SP-HRS-276053 PWS - VHA VBCC Training.pdf

Source Selection Information—See FAR 2.101 and 3.104

[This footer applies during internal development of the PWS. Remove the footer when officially releasing the PWS to vendors as a draft for comment or in the formal solicitation]

Veterans Administration

Veterans’ Health Administration (VHA)

Office of Discovery, Education and Affiliate Networks (DEAN)

VHA Value-Based Care Center Training

Performance Work Statement

VHA Value-based Care Center Training Development and Delivery

1/25/2024

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NA

Performance Work Statement

VHA Value-based Care Center Training Development and Delivery

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Table of Contents

1.0 General

2.0 Specific Requirements/Tasks

3.0 Contractor Quality Assurance

4.0 Delivery or Deliverables

5.0 Meetings

6.0 Required Travel and Other Direct Costs (ODCs)

7.0 Special Instructions

8.0 Government Furnished Property/Equipment/Information

9.0 Glossary of Abbreviations and Acronyms

Note that while, as a matter of policy, some agencies require the government to prepare the PWS, the guidance at FAR 37.602(a) stipulates that “a Performance work statement (PWS) may be prepared by the Government or result from a Statement of objectives (SOO) prepared by the Government where the offeror proposes the PWS.”

https://www.acquisition.gov/sites/default/files/current/far/html/Subpart%2037_6.html#wp1074648

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Performance Work Statement (PWS)

VHA Value-Based Care Center Training

1.0 General

1.1 Introduction

The Veterans Health Administration is America’s largest integrated health care system, providing care at 1,321 health care facilities, including 172 medical centers and 1,138 outpatient sites of care of varying complexity (VHA outpatient clinics), serving 9 million enrolled Veterans each year.

As part of the VHA Office of Discovery, Education and Affiliate Networks (DEAN), Section 152 of the MISSION Act of 2018, created the Center for Care and Payment Innovation (CCPI), with the mission to advance VHA as central to the development of data-driven and value-based health care solutions that transform and improve Veteran care, while reducing cost and administrative burdens for VA, program offices and frontline medical teams. CCPI is focused on increasing collaborations within VHA and other federal agencies for the purpose of advancement of value-based innovations for Veterans and frontline medical teams, and becoming a trusted resource within VHA that builds awareness and champions value-based care principles, efficacies and insights while utilizing data-driven insights to engage with health care community stakeholders. This re-design and building of new systems will positively impact the VA, the Veterans to whom we provide a service, and VHA’s frontline medical teams.

1.2 Objective

The objective of this project is to provide, training, collaboration strategies, communications, and technical support which will define a new reality for health care delivery and experience through the development and deployment of Value- Based Care centers across VHA. In support of the CCPI Program, CCPI requires, training, collaboration strategies, communications, and technical support to define a new reality for health care delivery and experience by developing and deploying Value-Based Care centers across VHA.

1.3 Scope of Work

The vendor shall provide onsite training for VHA personnel and will partner with the Veterans Health Administration to co-create a unique and intensive experience with Value-Based Care Centers, while curating the content through recognized subject experts in this field.

Through the program development process, the vendor will design a curriculum that is aligned with the strategic challenges and leadership development opportunities facing the VHA. The output of the design work will include:

• Overall program outline and timetable

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• Identification of faculty teaching team

• Identification of any required pre-work

• Session-by-session structure including associated case studies and relevant exercises

• Preparation of program materials and the development of program website

During the design process, the vendor team will partner with the Veterans Health Administration to determine the appropriate program themes, and then identify the training objectives, existing content, content gaps, modes of delivery, and methods to address training requirements and evaluation and validation of training post-delivery.

• Vendor CUSTOM TEAM: In addition to the faculty team, the program will have a vendor staff team dedicated to the program. This team consists of:

• Program Director: Partners with the client and the Chair, and works closely with the faculty teaching team, to coordinate the design and delivery work on the program.

• Delivery Team: Consisting of a Program Manager and (2) Coordinators, the Delivery Team manages the daily program logistics with the Veterans Health Administration including participant communications and questions before, during, and after the program pre-program website and distribution of materials;

and event planning.

1.4 Background

This is a new requirement; however, the content, training and development of materials should be based upon existing individual training curriculum that is offered by the Harvard School of Business (HBS) for Value-Based Healthcare (VBH). See https://www.isc.hbs.edu/health-care/health-care-courses/Pages/health-care-curriculum.aspx for additional information about their program.

This contract will require the tailoring of curriculum referenced above for VHA specific objectives, followed by delivery of training classes/cohorts (see para 2.3).

1.5 Type of Contract Contemplated

It is anticipated that this will be a firm-fixed price (FFP) effort. However, the type of contract and solicitation will be finalized based on industry through request for information and capabilities, to include small business.

1.6 Period of Performance

Base Period: Award date: March 2023 (target)

Option Period One (1): 12 months from award

Option Period Two (2): 12 months

Option Period Three (3): 12 months

Option Period Four (4): 12 months https://www.isc.hbs.edu/health-care/health-care-courses/Pages/health-care-curriculum.aspx https://www.isc.hbs.edu/health-care/health-care-courses/Pages/health-care-curriculum.aspx

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1.7 Place of Performance

Vendor will provide the training location site. The site will include lodging and dining suitable that is within the government per diem rates published by GSA. Vendor will provide all audio-visual equipment for classroom.

1.1. Applicable Documents (see attachments listed below)

• “Value-Based Health Care Delivery: Core Concepts”, Michael E. Porter, January 2020 (ref. attached document: 5intro-vbhc-porter.pdf)

• “Time-Driven Activity-Based Costing in Health Care”, Robert S. Kaplan, January 2020 (ref. attached document: 2cost-measurement-kaplan.pdf)

• “Outcome Measurement: Principles and Processes, Thomas W. Feeley, January, 2020 (ref. attached document: 1outcome-measurement-feeley.pdf)

• “Paying for Health Care”, Mary Witlowski, M.D., January 2020 (ref. attached document: 3paying-for-health-care-witkowski.pdf)

2.0 Specific Requirements/Tasks

2.1 Task One

Vendor will provide value-based health care curriculum for review and necessary tailoring to incorporate VHA business practices. It is estimated that approximately 70% of existing curriculum will be reusable and that approximately 30% tailoring or add-on curriculum will be required for VHA training. Access to existing curriculum will be made available post award following NDA and any other agreements necessary for HBS to release.

Through the program development process, contractor will design a curriculum that is aligned with the strategic challenges and leadership development opportunities facing the VA. The output of the design work will include:

• Overall program outline and timetable

• Identification of faculty teaching team

• Identification of any required pre-work

• Session by session structure including associated case studies and relevant exercises

• Preparation of program materials and development of program website (on .edu)

The following topics have been identified as some of the training objectives:

• Value-Based Healthcare Delivery

• Alignment of the organization around a value-based strategy

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• Improving health care quality, system delivery, and patient value leading in a matrixed organization

• Measurement and optimization of health outcomes and costs for every patient

• Optimization of costs through accurate measurement and reporting

• Integration of care delivery across facilities in health systems

• Leading change

• Building and leading more effective change strategies

• Understanding the roadblocks to change

• Configuring the organization to support strategies, objectives, and vision

• Knowing which levers can shape organizational capabilities and how to utilize them

• Recognition of how leadership styles and senior team characteristics affect change

• Development of internal communication networks that are essential for driving initiatives forward

• Leadership

• Inspiration and motivation techniques for teams to deliver on the organization's mission

• Building self-awareness and identification of new opportunities to expand the leadership style and approach

• Maximization of talent in the organization

• Creation of an environment that brings out the best in the team

• Creation a context that encourages the development of both bottom-up and top-down ideas for improvement

2.2 Task Two

Vendor shall provide an on-campus training class to develop and deploy Value-Based Care Center training with cost per student pricing for up to (80) VHA students. It is anticipated that the training will be approximately 4 days in length.

Vendor will manage instruction, including all instructors, syllabus publication, course material publication to include any course materials, assessment materials, handouts, and the overall scheduling, and management of students. Vendor will indicate size of classrooms available and suggested dates for delivery of instruction.

2.3 Task Three (OPTIONAL TASK)

Vendor shall provide an on-campus training class to develop and deploy Value-Based Care Center training with cost per student pricing for up to for (40) VHA students.

The training will be approximately 4- days in length.

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Refer to the table below for class sizes and frequency of delivery.

WHEN

(Gov FY) Class requirement Deliverable #

Students

BASE Year- 3rd Q FY24 4-day on campus initial course offering program (1) 4-day class 80

Base Year-TBD OPTIONAL TASK Additional 4-day on campus program (1) 4-day class 40

OPT YR 1 4-day on campus program (1) 4-day class 80

OPT YR 1 OPTIONAL TASK

Additional 4-day on campus program (1) 4-day class 40

OPT YR 2 4-day on campus program (1) 4-day class 80

OPT YR 2 OPTIONAL TASK

Additional 4-day on campus program (1) 4-day class 40

OPT YR 3 4-day on campus program (1) 4-day class 80

OPT YR 3 OPTIONAL TASK

Additional 4-day on campus program (1) 4-day class 40

OPT YR 4 4-day on campus program (1) 4-day class 80

OPT YR 4 OPTIONAL TASK

Additional 4-day on campus program (1) 4-day class 40

3.0 Contractor Quality Assurance.

Contractor to provide draft Quality Assurance Plan (QASP) in their proposal. A final QASP shall be provided within 5 working days following contract post award meeting. A sample QASP is found in Attachment A.

4.0 Delivery or Deliverables

Deliverables Table

CLIN Task Deliverable QTY Unit

1.1 BASE Year Tailor HBS VBH Curriculum to

meet VHA requirements Revised course material 1 EA

1.2 BASE Year Create Program Website Program Website 1 EA

1.3 BASE Year 4-day on campus program 4-day class 1 EA

1.4 BASE Year OPTIONAL TASK

4 day on campus program 4-day class 1 EA

2.1 OPT YR 1 Update Curriculum to meet

VHA requirements Revised course material 1 EA

2.2 BASE Year Create Program Website Program Website 1 EA

2.3 OPT YR 1 4-day on campus program 4-day class 1 EA

2.4 OPT YR 1 OPTIONAL TASK

4-day on campus program 4-day class 1 EA

3.1 OPT YR 2 Update Curriculum to meet

VHA requirements Revised course material 1 EA

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3.2 BASE Year Create Program Website Program Website 1 EA

3.3 OPT YR 2 4-day on campus program 4-day class 1 EA

3.4 OPT YR 2 OPTIONAL TASK

4-day on campus program 4-day class 1 EA

4.1 OPT YR 3 Update Curriculum to meet

VHA requirements Revised course material 2 EA

1.2 BASE Year Create Program Website Program Website 1 EA

4.2 BASE Year Create Program Website Program Website 1 EA

4.3 OPT YR 3 4-day on campus program 4-day class 1 EA

4.4 OPT YR 3 OPTIONAL TASK

4-day on campus program 4-day class 1 EA

5.1 OPT YR 4 Update Class to meet VHA

requirements Revised course material 1 EA

5.2 BASE Year Create Program Website Program Website 1 EA

5.3OPT YR 4 4-day on campus program 4-day class 80 EA

5.4 OPT YR 4 OPTIONAL TASK

4-day on campus program 4-day class 40 EA

5.0 Meetings

For all onsite meetings or training cohorts, the contractor shall be responsible for providing meeting materials, and administrative and facilitation support.

5.1 Post-award Kickoff Meeting

Within 10 business days of contract award, the Government will conduct a virtual post-award kickoff meeting utilizing a government virtual meeting software such as Microsoft Teams or Zoom.

5.2 Intermittent Project Status Reviews

At the sole discretion of the Government, intermittent project status reviews may be conducted on an informal basis government via virtual meeting software such as Microsoft Teams or Zoom as approved by the OPM Contracting Officer, Contracting Officer’s Representative (COR) or VHA Technical Point of Contact

(TPOC).

6.0 Required Travel and Other Direct Costs (ODCs)

Vendor will specify the travel location to the training. Location description will include distance from commercial airport, shuttle availability and other travel convivences offered. Vendor will provide costs rates for lodging, if different that government per-diem rates.

7.0 Special Instructions

TBD- if any

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8.0 Government Furnished Property/Equipment/Information

NA

9.0 Glossary of Abbreviations and Acronyms

[Include a simple two-column table listing all acronyms and abbreviations used in the document, and their meanings. If the list is extensive, this can be an attachment. This glossary is important because different agencies (or even a single agency) may use one acronym or abbreviation to mean very divergent things: is an ATP an “acceptance test procedure”—or an “authorization to proceed”? Is a COE a “common operating environment,” a “center of excellence”—or a “certificate of eligibility”? Even if you spell out the acronym or abbreviation at first usage, in a very large document, such definitions can be difficult to locate later. Having a glossary for quick reference will make the meanings of acronyms and abbreviations easier for the contractor to find.

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ATTACHMENT A

Performance Requirements Summary Quality Assurance Surveillance Plan (QASP)

Required Services (Tasks)

Performance Standard

Acceptable Quality Levels

Methods of Surveillance/Monitoring

Method

Incentive/Disincentive

Timeliness of Deliverables

Deliverables and services are supplied within pre-scheduled deadlines.

Deliverables will be on time 100% of the time.

Receipt of deliverables and services.

Incentive: If Contractor performs in accordance with performance standard/AQL, favorable comments will be documented on Contractor's Past performance and CPRs.

Disincentive: If Contractor does not perform in accordance with performance standard/AQL, unfavorable comments will be documented on Contractor's past performance.

Accuracy of Deliverables

Accuracy of Deliverables

Deliverables will be accurate and reliable*.

100% Review of product

Quality of Deliverables

Deliverables are of quality consistent with those presented with the proposal**.

100% Review of products

Project Management

Project manager effectively oversees and directs projects and employees.

100% Observation/Status Reports

*Means free of typos, spelling and grammatical errors, consistent formatting, etc. Includes accuracy in support of technical efforts.

**Accuracy in meeting terms of contract; accurate billing; timely response to government issues; apply lessons learned; recommend ways to be more effective and efficient.