Loren Data's SAM Daily™

FBO DAILY - FEDBIZOPPS ISSUE OF AUGUST 16, 2017 FBO #5745
DOCUMENT

R -- San Jose Outpatient Clinic (OPC) Transition Services THIS AMENDMENT REPLACES PREVIOUS SOW THIS SOLICITATION IS OPEN TO QUALIFIED SDVOSB. - Attachment

Notice Date

8/14/2017
 

Notice Type

Attachment
 

NAICS

541611 — Administrative Management and General Management Consulting Services
 

Contracting Office

Department of Veterans Affairs;VA Sierra Pacific Network (VISN 21);VA Northern California HealthCare System;5342 Dudley Blvd, Bldg 209;McClellan CA 95652-2609
 

ZIP Code

95652-2609
 

Solicitation Number

VA26117Q0954
 

Response Due

8/24/2017
 

Archive Date

9/23/2017
 

Point of Contact

RICO JOHNSON
 

Small Business Set-Aside

Service-Disabled Veteran-Owned Small Business
 

Description

STATEMENT OF WORK BACKGROUND: VAPAHCS - SAN JOSE OPC The new San Jose Outpatient Clinic (OPC) will be the second outpatient clinic in the VAPAHCS family that will transition to the new VA Patient Aligned Care Team (PACT) model and Lean management principles. PACT is the cornerstone of the New Models of Care transformation initiative intended to transform the way Veterans receive their care. The initiative assists VHA in transforming Veterans' care by providing patient-driven, proactive, personalized, team-based care oriented toward wellness and disease prevention, resulting in improvements in Veteran satisfaction, improved healthcare outcomes, and costs. Lean management focuses on the principles of reducing waste and maximizing value, as well as improving quality and reducing time to accomplish tasks. PACT combines physicians, nurses, clinical specialists, and support specialists to deliver patient centered integrated care to Veteran patients. Clinic designs based on the PACT model include universal exam/consult rooms, group care rooms, and shared team work spaces to foster team collaboration and communication. These clinic designs will improve the patient experience by bringing care to the patient, improve the efficiency of health care providers, and reduce the cost of providing care. The San Jose OPC will be a convenient, one-stop 95,000 square foot facility: a 3-level clinic providing primary care and integrated mental health, and specialty care to include audiology, podiatry, dermatology and optometry services. The clinic will also provide ancillary services including physical therapy, occupational therapy and prosthetics, as well as diagnostic services, including general radiology, lab, pharmacy, and tele-health. TRANSITION SERVICES VAPAHCS initiated a new standard of activation and transition of staff for all new PACT outpatient clinics in the fall of 2015. All new sites will now include transition services to educate and prepare VAPAHCS and local OPC leadership and staff to function effectively in the new PACT environment. The Transition Services project shall consist of a team of professional consultants specializing in healthcare project management, operations management and Lean education to develop and implement a transformation program that includes: Current Work Assessments Current Organizational Assessment Lean/3P/RPIW Work Redesign Workshops and Simulations Lean Leadership Development Change Management Training Leadership Coaching, and Management and Staff Training These activities are designed to occur during the Pre-Occupancy phase of the new clinic. (Note: Occupancy is defined as Day 1 of providing patient care services to the public.) VAPAHCS is currently in process of completing the Pre-Occupancy Transition Services for the new Monterey OPC and VAPAHCS Leadership affirms these services have greatly prepared the Monterey staff to embrace Lean principles for a PACT environment. OBJECTIVE: Assist VAPAHCS Office of Quality, Safety, and Value (QSV) to develop and provide all necessary resources to prepare, coach and train VAPAHCS leadership and staff to transition to the new San Jose OPC for Day 1 occupancy, anticipated to be in the Summer of 2018. These resources shall include facilitating 3P and other Lean design events to develop and foster a Lean and PACT culture, support patient-centered, team-based care, and reflect Lean principles for the new PACT model of the new San Jose OPC. GENERAL REQUIREMENTS: Professional services are required to assist and facilitate the creation, spread, testing, validating, spread of standard work and implementation of lean management system, and training of staff on standard work and lean leadership for the new San Jose OPC. This professional service is critical for the overall success to integrate Lean principles and concepts for all staff transitioning to the new San Jose OPC: Provide qualified Lean Consultant(s) (Key Personnel) with demonstrated Lean proficiency, experience with outpatient team-based care expertise, and experience with teaching Lean concepts. Consultants must have previous experience consulting experience in: 1) working with VAPAHCS in implementing lean concepts, 2) designing and implementing flow manager / on-stage/off-stage Ambulatory Care models. This is the model that VAPAHCS is looking to implement so it is critical that the consultants have demonstrated experience in successfully implementing this model. Facilitate in applying Lean principles to take root and facilitate leaders to create an organizational culture that is receptive to Lean thinking. Contractor must coordinate with VAPAHCS Senior Leadership and QSV to message all Lean education as SIM (Service Improvement Model - VAPAHCS branding of Lean) use the current definition of SIM, and align language and terminology. Working with VAPAHCS Leadership, QSV and local managers to develop a detailed project work and management plan for the transition. Incorporate clinical service requirements in spaces shared between the VA and other partners to facilitate the integration of the PACT model and Lean principles and concepts. Incorporate clinical service requirements in spaces shared between Primary Care, Specialty Care, Lab, Pharmacy, Radiology, and all Mental Health Services. Integrating mental health and other services into the PACT model is key to the new VA s integrated PACT model of care. Consider improving quality and access of care as the primary project driver during project planning and execution. Working with leadership to identify points of contact in each service to develop contract deliverables. Contractor will provide a training space close to the current San Jose Clinic; a local hotel conference room would be the VA s first choice for this space. The place, time, and date are to be determined after the kickoff event at 80 Great Oaks Boulevard San Jose, CA  95119. As there is limited meeting space in the current San Jose clinic, this space would be used to facilitate workshops or trainings for larger groups of staff at the clinic as needed. Contractor will provide all office supplies, scribe, and equipment for the 3P events as needed. PROJECT MANAGEMENT a. The Contractor shall work with the COR, VAPAHCS Leadership and QSV to jointly develop and maintain a project management plan (PMP) that describes how the Contractor will manage the execution of work outlined in this document. The PMP shall include the following: Phase-based integrated master schedule (IMS) Communication Management Plan Quality Management Plan Risk Management Plan with risk register Staffing Management Plan with staffing matrix The Contractor shall develop and maintain a dependency-driven IMS that details the execution of work outlined in this document. The IMS shall be comprised of tasks with durations no greater than five working days when the nature of the work allows for that level of decomposition. The IMS and PMP shall provide details on what is included in the staff management and training plan deliverables (see Deliverable Schedule below). The Contractor shall provide a draft update of the PMP at the project kickoff meeting. During the Pre-Occupancy period, if the VA chooses to coordinate clinical services with any other potential healthcare provider, the Contractor shall coordinate with the COR and VAPAHCS Leadership to facilitate further defined clinical needs for the integration of the PACT model and Lean principles and concepts. 2. The Contractor shall integrate Lean culture and PACT model concepts in areas that include but are not limited to: Corporate Analysis and Evaluation, Business Process Management, Business Process Re-engineering, Business Process Improvement, Change Management and Transition, Governance, Information and Records Management, Performance Measurement, Policy, Project Management Support, Quality Management, and Strategic Planning 3. PROCESS IMPROVEMENT The Contractor shall provide lessons learned detailing Lean and PACT improvement recommendations. The Contractor shall provide recommendations for other process improvements related to Lean and PACT. 4. DELIVERABLE SCHEDULE The Contractor shall provide pre-occupancy services to align project goals and work plan with VAPAHCS Leadership needs prior to the occupancy of the San Jose OPC. The Contractor shall complete the work required in accordance with the project objectives and management plan. The Contractor shall begin work immediately after the contract award, unless otherwise specified. The Contractor shall adhere to the following deliverable schedule 15 days after contract award. The COR has the authority to make modifications to the dates based on review of workload, availability of consultant staff and VA staff and progress made at successive training sessions. Overall Project Work Plan Organization VAPAHCS aspiration for complete transition services for all new PACT outpatient clinics includes pre-occupancy of activities for all new clinics. This current Statement of Work covers the first three phases defined as Pre-Occupancy scope (work leading up to Day 1 opening of the clinic): Phase 1: Current State Assessments and Project Planning Phase 2: Work Redesign Phase 3: Implementation Phase 4: Post-Occupancy is not a part of this current Statement of Work. This scope may be a direct follow-on service but the full extent of the detailed requirements is not fully known at this time. Through all phases of the overall work plan, contractor must provide an on-site component training and coaching component. In addition to leading 3P, RPIW, or other work design events, the contractor must provide: Minimum of one-week a month dedicated to on-site coaching of leadership skills/process improvement. Provide weekly leadership coaching to project sponsors and process owners (virtual or in-person). Weekly check-in with COR and Project Sponsors to ensure deliverables on target and reassess priorities if needed Provide weekly coaching sessions (virtual or in person) in order to develop capacity of the internal lean promotion staff as well as coordinate work needing prioritization or completion. Develop, train, mentor, and coach internal lean promotion staff throughout the project, leading up to a fully trained and confident staff capable of doing these events themselves. PHASE 1: Current State Assessments and Project Planning Objective: Ensure a successful project by developing a site-specific project work plan and project management plan based on a detailed site-specific assessment of current operations and organizational change readiness. San Jose will be spreading, adapting and testing the standard work created in Monterey as well as potentially create new standard work for other areas. The current state assessment will help assess where to start with this work. Prior to initiation of work redesign efforts, conduct a systematic evaluation of each site to document, quantify and diagnose: Current work flow baseline measures Current management and PACT-team work styles and team effectiveness. Current management and Mental Health team work styles and team effectiveness. Current management and specialties team work styles and team effectiveness. Current management and ancillaries (Lab, Rad, Pharmacy) work styles and team effectiveness. Current management skills, staff resources and staff management practices. Current lean knowledge among clinic staff and managers, assess if baseline training needed before spread of standard work begins Current change readiness state, including barriers and risks to successful work redesign. Working with VAPAHCS managers, develop a site-specific draft Project Work and Management Plan, Schedule and Budget, including: Key project events and dependencies including plans to address current state barriers and risks to 3P work Project team responsibilities VAPAHCS and site-based staff responsibilities On-going project management and coordination plans The Project Work and Management Plan shall include details on the development of the staff management and training plans. In collaboration with VAPAHCS Project Management, prepare a final Project Work and Management Plan, Schedule and Budget. PHASE 2: WORK REDESIGN: CHANGE MANAGEMENT Objective: Ensure a successful project by preparing site leadership, site staff and the project team for their roles and responsibilities in leading change. Drawing on lessons learned and deliverables from the Monterey HCC Transition (and subsequent transitions as they occur), develop a comprehensive transitional change management plan, including: The collaborative development of a shared vision for the project and for its role in improving healthcare. The development of a thorough understanding of the Project Process and how it relates to the Vision. Lean Leadership and Project Team Training focused on key knowledge gaps. Mobilizing the individual changes necessary for the project to succeed. PHASE 2: WORK REDESIGN: Clinical Services and Operations Management Standard Work Development, Testing and Implementation Objective: Ensure a successful project through a systematic redesigned of work to align with the PACT model and the design of the new clinic. Drawing on lessons learned from the Monterey HCC Transition (and subsequent transitions as they occur), develop a comprehensive transition plan covering Lean principles, the VAPAHCS SIM Model (Service Improvement Model) and PACT model concepts for operating within the VAPAHCS San Jose OPC that fulfills the vision of achieving the delivery of coordinated services for beneficiaries, continuity of care, quality of care, and cost effectiveness. Drawing on lessons learned from the Monterey HCC Transition (and subsequent transitions as they occur), design workflow processes and best practices that integrate Lean concepts and VA PACT model principles into establish day-to-day operations in the new clinic and work with project teams to validate and document new processes. Take standard work created from Monterey HCC Transition and Adapt, Adopt, Abandon for the San Jose HCC. Contractor will be responsible for teaching how to test and validate standard work and will provide project management to ensure the testing and validation of the standard work are completed. This shall include conducting process observations and data collection. The pace of this standard work spread will be negotiated with VAPAHCS. Initial standard work expected to be tested and validated at San Jose OPC includes but is not limited to: Rooming for all clinics. Out of Cycle for Primary Care and potentially Mental Health and Specialty Pre-visit calls Patient flow on day of visit Signaling Unscheduled patients Care management MESS huddles and other operations huddles Drawing on lessons learned from the Monterey HCC Transition (and subsequent transitions as they occur), utilize Lean concepts to design business and clinical operational plans fostering cultural change and demonstrating a positive impact to productivity, cost and waste reduction, quality of care, and timely delivery of services to patients as needed per direction of the COR. Drawing on lessons learned from the Monterey HCC Transition (and subsequent transitions as they occur), design workflow processes and best practices that integrate Lean concepts and VA PACT model principles into establish day-to-day operations in the new clinic and work with project teams to validate and document new processes. Work in close collaboration with VAPAHCS and site-based leadership and staff when developing processes to improve patient and staff flow and reduce operational waste. Provide documentation of all standard work, process at a glance, or other tool/documentation that shows the work completed for the San Jose OPC. PHASE 2: WORK REDESIGN Leadership/Management and Staff Training Program Development Objective: Ensure a successful project by designing and developing a site-specific curriculum and training program based on defined standard work elements. Ensure training aligns with VAPAHCS SIM model. This should include Lean leadership training to include Leader Standard Work and how to implement the Daily Management System. This work should be focused on teaching supervisors to manage the new standard work implemented as well as focus on problem solving daily work through A3/root cause problem solving skills, as indicated by the VAPAHCS SIM model. Lean leadership training should also include how to train staff on using Training within Industry (TWI) to train frontline staff on standard work. Develop and submit for VAPAHCS approval a staff Training Program developed on lessons learned through the Monterey HCC Transition and any site specific needs for San Jose HCC. This should include separate training plans for supervisors and front line staff. Develop site-specific training plans throughout the project life cycle, including operational planning and building occupancy. Develop site-specific coaching programs to support leadership and staff engagement in the Work Redesign, Validation, Implementation and Sustained Change Maintenance processes. PHASE 2: WORK REDESIGN Process Improvement Objective: Ensure a successful project through the development of a formal institutional focus on, a capacity for, continuous process improvement. Drawing on lessons learned from the Monterey HCC Transition (and subsequent transitions as they occur), develop a project-focused and site-specific set of Key Performance Indicators (KPI) to measure and monitor the impacts of project-related changes in the delivery care (ROK Return on Kazan). This may include process metrics to measure the health of the processes designed and then used to implement the SIM version of the Daily Management System. Drawing on lessons learned from the Monterey HCC Transition (and subsequent transitions as they occur), develop a plan for a site-specific Continuous Process Improvement Program functioning within an integrated VAPAHCS system. PHASE 3: IMPLEMENTATION Leadership/Management and Staff Training Objective: Ensure a successful project through the delivery of a high-quality experiential training program for both supervisors and frontline staff. Coordinate and lead a staff training orientation meeting that initiates the execution of the staff training plan. Provide hands-on simulation testing of Lean and PACT concepts and principles using available VA Palo Alto PACT mockups during the construction phase of the new facility and using new VA HCC s after building acceptance. PHASE 3: IMPLEMENTATION Continuous Process Improvement Objective: Ensure a successful project through the application of continuous process improvement methods. Provide lessons learned detailing Lean and PACT improvement recommendations and recommendations for future transition services project improvements. Provide recommendations for any other process improvements. PROGRESS AND STAFF MEETINGS Working with VAPAHCS managers, develop a schedule for project coordination and communication sessions. Meet with key stakeholders and VAPAHCS prior to, and closely following, each project key event to ensure coordination and shared understanding of results. Prepare and distribute to VAPAHCS and HCC leadership monthly project summary progress reports. DELIVERABLE SCHEDULE Phase 1 Completion: 9 months prior to VA Acceptance of San Jose OPC Phase 2 Completion: 2 months prior to VA Acceptance of San Jose OPC Phase 3 Completion: 1 month prior to San Jose OPC Patient Care Activation DELIVERABLES Produce the following deliverables: Project Work and Management Plan Payment/Progress Milestone Schedule After each week of work, summary of work completed and coaching notes/feedback Monthly progress reports of work deliverables completed and if they meet the objectives outlined by VAPAHCS Updated deliverables documented (OPC Process-At-A-Glance and Standard Work, Leader Standard Work) Updated Staff management and training plan and its components Key Event summaries Provide a final consolidated report summarizing: The success of the Lean integration, processes and level of effort used to achieve goals OPC Process-At-A-Glance and Standard Work Strategies used for issue resolution Types of alternatives implemented to mitigate issues **END of STATEMENT OF WORK**
 

Web Link

FBO.gov Permalink
(https://www.fbo.gov/spg/VA/VANCHCS/VANCHCS/VA26117Q0954/listing.html)
 

Document(s)

Attachment
 

File Name: VA261-17-Q-0954 VA261-17-Q-0954_2.docx (https://www.vendorportal.ecms.va.gov/FBODocumentServer/DocumentServer.aspx?DocumentId=3732080&FileName=VA261-17-Q-0954-004.docx)

Link: https://www.vendorportal.ecms.va.gov/FBODocumentServer/DocumentServer.aspx?DocumentId=3732080&FileName=VA261-17-Q-0954-004.docx

 

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

Record

SN04626616-W 20170816/170814231350-1040ca721def19067b8bd0db668df8a0 (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 |