2022 Industry Day Slides.pptx

DHA Industry Day Requirements Exchange March 30, 2022

UNCLASSIFIED/CUI

Agenda (1 of 2)

Medically Ready Force… Ready Medical Force

Agenda (2 of 2)

Lieutenant General Place Director, Defense Health Agency

Mr. Jake Lewis Acting Director – DHA Contracting Activity

Dr. Barclay Butler Assistant Director – Support (AD-S)

DHA Research & Engineering Industry Day BG Katherine Simonson March 30, 2022

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 Research Portfolio Management Division S&T Portfolio Management Hearing COE Psychological Health COE Vision COE

TBI COE

Deputy Director Chief 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 Protections Clinical Investigations Program MHS Research National Museum of Health and Medicine 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&E r

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

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)

FY19-FY21 Prime SB Goal Performance

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

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

Top 20 NAICS for FY21

Top 20 NAICS for FY21 (cont’d)

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

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

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

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

Break

Presentation of 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 capability Goal: 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?

From a Joint medical interoperability standpoint the answer is NO.

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?

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

Monitor also has a training component

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

Blood storage, warming and thawing capabilities are not consistently provided at all roles of care.

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

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

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

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

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

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

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

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

HT0014-18-D-0001-0026

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 Darrell Hanf, Program Manager

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 Darrell Hanf, Program Manager

J-1 Administration & Management Mr. Tyrone Davis Chief, Support Services Branch

Tyrone Davis / 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.

* Based on Jan 2021 market research

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

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

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.

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

Analytics and Evaluation Reform 2019-2023

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.

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.

SAFETY

CONTINUOUS PROCESS IMPROVEMENT PATIENT

CENTEREDNESS

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 OF SAFETY

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.

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

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.

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.

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

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.

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

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

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 operational metrics in alignment with DHA strategy.

Conduct analysis of strategic measures to assess value and outcomes of performance improvement efforts to ensure alignment with DHA strategy, including trend analysis to chart outcomes of these efforts over time.

Requirement #8: Data Visualization Build data visualization and data exploration modeling using Tableau/Qlik and provide stakeholders with a regimented UI/UX experience, as well as the capability to construct structural and functional navigations in dashboards for outcome measures as well as visualizations associated with leading measures/variables.

Maintain centralization of CC/CSS performance improvement metrics and data visualization via continued support of the Value Analysis Launchpad and Uniform Evaluation (VALUE) Dashboard, while utilizing standardized refresh and maintenance schedules for enhanced predictability and usability.

Requirement #9: Clinical Quality Management Provide technical expertise and strategy, policy, and implementation support across the full range of DHA Clinical Quality Management functions (including patient safety, healthcare risk management, credentialing and privileging, accreditation and compliance, clinical measurement, clinical quality improvement, and infection prevention and control) and all areas of clinical quality that are critical to advancement of enterprise HRO.

Support update of seven volume DHA-PM 6025.13 Clinical Quality Management in the Military Health System to ensure alignment with DoDI 6025.13, law and other regulation.

Requirement #10: Patient Safety/TeamSTEPPS Develop and implement an approach to standardize team-based safety practices across the MHS to enhance communication and promote safety culture Design and execute a five-year plan for effective integration of TeamSTEPPS into healthcare delivery Support and improve current TeamSTEPPS survey instrument administration and data analysis efforts

Requirement #11: CQM Education and Training Develop and implement a comprehensive CQM training and education program that includes all six CQM programs: Patient Safety, Healthcare Risk Management, Credentialing and Privileging, Accreditation and Compliance, Clinical Measurement, and Clinical Quality Improvement.

Includes the planning, analysis, designing, development, implementation, evaluation, maintenance, and sustainment of education and training products and plans for all task areas to provide continuity and standardization of education and training across the enterprise.

Requirement #12: Strategic Communications Design and implement a comprehensive communication plan that will provide a framework for products and activities that must occur through the lifecycle of HRO transformation, beyond intro and branding.

Development of this plan and subsequent implementation and dissemination will include developing, disseminating, and monitoring communication plans, products, and tools for RRC at the program, workstream, and project levels Design and implement a comprehensive communications and change management plan to support stakeholder engagement and communications for the CMO/CNO with an emphasis on internal communications that support DHA Director and Medical Affairs priorities

Requirement #13: Knowledge Management Design, implement, and manage knowledge management and performance management platforms for the DHA and for other tri-Service MHS-wide application.

Identify and leverage DHA knowledge management infrastructure, systems and tools (e.g., internal SharePoint sites, MilSuite) to share existing evidence-based practice tools across the MHS Monitor, track, and report key performance indicators, which can be adopted to proactive monitoring of the knowledge management infrastructure to demonstrate current value and the competitive advantage that an integrated, strategic knowledge management infrastructure can bring to DHA.

Provide support across the contract to develop and maintain relevant DHA internal and public-facing sites to ensure enterprise-wide space for collaboration and dissemination of resources. The contractor will develop a strategy for the implementation, development, and maintenance of relevant sites.

For all requirements:

No small business set aside information POC: Matt Motley, matthew.m.motley.civ@mail.mil

J-6 Information Operations

Agenda Geographic Service Providers (GSP) Nutrition Management Information System and Special Needs Program Management Information System (NMIS/SNPMIS) Tier III Defense Medical Logistics Enterprise Solutions – Continuous Service Improvement Medical Simulation and Training

Mr. Daniel L. Winske Jr.

Geographic Service Providers

CIO / J-6

Daniel L. Winske Jr. / GSP PM

For Anticipated Award Value – please indicate a range, not an exact dollar amount

CIO / J-6

Daniel L. Winske Jr. / GSP PM Requirements Details PROBLEM STATEMENT: There is a critical need for DHA to implement standardized processes and procedures consistent with the MHS EITS strategy to optimize the use of IT delivery and support services across the enterprise. PEO Medical Systems / CIO (J-6) is seeking capabilities to standardize, organize, and provide robust and highly available IT services to support MTFs and Other Lines of Business (OLB). DHA has identified efficiencies in IT delivery and support services across the MHS enterprise, including the consolidation of requirements currently met by over 100 decentralized existing IT support contracts under the new Geographic Service Providers (GSPs) vehicle.

DESIRED OUTCOME: The overall goals of this effort are to enable the PEO Medical Systems / CIO (J-6) to reduce variability through standardization of IT service delivery and support processes, provide high quality services, and realize cost efficiencies. The GSPs will rationalize the way contracted IT support professionals are provided to MTFs and OLBs by rebalancing effort at individual sites, implementing shared resources, and leveraging new enterprise capabilities (CSPs).

EITS Strategy Components Daniel Winske / GSP PM EITS program strategy contains three primary categories of contractors

EITSI

CSP

GSP

There will be one EITSI and multiple CSPs and GSPs Capability Service Providers (CSPs) Specialist contractors that are experts in a particular IT capability and provide it to the entire MHS Enterprise Enterprise IT Services Integrator (EITSI) Provides oversight, coordination, and customer interaction Geographic Service Providers (GSPs) Contractors that perform a variety of IT support tasks at MTFs and OLBs spanning a defined geographical area

Q3 GSP Acquisition Timeline Daniel Winske / GSP PM

DHA Acquisition Timeline

Industry Engagement

Charter Complete

IPT

Start Problem Statement Released 29 Jul 2021

Incremental release of solicitation documents at SAM.gov

Market Research Report Requirements Gathering Acquisition Strategy Approved Contract Award Release Solicitation

Receive Proposals

DHA

Industry Day

30 MAR 2022

Q3 Q4 Q1 Q2 Q3 Q4 Q1

FY21 FY22 FY23

Key Acquisition Attributes

Scope: IT support at MTFs and OLBs across the globe Competition Approach:

New DHA Multiple Award IDIQ contract 100% Small Business Set-Aside Best value tradeoff Contract Type:

Contract types may include Firm-Fixed-Price, Time & Material/Labor-Hour DHA intends to award some Task Orders at time of IDIQ award Duration: 10 year Ordering Period with varying Periods of Performance by Task Order

Evan Sully (ES) - Do we want the last bullet point to all have the same font?

GSP Scope Areas

Local IT Service Desk Application and Web Development Support Services Identity Management and Windows Desktop Services Data Center Operations Support Services Information Assurance Support Services Network Operations Support Services Telecommunications (Analog and Digital) Support Services Clinical Informatics Support Services Information Business Operations

Next Steps

First Draft PWS to be posted to SAM.gov for Industry comment – 31 March 2022 Seeking overall PWS feedback and recommendations for GSP implementation Within DHA Market structure Rebalancing effort at individual sites Implementing shared resources Responses to PWS and Comments due 14 April 2022

NMIS/SNPMIS Tier III

Mr. Richard Masannat Contracting Officer’s Representative

DAD – Information Operations Richard Masannat, Contracting Officer’s Representative Requirement Summary Purpose:

Provide Tier III Maintenance Support for the Nutrition Management Information System (NMIS) and Special Needs Program Management Information System (SNPMIS).

Details:

Manage all user-facing applications and related supporting application and database software and middleware for NMIS across all environments Installation, integration, and configuration of all software that is required for the Application to function, which is not a part of, or bundled with, the Operating System Cybersecurity support for both NMIS and SNPMIS

HHSN316201200115W

Details:

No small business set aside information available Point of Contact: richard.g.masannat.civ@mail.mil

Defense Medical Logistics Enterprise Solutions - Continuous Service Improvement Ms. Donna J. Totten Contracting Officer’s Representative

Continuous Service Improvement for the Defense Medical Logistics - Enterprise Solutions Recompete of W81XWH18F0142 – Ellumen Inc Contracting Office: United States Army Medical Research Acquisition Activity (USAMRAA)

J6 Information Operations - IT Program Management Office Ms. Donna J. Totten / Contracting Officer’s Representative

Purpose: Provide Continuous Improvement Services to DoD and VA that identify, define, gather process, analyze, present and implement improvements through the disciplines of training, testing, customer issue management and documentation.

It is a recurring organizational activity performed to make sure the organization is aligned with the stakeholder’s expectations. The continual improvement model is part of the Service Value System.

Details:

Create software business training solutions that are less complex, interactive, easy to learn and intuitive.

Fully comply with IEEE standard industry practices, SCORM and Section 508 requirements. Using tools such as ANDI, JAWS and AXE.

Integrate multi-media training/courseware within the business process and with Agency academic formal school offerings Create, maintain and automate Independent Verification and Validation test scenarios using tools such as Selenium, Apache JMeter and/or HP Quality Center that fully exercise the business application functionality in a daily continuous deployment/continuous integration environment.

J6 Information Operations - IT Program Management Office Ms. Donna J. Totten / Contracting Officer’s Representative

Priority List This is a non-personal services contract to provide the Defense Medical Logistics - Enterprise Solutions with Continuous Service Improvement Service from the User perspective.

Optimize and integrate the disciplines of information technology, training, testing, customer issue management and documentation to proof/improve Software quality/recommend improvements to business functionality, training offerings or documentation.

The talent pool is the right blend of business experience and acumen, training experience and acumen, and technical experience and acumen Use multi-media tools to reach/teach intermediate to senior levels of a highly talented work force.

Ms. Donna J. Totten / Contracting Officer’s Representative

Ms. Donna J. Totten / Contracting Officer’s Representative Requirement Summary

Ms. Donna J. Totten / Contracting Officer’s Representative Details:

A set aside is not planned Point of Contact: donna.j.totten.civ@mail.mil

Medical Simulation and Training Program Management Office Mr. Jude Tomasello

Mission Save lives and improve healthcare through simulation.

Vision The Military Health System’s provider of choice committed to developing, acquiring, delivering and sustaining…