Loren Data's SAM Daily™

FBO DAILY - FEDBIZOPPS ISSUE OF JULY 15, 2016 FBO #5348
DOCUMENT

R -- Customer Satisfaction - Attachment

Notice Date

7/13/2016
 

Notice Type

Attachment
 

NAICS

541611 — Administrative Management and General Management Consulting Services
 

Contracting Office

Department of Veterans Affairs;Health Administration Center;3773 Cherry Creek Drive North, Suite 450;Denver CO 80209
 

ZIP Code

80209
 

Solicitation Number

VA74116Q0144
 

Response Due

7/18/2016
 

Archive Date

8/17/2016
 

Point of Contact

lindsey.wineland@va.gov
 

E-Mail Address

lindsey.wineland@va.gov
(lindsey.wineland@va.gov)
 

Small Business Set-Aside

N/A
 

Description

---Customer Satisfaction Measurement Services RFI-- NAICS - 541611 Agency: Department of Veterans Affairs Office: Veterans Health Administration (VHA) Office of Quality, Safety and Value (QSV) Product Effectiveness (PE) Program Office Notice Type:Posted Date: Sources Sought07/12/2016 Response Date: 07/18/2016 Classification Code: Open Market NAICS Code: 541611 *Looking for all capable vendors but validating VOSB/SDVOB Veterans* Synopsis: THIS IS NOT A SOLICITATION. This is a Request for Information (RFI)/Sources Sought notice issued in accordance with FAR 15.201(e) to conduct market research. This RFI is issued solely for information and planning purposes - it does not constitute a Request for Quote (RFQ) - or a promise to issue a RFQ in the future. This request for information does not commit the Government to contract for any supply or services whatsoever. The Department of Veterans Affairs (VA) is not, at this time, seeking proposals and will not accept unsolicited costs incurred in response to this RFI; all costs associated with responding to this RFI will be solely at the interested vendor's expense. Not responding to this RFI does not preclude participation in any future RFQ, if any is issued. Any information submitted by respondents to this RFI is strictly voluntary. All submissions become Government property and will NOT be returned. This announcement is based upon the best information available and is subject to future modification. Contracting Office Address Department of Veterans Affairs (VA), PCO East Denver 3773 Cherry Creek Dr. North, Denver, CO, 80209 Point of Contact: Lindsey Wineland 303-372-4626 lindsey.wineland@va.gov Overview: The Veterans Health Administration (VHA) established the Product Effectiveness (PE) program office to perform various measurement assessments and analyses on specially selected health care programs, products, and processes to ensure they are effective and/or meet the needs of VHA stakeholders and ultimately provide business value to VHA. This is only an overview/summary does not include all requirements to complete Performance Work Statement (PWS). Specific Response Instructions: Please submit your RFI response in accordance with the following: 1) No more than 20 pages (excluding transmittal page). Include the name, email address and phone number of the appropriate representative of your company; 2) Submit your response via email to Lindsey Wineland @ lindsey.wineland@va.gov. 3) Submit your response by 4 P.M. (EST) on 07/18/2016; 4) Mark your response as "Proprietary Information" if the information is considered business sensitive. 5) NO MARKETING MATERIALS ARE ALLOWED AS PART OF THIS RFI. The government will not review any other information or attachments included, that are in excess of the 20 page limit. Information Requested from Industry: In response to the RFI, interested contractors shall submit the following information: 1.Company Information / Socio-Economic Status 1.Provide the company size and POC information. 2.Provide GSA contract number if applicable or state if open market 3.VA has identified the appropriate North American Industry Classification System (NAICS) Code 541611 Administrative Management and General Management Consulting Services, which has a size standard of $15 Million for this RFI. Please identify and explain any other NAICS codes your company believes would better represent the predominated work included in the attached PWS. 4.Indicate whether your company, subcontractors, teaming partners, joint ventures have a Federal Socio-Economic Status, e.g., Small Business, Service-Disabled Veteran Owned Small Business, Veteran Owned Small business, Women-Owned Small Business, Disadvantaged Small business, and Hub Zone. If Service Disabled or Veteran Owned Small business, is your company and or partners registered in VA's VetBiz repository? 2.Background/Past Experience - Provide the following information on a maximum of three similar projects dealing with business Product Effectiveness. All projects referenced must have been completed within the last three years for which the responder was a prime or subcontractor. 1.The name, address, and value of each project. 2.The Prime Contract Type, Firm Fixed-Price, Cost Reimbursement or Time and Material 3.The name, telephone and address of the owner of each project 4.A description of each project, including difficulties and successes 5.Your company's role and services provided for each project. 3.Capabilities/Qualifications - Overview of proposed solution(s). Include a description of the capabilities/qualification/skills your company possesses for each of the below statements: 1.Assessment of capabilities to perform requirements noted in the RFI. 2.Assessment of the types of changes required to accomplish the goals. 3.Approach to be utilized to develop necessary changes to the systems to meet the organizational goals 4.Draft schedule to complete necessary changes. 4.Teaming Arrangements - Description of Teaming Partners, Joint Ventures that your company would consider to perform work. 5.Price Information - Provide your commercial price history and rough order of magnitude for the same or similar products/solutions. 6.Other Market Information - Provide any other relative information, this information must be included within the 20 page limitation. 7.Other Federal Experience - Identify the federal contract vehicles 8.Additional Recommendations - Please identify if you believe the Draft PWS needs to be strengthened or contains any ambiguities you see which would make you hesitant to bid because of scope/workload concerns. If you have any large or small business concerns and why it would be important to keep full and open or set-aside to small businesses. Suggestions on additional resources, SIN or NAICS codes to solicit to. 9.Complexity Level of Requirement: Please identify on a scale of 1-5 how complex you perceive the anticipated work in this contract. 1: Extremely Easy2. Easy3. Moderate4. Difficult5. Extremely Difficult 10.IF YOU ARE A SMALL BUSINESS: Please respond to this RFI if your company can perform this requirement in accordance with FAR Part 52.219-14 Limitations on Subcontraction (Nov 2011) As prescribed in 19.508(e) or 19.811-3(e), insert the following clause: Limitations on Subcontracting (Nov 2011) (a) This clause does not apply to the unrestricted portion of a partial set-aside. (b) Applicability. This clause applies only to- (1) Contracts that have been set aside or reserved for small business concerns or 8(a) concerns; (2) Part or parts of a multiple-award contract that have been set aside for small business concerns or 8(a) concerns; and (3) Orders set aside for small business or 8(a) concerns under multiple-award contracts as described in 8.405-5 and 16.505(b)(2)(i)(F). (c) By submission of an offer and execution of a contract, the Offeror/Contractor agrees that in performance of the contract in the case of a contract for- (1) Services (except construction). At least 50 percent of the cost of contract performance incurred for personnel shall be expended for employees of the concern. (2) Supplies (other than procurement from a nonmanufacturer of such supplies). The concern shall perform work for at least 50 percent of the cost of manufacturing the supplies, not including the cost of materials. (3) General construction. The concern will perform at least 15 percent of the cost of the contract, not including the cost of materials, with its own employees. (4) Construction by special trade contractors. The concern will perform at least 25 percent of the cost of the contract, not including the cost of materials, with its own employees. (End of clause) ? DRAFT PERFORMANCE WORK STATEMENT (PWS) Veterans Health Administration (VHA) Office of Quality, Safety and Value (QSV) Product Effectiveness (PE) Program Office Customer Satisfaction Measurement Services (CSMS) 2016-1 1.GENERAL INFORMATION The Veterans Health Administration (VHA) established the Product Effectiveness (PE) program office to perform various measurement assessments and analyses on specially selected health care programs, products, and processes to ensure they are effective and/or meet the needs of VHA stakeholders and ultimately provide business value to VHA. PE measurement assessments encompass functional reviews, customer satisfaction, lessons learned, and benefits realization. PE's services focus on the planning, collection of data, analysis and reporting of enterprise and business benefits from significant programs, processes, technology, and medical products to measure their effectiveness and help improve them. PE projects support VA stakeholders at the highest executive levels with independent measures of programs and initiatives to understand their effectiveness and identify recommendations for improving performance. PE's findings are intended to be used to validate investment decisions, provide accountability, identify gaps and challenges, and support continuous improvement of VHA mission critical health information and informatics projects. The subject matter of the work described in this PWS involves measurements, findings, and recommendations related to the highest priority initiatives within the Department of Veterans Affairs. As such, the results of the advisory and assistance produced via this contract (i.e., the contractor's findings and recommendations) shall be developed using a rigorous process to ensure they are suitable to inform decision making by senior program leaders, top-level agency leadership, and members of Congress. These decisions have a direct impact on the success of the mission, and most importantly, on the provision of health care services to Veterans. This contract supports the administration of PE Customer Satisfaction Measurement Service assessment projects, also referred to as engagements, for the VHA Product Effectiveness Program. The following describes the services required to support the goals and objectives of the PE organization. 2.SCOPE: The focus of the CSMS contract is understand the impact of product and process enhancements and deployments on existing and/or potential future operations and health care delivery settings from a business value perspective. PE uses a rigorous process to conduct its assessments to ensure findings are accurate and include credible evidence based information that can be used to inform key decision makers since resulting actions taken often have a direct impact on the success of the mission, and most importantly, on the provision of health care services to Veterans. The contractor is required to exercise critical thinking, provide comprehensive and detailed problem statements, hypotheses, perform thorough analysis, and articulate the messaging of salient information at an executive level which includes bottom line up front, or key findings, information in plain language from a business value perspective. The contractor shall perform this work in various work settings to include clinical/healthcare delivery, administrative, operational and logistical environments. It is imperative that PE has the level of expertise needed to fulfill its mission. This will require the Contractor to provide services to successfully initiate, plan, and execute projects, also referred to as Engagements. Activities to be performed include developing comprehensive evaluation plans; reviewing business rules and workflow processes; planning and performing data collection; conducting comprehensive analysis; identifying impacts, correlations and benefit outcomes being realized; reporting business and enterprise benefits and value of significant programs, processes, technology, and medical products; and make recommendations on improving their performance. This includes validating investment decisions, providing accountability, and supporting continuous improvement of VHA mission critical health information, informatics, and workforce projects. Qualitative and/or quantitative data will be collected by various means, as needed. This data will need to be deeply analyzed to understand the results. Executing briefings will need to message findings in a logical, concise and easy to understand manner. To successfully execute this contract both health care and business acumen experience is needed. Activities to be performed on behalf of the PE program include the following: a)Effectively initiate, facilitate, plan and execute CSMS projects. The purpose of these projects is to perform independent health care value measurement assessments and analyses on various health care product and process improvements from a business value perspective to ensure they are effective, meet the needs of stakeholders, and are aligned to VHA and VA strategic goals and objectives. This includes exercising critical thinking and performing deep analysis that demonstrates an understanding of the business process workflows and the as-is and to be states of the product or process change. Findings should demonstrate a logical flow of analysis that helps identify best practices, interdependencies, gaps, challenges, and lessons learned. Analyses of information collected, findings, and recommendations will be used for strategic decision support, and validation and justification of investments. b)Gather information from multiple stakeholders and various sources, this may include: clinical, operational, administrative, managerial and technical staff; databases; literature searches, and reports. Stakeholders also represent numerous work settings, including: clinical/health care delivery environments, administrative, operational, and logistical. Once information is reviewed it is aggregated, analyzed, and disseminated in a logical, detailed and timely manner. PE staff are also considered a data source and subject matter experts that will, in most cases, need to be consulted and/or interviewed. c)Collect qualitative and/or quantitative data, depending on the engagement requirements. Qualitative data collection may encompass a wide variety of industry best practice sources, including, but not limited to data calls, site visits, questionnaires, interviews, reports, focus groups, literature searches, comparative analysis to industry standards, data collected by other organizations, or similar methods. Quantitative data may encompass: system data, databases/data cubes, questionnaires, manual data collection, observations or similar methods. Where applicable, data correlations and interdependencies will need to be identified and/or analyzed. Due to the subject matter both health care and business acumen experience is needed to perform this task, this includes communication, collaboration, identifying and documenting relevant information. d)Create specific deliverables for the purposes of administering, documenting, reporting, analyzing, and communicating the results of activities and to support continuous process improvement. Many deliverables are used as building blocks to other deliverables, it is imperative that deliverables are executed successfully in a timely manner not to delay the engagement. Reports and briefings must show a logical flow and be written in a clear (e.g., unambiguous, layman's terms, easy to understand) and concise format that can be presented to senior managers and decision makers. The CSMS Engagements will be chosen based on the needs of the PE program in its support of VHA Strategic Goals. CSMS engagements are also supported by non-PE project stakeholders who have a vested interest in the engagement and/or possess specific subject matter relevant to the assessment. However, non-PE stakeholders do not have the authority to determine if engagement processes and deliverables are deemed satisfactory. Quality of deliverables will follow the contract QASP. Engagement Descriptions Engagements are planned for the following Veterans Health Administration (VHA) initiatives and/or program offices as well as emerging engagements during the contract period of performance: "VA Community Care "Office of Connected Care "Strategic Workforce Assessments "Office of Patient Centered Care "Chief Business Office "Pharmacy Clinical Informatics "Office of Strategic Integration Please note the listed engagements are examples of the planned subject matter and/or content of these services and are subject to change depending on the needs of the PE program. In the event any of the above planned engagements are changed, a comparable level of effort for the new engagement(s) will be required regardless of the subject matter. Quantity of Engagements and Phases Requested In accordance with the PE Customer Satisfaction (CS) Process & Procedures (P&P) document, the Contractor shall provide the Task Phases listed below. CSMS engagements are generally classified into three sizes: Large, Medium, and Small. A large engagement generally involves engaging with multiple VHA facilities or Veteran Integrated Service Networks (VISN) and often includes collecting quantitative and/or qualitative data at a national level. A medium engagement involves engaging with a sample of facilities and VISN's, often times measuring quantitative and/or qualitative data from the representative sampling of facilities and/or VISNs nationally. A small engagement generally involves engaging with one or two facilities or one Veteran Integrated Service Network (VISN), measuring quantitative and/or qualitative data from a relatively small sample size. Each engagement always has at least one phase but may require multiple phases. For example, one large engagement may consist of only Phase 1 - Due Diligence, while another may require Phases 1-7. The CSMS Program Manager will assign each phase during the course of each engagement. The services described shall apply to the following engagements. These engagements may be staggered throughout the period of performance. Table 1: Level of Effort and Quantity of Engagements Requested Phase #Phase NameLevel of Effort LargeMediumSmall 1Due Diligence606 2Planning606 3Measurement Plan408 4Data Collection & Analysis606 5Reporting606 6Lessons Learned606 7Rapid Cycle Measurement400 The quantities of Task Phases and levels of effort described above relate to several planned engagements. As stated previously, Task Phases may be assigned individually and the allocation described may differ from this plan depending upon PE strategic needs. a.Type of Order: Firm Fixed Price. b.Period of Performance (PoP): Twelve (12) months from the date of award c.Place of Performance: Washington D.C. Metropolitan area. The majority of the tasks under this PWS shall take place at the Contractor's site; however, some tasks may be performed at various Government facilities. Occasional in-person meetings within the metro area are required at the Program Manager's discretion. These meetings may take place at either contractor or government facilities. No work at any Government site shall take place on Federal holidays or weekends, unless directed by the Contracting Office. d.Travel Requirements: Anticipated travel for the duration of this contract is described below. The government estimates the following trips will be required: Estimated LocationsEstimated # of tripsEstimated # of contractor personnel per tripEstimated # days per trip Ann Arbor, MI123 Portland, OR123 Hampton, VA123 Long Beach, CA123 Charleston, SC123 Denver, CO123 Total6 All of the above locations and number of trips are subject to change based on engagement needs. Since the place of performance is the Washington, D.C. metropolitan area, travel funds shall not be used for travel to the DC metro area, i.e., for personnel who are not stationed within this area. All travel shall be in accordance with the Federal Acquisition Regulation (FAR) and Federal Travel Regulations (FTR). Local travel within a 50-mile radius from the Contractor's facility is considered the cost of doing business and will not be reimbursed. This includes travel, subsistence, and associated labor charges for travel time. Travel performed for personal convenience and daily travel to and from work at the Contractor's facility will not be reimbursed. Travel, subsistence, and associated labor charges for travel time for travel beyond a 50-mile radius of the Contractor's facility are authorized for reimbursement on a case-by-case basis and must be pre-approved by the Contracting Officer's Representative (COR). Travel costs will be included in the TO award as a separate, cost-reimbursable, "not to exceed" line item. Travel will be requested, approved and reimbursed in accordance with the TO. 3.SPECIFIC MANDATORY TASKS AND ASSOCIATED DELIVERABLES The contractor shall perform engagements in accordance with the PE CS Process & Procedures (P&P) and Concept of Operations (CONOPS) documents. The purpose of the CONOPS is to describe the concept of operations for implementing the CS program. The CONOPS is a high level description of the CS Program and is provided to the contractor to assist with understanding the context of the services in relation to the program. The purpose of CS Process & Procedures is to describe the procedures for administering CSMS engagements to measure Veterans Health Administration (VHA) product and process changes. It is a detailed, step-by-step process by which CSMS engagement services and associated deliverables shall be completed. Understanding of the program guiding documents, adherence to the processes, and program improvement activities are critical to successful performance of the contract and to providing consistent, quality services to the PE CS program. Assignment of Contract Task Phases to CSMS Engagements: CSMS engagements do not necessarily contain each of the task phases sequentially. The PE Program office supports many different VHA programs and initiatives that may be at various stages of completion. Each Task Phase will be assigned by the Government Program Manager (PM) individually or as a full engagement (multiple task phases) based on the project selected. The contractor shall confirm engagement stakeholders, scope, business value, and assessment approach with the Government PM and receive approval prior to commencing any Task Phase under the contract. Services and Deliverables: Each Contract Task Phase consists of services in support of the PE CS program with associated deliverables related to the Task Phase and for providing documented results of the phase. The services and deliverables are described below and detailed within the schedule of deliverables. Program Management deliverables such as project plans, weekly reports, etc. are included within each of the Task Phases. Many deliverables are considered to be "living" documents, which shall be created in the first phase where the deliverable is required and then updated and delivered in subsequent phases, when applicable. For example, if a Project Management Plan is first created in Phase 1, then this same Plan shall be updated and redelivered in subsequent phases (e.g., additional stakeholders are added, timelines are adjusted, risks mitigated), as needed. For such living documents, the intent is to maintain a single such deliverable over the life of the project rather than having individual documents for each phase. Similarly, where indicated, other deliverables, such as Agendas, Meeting Minutes, and Communications materials are "Roll Up" deliverables of work products produced throughout the phase. Roll Up deliverables are also intended to be maintained as single deliverables over the life of the project (e.g., If the contents of Deliverable Meeting Minutes in phase 1 consists of eight meeting minutes, these same eight meeting minutes in addition to all subsequent meeting minutes that have been documented up to the completion of phase 4 will be delivered within the phase 4 Meeting Minutes deliverable). Task Phase 1: Due Diligence During phase 1, the contractor shall adhere to scoping direction and due diligence goals provided by PE. The objective of the Due Diligence phase is to document engagement information in sufficient detail to allow a future project charter to be created and justify a full engagement (i.e., continuation to additional phases). Due Diligence output shall answer the following key questions: "Who are the project sponsors and stakeholders? "What problem(s) or challenge is the project trying to solve? "What are VHA's choices? "What will happen if we do nothing? "How and when will we be able to measure success? "Include the current industry standard and what needs to be done to close any gaps. Due Diligence activities may include searching PE Lessons Learned content, literature searches, industry best practices, VA intranet and Internet searches, VHA directives, policies and procedures, Standard Operating Procedures, project supporting documentation and other applicable information that shall contribute valuable content to the Due Diligence. The key to Due Diligence activities is to have a solid and comprehensive approach in place prior to meeting with subject matter experts. This phase also requires contractor interaction with potential PE customers to collect and understand all relevant information required to develop a thorough understanding of the business case, or rational for the engagement and the value to the enterprise of conducting the assessment. During this phase, the contractor shall gain an understanding of key objectives, goals, business needs, results to date, project risks and mitigation strategies, and benefit outcomes from pilot deployments (if applicable); in most cases, this will require interviews of subject matter experts and key stakeholders from various program offices, initiatives, and various work settings (e.g., clinical/health care delivery environment). The contractor shall verify assumptions, refine evaluation strategies, validate evaluation plans, and/or pilot questionnaire content. The contractor shall facilitate, schedule, and document all meetings with program staff and potential customers. This phase will produce deliverables that provide valuable feedback for PE to assist with identification of potential project engagement opportunities for a single or all PE domains. Phase 2: Planning In Phase 2, the contractor shall perform the tasks to actively plan the CSMS engagement. This requires obtaining final signoff of the Project Charter and/or charter addendum and defining a detailed approach for how to conduct the assessment. A kick off meeting will also be conducted to introduce team members, discuss high-level engagement objectives, and identify resources that can provide assistance to the CSMS team throughout the course of the engagement. The contractor shall develop status reports to lay the framework for ongoing project management, document organization, and communication vehicles that will be utilized throughout the engagement for internal and external purposes. A communication plan and recurring meetings (Ex. Steering Committee and Working Group) will be developed to discuss project status, resolve key issues, and obtain strategic direction that will help guide the engagement towards a successful conclusion. Phase 3: Measurement Plan In Phase 3, the contractor shall perform the tasks and produce the deliverables to successfully complete the Measurement Plan phase. This requires development of a comprehensive Measurement Plan or updating the existing Measurement Plan in the case one already exists, with the purpose of describing the methodology that will be used to gather data in order to objectively evaluate the degree to which the expected project benefits were achieved. The objective of the Measurement Plan phase is to describe and demonstrate all qualitative and supporting quantitative benefit outcomes, measurements and metrics to include data definition(s), a detailed and comprehensive rationale, sample size, data collection timeframe, data collection plan, known benchmarks, desired outcomes and validated data sources. The Measurement Plan shall include the following: "Anticipated Benefit outcomes, Measurements and Metrics from all Sources "Hypothesis: The Measurement Plan also shall include and demonstrate a hypothesis that includes assumptions of what the data is predicted to reveal and potential outcome of what the data is predicted to validate, refute and/or reflect. "Dependencies and Correlations: benefit(s), measurements, metrics and their interdependencies and comparative analysis opportunities shall be identified and demonstrated in preparation for data collection and analysis. The Measurement Plan Phase shall require critical thinking to describe and demonstrate all applicable qualitative and quantitative anticipated benefit outcomes, measurements, and metrics, foundational benefits, hypothesis', dependencies and correlations and simulated examples in sufficient detail to provide a solid measurement framework to demonstrate attainment of project goals, expected benefits and business value of healthcare objectives. Although most metrics are anticipated to be qualitative, it is anticipated that at least some (approximately 10-25% of metrics) quantitative metrics will need to be defined to support any subsequent findings and allow for a comparison to the qualitative data collected. The Measurement Plan phase comes in three sizes, large, medium, and small - all used to define the rigor required for developing the plan. Large measurement plans are the most rigorous, intended to produce a comprehensive measurement plan that describes methodology that will be used to gather data in order to objectively evaluate the degree to which the expected project benefits were achieved. An example would be a long-term evaluation of a program, product or process change and may be a baseline, interim, or post-deployment measurement. Large measurement plans generally encompass national or regionally focused assessments. Medium measurement plans are presented in a more abbreviated format vs. a large measurement plan. An example would be a targeted evaluation that may be focused on a pilot and/or first iteration of a change at site(s), VISN(s), and/or program office(s). Small measurement plans will require the least rigor and generally cover one to two sites or programs. Phase 4: Data Collection and Analysis In Phase 4, the contractor shall perform the tasks and produce the deliverables to successfully complete the Data Collection and Analysis phase. Data collection and analysis will vary based on engagement requirements with either a baseline/initial measurement or post implementation measurement focus. The data and analysis will be reviewed with the Government team to assure that the analysis is complete, accurate and deemed satisfactory by the Government team. The analysis shall demonstrate a review of the hypothesis to determine if the assumptions of what the data analysis was predicted to reveal, refute and/or reflect is realized and if not, why not. The analysis shall include demonstration of dependencies and comparative analysis based on actual data gathered from all PE domains and data sources. If an expected correlation or dependency is proven to not be valid once data is applied, then this is explained and demonstrated in the analysis report. The analysis requires considerable collaboration and joint analysis with government team members as well as with contract support from other firms supporting PE. Baseline/Initial Measurement Data Collection and Analysis: This requires gathering and analysis of performance data with the purpose of accurately, thoroughly and completely analyzing the performance data that will be used to develop the Baseline/Initial Report of Findings. Post Implementation Measurement Data Collection and Analysis: This requires gathering and analysis of post deployment performance data against baseline performance data with the purpose of evaluating baseline performance against post-transition performance and accurately, thoroughly and completely analyzing the performance data that will be used to develop the Post Implementation Report of Findings to determine the degree to which the expected project benefits were achieved Phase 5: Reporting In Phase 5, the contractor shall perform the tasks and successfully complete the engagement Report of Findings. Reports will vary based on Engagement requirements and be either a Baseline/Initial Report or Post Implementation Report of Findings. Baseline/Initial Report of Findings: The purpose of documenting the baseline is to establish benchmark against which post-deployment performance can be measured. The baseline does not necessarily need to be established before the business or clinical product, process, or service is deployed. (In some instances, performance data may still be available for the period of time before the transition occurred, which would allow the CSMS team to establish a "retroactive baseline." There are sometimes instances when some post-deployment data is available to be included in this report, as is the case when post-deployment data is available for the pilot deployment but only baseline data is available for the enterprise deployment. In this case, the report is referred to as the Initial Measurement Report of Findings). The Measurement Plan will be updated as necessary with the purpose of reflecting any changes to source systems or measurement approaches necessary to effectively gather and evaluate performance. Post Implementation Report of Findings: The contractor shall develop a Measurement Report of Findings with the purpose of documenting key findings from the comparison of baseline and post-deployment performance, communicate where project benefits and business value were achieved, identify where shortfalls were found, identify unintended consequences, provide recommendations for improvement, and record key lessons learned to improve project benefit outcomes. All project findings and recommendations will be communicated to stakeholders as documented in the Report of Findings. The Post Implementation Reporting Phase shall require critical thinking to create a final engagement report that reflects critical findings to demonstrate the business value of the engagement investment and provide data based evidence and conclusions to assist executive leaders in making data based decisions related to the investment. Phase 6: Lessons Learned: In Phase 6, the contractor shall perform activities and produce a report that describes the comprehensive lessons learned from the other phases. The Lessons Learned Phase may also be used to document the engagement customer's lessons learned. The report will address each task and subtask of the project, describing the lessons learned and specific improvements and recommended revisions to the documents described in the Process & Procedures. The report will include recommendations for changes needed to the CS CONOPS and P&P as a result of the Lessons Learned phase activity as applicable. The contractor shall provide redlined recommendations within the CS CONOPS and P&P for consideration by the Government. The lessons learned shall be described in detail and answer the following questions in regard to the Process & Procedures document and the procedures actually used to successfully complete the engagements: Regarding each step of the process: 1.What worked well? 2.What did not work as expected and why? 3.What was done to solve unexpected issues? 4.What can be done to avoid these unexpected issues or leverage what worked well? 5.Based on these lessons learned, what revisions are recommended to the three documents described in the Process & Procedures Section V? The Lessons Learned deliverable is an important component of PE's continuous process improvement program, and will be considered for this purpose. Lessons Learned will be gathered at each phase of an engagement as it progresses. This deliverable will include retrospective accomplishments to show if goals for the evaluation were accomplished and recommendations for any improvements needed for future engagement successes. This report will include retrospective accomplishments to demonstrate if goals for the evaluation were accomplished and recommendations for any improvements needed for future engagement successes. The Lessons Learned Phase shall require critical thinking to create a Lessons Learned report that reflects critical findings to demonstrate comprehensive lessons learned from the CSMS engagement and provide valuable feedback to PE, current and future stakeholders and senior program leaders, top level agency leadership and members of Congress Phase 7: Rapid Cycle Measurement: In Phase 7, the contractor shall perform the tasks and produce the deliverables to successfully complete the Rapid Cycle Measurement phase. A rapid cycle measurement includes the same deliverables as a normal engagement under a compressed timeline and reduced scope. Project Plan and Schedule: A project plan document that details the tasks and milestones for the Rapid Cycle Measure, updated weekly. Project Charter: A document that obtains agreement between PE Customer Satisfaction Measurement Services (CSMS) and the project executive sponsor(s) to conduct a CSMS assessment Due Diligence: This document describes the CSMS engagement project in relation to the specific PE customer/initiative supported by the engagement. It includes all information needed to successfully initiate, execute, and complete the CSMS engagement. This document provides the documented history of the Due Diligence phase, including the results of all tasks. It shall include details on stakeholders, lists and locations of all collected documentation, engagement requirements, results obtained from interviews and/or due diligence data collection activities, potential issues, risks and mitigation strategies, and all other relevant information. Data Collection and Analysis Plan: This document includes a list of expected benefits/evaluations goals & objectives which includes a shortened list of the most meaningful benefits and metrics to be evaluated as part of the Rapid CSMS assessment. The qualitative data section of the plan will include interview guides and survey questions as applicable. The quantitative data section of the plan will include data sources, frequency and duration of data collection. Measurement Plan: A document adds details to the shortened list of the most meaningful benefits and metrics to be evaluated as part of the CSMS assessment. This document describes the detailed methodology to gather data to evaluate the degree to which the expected project benefits were achieved. Data Collection and Analysis: All data will be collected and a document will be created that includes an executive summary of the project, including stakeholder information, goals, project business case, accomplishments, schedule, and other information relevant to the project engagement, This document will include a complete and comprehensive review of data findings and the complete analysis of all data to identify correlations, causations, shifts, trends and any other pertinent findings to determine if project goals & benefits were met. This briefing will be used to updated Government Leadership and the engagement customer on the analysis and preliminary findings. Report of Findings: A comprehensive document providing evidence based information, findings enhanced with a complete and comprehensive review of the analysis of all data to determine if goals & benefits were met, and recommendations presented to executive leadership. This deliverable will also be accompanied by an executive style presentation that concisely provides an engagement summary, key findings and Recommendations. Data: All project raw data supporting the Report of Findings that have been gathered during the CSMS project (e.g., workbooks, emails, interview notes and survey data). This should also include any cleansed or normalized presentation of the data. Meeting Agendas, Meeting Minutes and Action Item Log: Agendas and meeting minutes are recorded related to all required meetings during this phase along with an Action Item Log which is a listing of all action items related to the phase, to include all relevant information, such as the item description, owner, due date, completion date, and notes related to the items. Contract Program Management Contract Program Management encompasses program and project management activities to include weekly status reports and monthly accomplishment reports throughout the entire lifecycle of the contract. Program Management Products shall be uploaded to the PE Program SharePoint site. Weekly Status Report: This deliverable is a weekly report of status of milestones, project plan timeline compliance, activates and accomplishments, and shall include actions, issues, and risks. This report shall serve as the agenda for the weekly CSMS status meeting. This report shall also contain a table of the awarded Task Phases and Deliverables listing their status (assigned/unassigned) as well as the customer engagement assigned. This report shall also contain a Program Pipeline strategy and shall include recommendations for provision of PE services to current or potential engagement customers. Deliverable applies to all engagements in the contract. Monthly Accomplishments Report: This deliverable provides updates to the report of accomplishments for the engagement. Engagement accomplishments shall be reported as "track changes" updates to the PE Monthly Accomplishments Report, and all engagements may be reported within the same document. Work Products and Deliverables produced during the reporting period shall be listed in the PE Monthly Accomplishments Report. Deliverable applies to all engagements in the contract.
 

Web Link

FBO.gov Permalink
(https://www.fbo.gov/spg/VA/VAHAC741/VAHAC741/VA74116Q0144/listing.html)
 

Document(s)

Attachment
 

File Name: VA741-16-Q-0144 VA741-16-Q-0144.docx (https://www.vendorportal.ecms.va.gov/FBODocumentServer/DocumentServer.aspx?DocumentId=2868512&FileName=VA741-16-Q-0144-000.docx)

Link: https://www.vendorportal.ecms.va.gov/FBODocumentServer/DocumentServer.aspx?DocumentId=2868512&FileName=VA741-16-Q-0144-000.docx

 

Note: If links are broken, refer to Point of Contact above or contact the FBO Help Desk at 877-472-3779.
 

Record

SN04181417-W 20160715/160713235111-5b9de9b7f00611f0da86cd33b125aedd (fbodaily.com)
 

Source

FedBizOpps Link to This Notice
(may not be valid after Archive Date)

---

| FSG Index  |  This Issue's Index  |  Today's FBO Daily Index Page |