SPECIAL NOTICE
99 -- Defense Healthcare Management Systems Business Transformation
- Notice Date
- 11/20/2019 1:37:05 PM
- Notice Type
- Special Notice
- Contracting Office
- DEFENSE HEALTH AGENCY ROSSLYN VA 22209 USA
- ZIP Code
- 22209
- Solicitation Number
- PEO-DHMS_Business_Transformation
- Response Due
- 12/16/2019 1:00:00 PM
- Archive Date
- 03/17/2020
- Point of Contact
- Matthew G. Hudson, Phone: 7035885564, Indy Toliver, Phone: 7035885665
- E-Mail Address
-
matthew.g.hudson2.civ@mail.mil, indy.m.toliver2.civ@mail.mil
(matthew.g.hudson2.civ@mail.mil, indy.m.toliver2.civ@mail.mil)
- Description
- REQUEST FOR INFORMATIONThe Program Executive Office - Defense Healthcare Management Systems (PEO DHMS) is transforming the delivery of healthcare and advancing data sharing through modernized health technologies for service members, veterans, and their families and operational, data exchange, and interoperability initiatives. PEO DHMS is partnering with the Department of Veterans Affairs and United States Coast Guard to implement a single electronic health record solution that will form the foundation of the Agencies’ information platforms.Care provided across the intersection of the three Agencies (DoD, VA, and USCG), for all military service members, retirees, and other beneficiaries, all over the world, in times of peace and war, involves a continuum of care that is among the most complex in the healthcare industry.PEO DHMS is seeking innovative, transformative solutions to enable more efficient, highly reliable, safe, and quality care across the continuum of care among the DoD, USCG, and VA while a Service Member is on active duty and after the transition of care from the DoD or USCG to the VA upon retirement or separation from active duty. Organizations adopt information technology tools to support organizational changes that reduce complexity, improve operations, and lower risk. Information technology is especially important in the delivery of healthcare given the unique requirements for high levels of knowledge and information necessary to deliver care successfully. The adoption by the three Agencies of the same enterprise data platform creates a unique opportunity to standardize enterprise approaches thereby enabling the Agencies to realize maximum benefits from the healthcare data solutions and to deploy industry-leading technologies that transform that data into information that can improve care and readiness - not just for the Government, but also for all healthcare providers.PEO DHMS will not be able to fully seize these opportunities utilizing traditional organizational, technological, or business partnership processes, tools, methodologies, data models, performance metrics, etc. In this request, the Government’s focus is on improving its business partnerships. The purpose of the business partnership transformation is to make PEO DHMS a partner of choice for industry, to remove barriers for non-traditional and world-class industry partners, and to bring innovative ideas and technologies to the healthcare domain.The Government is seeking targeted industry input on how to best structure the interactions between Contracting Division - Defense Healthcare Management Systems (CD-DHMS), the cognizant contracting authority for PEO DHMS, PEO DHMS, its programs and Government partners, and industry partners. The information submitted will also be utilized to inform the structure and processes of CD-DHMS, which is a relatively newly formed organization that is in the early stages of standing-up. Further, relevant information will be shared with DHA Head of Contracting Activity to help inform process improvements throughout DHA.CD-DHMS is seeking to provide world-class business relationships and procurement solutions that enable the transformation of healthcare Information Technology. In building relationships, communication is essential. The Government is seeking maximum external participation in order to turn its goals into effective strategies.Earlier contracts issued to support PEO DHMS have been issued by a variety of organizations that were decentralized and issued on an ad-hoc basis - usually responding to a crisis. With a unified, dedicated contracting office, there are considerable opportunities to improve communications and deliver better contract relationships, for all parties.Objectives 1) Reduce waste in bid and proposal investments.2) Allow industry to make better bid/no-bid decisions.3) Allow industry to make better teaming decisions.4) Allow industry to make better decisions about whether to pursue an opportunity as a prime.5) Allow industry to make better strategic decisions about investments in personnel and ideas.6) Lower barriers to participation for non-traditional, innovative firms with new ideas and technologies.7) Lower administrative burdens to conduct source selections, administration, and contract oversight8) Improve source selection decisions - get the best idea/approach NOT the best grammar/graphics9) Allow the Government to focus on strategy, decision-making, and relationships instead of contract compliance10) Allow industry partners to own execution of contracts to deliver positive outcomes and reduce excessive Government involvement in executing. The Government will set the outcomes - not the “hows”.Rules of Engagement The Government will accept rolling responses to this RFI, but is seeking to have the first round of responses by December 16, 2019 at 1600 EST. All responses should be provided via e-mail to dha.ncr.co.mbx.cd-dhms-contracting@mail.mil. Please note that if an anonymous submission will allow for or encourage greater candor, the Government will accept anonymous submissions from e-mail services such as Proton mail.RFI respondents are encouraged to provide responses and comments to the questions below, but you do not have to respond to every question in order to submit. Further, if you wish to provide input that does not relate to one of the questions, but directly relates to the outcomes above, please feel free to do so.Proprietary information may be submitted; however, RFI respondents are responsible for adequately marking proprietary, restricted or competition sensitive information contained in their response. If a submission is marked, it will be protected from disclosure outside of Government personnel, unless permission is granted for Government support contractors to view the material.The following companies and individual employees are bound contractually by Organizational Conflict of Interest and disclosure clauses with respect to proprietary information, and they will take all reasonable action necessary to preclude unauthorized use or disclosure of an RFI respondent’s proprietary data. RFI responses MUST clearly state whether permission is granted allowing the support contractors identified below access to any proprietary information.* Frontier Technology Inc.* ITSC Secure SolutionsThe Government may reach out to respondents for additional discussion on a case-by-case basis. Note that if you submit anonymously, the Government will be unable to respond. Please note that generic capability statements that are not directly responsive will not be reviewed in detail, and are unlikely to receive a response.This RFI is not a solicitation. This RFI is for planning purposes only. It does not constitute a RFP or a promise to issue an RFP in the future. This RFI does not commit the Government to contract for any supply or service whatsoever. Respondents are advised that the Government will not pay for any information or administrative costs incurred in response to this RFI. All costs associated with responding to this RFI will be solely at the responding party’s expense. Participation is not mandatory or required; participation or response to this RFI is not a prerequisite for any future procurement activities.Questions for RFI Respondents 1. From your organizational experience and perspective, what approach do you use to determine if you are among the leading contenders for a particular effort, and how substantial is this factor in making a determination whether to propose on a particular effort?2. What approach do you use to internally evaluate your strengths, weaknesses, and other attributes? What factors most distinguish you from your competitors?3. From your organization’s perspective, what do you consider the most substantial factors in your bid/no-bid decision?4. From your organization’s perspective, what do you consider the most substantial cost drivers for proposal development?5. From your organization’s perspective, what do you consider the most valuable information the Government could provide that it usually does not?6. Please describe your suggested methodologies the Government could utilize to best convey its goals/outcomes in a way that allows for meaningful analysis of your capabilities and to develop a concept approach for proposal purposes?7. From your organization’s perspective, how should the Government best highlight its position about what corporate/personnel attributes are the most important for a particular effort?8. From your history and experience in dealing with government RFPs, what are the least helpful evaluation criteria commonly seen in Government RFPs that drive unnecessary cost and effort into proposal development?9. From your organization’s perspective and experience, what rules of engagement, terms, RFP conditions, requirements, etc., commonly seen in Government RFPs, most discourage the submission of novel approaches that might carry higher risk but offer considerably more “reward”? Why?10. What are the most substantial factors in your decision to prime or sub a particular effort?11. Based on your organizational knowledge and experience, what attributes should the government consider in determining a contractor’s capability to serve as a Prime? What are the unique skillsets/attributes that indicate a strong Prime contractor?12. What are the biggest impediments to pursuing efforts as a Prime?13. What are the biggest disincentives to pursuing opportunities as a subcontractor, and what arrangements could a particular opportunity provide to help incentivize effective teaming? In particular, how does the Government avoid situations where it can select only one of the two best contractors because each is pursuing the effort as a Prime? How can the Government encourage more strategic partnerships?14. What specific information about its strategic direction and vision can the Government provide to allow better strategic planning by industry partners? How can the Government help focus your investments on personnel that bring strong ideas - especially ideas that are new to the MHS?15. What information can the Government provide about its strategy and a particular opportunity that will help avoid “commoditizing” personnel on services contracts? How can the Government avoid situations where it is obtaining FTEs on a spreadsheet rather than solutions? What information is the most meaningful in helping develop bases of estimate specific to your approach and idea rather than relying on generic Government-supplied labor hours?16. What are some recommended approaches the Government can use to structure RFPs/contracts to avoid the “race to the bottom” in direct and indirect labor rates? What information would most help you articulate the value of more expensive approaches in your proposals?17. If your firm is currently reticent to propose on Government RFPs, what is the single biggest factor that makes Government contracting unattractive?18. Based on your experience with federal agencies, what contract arrangements would you recommend that the Government implement to better balance risk/reward for the contractor, especially on high-risk projects that could fail to fully satisfy “stretch” objectives? Why?19. Based on your experience with federal agencies, what contract arrangements would you recommend the Government implement to ensure that the responsibility for successful performance and the achievement of specified outcomes remain incumbent on the contractor - not the Government? Why?20. What are the most impactful changes the Government could make to transform itself into a customer of choice for the best firms?
- Web Link
-
SAM.gov Permalink
(https://beta.sam.gov/opp/a88f0ef023924b4aa52723876b3de4ea/view)
- Place of Performance
- Address: 3000, VA 22209, USA
- Zip Code: 22209
- Country: USA
- Zip Code: 22209
- Record
- SN05499296-F 20191122/191122043502 (samdaily.us)
- Source
-
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