

Example # 4

• CT scanners (Role 3)

High dollar item with intensive maintenance and device-specific training requirements.

Services have often chosen the same device in the past.

Is there a good reason why shipboard devices must be different?

Example # 5

• Surgical teams

Team size, composition, training and equipment is highly variable

Surgical teams need to be much more interoperable to support future operations. Army teams on Navy ships, same or similar equipment sets.

Examples (cont.)

Joint spaces and challenges

Current blood warmers are not effective to meet target temp/flow rate

Crock pot improvisation used to thaw plasma by a surgical team

Single unit blood 72 hr storage for ruck

Four unit 72 hr blood storage for vehicle

Razor pack out, mobile blood storage, warming, and thawing is needed

Powered blood coolers used at forward locations

Top 10 CCMD Joint Medical Interoperability Issues

1. Lack of Joint standards for WBB training and capability for Role 1 and 2.

2. Lack of Joint standards for capability, training, manning and equipment for mobile surgical teams.

3. Lack of Joint equipment interoperability across all patient movement platforms.

4. Lack of Joint Patient Movement standards, extended to include point of injury to role 2.

5. Lack of Joint interoperable electronic documentation system of all casualty care.

6. Lack of Joint process for medical knowledge management, individual medical requirements, team capabilities, and patient status.

7. Lack of Joint standards for medical planning training for medical leadership.

8. Lack of Joint interoperability for logistics system; lack of uniformity in Class VIII resupply process.

9. Lack of Joint manning standards as part of Joint assignment and backfill process.

10. Lack of Joint medical interoperability standards directive (model after USSOCOM Dir 350-29).

CCMD SG staff + Defense Committee on Trauma responses, April 2021 Question: In what way is patient care, patient safety, medical planning, medical logistics, the operational or medical mission, or other goals of the CCMD compromised by variability in the medical capabilities delivered?

Healthcare Operations Col Stacy Shackelford/ Chief, Joint Trauma System Requirement Summary

• Patient Movement

“The need to change all monitoring devices, ventilators, and the disposables that support that equipment adds significant delays”

“The ability to perform patient care across a multi-domain battlefield is rendered ineffective (useless?)

by the inability of teams to hand off patient care from a maritime (Navy) or ground (Army) evacuation platform to an aviation platform (Air Force) when the equipment (IV pumps, ventilators, vital sign monitors) and patient documentation is all incompatible and selected/purchased/managed/maintained through separate processes”

“The ability to seamlessly transfer data and quick disconnect/connect equipment on transfer of patient should be the objective”

• Blood Expeditionary Blood Transfusion sets/kits Expeditionary Blood Supply capabilities

Warmers at the POI/Transfusion Coolers for transport to the POI

DAD Acquisition & Sustainment PMO – Enterprise Medical Services

Ms. Tina Altevers

Program Manager

DAD/AD-S – Medical Logistics Don Faust/Chief, Environmental Services Division

Priority List

• Healthcare Environmental Cleaning (HEC)

DAD/AD-S – PMO EMS

Tina Altevers, Program Manager

Requirement Summary Specifications Summary

Requiring Activity DAD-AD-S, Medical Logistics

Requirement Title Healthcare Environmental Cleaning (HEC)

Anticipated Award Date 1st Qtr/FY24

Anticipated Period of Performance

FY24-FY29

Anticipated Solicitation Release Date

TBD

Anticipated NAICS Code 561720

Specifications Summary

Existing Contract # / Incumbent

129+ separate contracts

Contract Type Firm Fixed Price

Competition Type Small Business Set Aside

Contract Vehicle TBD

Place of Performance All DoD medical facilities in 50 U.S. states & Territories

Anticipated Award Value* $1.5B to $2B

DAD/AD-S – PMO EMS

Tina Altevers, Program Manager

• Purpose: “Cleanliness, disinfection & aesthetic maintenance of public & patient care spaces within DoD Medical Treatment Facilities.”

Adhere to current Federal and DoD acquisition guidance

Ensure compliance with regulatory mandates (EPA, OSHA, DoD)

Provide future enterprise vehicle for expiring HEC contracts

Standardize HEC requirements & performance outcomes across DHA

Align with industry standards – Association for the Health Care Environment (AHE) and Center for Disease Control (CDC)

Reduce quality assurance and surveillance procedure variation

Centralize management/administration

DAD/AD-S – PMO EMS

Tina Altevers, Program Manager

Requirement Details

• Transition In & Out Plans

45-calendar day plan to full performance or end of contract

• Mission-essential service

Contingency Plans to ensure performance

• Service Contract Labor Standards Apply

Wage Determinations/Executive Order

DAD/AD-S – PMO EMS

Tina Altevers, Program Manager

Requirement Details

• Collective Bargaining Agreements

Compliance Assistance with DOL

• Comprehensive employee training program

Initial and recurring requirements

• On-Site Management

Executive, Assistant and Quality Control

DAD/AD-S – PMO EMS

Tina Altevers, Program Manager

• Quality Control Plan

Completion, efficacy and timeliness inspection procedures

• Health & Security Requirements

Suitability to work at a DOD facility/installation

• Six standard service levels IAW AHE

Procedures including innovative techniques and best practices

• Linen collection/distribution

Compliance with CDC & ANSI/AAMI ST 65:2008

DAD/AD-S – PMO EMS

Tina Altevers, Program Manager

• Regulated Medical Waste Collection

DOD, OSHA, Federal, Status and Local Regulations

• Trash and Recycle Material Collection

IAW AHE Practice Guidance

• Standardized Quality Assurance Surveillance Plan

Random Sample, standardized checklist & automated COR surveillance reporting

DAD/AD-S – PMO EMS

Tina Altevers, Program Manager

DHA HEALTHCARE ENVIRONMENTAL CLEANING PROGRAM

Vision Statement Communication

Plan Stakeholder

Analysis IPT Charter

SAW 1

* 31 Jan 2021

Current Strategies Statutory

Requirements Industry Standards Industry Partnership

Network – White Papers

Customer Survey Scope Document Draft IGCE

* 3 February 2021

RFIs Industry Surveys Small Business

Analysis BCA Published Market Research

Report Readdress risks Amend MR Report

*29 September 2021/ ongoing

SAW 2 & 3

Risk Analysis Work Breakdown

Structure Requirements

Roadmap

PWS

QASP

Complexity

Determination Bidders Library

* 1 March 2022

Consolidation D&F

Update IGCE Acquisition

Strategy/Plan Source Selection

Plan Incentive Plan Full Draft RFP Industry Day

Internal /Peer Reviews

Issue RFP Proposal

Submission Source

Selection Award Reviews Award Debrief Lessons

Learned

Contract admin Training

Manage overall performance

We are here

DAD/AD-S – PMO EMS

Tina Altevers, Program Manager

• Points of Contact

Ms. Susan Harden, DHA HEC Program Manager susan.d.harden3.civ@mail.mil

Mr. Donald Faust, DHA Environmental Services donald.l.faust2.civ@mail.mil

Ms. Diana Taylor, DHA Contracting Officer diana.l.taylor14.civ@mail.mil

Ms. Tina Altevers, Program Manager EMS Tina.m.altevers.civ@mail.mil

DAD Acquisition & Sustainment PMO – Enterprise Medical Services

Mr. Darrell Hanf

DAD-A&S/PMO–Enterprise Medical Services Darrell Hanf, Program Manager

Requirement #1:

• Purpose: Develop a strategic acquisition vehicle to acquire professional medical (clinical) and medical support services to supplement and/or support medical facility staff capabilities Contracting Officer: Raul Garcia; GOV ID: 20200602-06045

• Q-Coded Services (Product and Services Code Manual) 200 Series: Ancillary Services 300 Series: Laboratory Services 400 Series: Nursing Services 500 Series: Physician Services and Dental Services (503) 600-800 Series: Medical Support Services (i.e., coding, transcription)

Requirement Summary Specifications Summary

Requiring Activity DAD-A&S

Requirement Title MQS2-NG

Anticipated Award Date 2nd QTR, FY23

Anticipated Period of Performance

FY23 - FY33 (10 years)

Anticipated Solicitation Release Date

4th QTR, FY22

Anticipated NAICS Code 622110

Specifications Summary

Existing Contract # / Incumbent

HT0050-18-D-0001-0036

HT0014-18-D-0001-0026

Contract Type Firm Fixed Price

Competition Type Various

Contract Vehicle MAC ID/IQ (Task Order)

Place of Performance United States, Guam, PR

Anticipated Award Value $35B-$45B

DAD-A&S/PMO–Enterprise Medical Services Darrell Hanf, Program Manager

Requirement #1 Details (Slide 1 of 2)

• Provide Medical Supplemental (Type I) Staffing

Manage the placement of qualified contract workers (FTE-based) to supplement existing medical staff

• Provide Medical Support (Type II) Services

Provide a full service operation where medical staff does not exist

• Conduct Market Analytics

Provide value-added services (i.e., industry analysis, trend analysis) to optimize resources

DAD-A&S/PMO–Enterprise Medical Services

Requirement #1 Details (Slide 2 of 2)

• Focus on market-based and enterprise-wide buying

• Includes DoD and other federal agency medical facilities

• Competition includes: unrestricted; small business other than 8(a); and 8(a) vendor pools

• Includes on and off ramps (10-year contract)

• Allows for performance in up to 5 geographical areas

• Upcoming Event: MQS2-NG Virtual Industry Day – Apr 22 (Notice on PIEE https://piee.eb.mil/)

• Point of Contact: darrell.j.hanf.civ@mail.mil

DAD-A&S/PMO–Enterprise Medical Services

J-1 Administration & Management

Ms. Brenda Lugo

Chief, Support Services Branch

J-1 Administration & Management Brenda Lugo/ Contracting Officer Representative

Purpose:

• Provide full-service food cafeteria for the benefit of approximately 3,500 building occupants.

Details:

• Operate Monday-Friday except during Federal holidays.

• Provide variety of quality food choices to include, but limited to;

proteins, starches, salads, vegan and gluten-free options.

• Provide food cart delivery and catering services for special events.

• Provide coffees, teas and assorted soft drinks.

J-1 Administration & Management Brenda Lugo / Contracting Officer Representative

Requirement Summary

Specifications Summary

Requiring Activity DHA Acquisitions

Requirement Title DHHQ Cafeteria

Anticipated Award Date Spring 2022

Anticipated Period of Performance

Spring 2022

Anticipated Solicitation Release Date

Spring 2022

Anticipated NAICS Code To Be Determined

Specifications Summary

Existing Contract # / Incumbent

None since Sep 2020

Contract Type No Cost/Concessionaire *

Competition Type To Be Determined

Contract Vehicle To Be Determined

Place of Performance Falls Church, VA

Anticipated Award Value* To Be Determined

* Based on Jan 2021 market research

J-1 Administration & Management Brenda Lugo / Contracting Officer Representative

Cafeteria Space Details

• Kitchen and Cooking Lines – 3,390 SF

• Serving Line – 922 SF

• Indoor Dining – 972 SF

• Outdoor Dining – 1,911 SF

• This requirement is expected to be a no-cost concessionaire contract. *

• This requirement is expected to be sourced as a concessionaire.

* Based on Jan 2021 market research

J-1 Administration & Management Brenda Lugo / Contracting Officer Representative

• Details:

No small business set aside information is available at this time

Point of Contact: tyrone.davis8.civ@mail.mil

J-5 Strategy, Planning, and Functional Integration (SP&FI)

Dr. Bernardo Buenviaje

Chief, Analytics and Evaluation Division (AED)

J-5 SP&FI

Dr. Bernardo Buenviaje, Chief AED Dr. Buenviaje is known as “Dr. Ben” at the DHA. He earned a Bachelor of Science in Electrical Engineering from Old Dominion University (1990); He earned a Master of Science in Systems Engineering from the Naval Post Graduate School (2010). He earned a PhD in Systems Engineering from George Washington University (2015). He earned a Master Black Belt certification from North Carolina State (2010), He earned a Systems Planning Research Development and Engineering Level III certification from the Defense Acquisition University (2009). He is a professional member of the IEEE Computer Society and IISE Society for Health Systems.

He is focused on streamlining and integrating data management, analytics, measures and reporting for the DHA Enterprise. On 21 April 2021, he and his team received the DoD’s Gears of Government Award for the Centralization of Analytics and Evaluation at the DHA.

Aside from being the Chief of the Analytics and Evaluation Division, Dr. Ben is the Chair of the Data Management Board (DMB) and co-chair of the Interagency Data Analytics Working Group (IDAWG), and leads the Science and Technology Functional Career Community for DHA.

Dr. Buenviaje Chief Analytics and Evaluation Division

J-5 SP&FI

Dr. Bernardo Buenviaje, Chief AED

• Centralization of Analytics and Evaluation (UPR-0001221)

Development of a single work flow for all Analytics and Evaluation Functions Consolidation of Manpower and Contract Resources

• AOR: HQ, Markets, SSOs, DHARs, MTFs, etc. 24/7 Global Support with 36 months of operation.

(DHA-AI 5136-01)

• Impacted by Change: The MHS Transformation, the MHS Genesis Transition, the Legacy System Migration and COVID-19 Pandemic, DHA Reorganization, etc.

• AED: Primary functions are Enterprise Data Management, Analytics, Measures, and Reporting.

These functions are centralized(DHA-AI 3000.01)

• AED: Also has centralized all surveys. (DHA-AI 8900.01)

• Current Workload: 13276 Adhoc and recurring reports, 4000 dashboards, 1800 measures, 8+ million surveys, 350000 data pulls, QPP Systems (Planning Tool, Project Database, Measures), A&E Request Portal, War Room, etc.

J-5 SP&FI

Dr. Bernardo Buenviaje, Chief AED

• All AED civilians input on their performance evaluations.

• Monthly Program reviews where each Contract Program Manager is expected to input work into the portal.

• Time zones provide 17 hours of coverage and large contract provides night 24/7 support.

• After hours support line with mailbox.

Mission: Provide a centralized A&E capability to support DHA's goal of becoming a more data-driven organization in order to make decisions that bring value to support the Quadruple Aim.

Vision: To be a data-driven organization

J-5 SP&FI

Dr. Bernardo Buenviaje, Chief AED

Analytics and Evaluation Reform 2019-2023

J-5 SP&FI

Dr. Bernardo Buenviaje, Chief AED

Impact Examples

The Centralized Analytics and Evaluation Division improved the organization. A single process intake was needed so that we had one source of truth. Manpower resources and contracts were realigned.

• Data Management: Improve data to obtain useful insights from the analytics. We built a data cube for workload data, RVUs + Encounters, inside FMIS combining MHS Genesis Data, and CHCS Data. The impact of this product is the ability to submit a complete budget forecast to congress for FY23.

• Analytics: The use of forecasting techniques helped predict an additional $1B in FYDP22 funding to pay for COVID-19 induced Purchase Sector Care costs.

• Measures: 17 sequential Monthly Measure R&As since September 2020 for our markets.

• Reporting: An Inpatient Common Operating Picture with daily status of all of our MTFs.

J-5 SP&FI

Dr. Bernardo Buenviaje, Chief AED

We are changing in the future

• Analytics, AI/ML, Inferential Statistics

Development of Analysts

Real Time Assessments

Dynamic Spiral Assessments

Ready Reliable Care Support Contract Mr. Matt Motley

Chief, Enterprise Solutions Branch

Ready Reliable Care – Background and Summary

• Following the 2014 MHS Review, each military Service took specific action to improve health care access, quality, safety, transparency, and patient engagement. Now, the DHA is working to standardize and expand these efforts in a coordinated approach to high reliability for the entire MHS: Ready Reliable Care (RRC).

• RRC is the MHS High Reliability Organization brand that builds on and unifies Service high reliability efforts through common domains of change and principles that drive us toward meeting the DHA mission and DHA Campaign Plan.

• In 2019 the DHA HRO Integrated Product Team (IPT) developed the Action Plan 1 Narrative Summary to provide a pathway for the transformational changes necessary to advance high reliability with a goal of Zero Harm.

• Leveraging the enduring work identified in the Action Plan 1 Narrative Summary, the RRC Steering Committee has developed in 2021 a Work Breakdown Structure (WBS) to define projects required to mature RRC across the MHS.

LEADERSHIP

COMMITMENT

CULTURE OF

SAFETY

CONTINUOUS

PROCESS

IMPROVEMENT

PATIENT

CENTEREDNESS

Prioritize Ready Reliable Care at all levels of leadership

Commit to safety and harm prevention

Advance innovative solutions and spread leading practices

Focus on patients’ safety and quality of care experience

Ready Reliable Care (RRC) is a culture that builds on and unifies Service high reliability efforts through common domains of change and principles that drive us toward great outcomes.

CULTURE OFSAFETY

Commit to safety and harm prevention

LEADERSHIPCOMMITMENT

Prioritize Ready Reliable Care at all levels of leadership

PATIENT

CENTEREDNESS

Focus on patients’ safety and quality of care experience

CONTINUOUSPROCESS

IMPROVEMENT

Advance innovative solutions and spread leading practices

Domains of Change

What is Ready Reliable Care?

Director, J5 / DAD-Medical Affairs Matt Motley, Chief, Enterprise Solutions Branch

• This contract provides support for the Ready Reliable Care (RRC) Strategic Initiative, as part of the 2022-2026 Campaign Plan, which establishes a unified framework to promote high reliability across the Military Health System (MHS). To implement the RRC Strategic Initiative, the DHA must execute a comprehensive campaign across the MHS that introduces and educates about High Reliability, building upon past efforts and strengthening the four High Reliability Organization (HRO) Domains of Change:

Leadership Commitment, Culture of Safety, Continuous Process Improvement, and Patient Centeredness.

• This contract also meets the need to continue addressing requirements to improve the care in the MHS as were unfolded in the MHS Review of clinical quality, patient safety, and access to care, directed by the Secretary of Defense in 2014. This contract provides support to the DAD-MA Clinical Support Division in its mission to ensure the delivery of high quality safe patient care with appropriate access to clinical services provided at worldwide military treatment facilities. Contract support includes the areas of: Program Management; Governance and Structure; Strategic Communications; Performance Improvement; Clinical Quality Management; Knowledge Management; Human Capital & Learning.

Director, J5 / DAD-Medical Affairs Matt Motley, Chief, Enterprise Solutions Branch

Requirement Summary

• Requirement #1: Program Oversight

• Requirement #2: Change Management

• Requirement #3: HRO Maturity Model and Assessment

• Requirement #4: HRO Education and Training

• Requirement #5: Develop Core Competencies

• Requirement #6: Process Improvement

• Requirement #7: Analytics

• Requirement #8: Data Visualization

• Requirement #9: Clinical Quality Management

• Requirement #10: Patient Safety / TeamSTEPPS

• Requirement #11: CQM Education and Training

• Requirement #12: Strategic Communications

• Requirement #13: Knowledge Management

Requirement Summary

Specifications Summary

Requiring Activity Director, J5 / DAD-MA

Requirement Title Ready Reliable Care Support Contract

Anticipated Award Date AUG-NOV 2022

Anticipated Period of Performance

FY23-FY28

Anticipated Solicitation Release Date

APR-MAY 2022

Anticipated NAICS Code 541611

Specifications Summary

Existing Contract # / Incumbent

GS10FDA003 / Booz Allen Hamilton

Contract Type Firm Fixed Price

Competition Type TBD

Contract Vehicle GSA

Place of Performance DHA HQ – Falls Church, VA

Anticipated Award Value* $50,000,000- $60,000,000

Director, J5 / DAD-Medical Affairs Matt Motley, Chief, Enterprise Solutions Branch

Director, J5 / DAD-Medical Affairs Matt Motley, Chief, Enterprise Solutions Branch

Requirement #1: Program Oversight

• Ensure integration, synchronization, coordination, and collaboration across a large number of authorities and key stakeholders within the MHS, which include, but is not limited to, the: Office of the Secretary of Defense; Undersecretary of Defense for Personnel and Readiness; Health Affairs; DHA; the Joint Staff; and Army, Navy, and Air Force Medical Components, to achieve desired outcomes and the full intent and directive of the OSD for the MHS to become an HRO.

• Monitor advancement of the RRC Change Plan, updating as needed, assisting in the continued MHS transformation to an HRO.

• Provide tools, strategies, and planning to move individuals along the Change Adoption Curve, identify risks and risk mitigation strategies, and track initiative progress.

Director, J5 / DAD-Medical Affairs Matt Motley, Chief, Enterprise Solutions Branch

Requirement #2: Change Management

• Lead change management and organizational design efforts to design foundational structure and supporting governance critical for advancing HRO within the MHS.

• Develop and maintain project management and change management plans to support implementation of the RRC project plan, ongoing high reliability transformation and culture change.

Director, J5 / DAD-Medical Affairs Matt Motley, Chief, Enterprise Solutions Branch

Requirement #3: HRO Maturity Model and Assessment

• Develop, implement, validate and maintain the MHS RRC maturity model and assessment aligned to the four domains of change to measure the current HRO maturity of markets and MTFs

• Conduct annual HRO maturity assessments of Markets and MTFs

• Develop improvement plans to support Markets and MTFs in advancing their HRO journey

Director, J5 / DAD-Medical Affairs Matt Motley, Chief, Enterprise Solutions Branch

Requirement #4: HRO Education and Training

• Develop an HRO education and training program, including Instructional System Design practices and adult learning theory in the design, development, implementation, and evaluation of learning resources for identified audiences, applying learning strategies and modalities appropriate to establish and achieve foundational competencies.

• Plan, analyze, design, develop, implement, evaluate, maintain, and sustain education and training products and plans for all relevant task areas throughout the PWS to provide continuity and standardization of RRC HRO education and training across the enterprise.

Director, J5 / DAD-Medical Affairs Matt Motley, Chief, Enterprise Solutions Branch

Requirement #5: Develop Core Competencies

• Align and integrate high reliability knowledge, skills, and abilities into existing/new education and training programs and products with direct impact on high reliability, to enable the workforce to achieve HRO competencies in their daily work

• Support the integration of HRO core competencies into performance management policies, processes, and tools in coordination with Administration and Management (J1) Directorate of DHA.

• Develop DHA role-based Change Management competency model and assess organizational performance and maturity.

• Support the development of role-based CPI and Change Management competency training modules on the Joint Knowledge Online training system

Director, J5 / DAD-Medical Affairs Matt Motley, Chief, Enterprise Solutions Branch

Requirement #6: Process Improvement

• Provide robust process improvement capability and subject matter expertise related to the design, stand-up, and maintenance of performance management tools and dashboards currently in use by the DHA to monitor performance trends as needed to advance enterprise HRO.

• Develop and support the maturation of clinical measures and patient-reported outcome measures to provide meaningful performance data to a health care organization

Director, J5 / DAD-Medical Affairs Matt Motley, Chief, Enterprise Solutions Branch

Requirement #7: Analytics

• Provide subject matter expertise in analytics, ranging from applied mathematics, statistics, and true data science, across all levels of the MHS and Services, including MHS data systems.

• Support Clinical Community/Clinical Support Service (CC/CSS) performance improvement metric development in coordination with clinical SMEs and J5 Analytics and Evaluation to provide informative and actionable performance and…