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FBO DAILY - FEDBIZOPPS ISSUE OF JULY 21, 2013 FBO #4257
DOCUMENT

R -- DATA ANALYSIS FOR ARTIFICIAL INTELLIGENCE - Attachment

Notice Date

7/19/2013
 

Notice Type

Attachment
 

NAICS

541618 — Other Management Consulting Services
 

Contracting Office

Department of Veterans Affairs;VAMC(688);50 Irving Street NW;Washington DC 20422
 

ZIP Code

20422
 

Solicitation Number

VA24513R0025
 

Response Due

8/19/2013
 

Archive Date

9/18/2013
 

Point of Contact

Delterine Mickey
 

E-Mail Address

5-8413<br
 

Small Business Set-Aside

Service-Disabled Veteran-Owned Small Business
 

Description

The Department of Veterans Affairs Washington, DC Medical Center (DCVAMC) intends to enter into a three (3) year, Firm-Fixed Priced (one (1) Base year and two (2) twelve (12) month option periods if exercised) contract. DCVAMC intends to solicit proposals from Service Disabled Veteran Owned Small Businesses (SDVOSB). In accordance with statute 38 U.S.C. 8127 (d), also known as the Veterans First Contracting Program, as implemented by FAR 19.1405(b), this acquisition will be set aside for competition among verified SDVOSB only. DCVAMC intends to solicit proposals for Analytical and Project Management experience with Artificial Intelligence in general and Bayesian approach in particular. The required service allows assessment of joint probability, combination of words within specified text through use of likelihood ratios associated with words in a phrase. The Bayesian probability model provides a computationally efficient method of identifying combinations of dependent words. This is a request for competitive proposals. The North American Industrial Classification System Code (NAICS) is 541618.Responses must be received no later than 19 August 2013 2:00 pm, local time. No telephone inquiries will be accepted. The VA Medical Center intends to make a firm-fixed priced award to a Serviced Disabled Veteran Owned Small Business (SDVOSB). The Mailing address for the Contracting Office is Veterans Affairs Medical Center, 50 Irving Street, NW RM BH-135, Washington, DC 20422, Attn: Delterine Mickey. Performance Work Statement 1. GENERAL: This is a non-personal services contract to provide (a) data analysis and (b) improvement facilitation. The Government shall not exercise any supervision or control over the contract service providers performing the services herein. Such contract service providers shall be accountable solely to the Contractor who, in turn is responsible to the Government. 1.1 Description of Services/Introduction: The contractor shall provide all personnel, equipment, supplies, facilities, transportation, tools, materials, supervision, and other items and non-personal services necessary to perform data analysis and improvement facilitation as defined in this Performance Work Statement except for those items specified as government furnished property and services. The contractor shall perform to the standards in this contract. 1.2 Background: This request is based on a System Redesign project funded in 2010 and titled "Enhancing the center and culture for performance excellence at the Washington, DC VAMC". Most of the tasks in this funding initiative have been completed in 2011. The remaining tasks are the focus on this contract. The Washington, DC VA Medical Center (DCVAMC) is committed to being the "Flagship of VA Healthcare." As the flagship, the medical center is a model site for innovation, continuous quality improvement, and patient safety. DCVAMC has a systematic approach to improving performance. Senior leaders regularly review a comprehensive set of performance measures. In addition to regular Baldridge assessments, a Performance Measure Matrix (PMM) is used to measure and report our ongoing performance of critical processes leading to organizational success. This also monitors comparisons to VA and non-VA hospitals to monitor targets set by VHA, VISN5 and the facility. We use these reviews and third party assessments to identify opportunities for improvement. The DCVAMC Leadership Team guides the organization, plans for long-term sustainability, ensures effective self-governance, reviews performance, and creates a nurturing culture for operational excellence through the DCVAMC leadership system. This system focuses on balancing the needs of all stakeholders and establishes the foundation for overall leadership excellence in setting and deploying DCVAMC mission, vision, and values. Senior leaders serve as strong role models as they implement the leadership system to set organization-wide direction in accordance with the vision, mission and values.Performance and quality improvement initiatives have been a major focus at the DCVAMC. Different models of improvement have been tried. DCVAMC will focus on the Lean model. The current infrastructure does not fully promulgate effective execution of performance or change activities, resulting in inefficiency of process, delays in organizational learning, and waste of resources. Although there is currently a Center for Performance Management that exists at the DCVAMC, its ability to enhance organizational performance and promote innovation or creativity is limited due to the lack of availability of dedicated personnel to Lean initiatives and expertise in analysis of large data driven from CPRS. As a part of the Patient Flow Collaborative, the DCVAMC was offered the option to participate in the second phase of the Bed Management System (BMS) roll out. We are currently in the process of planning for the implementation of this new software. The successful implementation of this software necessitates the redesign of the way we currently coordinate inpatient flow activities. This is the second area of focus in our proposal. By developing an Inpatient Center to focus on these activities, the DCVAMC will continue to improve on delivering patient-centered care by focusing on streamlining the admissions through discharge process to serve our Veteran patients better. The current VISN 5 network's enabling strategic goal is to deliver world-class service to veterans and their families by applying sound business principles that result in effective management of people, communications, technology, and governance. This contract for improvement through system redesign and Lean projects will help our facility achieve this strategic goal. This will be exemplified with the successful implementation of our proposed redesign project. 1.3 Objectives: The overall strategic plan for further enhancing DCVAMC's commitment to innovative performance improvement activities is divided into two areas: 1) support for enhancing our current Center for Performance Management through analysis of data from CPRS and from Veteran Administration Informatics and Computing Infrastructure (VINCI), 2) the facilitation of Lean projects to improve care using data available through previous step.1.4 Scope: The contractor shall provide two services: data analysis and improvement facilitation. These services are described in the following: *Data analysis. The data analysis shall rely on data mining techniques and artificial intelligence for analysis of large massive databases, including text analysis. The expected number of unique patients to be analyzed is 600,000 cases. For each patient, 5 years of CPRS data are available. In addition, many data items, including simple items such as weight are text fields that require complex artificial intelligence techniques for analysis of the data. In particular, the contractor shall use Guided Bayesian approach described in previous collaboration as their method of analysis. In conducting these analysis, the contractor shall rely on remote access to the data servers within VA and shall not transfer the data outside of the VA facilities. This effort will have the following components: *Classification of text in Hospice Consults notes within CPRS for patients in DC VA *Examination of methods of measuring severity of illness based on claims data and laboratory findings. *Examination of reason for readmission within 30 days. *Examination of trajectory to death for severely ill patients *Examination of clinical visits that could have been avoided through telemedicine or other remote contacts *Facilitation of Improvement Efforts. The contract shall use the data analysis accomplished to implement Lean projects within VADCMC. At a minimum the following efforts will be undertaken: *Description of the extent of the problem using patient outcomes. *Training of clinicians/managers within VA in Lean improvement efforts. *Facilitation of at least 4 Lean improvement projects that examine a clinical decision and design new care protocols that avoid wasted effort and improve patient outcomes. 1.5Period of Performance: The period of performance will be for one (1) Year - 12 months from date of award plus two (2) one (1) year options. 1.6.1 Quality Control: The contractor shall develop and maintain an effective quality control program to ensure services are performed in accordance with this PWS. The contractor shall develop and implement procedures to identify, prevent, and ensure non-recurrence of defective services. The contractor's quality control program is the means by which he assures himself that his work complies with the requirement of the contract. Within 30 days after contract award, three copies of a comprehensive written QCP shall be submitted to the KO and COR, within 5 working days when changes are made thereafter. After acceptance of the quality control plan the contractor shall receive the contracting officer's acceptance in writing of any proposed change to his QC system. 1.6.2 Quality Assurance: The government shall evaluate the contractor's performance under this contract in accordance with the Quality Assurance Surveillance Plan. This plan is primarily focused on what the Government must do to ensure that the contractor has performed in accordance with the performance standards. It defines how the performance standards will be applied, the frequency of surveillance, and the minimum acceptable defect rate(s). The government's evaluation is focused on deliverable milestones. 1.6.3 Recognized Holidays: The contractor is not required to perform services during holidays which include: New Year's Day Labor DayMartin Luther King Jr.'s BirthdayColumbus Day President's DayVeteran's Day Memorial Day Thanksgiving Day Independence Day Christmas Day 1.6.4 Hours of Operation: The contractor is responsible for conducting business, between the hours of 7:30 to 5:30 Monday through Friday except Federal holidays or when the Government facility is closed due to local or national emergencies, administrative closings, or similar Government directed facility closings. For other than firm fixed price contracts, the contractor will not be reimbursed when the government facility is closed for the above reasons. The Contractor must at all times maintain an adequate workforce for the uninterrupted performance of all tasks defined within this PWS when the Government facility is not closed for the above reasons. When hiring personnel, the Contractor shall keep in mind that the stability and continuity of the workforce are essential. 1.6.5 Place of Performance: The work to be performed under this contract will be performed at DCVAMC or using Telework provisions at DCVAMC. 1.6.6 Type of Contract: The government will award a firm fixed price contract. 1.6.7 Security Requirements: Contractor personnel performing work under this contract must have the level of security equivalent to a Without Compensation (WOC) employee at VA at time of start of the work (not signing of contract), and must maintain the level of security required for the life of the contract. The security requirements are in accordance with VA Information and Information System Security /Privacy Language issued by DCVAMC. 1.6.7.1 PHYSICAL Security: The contractor shall be responsible for safeguarding all government equipment, information and property provided for contractor use. At the close of each work period, government facilities, equipment, and materials shall be secured. 1.6.7.2 Key Control. The Contractor shall establish and implement methods of making sure all keys/key cards issued to the Contractor by the Government are not lost or misplaced and are not used by unauthorized persons. NOTE: All references to keys include key cards. No keys issued to the Contractor by the Government shall be duplicated. The Contractor shall develop procedures covering key control that shall be included in the Quality Control Plan. Such procedures shall include turn-in of any issued keys by personnel who no longer require access to locked areas. The Contractor shall immediately report any occurrences of lost or duplicate keys/key cards to the Contracting Officer. 1.6.7.2.1. In the event keys, other than master keys, are lost or duplicated, the Contractor shall, upon direction of the Contracting Officer, re-key or replace the affected lock or locks; however, the Government, at its option, may replace the affected lock or locks or perform re-keying. When the replacement of locks or re-keying is performed by the Government, the total cost of re-keying or the replacement of the lock or locks shall be deducted from the monthly payment due the Contractor. In the event a master key is lost or duplicated, all locks and keys for that system shall be replaced by the Government and the total cost deducted from the monthly payment due the Contractor. 1.6.7.2.2. The Contractor shall prohibit the use of Government issued keys/key cards by any persons other than the Contractor's employees. The Contractor shall prohibit the opening of locked areas by Contractor employees to permit entrance of persons other than Contractor employees engaged in the performance of assigned work in those areas, or personnel authorized entrance by the Contracting Officer. 1.6.8 Special Qualifications: The contractor is responsible for ensuring all employees possess and maintain current Information Security levels. 1.6.9 Post Award Conference/Periodic Progress Meetings: The Contractor agrees to attend any post award conference convened by the contracting activity or contract administration office in accordance with Federal Acquisition Regulation Subpart 42.5. The contracting officer, Contracting Officers Representative (COR), and other Government personnel, as appropriate, may meet periodically with the contractor to review the contractor's performance. At these meetings the contracting officer will apprise the contractor of how the government views the contractor's performance and the contractor will apprise the Government of problems, if any, being experienced. Appropriate action shall be taken to resolve outstanding issues. These meetings shall be at no additional cost to the government. 1.6.10 Contracting Officer Representative (COR): The (COR) will be identified by separate letter. The COR monitors all technical aspects of the contract and assists in contract administration The COR is authorized to perform the following functions: assure that the Contractor performs the technical requirements of the contract: perform inspections necessary in connection with contract performance: maintain written and oral communications with the Contractor concerning technical aspects of the contract: issue written interpretations of technical requirements, including Government drawings, designs, specifications: monitor Contractor's performance and notifies both the Contracting Officer and Contractor of any deficiencies; coordinate availability of government furnished property, and provide site entry of Contractor personnel. A letter of designation issued to the COR, a copy of which is sent to the Contractor, states the responsibilities and limitations of the COR, especially with regard to changes in cost or price, estimates or changes in delivery dates. The COR is not authorized to change any of the terms and conditions of the resulting order. 1.6.11 Key Personnel: The follow personnel are considered key personnel by the government. Qualifications for all key personnel are to be listed. (1) The contractor shall provide a contract manager capable of data analysis who shall be responsible for the performance of the work. The name of this person and an alternate who shall act for the contractor when the manager is absent shall be designated in writing to the contracting officer. The contract manager or alternate shall have full authority to act for the contractor on all contract matters relating to daily operation of this contract. The contract manager or alternate shall be available between 7:30 a.m. to 4:30p.m., Monday thru Friday except Federal holidays or when the government facility is closed for administrative reasons. (2) A Ph.D. prepared artificial intelligence person, minimum of 10 peer reviewed publications, minimum of 2 years of experience with SQL data analysis, minimum of one year of work with VA data warehouse, (3) An experienced university-level trainer for system redesign facilitators. The Contractor must identify each person functioning as "Key Personnel" under this contract, and provide to the VA a description of the services to be provided by such person, together with a resume summarizing that person's relevant skills and experience. During the first ninety (90) calendar days of contract performance, the Contractor shall make NO substitutions of key personnel unless the substitution is necessitated by illness, death, or termination of employment. Within 14 days after substitutions necessitated by situations described above, the Contractor shall provide resumes for the substitute key personnel. For substitutions proposed by the Contractor after the initial 90 calendar day period, the Contractor shall provide resumes for the substitute personnel, together with any other additional information requested by the Contracting Officer, at least 15 days before the substitution is to occur. The Contracting Officer shall notify the Contractor within fifteen (15) calendar days after receipt of all required information if the VA refuses to accept the substitute key personnel. The VA reserves the right to refuse or revoke acceptance of key personnel if personal or professional conduct, or lack of required skills or experience, jeopardizes patient care or interferes with the regular and ordinary operation of the facility. Temporary substitutions of key personnel shall be permitted in accordance with the Contractor's contingency plan. The Contractor's contingency plan to be utilized if personnel leave Contractor's employment or are unable to continue performance in accordance with the terms and conditions of the resulting contract must be submitted as part of the Contractor's offer.All Contractor staff providing services to Veterans under this contract must undergo the appropriate background investigation as required by the VA. Before receiving an initial referral of Veterans under the contract, the Contractor shall submit a listing of all Contractor personnel proposed to provide services to Veterans under the contract. The VA will provide the necessary background information forms to the Contractor or to the Contractor's employees after receiving a list of names and addresses.i Upon receipt, the VA Contracting Officer will review the completed forms for accuracy and forward the forms to proper federal authorities to conduct background investigations.Ii The VA facility shall pay for investigations conducted by the Office of Personnel Management (OPM) in advance. However, the Contractor is required to reimburse the VA for the cost of the investigations. The estimated cost for a Low Risk Level Background Investigation is $200 per employee. The VA shall recover the cost of the investigations from the Contractor through offsets against amounts invoiced or against the guaranteed minimum payment, as appropriate.Iii The VA Contracting Officer shall forward the completed background investigations to the Office of Security and Law Enforcement for adjudication. The Office of Security and Law Enforcement shall notify the Contracting Officer and Contractor after adjudicating the results of the background investigations received from the investigating office.iiiiThe COR shall be responsible for verifying that investigations have been completed or are in the process of being requested before Veterans are referred to the Contractor's facilities.REFERRALSA. The VA is responsible for determining eligibility of Veterans prior to referral to the Contractor for treatment. A written referral (hard copy, fax or e-mail are acceptable) signed by an authorized VA ordering officer shall be provided to the Contractor for each Veteran referred for services under the contract.B. A list of authorized VA ordering officials for the contract shall be provided to the Contractor upon award of the contract. Ordering officials may be added or deleted from the list during the term of the contract at the discretion of VA Contracting Officer. The Contractor shall be provided an updated list of authorized VA ordering officials whenever such changes are made.C. It is understood that the Contractor will not be paid for care provided to a referred Veteran beyond the period authorized in the referral, unless an extension of the authorization is provided in writing by the VA. D. The initial referral period for a Veteran may be up to 60 days, depending upon the needs of the Veteran as mutually determined by the Veteran, the Contractor's staff, and VA Homeless Program Coordinator or designee. An extension of the referral period up to a total of 6 months may be authorized by the VA Homeless Program Coordinator or designee, provided that funding is available. Treatment periods in excess of 6 months for individual Veterans must be authorized by the Medical Center Director or designee.1.6.12 Identification of Contractor Employees: All contract personnel attending meetings, answering Government telephones, and working in other situations where their contractor status is not obvious to third parties are required to identify themselves as such to avoid creating an impression in the minds of members of the public that they are Government officials. They must also ensure that all documents or reports produced by contractors are suitably marked as contractor products or that contractor participation is appropriately disclosed. Contract personnel are not required to obtain and wear badges in the performance of this service. 1.6.14 Other Direct Costs: This category includes reproduction and publishing costs, shipping expenses associated with training activities and visits to contractor facilities. It could also entail the renting of suitable training venues. 1.6.15 Data Rights: The Government has unlimited rights to all documents/material produced under this contract. All documents and materials, to include the source codes of any software, produced under this contract shall be Government owned and are the property of the Government with all rights and privileges of ownership/copyright belonging exclusively to the Government. These documents and materials may not be used or sold by the contractor without written permission from the Contracting Officer. All materials supplied to the Government shall be the sole property of the Government and may not be used for any other purpose. This right does not abrogate any other Government rights.1.6.16 Organizational Conflict of Interest: Contractor and subcontractor personnel performing work under this contract may receive, have access to or participate in the development of proprietary or source selection information (e.g., cost or pricing information, budget information or analyses, specifications or work statements, etc.) or perform evaluation services which may create a current or subsequent Organizational Conflict of Interests (OCI) as defined in FAR Subpart 9.5. The Contractor shall notify the Contracting Officer immediately whenever it becomes aware that such access or participation may result in any actual or potential OCI and shall promptly submit a plan to the Contracting Officer to avoid or mitigate any such OCI. The Contractor's mitigation plan will be determined to be acceptable solely at the discretion of the Contracting Officer and in the event the Contracting Officer unilaterally determines that any such OCI cannot be satisfactorily avoided or mitigated, the Contracting Officer may effect other remedies as he or she deems necessary, including prohibiting the Contractor from participation in subsequent contracted requirements which may be affected by the OCI.1.6.17 PHASE IN /PHASE OUT PERIOD: To minimize any decreases in productivity and to prevent possible negative impacts on additional services, the Contractor shall have personnel on board, during the 30 day phase in/ phase out periods. During the phase in period, the Contractor shall become familiar with performance requirements in order to commence full performance of services on the contract start date.2. DEFINITIONS AND ACRONYMS:2.1.1. CONTRACTOR. A supplier or vendor awarded a contract to provide specific supplies or service to the government. The term used in this contract refers to the prime.2.1.2. CONTRACTING OFFICER. A person with authority to enter into, administer, and or terminate contracts, and make related determinations and findings on behalf of the government. Note: The only individual who can legally bind the government.2.1.3. CONTRACTING OFFICER'S REPRESENTATIVE (COR). An employee of the U.S. Government appointed by the contracting officer to administer the contract. Such appointment shall be in writing and shall state the scope of authority and limitations. This individual has authority to provide technical direction to the Contractor as long as that direction is within the scope of the contract, does not constitute a change, and has no funding implications. This individual does NOT have authority to change the terms and conditions of the contract. 2.1.4. DEFECTIVE SERVICE. A service output that does not meet the standard of performance associated with the Performance Work Statement.2.1.5. DELIVERABLE. Anything that can be physically delivered, but may include non-manufactured things such as meeting minutes or reports.2.1.6. KEY PERSONNEL. Contractor personnel that are evaluated in a source selection process and that may be required to be used in the performance of a contract by the Key Personnel listed in the PWS. When key personnel are used as an evaluation factor in best value procurement, an offer can be rejected if it does not have a firm commitment from the persons that are listed in the proposal.2.1.7. PHYSICAL SECURITY. Actions that prevent the loss or damage of Government property.2.1.8. QUALITY ASSURANCE. The government procedures to verify that services being performed by the Contractor are performed according to acceptable standards.2.1.9. QUALITY ASSURANCE Surveillance Plan (QASP). An organized written document specifying the surveillance methodology to be used for surveillance of contractor performance. 2.1.10. QUALITY CONTROL. All necessary measures taken by the Contractor to assure that the quality of an end product or service shall meet contract requirements.2.1.11. SUBCONTRACTOR. One that enters into a contract with a prime contractor. The Government does not have privity of contract with the subcontractor.2.1.12. WORK DAY. The number of hours per day the Contractor provides services in accordance with the contract.2.1.12. WORK WEEK. Monday through Friday, unless specified otherwise.2.2. ACRONYMS: ACORAlternate Contracting Officer's Representative AFARSArmy Federal Acquisition Regulation Supplement ARArmy Regulation CCEContracting Center of Excellence CFRCode of Federal Regulations CONUSContinental United States (excludes Alaska and Hawaii) CORContracting Officer Representative CORContracting Officer's Representative COTSCommercial-Off-the-Shelf DADepartment of the Army DD250 Department of Defense Form 250 (Receiving Report) DD254Department of Defense Contract Security Requirement List DFARSDefense Federal Acquisition Regulation Supplement DMDCDefense Manpower Data Center DODDepartment of Defense FARFederal Acquisition Regulation HIPAAHealth Insurance Portability and Accountability Act of 1996 KOContracting Officer OCIOrganizational Conflict of Interest OCONUSOutside Continental United States (includes Alaska and Hawaii) ODC Other Direct Costs PIPOPhase In/Phase Out POCPoint of Contact PRSPerformance Requirements Summary PWSPerformance Work Statement QAQuality Assurance QAPQuality Assurance Program QASPQuality Assurance Surveillance Plan QCQuality Control QCPQuality Control Program TETechnical Exhibit 3. GOVERNMENT FURNISHED ITEMS AND SERVICES: 3.1. Services: The Government will provide (a) data servers, (b) Telework software, (c) in some instances loaned computers, (d) data that cannot be taken out of VAMC and (e) personnel to assist with these services. 3.2 Facilities: The Government will provide computing and training facilities for the personnel to work from. These facilities could be arranged through Telework. If in person, the facility will include work space, desk, communication equipment, and other items necessary to maintain an office environment. 3.3 Utilities: The Government will provide all utilities in the VA facility provided to the contractor. All work shall be done on government computers or through Telework. The Contractor shall instruct employees in utilities conservation practices. The contractor shall be responsible for operating under conditions that preclude the waste of utilities, which include turning off the water faucets or valves after using the required amount to accomplish cleaning vehicles and equipment.3.4 Equipment: The Government will provide computers for Telework, if these are conducive to completion of the contract. 3.5 Materials: The Government will provide Standard Operating Procedures and Policies. 4. CONTRACTOR FURNISHED ITEMS AND RESPONSIBILITIES: 4.1 General: The Contractor shall furnish all supplies, equipment, facilities and services required to perform work under this contract that are not listed under Section 3 of this PWS. The contractor is not allowed to charge more than 12% for indirect cost to cover facilities not provided by VA. 5.1. Basic Services. 5.1.1. Data analysis. The data analysis shall rely on data mining techniques and artificial intelligence for analysis of large massive databases, including text analysis. The expected number of unique patients to be analyzed is 600,000 cases. For each patient, 5 years of CPRS data are available. In addition, many data items, including simple items such as weight are text fields that require complex artificial intelligence techniques for analysis of the data. In particular, the contractor shall use Guided Bayesian approach described in previous collaboration as their method of analysis. In conducting these analysis, the contractor shall rely on remote access to the data servers within VA and shall not transfer the data outside of the VA facilities. This effort will have the following components: *Classification of text in Hospice Consults notes within CPRS for patients in DC VA. The analysis should describe the nature of consults, the recommended decision, the percentage of times the patient followed the consult, the frequency with which hospice patients were readmitted to the hospital and the factors that increase the need for hospice consults. *Examination of methods of measuring severity of illness based on claims data and laboratory findings. The effort should statistically compare the performance of established laboratory based key clinical findings to claims based severity/prognostic indicators. *Examination of reason for readmission within 30 days. The effort should analyze the factors that contribute to readmission and assess the probability of readmission at discharge. The effort should lead to design of an alert system within CPRS to inform discharge planners of unusual discharge requirements to prevent readmissions. *Examination of trajectory to death for severely ill patients. The project should examine 12 months prior to death and classify patients in groups that have distinct trajectory to death. *Examination of clinical visits that could have been avoided through telemedicine or other remote contacts. The project shall identify factors that could lead to increased access to appointments for primary or specialist care patients. 5.1.2. Facilitation of Improvement Efforts. The contract shall use the data analysis accomplished to implement Lean projects within VADCMC. At a minimum the following efforts will be undertaken: Description of the extent of the problem using patient outcomes. The project shall rely on VA employee's description of problems and confirm these problems through analysis of CPRS data. *Training of clinicians/managers within VA in Lean improvement efforts. The project shall provide clinicians/managers with continuing education or university credits. It shall assist participating clinicians/managers in understanding how to proceed with Lean projects. *Facilitation of at least 4 Lean improvement projects that examine a clinical decision and design new care protocols that avoid wasted effort and improve patient outcomes. For each project, the facilitator shall meet with VA employees individually before group meeting and as a group during scheduled times to solicit their suggestions for change. The procedures to follow should include Lean procedures. 5.1.3. Preparation of manuscripts. The contractor shall conduct literature review and prepare the following manuscripts: 1.Paper on use of Hospice in VA 2.Paper on accuracy of methods for predicting patient's prognosis 3.Paper on reasons for readmission within 30 days for one index disease 4.Paper on trajectory of illness for one group of patients 5.Paper on clinical Lean procedures with examples from lessons learned at VA 6. APPLICABLE PUBLICATIONS (CURRENT EDITIONS 6.1. The Contractor must abide by all applicable regulations, publications, manuals, and local policies and procedures. 6.2. Preparation of papers and submission of papers for publication shall follow the DC VA approval requirements and the target journal format and procedures. 7.QUALITY ASSUREANCE SURVEILLANCE PLAN The contractor service requirements are summarized into performance objectives that relate directly to mission essential items. The performance threshold briefly describes the minimum acceptable levels of service required for each requirement. These thresholds are critical to mission success. Performance Objective & Deliverable items StandardPERFORMANCE THRESHOLD Method of Surveillance PRS # 1. The contractor shall provide: (a) analysis of use of Hospice in VA (b) paper on use of Hospice in VA The contractor shall prepare the paper to the standard of the journal intended for publication of the work. The work shall be accepted for review by the journal and shall in time meet peer reviewThe Government will monitor progress of the paper on a monthly basis. Final product due in 6 months PRS # 2 The contractor shall provide (a) analysis of CHF patients' prognoses using diagnoses and/or laboratory findings, (b) Paper on accuracy of methods for predicting patient's prognosis is due within 3 months of start of project The contractor shall prepare the paper to the standard of the journal intended for publication of the work. The work shall be accepted for review by the journal and shall in time meet peer reviewThe Government will monitor progress of the paper on a monthly basis. Final product due in 6 months PRS # 3 The contractor shall provide (a) analysis of readmissions for CHF index diagnoses (b) paper on reasons for readmission within 30 days for Congestive Heart Failure patients The contractor shall prepare the paper to the standard of the journal intended for publication of the work. The work shall be accepted for review by the journal and shall in time meet peer reviewThe Government will monitor progress of the paper on a monthly basis. Final product due in 9 months after start. PRS # 4 The contractor shall provide (a) analysis of trajectory to death for CHF patients and (b) Paper on trajectory of illness for congestive heart failure patients The contractor shall prepare the paper to the standard of the journal intended for publication of the work. The work shall be accepted for review by the journal and shall in time meet peer reviewThe Government will monitor progress of the paper on a monthly basis. Final product due in 3 months after start. PRS # 5 The contractor shall provide (a) report on number of Lean training and interventions completed and (b) paper on clinical Lean procedures with examples from lessons learned at VA The contractor shall prepare the paper to the standard of the journal intended for publication of the work. The work shall be accepted for review by the journal and shall in time meet peer reviewThe Government will monitor progress of the paper on a weekly basis. After each improvement effort, a draft of the paper should be presented. Final product due in 9 months after start. ALL INTERESTED PARTIES SHOULD E-MAIL THEIR REQUEST FOR A COPY ON THE COMPLETE SOLICITATION.
 

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