Loren Data's SAM Daily™

SAMDAILY.US - ISSUE OF OCTOBER 01, 2020 SAM #6881
SOURCES SOUGHT

R -- Request for Information - VA ARRIVE

Notice Date

9/29/2020 1:58:55 PM
 

Notice Type

Sources Sought
 

NAICS

561422 — Telemarketing Bureaus and Other Contact Centers
 

Contracting Office

SAC FREDERICK (36C10X) FREDERICK MD 21703 USA
 

ZIP Code

21703
 

Solicitation Number

36C10X20Q0285
 

Response Due

10/6/2020 12:00:00 PM
 

Archive Date

11/05/2020
 

Point of Contact

Nathan Bradley, Contract Specialist, Phone: 240-215-1627
 

E-Mail Address

nathan.bradley2@va.gov
(nathan.bradley2@va.gov)
 

Awardee

null
 

Description

Page 1 | 1 Request for Information (RFI) The Department of Veterans Affairs (VA) is issuing this RFI in accordance with FAR 15.201(e). The agency does not intend to award a contract but rather gather information on capability, delivery and other market information pertinent for acquisition planning. The result of this market research will contribute to determining the method of procurement and identify parties having an interest in and the resources to support this requirement for the following: Introduction VA Innovation Center (VIC), previously known as VA Innovation Initiative (VAi2) and VA Center for Innovation (VACI), historically focused on grassFboNotices programs to diffuse leading practices across the Veterans Health Administration (VHA). The programs have been innovating on behalf of VA and Veterans since 2009. VIC organizationally reports through the Assistant Secretary, Office of Enterprise Integration with the aim of leading cross-agency opportunities to transform operations, work across the Department, and provide critical independence to challenge existing processes and approaches to realize significant efficiencies and improvements. Notable achievements of VACI in human-centered design now drive work carried out by the Veterans Experience Office, helped shape the Veterans Appeals Improvement and Modernization Act of 2017 (Public Law 115-55), and developed the Reach Vet program relied upon by VHA s Office of Mental Health. We are now shifting our focus to innovation initiatives enabled by 38 USC 1703E, as added by section 152 of the VA MISSION Act of 2018 (Pub. L. 115-182, hereinafter MISSION Act ), and exploring opportunities to maximize VA assets. Accordingly, VIC is establishing a Care and Payment Innovation (CPI) team to develop innovative approaches to testing payment and service delivery models to reduce expenditures while preserving or enhancing the quality of care furnished by the Department. To support the assessment and prioritization of payment and service delivery pilot programs under this section, we are establishing the VIC/VHA Joint Innovation Steering Committee ( Innovation Steering Committee ). The Innovation Steering Committee will be co-chaired by the Principal lead of the VIC and a representative of the Under Secretary for Health. And, after the Innovation Steering Committee has assessed pilot program proposals, the Secretary (or designee) will obtain advice from the Special Medical Advisory Group in the development and implementation of any pilot program operated under this section. Statement of Need COVID-19 places an increased burden on VA. VA had to focus on maximizing the use of inpatient beds to provide needed care for those suffering most from COVID-19. This required repurposing of staff from nonurgent outpatient care to inpatient settings. In addition, VA is expected to serve not just veterans but also under our nation s fourth mission, VA serves to improve the nation s preparedness in response to national emergencies and national disasters by taking action to ensure continued service to both Veterans and community. VA is assisting overflow from their communities to combat the virus. With the added burden to the system, as demobilization from inpatient care provides more opportunities for outpatient care to be provided, Veterans need access to services to maintain the quality of VA care while combating national emergencies. Given the current demand on VA, veterans who need care are prioritized to first manage the COVID-19 pandemic and second deliver services as available and necessary. The prioritization of access to care is essential to care delivery during the pandemic and it also leaves many Veterans at home requiring non-urgent but stabilizing care when VA resources are not accessible. While VA has a unique mission and framework, it is challenged by the same escalating health care costs, some variability in care, and waste in resource use faced by the entire U.S. health care system. In addition, Veterans face challenges with long wait times and lack of care coordination Hickam DH, Weiss JW, Guise J-M, Buckley D, Motu apuaka M, Graham E, et al. In: Outpatient case management for adults with medical illness and complex care needs. USDoH aH S, et al., editors. Rockville: Agency for Healthcare Research and Quality; 2013.  , with potentially duplicative care with community referrals. Recognizing access to care as a critical issue, VHA with guidance from the Evidence-based Synthesis Program (ESP) has implemented several programs designed to improve access for Veterans, but as of June 2020 the scheduled wait time for some 925,354 Veteran appointments system-wide exceeded 30 days, a problem acutely exacerbated by COVID. A reduction in system wide excessive wait times requires the redesigning of care along the continuum including scheduling; access; transitional care and home care. Veterans receiving coordinated care within VA and the community require innovative access logistics and application of evidence-based medicine, EBM, based decision systems to arm Veterans with necessary support, improve the Veteran s experience, reduce unnecessary services, and prevent adverse outcomes. Currently, VA Consult/Request Tracking communicates with CPRS and stipulates a flow that is required to be executed within 7 days; the process requires numerous manual steps that often exceed the given window of opportunity. VA did redesign access to same day primary and mental health care and, currently, 22% of VA patients are seen on the same day as the requested appointment. Penn M, Bhatnagar S,Kuy, JAMA Netw Open. 2019 Jan; 2(1): e187096. A redesign of the entire system is plausible considering the recent successes. This redesign of the patient access and care system will engineer enhanced patient care flow utilizing an advanced decision system and placing patients at the center of care. Not only will Veterans receive more supported care, but the facilitation of scheduling and care coordination assistance to Veterans will redesign access to care. This will be especially important while the nation continues to combat COVID-19. The access redesign will improve access and patient flow and will reduce variability, fragmentation, and costs; this has yet to occur. Leveraging technology, VA can optimize the Veteran experience and improve efficiency of care delivery. The technology implemented must possess a high level of interoperability to ensure seamless integration with current and future systems. The technology must be built for VA to ensure the unique nature of VA to both afford VA transparency into activity for continued process improvement and the ability to build automated connection points into VA systems. Need Statement Highlights Ensure veterans continue to receive quality care through the COVID-19 pandemic. With the COVID-19 pandemic affecting VA resource allocations, Veterans need increasing support, assistance and access to necessary services. Ensure the VA Whole Health principles of focusing on what matters to you (the Veteran) and not what is the matter with you, is supported by Veteran participation in receiving streamlined care coordinated with the information and support to make knowledgeable choices for his or her health. Innovate scheduling and consult process to provide greater coordination of the patient in a timely fashion, avoid delays, and avoid unnecessary fragmentation of care. Decrease the amount of time needed to coordinate and schedule appointments by building a technical access system capable of providing Medical Service Assistants (MSA) the information necessary at the time of the Veteran s call or encounter. Integrate access system with existing tools enabling MSAs a simpler experience for rooming patients virtually. Reduce outpatient wait times which is especially important for elderly and vulnerable populations since delayed access to health care is associated with poor health. Pizer SD, Prentice JC. What are the consequences of waiting for health care in the veteran population? J Gen Intern Med. 2011;26(suppl 2):676-682 Integrate an access system with an EBM based informed decision process to allow Veterans to identify, discuss and understand their treatment options. The EBM system must be effective on all 22,000 medical conditions. More than 60 percent of people would opt not to have a procedure or surgery or would opt for a lower cost solution if the evidence found the procedure or service to be unnecessary VA National Center for Veterans Analysis and Statistics shows VA health care expenditures rose from $56.0 billion in in 2013 to $71.3 billion in 2018. Considering the 30% to 55% wasteful spending in health care, this corresponds to a potential VA waste of $21.4 billion to $29.2 billion in 2018. To address the waste in unnecessary services and procedures, , without value or if the risks outweighed the benefits. Buck, Isaac; Overtreatment and Informed Consent: A Fraud-Based Solution to Unwanted and Unnecessary Care (March 26, 2015). 43 Fla. St. L. Rev. 907 (2016); University of Tennessee Legal Studies Research Paper No. 307. Available at SSRN: https://ssrn.com/abstract=2585714, David Wennberg INST. OF MED. OF THE NAT L ACADS., THE HEALTHCARE IMPERATIVE: LOWERING COSTS AND IMPROVING OUTCOMES 18 (Pierre L. Yong et al. eds., 2010). This inculcates the tenets of shared decision-making in order to ensure active participation of the patient, which ultimately empowers the patient. HealthDialog, Shared Decision Making (2015), http://www.healthdialog.com/sites/default/files/resources/Shared%20Decision%20Making.pdf. Informed Veterans appropriately utilizing services will result in increased availability of VA care for others. Coordinate Veterans community care which improves Veteran access to health care Liu C-F, Bolkan C, Chan D, Yano EM, Rubenstein LV, Chaney EF. Dual use of VA and non-VA services among primary care patients with depression. J Gen Intern Med. 2009;24(3):305 311 ; however, coordination between VA and non-VA systems is often a complex, multi-level, fragmented process. Hester EJ, Cook DJ, Robbins LJ. The VA and Medicare HMOs complementary or redundant? N Engl J Med. 2005;353(12):1302 1303 The data from the community needs to be integrated into the VA access system. Improve Veteran satisfaction through an innovative scheduling and access system coupled with a decision support system. Current Approach to Service Delivery and/or Payments VA uses a variety of teams, processes, and technology to provide patient care and manage the care process. VA currently uses VistA, Consult processes, referral coordination teams (RCT) and internal manual scheduling systems. VA utilizes VA Health Services Research & Development, which is made up of researchers that work to identify, evaluate, and implement evidence-based strategies to provide accessible, high-quality, and cost-effective care for Veterans. VA and Department of Defense (DoD) together develop and publish EBM guidelines on more than 20 subjects. VA employs MSAs who conduct work such as scheduling; rooming in person appointments and taking vitals; answering calls; and rooming virtual appointments by assisting Veterans with the configuration of settings on their devices to maximize the Veteran-provider experience. VA currently screens patients as they arrive to VA for COVID-19 symptoms and the availability of services has been affected system-wide. VA knows Veterans have needs for services and are not able to deliver services previously scheduled. VA telehealth services are utilized but additional services are needed for Veterans who face inherent delays from shifting of provider and nursing resources to inpatient settings while the pandemic remains a threat. Coordination between VA facilities People Care provided within the VA system is coordinated by a Patient Aligned Care Team (PACT), which provides patient-centered, personalized, team-based care to the Veteran. The PACT model is based on the concept of the patient-centered medical home and focuses on wellness, disease prevention, and Veteran satisfaction. PACT is a wraparound team including the Veteran s family, caregivers, and health care professionals (including primary care provider, nurse care manager, clinical associate, and administrative clerk) that work with the Veteran and oversee care transitions, reduce fragmentation of care, and coordinate care. Patient Aligned Care Team (PACT) , https://www.patientcare.va.gov/primarycare/PACT.asp. Accessed July 30, 2019. In 2012, VA invested $774 million in the PACT program to hire and train the teams; this led to an estimated $596 million decrease in utilization following the PACT model implementation. Patient-Centered Medical Home Initiative Produced Modest Economic Results for Veterans Health Administration, 2010 12 , https://www.healthaffairs.org/doi/pdf/10.1377/hlthaff.2013.0893. Accessed July 30, 2019. MSAs also perform actions within the VA system and are the primary interface between Veterans before and after their visits, in person and virtual, with providers. MSAs are located within VA in several locations including the general call center and within departments. Scheduling, rooming, and answering questions are responsibilities which are assigned to MSAs. When they are not available, doctors and others will accomplish tasks which are optimally handled by MSAs. Process When Veteran calls to schedule appointments or a provider requests follow-up appointments to be set, MSA s perform the scheduling. In certain cases, consultations are necessary prior to adding a Veteran to the schedule. Appointments can be scheduled within VA in person, telephonically, or through a video connection and appointments can be scheduled for care in the community. Veterans who receive care through VA have access to coordinated care process using PACT. All VA medical centers provide traditional hospital-based services, most provide specialty care, and some offer advanced services such as organ transplants and plastic surgery. Where you ll go for care , https://www.va.gov/health-care/about-va-health-benefits/where-you-go-for-care/. Accessed July 30, 2019. PACT members coordinate the Veteran s care as needed, focusing on developing trusted relationships with the Veteran and their care goals. Patient Aligned Care Team (PACT) , Accessed July 30, 2019. Each PACT member has a clearly defined role, and together the team coordinates all aspects of a Veteran s care. The team supports the Veteran through care transitions, follow-up care, and private sector referrals. Coordinated Care PACT , https://www.patientcare.va.gov/primarycare/pact/Coordination.asp. Accessed July 30, 2019. VA provides evidence-based clinical practice guidelines on 22 subjects that outline the use of current best evidence in making decisions about Veterans health care. The Evidence-based Clinical Practice Program aims to improve Veterans health by increasing use of evidence-based practices and reducing variations in care involving overuse, underuse, different use, and waste of health care. Organizational Excellence , https://www.va.gov/HEALTHCAREEXCELLENCE/about/organization/evidence-based-clinical-practice-guidelines.asp. Accessed August 1, 2019. The Evidence-Based Practice Guideline Work Group is a partnership between VA and DoD that leads the creation and implementation of Clinical Practice Guidelines (CPGs) in VA and DoD. Evidence-based Practice Program , https://www.va.gov/HEALTHCAREEXCELLENCE/about/organization/examples/evidence-based-practice-program.asp. Accessed August 1, 2019 The CPGs incorporate Veterans feedback and are provided to physicians and nurses as recommendations. Organizational Excellence . Accessed August 1, 2019. Technology VA currently utilizes an electronic health record system through the Veterans Information Systems and Technology Architecture (VistA), which supports day-to-day operations across hundreds of local VA health care facilities across the country. VistA allows for ordering and record keeping of labs, medications, diets, procedures, consults, notes, treatment, and discharge plans. MyHealtheVet is an online patient portal where Veterans may refill prescriptions, track appointments, communicate securely with their health team, and access their health records. VA Video Connect application provides real-time access to health care providers via secure video connection, which can be used for appointments. My HealtheVet , https://www.myhealth.va.gov/mhv-portal-web/home. Accessed August 1, 2019.   Scheduling & Consults A 2019 enterprise enhancement for the Department of Veterans Affairs (VA) Veterans Health Information Systems and Technology Architecture (VistA) Scheduling (VS) aims to reduce operating costs for VHA and improve operational efficiencies, focus on providing patient-centered access to care, coordinate care, increase customer satisfaction, and reduce excessive cycle/wait time for scheduling patients. VS software allows schedulers to make appointments by viewing multiple appointment request types and multiple clinics in one screen. A scheduler can view patient requests for service and find the next available open appointment view. Schedulers gather information from providers to schedule Return to Clinic (RTC) appointments within their departments. The scheduling process typically requires repeated phone calls; is segmented by department; and lacks integration to knowledge sources and specialties. The mechanics of the current scheduling system result in higher wait times and increased community care utilization. Coordination between VA and Community Providers People VA care teams may determine that a Veteran requires community care for a variety of reasons, outlined in the Mission Act, including: Care demand is beyond VA capacity. Diagnostic support is required. Required specialty care services are not available at VA. Patient wait time requirements cannot be met inside VA. It is in the best medical interest of the patient. Average drive time to a specific medical facility is 30 minutes or more for primary care, mental health, and non-institutional extended care services or 60 minute average drive time for specialty care. Once VA confirms a Veteran is eligible for community care, and the veteran desires care in the community, the care team schedules an appointment with an in-network provider. If the Veteran has a specific community provider they would like to see, the provider may be added to the network if an appropriate in-network provider is unavailable or the provider is no longer part of the VA network. https://www.va.gov/COMMUNITYCARE/programs/veterans/General_Care.asp. Accessed July 30, 2019. Process After an approved provider has been selected, VA staff member schedule or have VA s Third Party Administrator (TPA) schedule an appointment. A VA facility locator tool is available online to assist Veterans in finding a community provider that meets their needs. Gaps in care may arise as communication between community providers and VA is subject to challenges with data exchange. Ibid. The use of EBM varies by community provider, which can result in inconsistent care. Technology Multiple systems are available to community providers that enable secure communication with VA about Veterans care. The HealthShare Referral Manager (HSRM) is a web-based system used by VA to generate and transfer referrals to community providers. HSRM provides a secure platform and standardized processes for coordination between VA and community providers. Using a web-based system facilitates rapid health information exchanges, improves access to bundled care/standard episode of care information, and enables community providers to electronically submit a Request for Services (RFS). Additionally, HSRM allows for up-to-date access to a holistic and accurate view of the Veteran's needs and care status and generates reports to track workflow. HSRM is in the process of being deployed across all VA medical centers in 2019 through a phased deployment schedule. Training on HSRM is offered weekly via the Veterans Health Administration Training Finder Real-time Affiliate-Integrated Network (VHA TRAIN). https://www.va.gov/COMMUNITYCARE/providers/Care_Coordination.asp Interoperability and data exchange challenges are expected as the system is new. Community Viewer (CV) is another web-based application where VA staff and community providers can view a Veteran s health record including consults, orders, progress reports, and relevant health information without installing any software. CV is accessed using a username and password provided by VA, and access can be requested via the Community Provider Technical Service Desk. Finally, Virtu Pro allows for secure email exchange between community providers and VA and does not require any software installation. Community providers are only able to securely reply to VA-initiated emails and cannot initiate a secure email to VA at this time. https://www.va.gov/COMMUNITYCARE/providers/Care_Coordination.asp Proposed Pilot Program Terms and Details of the ARRIVE Pilot Program The Access Reimagined & Redesigned Improving Veteran Experience (ARRIVE) Program will support VA in its mission serving Veterans. Most timely, it will provide immediate relief to ease the burden on VA from COVID-19. The first phase of the pilot renders telephonic and virtual access to care coordination powered by an EBM based decision system. The reach of VA will be extended, and additional support will be made available for Veterans. This will allow VA transparency into unmet needs which can be incorporated into the design of the scheduling system and integrated care coordination. ARRIVE will provide and demonstrate an innovative model to be emulated and repeated in other VA care settings. ARRIVE will highlight the value of VA care. ARRIVE provides VA an opportunity to optimize access to care; enhance care coordination and planning; and engage Veterans in their care decision-making. To provide a Whole Health experience, ARRIVE will engineer an innovative advanced logistic process to be fully integrated with an advanced artificial intelligence-based EBM direct decision support system. The ARRIVE Program will focus on optimizing scheduling; optimizing coordination of care integrated with the scheduling; providing EBM information and support to the Veteran tied into the scheduling and access system. This process also improves hospital and clinic efficiency by ensuring that the veteran is fully supported throughout the care process: from scheduling; through treatment to home support. ARRIVE ensures the Veteran is treated with Whole Health philosophy; armed with today s information and prepared to make decisions related to their care. Vendor will interface with internal VA systems to build a scheduling operations system that will be implemented into the departments and coordinate with existing and future information systems. The scheduling and access logistics will be defined by stakeholders and reflect the need for increased provider availability, enhanced utilization of VVC, streamlined provider telework, optimizing physical space, saving resources, and maximizing the Veteran engagement experience. The access and scheduling system will be coupled with care coordination to render a seamless veteran experience. Since health care needs change at the time of visit, the algorithms which will be leveraged in the scheduling system also require real time flexibility. As necessary to streamline scheduling, Vendor may assist by building a universal grid facilitating inter-departmental integration. The ARRIVE Program will increase support to Veterans. Care coordination focusing on scheduling and care continuum will be enhanced by supplemented EBM information. Increasing provider availability will improve access times. In addition, Veterans will also need to have questions answered when they are leaving their appointments or have returned home. The ARRIVE program will ensure Veterans receive seamless care coordination FboNoticeed at VA and supported with advanced decision making and analytics. Appropriate medical decision making requires that a Veteran understand their treatment options; the advantages and disadvantages of their options; rehabilitation requirements; the impact on quality of life; the likelihood of adverse effects and complications, and mortality and morbidity statistics. This information must be available to all care team members. This process will honor the Veteran and provide each Veteran with Whole Health Care from VA. With a retooled and robust notion of informed consent that employs a shared decision-making model, more patients would elect to either decline unnecessary care or opt for less expensive care. John E. Wennberg et al., Extending the P4P Agenda, Part 1: How Medicare Can Improve Patient Decision Making and Reduce Unnecessary Care, 26 HEALTH AFF. 1564, 1566-67 http://content.healthaffairs.org/ content/26/6/1564.full.pdf+html The following identifies the terms and conditions of the ARRIVE Program in chronological order. REQUIREMENTS OF THE VENDOR To meet the needs of the contract, the vendor must meet the following criteria: Must have the experience of rendering COVID-19 assistance to populations of at least 100,000 lives (the same size or greater than the PVAHCS). Must have the ability and experience developing and deploying engineering systems for clients. The solutions must be built and deployed to client requirements. The first iterations of the solution must be available in three months. Must have the experience of leveraging APIs and data exchanges to create interoperable solutions. Must have an automated real-time evidence-based medicine (EBM) system capable of producing reports on all medical conditions and comorbidities. Must have a sophisticated phone system, preferably proprietary, enabling seamless integration between care coordination, access logistics, and scheduling both in and out of VA. Must be capable of adhering to flexibility in deployments to capture VA requirements and robust interoperability and remain compatibility with future VA systems. Once built, the contractor must be able to train VA staff to run and execute the system. The system must make the lives of VA staff easier. Must maintain transparency to data and ad hoc reporting to increase data availability to VA to ensure the analysis and ability for continued improvement. Must maintain intelligent systems and analytics capable of identifying in-need populations. Must be capable of integrating with VA documents, procedures, guidelines, and protocols for purpose of delivering integrated information to Veterans and to maintain system functionality. The following includes more details about the functionality within the program which must be met within the proposed contract budget. To complete the contract, all functionality must be available through a single vendor. THERE IS NO SOLICITATION AT THIS TIME. This request for capabilities information does not constitute a request for proposals; submission of any information in response to this market survey is purely voluntary; the government assumes no financial responsibility for any costs incurred. Your responses may be shared with all stakeholders, thus the information received will not be considered proprietary. If your organization has the potential capacity to perform these contract services, please provide the following information: Cover Sheet 1 page Please provide the following information: 1. Organization name, address, and web site. 2. Point of contact to include e-mail address and telephone number. 3. Business size (large or small). If small, please provide type of small business. 4. North American Industry Classification System (NAICS) that best fits these task areas. 5. If applicable, GSA contract number, schedule, and SIN category. Capabilities Statement and Market Information Please respond by providing a capabilities statement and market information to include all items noted in the table below as well as the draft scope mentioned above. Elements ReCAP Program Requirements Vendor Response COVID-19 Assistance The experience assisting a population of over 100,000 lives with COVID-19 support. The assistance must include: EBM updating of national and state guidelines related to COVID-19 Dynamically updated assessment to assist individuals with questions regarding tested and self-quarantining Assistance to combat stresses resulting from COVID-19 isolation, exposure or fears Assist individuals with mental health needs Assist individuals with at-home options, conforming with real-time EBM, (while they may be required to wait for in person visits due to being identified as a lower priority patient for other services). Integrated access system with the flexibility and transparency to reduce system friction The design and build of a custom VA access system which permits real-time scheduling. The access and scheduling system must be accessible to members and care coordinators. VA providers must have access to care coordination schedules, notes, and requests. The system must be integrated with a care coordination system. The phone system must be accessible by VA at the conclusion of the pilot. Enable Veteran-First scheduling The ability to schedule across departments simultaneously. An interdepartmental grid needs to be developed which affords all departments the necessary time allotments and aggregates the totality of possible combinations. The knowledge from each department will be translated into the system. To be effective and adopted the system must make staffs jobs easier. This requires rapid engineering talent with an understanding of patient behavior and use patterns and a thorough understanding of the complexities of patient scheduling. System visibility affording Veteran continuity of care Visibility into care coordination activity. Just as care coordinators will assist in getting Veterans to the VA for appointments, when appropriate, providers must be able to seamlessly engage care coordinators at the conclusion of a visit to ensure a fully supported continuity of care. Visibility into the timing of VA and non-VA care Real-time visibility into community care referrals and appointments. To streamline scheduling, both VA and non-VA appointments and schedules must coexist in the same system. A platform must exist to facilitate the data transfer from non-VA appointments into a system accessible by VA providers. In addition, the data transparency must meet a threshold where all activity is visible real-time. Should a Veteran prefer to receive care in the VA and there is no timely appointment, if there is an opening due to a cancellation, Veterans should have the option to fill appointments and receive the care they prefer from VA. Automated real-time EBM to elevate and standardize the level of knowledge and care Evidence Based Medicine (EBM) must be the information source to respond to Veteran questions during the post appointments period or when at home. This ensures Veterans receive the highest standard of care and this information must be available through the access system to their providers to ensure all care is coordinated. The EBM system must automate and real-time to capture real time research and discovery in health care. With the doubling of information in health care less than a year, this is especially essential in specialties and fields with substantial research. VA will be synonymous with the highest quality of care and best care experience when the program has been fully developed and integrated. System functionality The features required of the ReCAP vendor to accomplish the above are as follows: A single platform to reduce the complexity of the program. Seamless integration is expected by VA to the existing system. The platform must encompass sched...
 

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Place of Performance

Address: See Attachment, USA

Country: USA
 

Record

SN05814749-F 20201001/200929230158 (samdaily.us)
 

Source

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