Contract Strategy_Mar312026.pdf

March 31, 2026

Defense Healthcare Management Systems Industry Day

Welcome to Industry Day

Healthcare Delivery Solutions Contract Strategy Overview

• Guiding Principles

• Contract Strategy

» Overview » Solutions » Services » Program Office Support

• Governance

• Organizational Conflict of Interest

Agenda

Standardization of clinical and business processes across the Services and the Military Health System (MHS)

Design a patient-centric system focusing on quality, safety and patient outcomes that meet military readiness objectives

Flexible, open, and interoperable system of enterprise solutions that support the full patient continuum of care

Maximizing value through business process reengineering, adoption, and implementation over technology

Leverage transformative technology advancements to provide continuous improvement and state-of-the-art patient care

Decision-making and design will be driven by health care delivery professionals

Decisions shall be based on doing what is best for the MHS as a whole – not a single individual area

Drive towards rapid decision making to keep the program on time and on budget

Provide timely and complete communication, training and tools to ensure optimal Stakeholder Experience

Build collaborative partnerships outside the MHS to advance national interoperability

Enhance patient safety through solutions that reduce harm, improve care, reduce waste, and improve efficiency

Enable full patient engagement in their health by prioritizing their User Experience

DHMSM Guiding Principles

As part of the contract strategy:

1. What risks have not been accounted for

2. What are the critical success factors for this contract strategy

3. What are the key considerations for the transition plan

4. Are there any further questions or considerations that need to be addressed

Contract Strategy

Objective: Flexible and adaptive contracting framework that supports enhanced service delivery, reduces operational costs, and fosters outcome-based relationships

• DHMSM Program Office:

» Provide oversight and govern all contractor relationships » Key government support functions—including Technical Integration (TI), Human-

Centered Design (HCD), and Product Management (PM)—will be performed by contractors

• Services:

» Deliver critical user-facing services, including Tier 1 and Tier 2 Help Desk, deployment operations, and comprehensive End-User Support (EUS)

• Solutions:

» Best of Suite (BoS) and Best of Breed (BoB)

• Transition Plan:

» The contract strategy includes a planned bridge period with the incumbant to ensure a seamless and supported transition.

Overview

Technical Integration

End User Support

Oracle Health Millennium Health Data Intelligence

Patient Portal

DHMSM Program Office

Solutions

Se rv ic es

Human Center Design

Deployment

Help Desk Tier 1/Tier 2

Henry Schein Dentrix

Solventum Health Information Systems

Phillips eCare

Converge

Product Management

Contract Strategy Overview

Additional Solutions 7

DHMSM Program Office

Services

Deployment End User Support

Help Desk Tier 1/ Tier 2

Working Relationship

Contractual Relationship

Technical Product Management

Human Centered Design

Solutions Oracle Health Millennium Health Data Intelligence

Patient Portal

Henry Schein Dentrix

Solventum Health Information Systems

Phillips eCare

Converge

Additional Solutions

FY26 FY27

Requirement Mar Apr May Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May

Solutions

Bridge

Support Services

WF3

Services

Contract Strategy Timeline Overview

BoS– Oracle Health

BoB – Philips & Amwell

MHS GENESIS Bridge

Technical Integration

Product Management

Human Center Design

Workforce 3.0 CTO 5 (1 Aug 2026 – 30 Jun 2027)

Deployment MAC

End User Support

BoB – Remaining solutions

MHS GENESIS Bridge execution and transition

BoS– Oracle Health execution

BoB – Philips & Amwell execution

Timelines subject to change 9

Questions

As part of the contract strategy and governance:

1. What risks have not been accounted

2. What are the critical success factors

3. What are the key considerations for the transition plan

4. Are there any further questions or considerations that need to be addressed

Solutions

Oracle Health Millennium Health Data Intelligence

Patient Portal

Solutions

Henry Schein Dentrix

Solventum Health Information Systems

Phillips eCare

Converge

• Solution Providers » Direct Contract with the solution providers (BoS and BoB)

• Provide the necessary services and software, or subscription, that allows the system to operate effectively and within the agreed upon service levels.

» Examples of solution scope to be provided:

• Software as a Service or license maintenance

• Hosting

• Tier 3 ticket resolution

• Cybersecurity

• System Monitoring

• Product evolution or roadmap

• Commercial training products

Solution Providers

FAR based contracts that include the Government BAA and Government Cybersecurity requirements 12

Solution Schedule

Requirement Mar Apr May Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May

Solutions

Bridge

BoS– Oracle Health

BoB – Philips & Amwell

MHS GENESIS Bridge

BoB – Remaining solutions

MHS GENESIS Bridge execution and transition

BoS– Oracle Health execution

BoB – Philips & Amwell execution

Timelines subject to change 13

1. What risks have not been accounted

2. What are the critical success factors

3. What are the key considerations for the transition plan

Services

End User Support

Se rv ic es

Deployment

Help Desk Tier 1/Tier 2

Purpose & Scope: Provides all services and materials necessary to support and execute the on-demand deployment of any product(s) within the DHMS portfolio and related or supporting components.

Services: includes deployment planning and execution, hardware delivery and connectivity, product connectivity and interface validation, user enablement services, data management and migration.

Services are applicable to Continental United States (CONUS) and Outside Continental United States (OCONUS) locations, covering various roles of care and facility types as specified in individual task orders

Services – Deployment

Due to forthcoming Request For Proposal (RFP), this will not be a topic for questions Anticipated RFP release date: 10 April 2026

Continue to monitor sam.gov

Help Desk Tier 1/ Tier 2: Remains with the Defense Health Agency Global Service Center (DHA GSC) provided by J-6

» The DHMSM program operates as a key service consumer with DHA GSC

» Initial support tiers are managed by contractors who utilize ServiceNow as the ticketing system

» High volume of tickets are currently being escalated and resolved at Tier

2.5 and Tier 3

» Continue to move towards a “shift-left” strategy to resolve a majority of support tickets at the lowest tier possible

Services – Help Desk

Future State: Supports efficiencies between Help Desk Tier 1/ Tier 2, End User Support, and Solution Providers.

Monthly: 12,738 Annual: 152,850

Services - End User Support

Description: Seamless, intuitive and low-friction experience across all user domains through the alignment of systems, workflows, and support around documented and data-driven user needs.

Key Outcomes: reduced clinician burden, increased adoption and proficiency, consistent and trusted user experience.

Services: Enablement, adoption, training, change, communication, and trust services, and service intelligence/analytics.

Consideration: Integrating Help Desk for efficiencies and improve customer satisfaction

Services

Contract Strategy Timeline Overview

Deployment MAC

End User Support

1. What risks have not been accounted

2. What are the critical success factors

3. What are the key considerations for the transition plan

Program Office Support

Human Center Design

Product Management

Description: Complete lifecycle management ensures the system is secure, architecturally sound, and engineered for optimal performance from design to deployment.

» Results in a stable, integrated, and continuously supported system designed to meet all mission needs.

• Examples of responsibilities » Interface Engine: Rhapsody and all developed interfaces » System Monitoring » Cybersecurity: Authority to Operate (ATOs) and oversight for compliance of all cybersecurity requirements » Account creation/ modification » Network connectivity process » Architecture and engineering

• Supports the Government accountability for the product's complete lifecycle, managing its cost, schedule, and performance.

• Key responsibilities include:

» Overseeing defect and ticket resolution to enhance product quality » Direct collaboration with Government functional requirements owners is maintained to ensure the product aligns with their specific needs » Market Intelligence on new products and/or product migration » Curate the product roadmap to prioritize the backlog » Governance participation » Product experts to assist with user adoption » Strategic guidance and advocate for the efficiency and effectiveness of the product

Product Management

• Balance the technical design and user needs to fulfill requirements, with a strategic focus on the design and optimization of the capability

• Primary goal is to deliver a "delightful" experience for end-users, moving beyond simple usability to ensure high customer satisfaction.

• Success is ultimately measured by the satisfied customers realizing value

• Anticipate a small team with workflow, solution, and technical expertise

Human Centered Design

Bridge

Support Services

WF3

Program Office Support Timeline Overview

MHS GENESIS Bridge

Technical Integration

Product Management

Human Center Design

Workforce 3.0 CTO 5 (1 Aug 2026 – 30 Jun 2027)

MHS GENESIS Bridge execution and transition

Timelines subject to change 25

1. What risks have not been accounted

2. What are the critical success factors

3. What are the key considerations for the transition plan

As part of the governance:

1. What risks have not been accounted

2. What are the critical success factors

3. Are there any further questions or considerations that need to be addressed

Governance

DHMSM Program Office:

» Oversees overall program execution and ensures alignment with strategic goals » Coordinates between solutions, services, and stakeholders » Provides governance, funding, and policy direction

Three Integrated/Unified Teams -- Technical, Product Management and Human Centered Design:

1. Technical is comprised of Engineering, Test, Operations and their subcomponents

• Ensures seamless data exchange between solutions and services

• Oversees interoperability and system performance

2. Product Management is comprised of SMEs and Products Lines (Clinical, Business Operations, Digital Health and their subcomponents)

• Aligns solutions with user needs and program objectives.

• Coordinates updates and enhancements across solutions

3. The Human Center is the link between Technical and Products

• Focuses on user experience and usability

• Works with deployment and end-user support teams to gather feedback and improve systems

Solutions and Services:

» Operate under contractual agreements with clear deliverables and performance metrics.

» Collaborate through defined workflows and integration points.

Structure Goals:

• Full Integration

• Reduce overhead

• Increase efficiencies

• Decrease redundancies

• Joint use of processes and tools

KEY TAKEAWAYS:

• Collaboration is the key to success

• Planning, programmatic execution, issues and concerns are team efforts that are visible and shared

• Responsibility and resolution are collaborative

Two-Pronged Governance Model

Day-to-Day Operations Governance Contract Governance

HOW WE GET THE WORK DONE HOW WE ENSURE CONTRACTOR PERFORMANCE

• Driving for results through cross-functional collaboration

• Accountability is explicit and enforced

• Comprised of product management, technical management and human center integrated teams to manage operations and drive success

• Utilize current SOPs; seek efficiencies and improvements

• Utilize current government tools; seek low/no cost alternatives

• Performance management: Service Level Agreements (SLAs), Operational Level Agreements (OLAs), Contractor Performance Assessment Reports (CPARs), Quality Assurance Surveillance Plans (QASPs), measurable outcomes/KPUs

• Ensures vendors deliver

• Gaps and failures are addressed

• Determines ownership and forces closure when responsibility is disputed

Governance: Intake and Planning

STEP 1: A Need is Identified

Human Centered Design

• Translates user needs into end-to-end workflows

• Identifies all impacted solutions and vendors

Product Management

• Defines requirements across multiple solution contracts

• Aligns priorities across vendors

Technical/Engineering

• Assesses cross-system integration feasibility

• Identifies dependencies between vendors

• Evaluates cyber impact

GOVERNANCE: Standard DHA and DHMSM Product, Engineering and Human Centered Design meetings/boards (SOPs, Tooling, Portfolio, Intake, Prioritization, Product Line Meetings, etc.)

Weekly Integrated Operations Forum: Ensures cross-solution alignment, risk and schedule management, priorities and outcomes and system readiness

KEY TAKEAWAY: Every capability is defined and approved as a carefully coordinated cross-vendor effort

Governance: Design and Execution

STEP 2: Design and Execution

Human Centered Design

• Ensures workflows remain consistent across systems

• Resolves performance/usability gaps between vendor solutions

• Clearly define governance, roles and responsibilities

Product Management

• Integrated Design (All Teams + Vendors)

• One shared user experience defined across systems

• Capability is decomposed into vendor-specific components

Technical/Engineering

• Coordinated Multi-Vendor Build

• Vendors configure in parallel

• Technical team acts as system integrator

• Shared release cadence, configuration management and integration standards

GOVERNANCE: Standard DHA and DHMSM Product, Engineering and Human Central meetings/boards (SOPs, Tooling, Portfolio, Project IPTs, Resource Management, Risk Management, Schedule Management, CDR, TRR, ORR, FDR events)

Bi-Monthly Release Governance Board: Approves solutions/services and PMO deployment readiness, IMS, risk posture and operational impact

KEY TAKEAWAY: Vendors deliver components and governance ensures a single, seamless experience

Governance: Coordinated Deployment and Continuous Improvement

STEP 3: Capability Delivery and Post-Production

Human Centered Design

• Collaboratively deliver prioritized enhancements

• Leads adoption, training and alignment

• Conducts After Action Reviews

• Collects lessons learned and maintains registry

Product Management

• Plans for product integration and deployment

• Stakeholder management

• Continuous Reporting and improvement loop flowing across all Solutions through governance

• Spearheads validation coordination

Technical/Engineering

• Coordinated Release Across Vendors

• Deployment is technically synchronized across solutions

• Dependencies are managed centrally

• Defect and incident management

• Conducts integration, testing and

GOVERNANCE: Standard DHA and DHMSM Product, Engineering and Human Central meetings/boards (SOPs, Tooling, Portfolio, Project IPTs, Resource Management, Risk Management, Schedule Management, CDR, TRR, ORR, FDR events)

After Action Review and Lessons Learned: Approves solutions/services and PMO deployment readiness, IMS, risk posture and operational impact

KEY TAKEWAY: Vendors operate as part of a coordinated ecosystem, success is defined by how well we integrate, align, and operate together 32

Question

As part of the governance:

1. What risks have not been accounted

2. What are the critical success factors

3. Are there any further questions or considerations that need to be addressed

Organizational Conflict of Interest

Organizational Conflict of Interest (OCI)

Middle Office support: the support team of a technology company (aka DHMS PMO). They provide the essential services and handle general project management and IT tasks that the “prime mission product team(s)” needs to succeed.

Prime Mission Product: Includes but is not limited to support services resulting in any direct financial interest in the development, delivery, implementation, sustainment, or support for a component of, integrated product, system, or system of systems utilized by clinical, business, or management end users in a healthcare or operational medicine environment by one of PEO DHMS’ partner organizations. This includes programs and systems of record that are referred to by policy as “major systems’ or “Defense Business Systems”.

• RFO 9.505 prescribe limitations on contracting as the means of avoiding, neutralizing, or mitigating organizational conflicts of interest that might otherwise exist in the stated situations.

» The two underlying principles are

• Prevent the existence of conflicting roles that might bias a contractor’s judgment

• Preventing unfair competitive advantage o an unfair competitive advantage exists where a contractor competing for award of any Federal contract possesses ⮚ Proprietary information that was obtained from a Government official without proper authorization ⮚ Source selection information that is relevant to the contract but is not available to all competitors; and as such information would assist that contractor in obtaining the contract

Organizational Conflict of Interest (cont)

• A collaborative path to success » Contract strategy is built on integration, collaboration, and clear accountability

» Transitioning to an integrated model with three distinct pillars: Solutions, Service, and Program Office Support

» DHMSM Program Office will provide strong, centralized governance to ensure all partners operate as a single, coordinated ecosystem

» Driven by Guiding Principles to deliver a standardized, interoperable, and state-of-the-art system that puts patients first

Summary