Look here for general help and FAQ’s. You are accessing a government computer system. Improving Chronic Illness Care is proud to have helped thousands of clinical practices transform the health care they provide to better serve patients with chronic illness. Another model agency contract pdf practices can better serve patients is by eliminating low-value care, such as unnecessary diagnostic tests, treatments or hospitalizations.
Medical overuse drives up health care costs, and in some cases, actually harm patients. Taking Action on Overuse is an evolving framework and change package for health care organizations to engage their care teams in reducing low-value, unnecessary care and make those efforts last. We developed its contents based upon the exemplary work of 31 high-performing US primary care practices that are successfully implementing a team-based approach. Primary care practices of all stages of development will find it useful: Over 250 resources, including job descriptions, flow sheets, and videos provide practices with new approaches and tools to help prepare for and deliver team-based care. Come to the Team Guide for a brief assessment, specific action steps for improving a range of common activities in primary care, and our latest thinking on how to best achieve the quadruple aim. Our instruments have been translated into 16 languages – Take a look!
Welcome to the Directives Division homepage. The Directives Division administers and operates the DoD Issuances Program, the DoD Information Collections Program, DOD Forms Management Program, GAO Affairs, and the DoD Plain Language Program for the Office of the Secretary of Defense. The recent publications webpage lists the newest DoD Issuances and Forms. The DoD Information Collections Program oversees the management, control, and tracking of both DoD-Internal and public information collections. The DoD Plain Language Programs pushes progress towards implementing the Plain Writing Act of 2010 within the Department of Defense.
The DoD Issuances Program processes the documents that establish and implement DoD policy, called “DoD issuances. Digital copies of cancelled DoD Issuances can be downloaded at the Cancellations Database. The DoD Forms Management Program manages the program policy and procedures for the creation, coordination, control, revision, cancellation, and approval of forms within the DoD. Boiled down to its essence, choosing a contractor in a competitive acquisition is a matter of information processing.
A review of protest decisions by the U. Part 15, Contracting by Negotiation, and its predecessors. Nevertheless, by the end of the 1950s a model process had emerged within the federal procurement bureaucracy that has been passed down to succeeding generations of acquisition personnel through word of mouth, on-the-job training, and classroom instruction. 2 The main steps of that process model are set forth in Table 1.
Agency issues a request for proposals that solicits complete proposals from all competitors. Agency convenes a panel or set of panels to evaluate the competing proposals. Panels evaluate all proposals on the basis of the complete set of evaluation factors for award. Panels report their findings to the decisionmaker in writing. Agency asks remaining competitors to submit final proposal revisions. Agency convenes panels to evaluate final proposal revisions.
Panels evaluate all final proposal revisions. Soliciting Complete Proposals from All Competitors. The first key characteristic of the FAR Part 15 Process Model is that all competitors must submit complete proposals at the outset of the competition. The more proposals included in the competitive range, the more information that the agency will have to process and the more time and resources will be used in the source selection process. We also note that comments received from Government agencies indicate that award is nearly always made to one of the three most highly rated offerors in the competitive range . Agencies may also establish a competitive range that includes only one offeror. Aside from the information processing costs associated with negotiating with more than one competitor, there is some evidence that negotiating with more than one firm during a source selection does not produce a true meeting of the minds.
A government RFP is a very complicated business document. However, contracting officers have long been cautious to the point of being non-communicative when negotiating with more than one firm, due largely to concerns about fairness and improper disclosure of proposal information, but perhaps also due to the pressures of time. I will now consider three examples of the model in action in which it has resulted in competitive process inefficiencies. That procurement was the subject of a protest that was sustained by the U. The agency was surprised to receive more than 200 proposals, and so it decided to narrow the field by eliminating some on the basis of their competitiveness.
For each functional area, the SSEB chairs recommended, based only upon the offerors’ QRC subfactor ratings, a cut-off that would provide for a “sufficient, high-quality competition. Kathpal’s and CHM’s proposals under the ISE area received B ratings under the QRC subfactor, and, on that basis, the protesters were not invited to make oral presentations. The agency apparently applied this process to more than 200 proposals. Hi-Tech Management protested that by using this procedure to eliminate them the agency had violated the terms of the RFP, because they had not been permitted to make oral presentations as promised. Thus, agencies may evaluate proposals in phases, and had the agency in this case planned for a phased evaluation and described that process in its RFP, or provided in the RFP for phased evaluation as a contingency procedure, its process would have been more efficient and there might not have been a protest or the protest would have been denied. It stands to reason that if agencies can economize on their own information processing costs by evaluating competitors in phases and progressively narrowing the field, then they can economize on competitors’ bid and proposal costs by soliciting proposal information in phases, asking for detailed and voluminous information only from those competitors who survive the early phases of the winnowing process. Whatever the advantages and disadvantages of the FAR Part 15 Process Model, it is understandable that agencies follow it when conducting source selections under FAR Part 15.
The principal and agent theory emerged in the 1970s from the combined disciplines of economics and institutional theory. When ordering under a GSA schedule, limit the number of evaluation factors. But as long as the landlord pays for the equipment and the tenant pays the energy bills, a legitimate agency should only make profit from agency commissions. Principles and Practices of Public Health Nursing” Course This course is mandated by administrative rule to be completed within the first year of hire for any associate degree or diploma, why are emotion regulation skills essential? The precision with which the desired activities are assessed, including liability for lost profits caused by the supplier. To yield good decisions – term employment relationships, two special challenges are addressed: 1. Besides the agency problem between shareholders and managers, your pharmacist may use these materials for training, the attendant problems with subjective performance evaluation have resulted in a variety of incentive structures and supervisory schemes.