Loren Data's SAM Daily™

FBO DAILY ISSUE OF MAY 06, 2011 FBO #3450
DOCUMENT

R -- Hospice and Palliative Care Work Plan Design and Implementation - Attachment

Notice Date

5/4/2011
 

Notice Type

Attachment
 

NAICS

541990 — All Other Professional, Scientific, and Technical 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

VA74111RQ0044
 

Response Due

6/2/2011
 

Archive Date

8/1/2011
 

Point of Contact

Timothy J. Myers
 

Small Business Set-Aside

N/A
 

Description

DRAFT STATEMENT OF WORK OFFICE OF GERIATRICS AND EXTENDED CARE - POLICY IN THE OFFICE OF PATIENT CARE SERVICES TITLE OF PROJECT: HOSPICE AND PALLIATIVE CARE WORK PLAN DESIGN AND IMPLEMENTATION 1.PURPOSE. OFFICE OF PATIENT CARE SERVICES, OFFICE OF GERIATRICS AND EXTENDED CARE - POLICY. The purpose of the contract is to provide professional consulting services, produce reports, correspondence, and educational and resource materials and tools on a wide range of program office activities, including consulting assistance for program development, the Comprehensive End-of-Life Care (CELC) initiative, and the Veteran-Community Partnership program. 2.BACKGROUND. The Hospice and Palliative Care (HPC) program office is building a foundation to sustain continued improvement in access and high quality services for enrolled Veterans in VA and in the community. These activities include: "Facilitating the establishment of additional Hospice and Palliative Care Units in all facilities "Supporting palliative care program management at the Veterans Integrated Services Network (VISN) level and fully staffed Palliative Care Consult Teams in all facilities. "Increasing access to care for Veterans through partnerships within VA and with the community, with a special emphasis on Veterans who are homeless and those who live in rural and highly rural areas "Building a highly skilled and competent workforce through strategically designed education and training programs both within VA and with national, state and local organizations and agencies. "Creating an excellent and sustainable palliative and hospice care program through measurement of the quality of services delivered and dissemination of successful practices. During this period of heightened activity and focused efforts, the HPC program office requires a contractor with the skills, expertise and knowledge base to augment the HPC team's efforts to build a permanent and sustainable infrastructure for hospice and palliative care. 3.Objectives. Description of objectives: "Produce a written HPC Progress Report that describes a process designed to advance the goals of the HPC program office. "Organize and convene virtual and face-to-face meetings with key stakeholders, VA staff and community partners, produce reports as listed in each of the deliverables, and create educational and resource materials and tools to advance the goals of the CELC initiative "Organize and convene virtual and face-to-face meetings with key stakeholders, VA staff and community partners, produce reports, and create educational and resource materials to advance the goals of the Hospice-Veteran Partnership and Veteran-Community Partnership programs. 4.Scope. The contractor shall work with the Hospice and Palliative Care program office to provide professional consulting services to advance the goals of the HPC program office and establish sustainable HPC services throughout the Veterans Health Administration; engage and organize key stakeholders in VA and the community to ensure that all Veterans have access to high quality hospice and palliative care; create relevant educational and resource materials for VA staff and community partners; and promote non-institutional care through Hospice-Veteran Partnerships and Veteran Community Partnerships. 5.Mandatory Tasks and Deliverables. The contractor shall provide deliverables associated with Tasks 1 - 8 per the delivery schedule. If for any reason, any deliverable cannot be delivered on time according to the delivery schedule as detailed in Section 5.9, the contractor shall provide a written explanation three business days prior to the due date to the Contracting Officer Technical Representative (COTR). This transmittal to the COTR shall cite reasons for the delay, and the impact on the overall project. The COTR will review collaboratively with the program office and facts and issue a response in accordance with the contract terms and conditions. An electronic copy shall be provided to the designated COTR. Specifically, the contractor shall: Perform Tasks 1 - 8 during the base period. The contractor shall perform Tasks 1 - 6 during option years 1 and 2. 5.1 Task One. The Contractor shall provide in each contract year a project management plan (PMP) and briefing. The project management plan will define and summarize how the project is executed, monitored and controlled. The project management plan will list all of the deliverables. Each deliverable must include the work breakdown structure, quality and technical management approach, risks, a delivery date, and cost. The plan will incorporate the following main aspects into the work breakdown structures: "Scope Management "Schedule Management "Quality Management "Project Change Management Deliverable 5.1.1: Provide a detailed PMP and briefing in each contract year within 30 days of the award. Deliverable 5.1.2: Provide quarterly updates to the Project Management Plan when approved changes to milestone(s) are made to meet the ongoing needs of the project. The COTR in concurrence with the Hospice and Palliative Care program office may approve a milestone change. Any change to the milestone plan will be in writing from the COTR. The Contractor shall provide a written updated PMP within one calendar month of the approved change. 5.2Task Two: The Contractor shall use knowledge of VA's Hospice and Palliative Care Program within each contract year to conduct an appreciative inquiry (an organizational development process) with HPC staff and key CELC leaders to perform a SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis of the VA's Hospice and Palliative Care program. The contractor shall provide an HPC Work Plan report that documents its analysis and findings and includes a work plan (action items, timelines, and responsible parties) that can be used to implement and track the activities. The contractor shall also provide an HPC Annual Report that includes a summary of the impact of Comprehensive End-of-Life Care (CELC) initiative from the perspective of the HPC Program Office. In subsequent years the contractor will provide updated HPC Annual Reports and summaries on the ongoing impact of the CELC initiative. Domains to be addressed in these HPC Annual Reports and CELC Impact Summaries include the National Consensus Project's Clinical Practice Guidelines for Quality Palliative Care: structures and processes of care; physical aspects of care; psychological and psychiatric aspects of care; social aspects of care; spiritual, religious, and existential aspects of care; cultural aspects of care; care of the imminently dying patient; and ethical and legal aspects of care. Additional elements to be included in the Annual Report will be defined and provided by the HPC program office no less than 60 days before the submission date for the Report. Deliverable 5.2.1: Issue a Hospice and Palliative Care Work Plan report that includes a detailed action plan within each contract year for the HPC program team and contractor, with milestones and a process for monitoring the outcomes. The HPC Work Plan report will be based on an analysis of an estimated 5 - 15 priorities, trends, activities, and emerging and anticipated policy changes internal (to VA) and external (national) that are related to palliative care, non-institutional care and community partners,. Deliverable 5.2.2: Provide an HPC Annual Report that includes a CELC Impact Summary and annual updates in each contract year. 5.3Task Three: The Contractor shall within each contract year conduct one review of the electronic work plan documents from the HPC's three Comprehensive End-of-Life Care (CELC) Centers, which will be provided by the HPC program office at the time of the award, and interview staff from the Centers. The contractor shall compare their activities with findings discovered in Task 3 and issue a CELC Centers program development report that aligns the Centers work plans with the HPC work plan. The contractor will be the HPC program office liaison to the Centers in updating their work plans to include findings from the report. Liaison responsibilities will also include ongoing monthly monitoring and preparing an annual year-end summary report within two calendar months of the end of each fiscal year. The 3 CELC Centers include: (1) the Implementation Center; (2) the PROMISE Center; and (3) the Quality Improvement Resource Center (QuIRC). Deliverable 5.3.1: Issue within each contract year a CELC Centers Goals report that includes the alignment of the Centers work plans with the HPC work plan. The CELC Centers report will be based on a review of the work plans and interview staff within each contract year from the HPC's three Comprehensive End-of-Life Care (CELC) Centers to: (1) collect and analyze information about successes and barriers encountered; and (2) compare their activities with findings reported in Deliverable 5.2.1,. Deliverable 5.3.2: Issue monthly CELC Centers reports to the HPC program office documenting liaison activities provided to the Centers to update and implement their work plans as well as progress being made. 5.4Task Four: Based on Deliverables 5.3.1 - 5.3.3, within each contract year the Contractor shall conduct one review and analyze information provided by the HPC program office from 5 - 10 HPC education and training activities. These activities include those held in VA and in collaboration with community partners. Based on this analysis and the findings from existing educational needs assessment information, the contractor shall issue quarterly reports that include implementation of training activities within VA and in collaboration with community partners. In addition within each contract year the contractor shall develop a minimum of 5 documents, such as flyers or fact sheets, and tools, such as customized spread sheets, that can be used for marketing, implementing and tracking the education and training activities and outcomes. Deliverable 5.4.1: Issue quarterly reports that include activities related to implementing VA-specific educational activities and develop a minimum of five (5) resources and tools for marketing, tracking and reporting the education and training activities and outcomes. The monthly reports will be based on a review and analyze within each contract year 5 - 10 HPC education and training activities in VA and in collaboration with community partners to include an educational needs analysis specific to Veterans and the VA organizational structure. 5.5Task 5: Based on knowledge of the VA organizational structure and the HPC program goals, within each contract year the contractor shall create one "HPC Special Project" report summarizing best practices developed through the activities of each of the four special projects of the Hospice and Palliative Care program office, including the VA-Indian Health Services (VA-IHI) Faculty Leaders project; the Palliative Care - Patient Aligned Care Team (PC-PACT) project; the VISN 23 Palliative Care Rural Initiative (PCRI); and the Training of Intensive Care Unit Nurses in Palliative Care (PC for ICU Nurses) project. The contractor shall participate in virtual and face-to-face meetings and interviews with project participants to collect information about successful projects (i.e., projects that met or exceeded their goals) as well as barriers that were encountered. Reports will include tools and educational materials that can be used to disseminate best practices. Deliverable 5.5.1: Participate in a minimum of ten (10) virtual and face-to-face meetings and interviews within each contract year, as identified by the HPC program office. The meetings and interviews shall be conducted with VA-IHI, PC-PACT, VISN 23 PCRI, and PC for ICU Nurses project participants to collect and analyze information about successes and barriers encountered during each project. Deliverable 5.5.2: Use the findings of Deliverable 5.5.1 to develop a HPC Special Projects Report within each contract year that includes recommendations for broader and more effective dissemination and provide a minimum of ten (10) related resources and tools such as templates for presentations, tools for tracking training sessions, lists of educational materials, and links to web-based training opportunities. 5.6Task 6: Based on knowledge of the VA organizational structure and the HPC program goals, the contractor shall organize and participate within each contract year virtual and face-to-face interviews and meetings as detailed in paragraph entitled "Travel" for the purpose of identifying gaps in knowledge related to the activities of at least three community partner projects defined by the HPC program office, including the Hospice-Veteran Partnership program, the Reaching Out project and the We Honor Veterans campaign. These projects are being conducted in collaboration with the with the National Hospice and Palliative Care Organization and meeting activities may include giving presentations, facilitating discussions, and providing technical assistance in implementing community partner projects. The contractor shall collect and analyze information, coordinate the development and dissemination of tools and resources designed to establish sustainable business plans, close knowledge gaps, and participate in educational events to facilitate implementation of the tools. Deliverable 5.6.1 Participate within each contract year a minimum of six (6) virtual and face-to-face meetings and interviews within each contract year to: (1) collect and analyze information about gaps in knowledge; (2) document the successes achieved and challenges encountered with participants of three community partner projects; and (3) give presentations, facilitate discussions, and provide technical assistance. Deliverable 5.6.2: Use the findings of Deliverable 5.6.1 within each contract year to prepare a minimum of six (6) flyers, fact and information sheets, and educational materials for effective dissemination and implementation throughout VA and the community. Deliverable 5.6.3 Collaborate with program office to track the impact of the We Honor Veterans campaign; create a quarterly report on the status of HVPs by state; establish a monitoring mechanism to track dissemination of Reaching Out models of care beyond CELC funding; and establish a monitoring mechanism to track Veteran-specific family satisfaction with non-VA care in collaboration with NHPCO. 5.7Task 7: The contractor shall create a sustainable network of Veteran-Community Partnerships (VCP) to foster seamless transitions between VA and community providers for the full continuum of non-institutional care. The contractor shall organize and conduct face-to-face and virtual meetings with the VCP steering committee and established and pilot VCP sites, issue quarterly reports that include issues, action items and time lines to advance the development of a sustainable VCP program, and develop and disseminate tools and resources for use by VA and community partners. Deliverable 5.7.1: Organize and conduct a minimum of 4 virtual and face-to-face steering committee meetings and for each issue a report that includes issues, action items and time lines within 14 days of each meeting. Deliverable 5.7.2: Organize and conduct a minimum of 12 VCP face-to-face and virtual VCP site visits and issue a total of four quarterly reports that, for the VCPs that have been assessed since the prior report, include best practices, identify barriers, and describe actual and/or forthcoming outcomes. Deliverable 5.7.3: Based on outcomes from Deliverable 8.2, develop and disseminate educational materials, tools and resources including no fewer than two PowerPoint presentations with speaker notes, two brochures and one resource list template that can be locally customized, as well as assorted additional educational materials, that can be used to implement best practices in establishing VCPs in VA facilities. Deliverable 5.7.4: Issue an annual report by 5/31/12 to the Director of Geriatric Programs that summarizes VCP activities and includes a discussion focused on the ongoing sustainability of the VCP program. Deliverable 5.7.5: Participate in a minimum of 4 key national and/or regional meetings/conferences of community services organizations/associations to create awareness of and foster interest in VCPs (by presenting, planning, or exhibiting, or all); identify leaders at national, regional, and local levels for collaboration and ongoing interest in VCPs and maintain a list of interested parties, updated quarterly. Deliverable 5.7.6: Participate in a minimum of 3 activities on the subject of caregiving related to VCP mission and vision, and include in the quarterly reports covering the timeframe of those activities, descriptions of them including a brief description of the activity, and lessons learned and action taken or planned as a result of your participation in those issue quarterly report of activities. 5.8Task 8: The contractor shall provide within15 calendar days after award, a quality control plan (QCP) at no cost for inspecting the quality, timeliness, and customer satisfaction of the top four (4) Tasks as identified by the HPC program office. The Tasks to be inspected include: 5.2; 5.3; 5.5; and 5.6. Deliverable 5.8.1: Provide a QCP for the four (4) key deliverables Tasks (5.2; 5.3; 5.5; and 5.6.) that have been identified in collaboration with the HPC program office. The process will provide a tracking system for each of the 4 key deliverables, including activities central to the deliverables, milestones, date completed and customer satisfaction rating of quality and timeliness of the final product(s). Schedule for Mandatory Deliverables. 5.9 Table of Base Period Mandatory Deliverables Due Dates REFDELIVERABLEDUE DATE 5.1.1Provide a detailed PMP and briefing.Within 30 calendar days of the award 5.1.2Provide quarterly updates to the Project Management Plan when approved changes to milestone(s) are made to meet the ongoing needs of the project. Within 30 calendar days of the approved milestone change 5.2.1Issue a Hospice and Palliative Care Work Plan report that includes a detailed action plan within each contract year for the HPC program team and contractor, with milestones and a process for monitoring the outcomes. The HPC Work Plan report will be based on an analysis of an estimated 5 - 15 priorities, trends, activities, and emerging and anticipated policy changes internal (to VA) and external (national) that are related to palliative care, non-institutional care and community partners, Within 90 calendar days of the award and within 2 months of the end of each fiscal year thereafter 5.2.2 Deliverable 5.2.3: Provide an HPC Annual Report that includes a CELC Impact Summary and annual updates in each contract year. report. Within 120 calendar days following the end of each fiscal year 5.3.1Issue within each contract year a CELC Centers Goals report that includes the alignment of the Centers work plans with the HPC work plan. The CELC Centers report will be based on a review of the work plans and interview staff within each contract year from the HPC's three Comprehensive End-of-Life Care (CELC) Centers to: (1) collect and analyze information about successes and barriers encountered; and (2) compare their activities with findings reported in Deliverable 5.2.1, Within 100 calendar days of the award and within 2 months after the period of performance ends each year thereafter 5.3.2Issue monthly CELC Centers reports to the HPC program office documenting liaison activities provided to the Centers to update and implement their work plans as well as progress being made. By the 15th calendar day of each month throughout the contract period 5.4.1Issue quarterly reports that include activities related to implementing VA-specific educational activities and develop a minimum of five (5) resources and tools for marketing, tracking and reporting the education and training activities and outcomes. The quarterly reports will be based on a review and analyze within each contract year 5 - 10 HPC education and training activities in VA and in collaboration with community partners to include an educational needs analysis specific to Veterans and the VA organizational structure. By the 15th calendar day of the month following each calendar quarter throughout the contract period 5.5.1Participate in a minimum of ten (10) virtual and face-to-face meetings and interviews within each contract year, as identified by the HPC program office. The meetings and interviews shall be conducted with VA-IHI, PC-PACT, VISN 23 PCRI and PC-ICU project participants to collect and analyze information about successes and barriers encountered during each project. Throughout contract period 5.5.2Use the findings of Deliverable 5.5.1 to develop a HPC Special Projects Report within each contract year that includes recommendations for broader and more effective dissemination and provide a minimum of ten (10) related resources and tools such as templates for presentations, tools for tracking training sessions, lists of educational materials, and links to web-based training opportunities. Throughout contract period 5.6.1Participate within each contract year a minimum of six (6) virtual and face-to-face meetings and interviews within each contract year to: (1) collect and analyze information about gaps in knowledge; (2) document the successes achieved and challenges encountered with participants of three community partner projects; and (3) give presentations, facilitate discussions, and provide technical assistance. Throughout contract period 5.6.2Use the findings of Deliverable 5.6.1 within each contract year to prepare a minimum of six (6) flyers, fact and information sheets, and educational materials for effective dissemination and implementation throughout VA and the community. Throughout contract period 5.6.3Track the impact of the We Honor Veterans campaign; create a quarterly report on the status of HVPs by state; establish a monitoring mechanism to track dissemination of Reaching Out models of care beyond CELC funding; and establish a monitoring mechanism to track Veteran-specific family satisfaction with non-VA care in collaboration with NHPCO. Each 90 calendar days throughout the contract period 5.7.1Organize and conduct a minimum of 4 VCP virtual and face-to-face steering committee meetings and for each issue a report that includes issues, action items and time lines within 14 days of each meeting.Within 60 calendar days of the award and throughout base year 5.7.2Organize and conduct a minimum of 12 VCP face-to-face and virtual site visits and issue a total of four quarterly reports that, for the VCPs that have been assessed since the prior report, include best practices, identify barriers, and describe actual and/or forthcoming outcomes. Within 30 calendar days of the award and each 90 calendar days thereafter 5.7.3Based on outcomes from Deliverable 7.2, develop and disseminate training tools and resources including no fewer than two PowerPoint presentations, two brochures and one resource list template that can be locally customized, as well as assorted additional educational materials, that can be used to implement best practices in establishing VCPs in VA facilities. Throughout base year 5.7.4Issue an annual report by 5/31/2012 that summarizes VCP activities and makes observations and includes a discussion focused on sustainability of the VCP program.Within 60 calendar days following the end of the base year 5.7.5Participate in a minimum of 4 key national and/or regional meetings/conferences of community services organizations/associations to create awareness of and foster interest in VCPs (by presenting, planning, or exhibiting, or all); identify leaders at national, regional, and local levels for collaboration and ongoing interest in VCPs and maintain a list of interested parties, updated quarterly. Throughout base year 5.7.6Participate in minimum of 3 activities on the subject of caregiving related to VCP mission and vision, and include in the quarterly reports covering the timeframe of those activities, descriptions of them including a brief description of the activity, and lessons learned and action taken or planned as a result of your participation in those issue quarterly report of activities. Throughout base year 5.8.1Provide a QCP for the four (4) key deliverables Tasks (5.2; 5.3; 5.5; and 5.6.). The process will provide a tracking system for each of the 4 key deliverables, including activities central to the deliverables, milestones, date completed and customer satisfaction rating of quality and timeliness of the final product(s). Within 15 calendar days of the award. 6.Period of Performance. The period of performance shall be one (1) one-year (12 months) from the date of award for a base period and two (2) one-year option years. There are ten (10) Federal holidays set by law (U.S.C. Title 5 Section 6103): Under current definitions, four are set by date: New Year's DayJanuary 1 Independence DayJuly 4 Veteran's DayNovember 11 Christmas DayDecember 25 If any of the above falls on a Saturday, then Friday shall be observed as a holiday. Similarly, if one falls on a Sunday, then Monday shall be observed as a holiday. The other six are set by a day of the week and month: Martin Luther King DayThird Monday in January Washington's BirthdayThird Monday in February Memorial DayLast Monday in May Labor DayFirst Monday in September Columbus DaySecond Monday in October ThanksgivingFourth Thursday in November 7.Place of Performance. Work will be performed at the contractor's workplace. Some aspects of the contractor's responsibilities will require participating in work activities in VA Central Office and traveling to VA facilities and community events at dates and locations determined by the COTR and with as much advance notice as possible.. 8.Key Personnel. Certain skilled experience professional and/or technical personnel are essential for accomplishing the work to be performed. These individuals are defines as "Key personnel" and are those persons whose resumes were submitted and marked by the vendor as "Key Personnel". Substitutions shall only be accepted if in compliance with "Substitutions shall only be accepted if in compliance with "Substitution of Key Personnel" provision identified below. NameTitle Program Manager The Contracting Officer may notify the Contractor and request immediate removal of any personnel assigned to the task order by the Contractor that are deemed to have a conflict of interest with the government or if the performance is deemed to be unsatisfactory. The reason for removal will be documented and replacement personnel shall be identified within three business days of the notification. Employment and staffing difficulties shall not be justification for failure to meet established schedules. 8.1 Substitution of Key Personnel. All Contractor requests for approval of substitutions hereunder shall be submitted in writing to the COTR and the Contracting Officer at least thirty (30) calendar days in advance of the effective date, whenever possible, and shall provide a detailed explanation of the circumstances necessitating the proposed substitution, a complete resume for the proposed substitute, and any other information requested by the Contracting Officer necessary to approve or disapprove the proposed substitution. New personnel shall not commence work until all necessary security requirements, as defined in Section J, have been fulfilled and resumes provided and accepted. The COTR and the Contracting Officer will evaluate such requests and promptly notify the Contractor of approval or disapproval in writing. 8.2The Contractor shall be responsible for managing and overseeing the activities of all Contractor personnel, as well as subcontractor efforts used in performance of this effort. The Contractor's management responsibilities shall include all activities necessary to ensure the Accomplishment of timely and effective support, performed in accordance with the Requirements contained in the statement of work. 8.3Domain Knowledge. GEC serves as primary program office. Domain knowledge criteria are specified below: Contractor Personnel Requirements. Personnel proposed shall have an in depth knowledge of hospice and palliative care and non-institutional care in addition to the following: "Knowledge of Veterans Health Administration and GEC organizational structure; "Specific knowledge of GEC's non-institutional care program goals, resources, and strategic planning activities "Expert knowledge of the Hospice and Palliative Care program office goals, policies, operations, and strategic partners; "Expert knowledge of the Comprehensive End-of-Life Care initiative 8.4Staff Qualifications. 8.4.1Qualifications: Demonstrated ability to work effectively across VA policy and operations, with VA and community leaders, with the field, and with national, regional, and local community organizations; demonstrated ability to use computer applications to create electronic documents, spreadsheets, databases, and slide sets and to use e-mail programs to communicate effectively within VA and with the community. 8.4.2Functional Description: Provide leadership to promote program development, improve organizational processes and outcomes, and advance the goals of the VA hospice and palliative care program nationally, regionally and locally; provide leadership in improving and sustaining the quality and effectiveness of hospice and palliative care programs; serve as a content expert within the VA hospice and palliative care program and with the community to ensure Veterans' access to high quality hospice and palliative care; promote effective education and training programs within VA and with community partners; create educational, training, and promotionalmaterials, tools, and resources to disseminate to target audiences. 8.4.3General Experience: Managing or administering national projects aimed at improving end-of-life care for Veterans and their families; creating and evaluating Requests for Proposals, tracking progress, and reporting on outcomes; developing a comprehensive infrastructure for managing large projects and monitoring progress; facilitating the development and evaluation of project products; managing and monitoring funds; establishing a national network of VA and non-VA leaders, clinicians, and educators; and disseminating project materials nationwide. 8.4.4Educational Requirement: Master's prepared in a healthcare profession with experience and training in the administration of hospice and palliative care services 9.Travel. The CBO anticipates approximately 24 trips in the Base Year and 16 trips in Option Years 1 and 2 as identified in the table below: Travel per contract year for the Base Year # Trips VACO meetings per contract year12 HVP meetings per contract year2 HPC projects: VA-IHI Faculty Leaders; PC-PACT program; VISN 23 PCRI per contract year2 CELC training and program development per contract year4 VCP meetings per contract year4 Travel per contract year for the 2 Option Years # Trips VACO meetings per contract year8 HVP meetings per contract year2 HPC projects: VA-IHI Faculty Leaders; PC-PACT program; VISN 23 PCRI per contract year2 CELC training and program development per contract year4 All travel is subject to COTR and HPC program office approval in advance. Travel and per diem shall be reimbursed in accordance with VA and Federal Travel Regulations. Travel expenses shall be invoiced in the subsequent month following the completion of travel in order to be reimbursed. http://www.gsa.gov/Portal/gsa/ep/contentView.do?contentType=GSA_BASIC&contentID=17943 10.Type of Contract. A Firm- Fixed Price Task Order against the contractor's GSA Federal Supply Schedule contract.. 11.Changes to the SOW. Any changes to this SOW shall be authorized and approved only through written correspondence from the Contracting Officer. A copy of each change will be kept in a project folder along with all other products of the project. Costs incurred by the contractor through the actions of parties other than the Contracting Officer shall be borne by the contractor. 12.Government and Contractor Responsibilities. a.The CBO shall provide the contractor with copies of documents that the VA is required to provide. b.The contractor shall request other VA documentation deemed pertinent to the work accomplishment directly from the COTR. The contractor is expected to use common knowledge and resourcefulness in securing all other reference materials, standard industry publications, and related materials that are pertinent to the work. c.The contractor shall maintain frequent communications with the Program Office and the COTR to conduct work in progress reviews. Progress reports shall be delivered electronically to the COTR, with an electronic courtesy copy to the Program Office. 13.Formal Acceptance or Rejection of Deliverables. The VA shall have 15 business days to review each document and provide feedback and comments. The contractor shall have five business days to incorporate comments. A final review shall be conducted with the COTR and the Geriatrics and Extended Care program office. Delivery of the post-final review document with incorporated comments from the final review meeting shall constitute acceptance by the VA with COTR's written approval. 14. Quality Standards for Deliverables - Performance Measures Standards: 14.1 Review of relevant materials. Deliverables shall be timely, comprehensive, thoughtful, relevant presentation of alternatives, pros and cons, and feasible recommendations. 14.2 HPC Presentations. Presentations shall be clear, concise, executive-focused, and written in such a way as to be understood by lay persons. Quality of deliverable directly correlates with effectiveness of HPC communications. 14.3 Reports. Reports are submitted on time and include those topics described in the SOW, agreed to in the master plan and as requested for special reports; necessary clearances are obtained as needed in a timely manner. 14.4 Publications and other documents. Deliverables are timely submission in formats appropriate to target audiences; consideration of best dissemination mechanisms; user friendly, clear, thorough and comprehensive documentation and publications. 14.5 Meeting support. Timely and thoughtful pre-meeting preparations and logistics; smooth meeting operations; timely and comprehensive post-meeting summaries. 14.6 Coordination. Contractor collaboration with HPC is timely, appropriate and demonstrates cooperative support to VHA Executives and staff. 14.8 Analyses and Assessments. Analyses and assessments are performed with accuracy, comprehensiveness and adherence to industry best practices. 14.9 Modifications. Timely, comprehensive, high quality covering all functional, performance, and physical areas as delineated in the SOW; final plan incorporates VA feedback in a timely manner. 14.10 Obtain relevant stakeholder input. Deliverables are innovative, timely implementation of input mechanisms; accurate and comprehensive synthesis of results and recommendations. Integration of relevant stakeholder input documented for deliverable.
 

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