Inactive

RFI - CARE AND PAYMENT INNOVATION (VIC-CPI) REQUEST FOR INFORMATION VA INNOVATION CENTER (VIC), CARE AND PAYMENT INNOVATION (VIC-CPI) 1.0 RFI INSTRUCTIONS This Request for Information (RFI) is issued ... RFI - CARE AND PAYMENT INNOVATION (VIC-CPI) REQUEST FOR INFORMATION VA INNOVATION CENTER (VIC), CARE AND PAYMENT INNOVATION (VIC-CPI) 1.0 RFI INSTRUCTIONS This Request for Information (RFI) is issued for information and planning purposes only and does not constitute a solicitation nor does it restrict the Government as to the ultimate acquisition approach. In accordance with (IAW) Federal Acquisition Regulation (FAR) 15.201(e), responses to this notice are not offers and cannot be accepted by the Government to form a binding contract. Any contract that might be awarded based on information received or derived from this market research will be the outcome of the competitive process. The purpose of this RFI is to obtain market information on capable sources of supply, industry practices, and input specific to the information provided. The Government is not responsible for any cost incurred by industry in furnishing this information. All costs associated with responding to this RFI will be solely at the interested party s expense. Not responding to this RFI does not preclude participation in any future Request for Quote, 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. Responses should clearly mark any information that is proprietary, restricted or competition sensitive information. Be advised that acquisition strategy and set-aside decisions may be made based on the information provided in response to this RFI. Responses should be as complete and informative as possible. Generic capability statements will not be accepted or reviewed. 2.0 BACKGROUND VA Innovation Center (VIC), previously known as VA Innovation Initiative (VAi2) and VA Center for Innovation (VACI) historically focused on grassroots programs to diffuse leading practices across the Veterans Health Administration (VHA). The programs have been innovating on behalf of VA and Veterans since 2009. Notable achievements of VACI in human centered design now drive work carried out by the Veterans Experience Office, helped shape the Benefits Appeals legislation and developed the Reach Vet program relied upon by VHA s Office of Mental Health. We are now shifting our focus to innovation initiatives enabled by VA MISSION Act of 2018 (Pub. L. 115-182, hereinafter MISSION Act), Sec. 152., and exploring opportunities to maximize VA assets. Passage of the MISSION Act authorized the creation of a center for care and payment innovation focused on achieving cost savings without hurting quality. The Secretary, acting through the Center, may carry out such pilot programs the Secretary determines to be appropriate to develop innovative approaches to testing payment and service delivery models in order to reduce expenditures while preserving or enhancing the quality of care furnished by the Department. VIC organizationally reports through the Assistant Secretary, Office of Enterprise Integration (OEI) with the aim of leading cross agency opportunities to transform operations, work across the Department and provide critical independence to challenge existing processes and approaches to realize significant efficiencies and improvements. We have been directed to test payment and service delivery models to determine whether such models improve access to, and quality, timeliness, and patient satisfaction of care and services; and create cost savings for the Department. We are in the process of exploring the following service delivery and payment models and would like to solicit designs and ideas of product and service solution interventions that fit into any of the following categories: Service Delivery (Care) Models Primary Care: Preventive care, routine well adult focused interventions. Medical Condition focused: Illness, disease and/or condition management focused interventions. Social Need focused: Social determinants of health focused interventions. Virtual: Primarily digital and/or telehealth focused approaches to service delivery. Modular: Interventions focused on the physical transportation of services to the beneficiary or vice versa. Integrated: Interventions focused on co-locating VA and Non-VA facilities and consolidating VA services to one location. Payment (Incentive) Models Episode-based: Bundled reimbursement with varied risk. Subscription-based: Recurring reimbursement arrangements with penalty for premature termination. Individual and Team-based: Personnel and beneficiary focused incentive arrangements. Shared Savings: Gain sharing incentive approaches between two or more entities. Direct Contracting: Purchasing of services and reimbursement without using third party administrators. Multi-Payer: Integrating VA payments with other public and commercial (private) payers. 3.0 STATEMENT OF OBJECTIVES All responses should highlight improvements achieved across one or more of the following outcome categories; Cost savings. Clinical quality of services. Customer satisfaction with services. Access to services. Timeliness of payments. When describing specific interventions, highlight primary and secondary resource requirements for pilot vs. enterprise-wide implementation. Also highlight development versus sustainment cost estimates. All interventions should be classified across the following four categories People: Human capital focused interventions; ex. Interventions where the type of human resource required (or new training for current human resources) is the primary driver of the improvements achieved. Process: Interventions that are primarily focused on changing the order and process by which specific tasks are organized or completed without the introduction of new technology or personnel. Technology: Interventions that are primarily focused on changing the type of technology used to complete a defined set of tasks. Introduction of the new technology should ideally translate to automation/simplification of processes and reduction in the human resource requirement to complete the defined set of tasks. Other: Interventions that are a combination of two or more of the aforementioned (people, process, technology) categories or a completely different category. At a minimum, responses should support one or more of the following objectives: OBJECTIVE 1: Technology enabled interventions By statute we are prioritizing technology interventions that improve care coordination and the management and updating of patient care plans. Higher priority will be given to responses that highlight specific technology interventions deployed in different care and payment operating models. When describing the technology please highlight if the technology is proprietary, on an open or closed system and what pricing models are available. While some consideration will be made for use cases enabled by emerging technologies like blockchain, augmented reality and virtual reality, our initial focus will be on mature technologies. OBJECTIVE 2: Care and payment model characteristics and objectives Each response should highlight the associated payment or service delivery model category and highlight the roles/function your organization played in achieving stated objectives. Exceptional responses would include specific cost and health outcome categories that the intervention was designed to improve. For cost, responses should specify if addressing service volume (high and low), fraud, high prices, unnecessary services, excessive administrative costs, missed prevention opportunities and inefficiently delivered services were the primary focus. For health outcomes, responses should specify if improving clinical quality, functional status, pain management, patient satisfaction, access to care or timeliness of payments was the primary focus. OBJECTIVE 3: Impact analysis To demonstrate effectiveness of proposed interventions, details of methodology and approach to impact evaluation and assessment should be provided. Critical pieces of information such as sample size, rigor of scientific approach applied and cost of evaluation should be included. Higher priority review will be given to interventions with demonstrable impact in key areas such as cost/spend and various health outcomes such as clinical quality, functional status, pain management, patient satisfaction, access to care and timeliness of payments. OBJECTIVE 4: Interoperability with VA tools and systems Demonstrate existing compatibility with VA tools and systems or articulate a plan to integrate the proposed solution with VA provider systems and VA Community Care Network providers. Respondents should provide their recommended approach to integration during a pilot program and in the event of enterprise-wide rollout. Respondents should include in their response the estimated level of effort required to onboard new providers (VA and Community Care Network), costs for pilot and enterprise-wide rollout as well as anticipated development and setup timelines. 4.0 RESPONSE INSTRUCTIONS Responses should include a high-level plan to deploy the proposed solution across the VA ecosystem along with ideal pilot sites and anticipated timeline for enterprise-wide deployment, assuming all statutory and VA policy requirements are met. Respondents must be cleared to perform the described work for the U.S. Department of Veterans Affairs and the must be able to deliver enterprise grade and government grade product solutions. Responses can also include specifically demonstrated history of delivering work for both enterprise clients and government clients. Respondents shall include the following in their submissions: Name of Company: Cage Code and DUNS Number: Address: Point of Contact /Company Representative: Phone Number: Email Address: Identify existing contract vehicles (VA, GSA, NASA SEWP, etc.) of which you are a contract holder and can be utilized to procure the required services. Provide Small Business Size Standard and list all NAICS codes. Please indicate your company s size and socio-economic status. If a small business, describe your type of small business. Are you able to comply with FAR 52.219-6 and 52.219-14 in execution of this effort? Are you able to comply with VAAR 852.219-10, VA Notice of Total Service-Disabled Veteran-Owned Small Business Set-Aside and with subcontracting limitations in 13 CFR 125.6 in execution of this effort? For SDVOSB/VOSB firms, indicate whether at least 50% of the cost of performance incurred is planned to be expended for employees of your concern or employees of other eligible SDVOSB/VOSB firms. Please Note: VA may elect to contact individual companies based upon the content of their RFI submission. VA may engage these companies to gather further information through email correspondence, telephone calls, virtual or physically located meetings, and/or other means. In addition, the Government may seek to explore solution displays and/or demonstrations. Responses shall be submitted via email to Timothy.Thomas@va.gov, kevin.monahan@va.gov and innovation@va.gov no later than 1:00 P.M. Eastern Time on Friday, March 1, 2019. Faxed copies are not acceptable. Offerors shall be aware that the file size for email submissions is 5MB and zip files cannot be submitted. Responses should be limited to no more than 40 pages. Contracting Office Address: Department of Veterans Affairs Office of Procurement, Acquisition and Logistics Technology Acquisition Center 23 Christopher Way Eatontown, NJ 07724 Primary Points of Contact: Contract Specialist Name: Timothy Thomas Email: timothy.thomas@va.gov Phone: 732-440-9675 Contracting Officer Name: Kevin Monahan Email: kevin.monahan@va.gov Phone: 732-440-9695