Achieving Unified Data Accessibility and Data-Driven Insights Across the Defense Health Agency

Defense Health Agency

Achieving Unified Data Accessibility and Data-Driven Insights Across the Defense Health Agency

HT0011-25-RFI-0230

THIS IS A REQUEST FOR INFORMATION (RFI) ONLY.  This RFI is being issued solely for information and planning purposes. It does not constitute a Request for Proposal (RFP) or a promise to issue an RFP in the future. This request for information does not commit the Government to contract for any supply or service whatsoever. Further, the Defense Health Agency (DHA) is not at this time seeking quotes or proposals and will not accept unsolicited proposals.

Respondents are advised that the U.S. Government will not pay for any information or administrative costs incurred in response to this RFI; 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 RFP, if any is issued.

The results of this Market Research may inform acquisition strategy and will contribute to determining the method of procurement.

2.0 Background:

2.1. The Defense Health Agency (DHA) is committed to providing the highest quality healthcare and support to our beneficiaries. DHA operates in a complex environment, generating and managing a vast amount of data across multiple clinical and administrative systems, and supporting business operations, combat support missions, and healthcare delivery. While we have accumulated a significant volume of data, DHA seeks a modern, integrated approach to transform this data into actionable insights, enabling data-driven decision-making, continuous improvement, and enhanced organizational visibility.

Historically, this need was addressed through data warehousing concepts. However, we recognize that contemporary data landscapes demand more sophisticated and interconnected solutions that leverage the latest technologies and methodologies. DHA envisions a mature and interconnected data ecosystem that proactively identifies trends, patterns, and opportunities across its three core operational areas:

• Business Operations: Optimizing headquarters-level healthcare delivery business operations that support the Networks and Military Treatment Facilities (MTFs) in delivering quality healthcare. This includes improving administrative functions, resource allocation, performance management, workflows, cost containment, and enhancing the user experience for both DHA personnel and the Networks/MTFs they support. The focus is on enabling efficient and effective healthcare delivery at the point of care.

• Combat Support Mission: Ensuring readiness and providing effective healthcare support to the warfighter. This includes analyzing readiness metrics, identifying areas for improvement in medical training and deployment support, and optimizing resource allocation for contingency operations.

• Healthcare Delivery: Improving patient outcomes, enhancing the quality of care, and ensuring patient safety. This includes analyzing patient data to identify trends in disease prevalence, optimizing treatment protocols, and reducing healthcare costs.

DHA seeks to enable a mature and interconnected data ecosystem that empowers data-driven decision-making and enables continuous improvement across its three core operational domains: Business Operations, Healthcare Delivery, and Combat Support. This is not a static solution, but rather a dynamic and evolving ecosystem that adapts to the changing needs of the DHA mission: providing high-quality healthcare to those who serve and their families. The desire is to have an environment where data becomes a strategic asset, driving tangible improvements in patient care, healthcare delivery efficiency, and combat readiness. We are particularly interested in solutions that deliver the following desired outcomes:

• Provide a readily accessible, unified view of data, regardless of the source or format (structured or unstructured) to enable comprehensive analysis and informed decision-making.
• Generate actionable insights to enable proactive identification of trends, patterns, and opportunities.
• Allow stakeholders at all levels to easily access, understand, and interact with relevant data to inform their decisions.
• Guarantee the security, privacy, and regulatory compliance of data. The solution must protect sensitive information, maintain data integrity, and comply with all applicable laws and regulations.
• Facilitate the continuous monitoring and evaluation of key performance indicators (KPIs), enabling proactive identification of areas for improvement and tracking of progress towards organizational goals.
• Readily adapt to evolving data volumes, sources, and business requirements. The solution must be scalable, flexible, and capable of accommodating future growth and change.

2.2 This RFI is intended to gather information on industry best practices, innovative technologies, and potential solutions that can enable DHA to achieve its vision for a data-driven organization. Responses to this RFI will inform DHA's desired approach to data analytics.

The DHA is seeking information from interested Vendors with the capability to achieve unified data accessibility and data-driven insights. To illustrate our specific needs and desired outcomes, DHA has included high-level use cases that describe how we envision leveraging data across our organization. Please be advised that these use cases are illustrative and subject to further refinement based on the information received from this RFI.

To further explore potential solutions and engage in a collaborative exchange of ideas, DHA will be hosting a Reverse Industry Day on Tuesday, October 14, 2025 in the National Capital Region. This Reverse Industry Day will be on an invitation only basis and will provide an opportunity for selected vendors to demonstrate their capabilities, present potential solutions, and engage in dialogue with DHA leadership and technical experts. Further details regarding the Reverse Industry Day, including registration and submission guidelines for the RFI, are included in the subsequent sections of this document.

1. Requested Information:

The DHA is seeking the following:

3.1 This RFI is structured as a phased approach to identify innovative methods to address DHA's data analytical needs. Please carefully review the following guidelines and deadlines:

Phase I: RFI Response and Capability Statement Submission

• Interested vendors are invited to submit a capability statement addressing the three high-level use cases outlined in Section 5: Unified Data Accessibility and Data-Driven Insights Use Cases. The capability statement should demonstrate your understanding of DHA's challenges and your ability to provide effective solutions.
• Capability Statement Format:
  • Length: Maximum 10 pages (excluding cover page). No more than the first 10 pages (excluding cover) will be reviewed, if submitted.
  • Format: 8.5x11 inches, single spaced, 12pt font, in MS Word document or PDF format.
  • Focus: Clearly and concisely address how your technical capabilities could address each of the three use cases. Responses must address ALL three use cases in order to be considered as complete and be assessed.
  • Content: At a minimum, the capability statement should include a:
    • Description of your applicable technical capabilities, highlighting key features and benefits.
    • Clear explanation of how your capabilities could directly addresses each of the three use cases, including specific examples.
  • Submission Deadline: Monday, September 15, 2025 5:00 PM EST

Phase II: Vendor Selection for Reverse Industry Day - Notification and Additional Submission Requirements

• DHA will assess the submitted capability statements and select vendors to participate in the Reverse Industry Day, at the agency’s discretion.
• Vendors selected will be notified on or before Friday, September 19, 2025
• Shortlisted vendors will be required to submit the following by Monday, October 6, 2025 at 5:00 PM EST:
  • Draft Implementation Roadmap: A proposed roadmap outlining how your company would approach the implementation of the theoretical solution described in your Phase I capability statement, specifically addressing the three use cases. The roadmap should include key milestones, dependencies, and high-level estimated timelines. This roadmap should illustrate how your solution could be applied to our current environment to achieve the desired outcomes for each use case, and demonstrate understanding of the challenges, dependencies, and constraints.
  • Draft Rough Order of Magnitude (ROM): A preliminary, high-level estimate of the potential cost for implementing your capabilities to address the three use cases. The ROM should include key cost drivers and assumptions.

Phase III: Reverse Industry Day

• The Reverse Industry Day will be held on October 14, 2025, in the National Capital Region (specific location pending and will be announced by September 2, 2025 to the selected vendors).
• Selected vendors will present their technical capabilities, as submitted in Phases 1 and II, to a panel of DHA leadership and technical experts.
• The presentations should align with the conceptual schedule submitted in Phase II and should clearly demonstrate how your capabilities could address the three use cases.
• Vendors will be allotted one (1) hour for their presentation, including time for Q&A.

Important Considerations:

• Participation in the Reverse Industry Day is by invitation only.
• All submissions must be received by the specified deadlines. Late or non-compliant submissions will not be assessed or considered.
• DHA reserves the right to modify these guidelines at any time.
• This RFI is for informational purposes only and does not constitute a commitment to award a contract.

4.0 Responses:

4.1 Capability Statements submitted in Microsoft Word compatible, or PDF format are due no later than Monday, September 15, 2025, 5:00 PM EST. Responses shall be limited to 10 pages and submitted via e-mail to Kevin.D.Hodge8.civ@health.mil, Contract Specialist and Marco.a.cypert.civ@health.mil, Contracting Officer. Please use the following title in your email subject line: Achieving Unified Data Accessibility and Data-Driven Insights Across the Defense Health Agency

HT0011-25-RFI-0230.

4.2. The Capability Statement shall provide administrative information, and shall include the following as a minimum:

4.2.1. Name, mailing address, phone number, and e-mail of designated point of contact.

4.2.2. In order for the Government to assess the market capability of your company or organization as to one or more aspects of the Professional and Administrative Services, please provide the following company information:

1. Company Name;
2. Unique Entity ID;
3. CAGE;
4. Applicable NAICS Codes;
5. Business size status and date of last certification;
6. Applicable GSA SINs [to include description of SIN product/service classification/description];
7. All Applicable Contract Numbers [i.e. GSA OASIS+, GSA Multiple Award Schedules, etc.] (This information is for Market Research only and does not preclude your company from responding to this notice.)

4.3 Vendors will be required to be registered through the System for Award Management (SAM) at https://www.sam.gov/portal/SAM/#1 to be eligible for award of any possible future Government contract opportunities.

4.4 Questions and Answers: There will be no formal question period for this RFI. Please ensure your capability statement is comprehensive and addresses all relevant aspects of each of the use cases.

4.5 Proprietary information, if any, should be minimized and MUST BE CLEARLY MARKED. To aid the Government, please segregate proprietary information. Please be advised that all submissions become Government property and will not be returned.

5.0 Unified Data Accessibility and Data-Driven Insights Use Cases.

The Defense Health Agency (DHA) desires to improve its ability to translate data into actionable insights and improved outcomes. The below proposed use cases are designed to describe the types of capabilities we desire. This is not an exhaustive list but is intended to kickstart the conversation.

USE CASE 1: Real-Time Blood Product Tracking and Management for Combat Casualty Care

Problem:

• Blood and blood products are critical for saving lives on the battlefield. However, maintaining real-time visibility into blood product inventory levels, location, and expiration dates across the entire DHA (including deployed and fixed facilities) is a major challenge.
• Lack of real-time data can lead to:
  • Shortages of blood products in critical locations.
  • Waste of expired blood products.
  • Delays in delivering blood to patients who need it most.
  • Inefficient movement of blood products between facilities.

Data Sources:

• MHS GENESIS: Patient blood type information, transfusion history, point-of-care testing results at fixed facilities and Role 3 treatment facilities.
• JOMIS (Joint Operational Medicine Information System): Real-time inventory of blood products at deployed medical facilities (Role 1, 2, and forward surgical teams (FST)), blood product usage data, location of medical units.
• TRANSCOM (Transportation Command) Systems: Tracking of blood shipments from CONUS-based blood banks to deployed locations, real-time location of blood in transit, temperature monitoring data during transport.
• DoD Blood Donor Program: Blood donor information, collection schedules, blood type distribution, and donor availability.
• Blood Bank Information Systems (BBIS) (at fixed facilities): Comprehensive blood inventory management.
• Third-Party Logistics (3PL) Providers (if used): Tracking of blood shipments.

Desired Blood Product Management Capabilities:

1. Unified view of blood product information across the DHA, encompassing inventory levels, location, expiration dates, and usage patterns (both historical and forecasted).
2. Automatically identify and alert key personnel to critical events affecting blood product availability, quality, or delivery.
3. Predict future blood product demand based on various factors, including historical usage, operational requirements, and potential emergency scenarios.
4. Optimize the allocation and distribution of blood products across the MHS to ensure timely availability where and when needed most.
5. Identify potential blood donors and target recruitment efforts to address specific blood type shortages and ensure adequate supply.
6. Real-time information on blood product availability during triage and casualty evacuation to inform treatment decisions.
7. Automatically initiate blood product resupply based on real-time consumption and projected demand, ensuring continuous availability.
8. Improve the planning and execution of blood drives and mobile blood collection units to maximize donation yields and meet regional and overall needs.
9. Minimize the likelihood of blood product shortages at critical locations across the DHA, safeguarding patient care.
10. Minimize the waste of expired blood products, improving resource utilization and reducing costs.
11. Expedite the delivery of blood products to casualties on the battlefield, improving survival outcomes.
12. Efficient and effective allocation of blood product resources across the MHS, maximizing the impact of limited supplies.
13. Increase overall blood donation rates to meet the ongoing needs of the warfighter and the DHA beneficiary population.

USE CASE 2: Unified Bed Management and Patient Flow Optimization Across the Continuum of Combat Care

Problem:

• Efficient bed management is crucial for optimizing patient flow, maximizing resource utilization, and ensuring casualties receive the right level of care at the right time.
• However, bed management in the DHA is complicated by the distributed nature of the system, the dynamic demands of deployed operations, and the need to seamlessly transition patients between different levels of care (Roles 1-3, FSTs, CONUS-based hospitals).
• Lack of real-time visibility into bed availability, patient acuity, and resource constraints can lead to:
  • Overcrowding and delays in care.
  • Suboptimal allocation of resources (staff, equipment, beds).
  • Increased risk of adverse events (e.g., hospital-acquired infections).
  • Delays in medical evacuation (MEDEVAC) due to lack of available beds at higher echelons of care.
  • Poor coordination of patient transfers between facilities.

Data Sources:

• MHS GENESIS: Bed availability, patient census, patient demographics, diagnoses, procedures, acuity scores, discharge plans, staffing levels at fixed facilities and Role 3 facilities.
• JOMIS (Joint Operational Medicine Information System): Bed availability, patient census, patient demographics, injuries, illnesses, treatment provided at deployed medical facilities (Roles 1, 2, and FST), location of medical units.
• TRANSCOM Systems: MEDEVAC request data, transportation schedules, patient movement tracking.
• Medical Command (MEDCOM) Command and Control Systems: Overall operational picture, anticipated mass casualty events, surge capacity planning.
• VA Systems (Cerner Millennium): Bed availability and patient data at VA hospitals for potential patient transfers.
• Commercial Hospital Systems (if participating in the TRICARE network): Bed availability and patient data for potential patient transfers.
• Device Data: Telemetry, wearable sensor data (with consent) providing real-time patient status.

Desired Unified Bed Management System Capabilities:

1. Unified and readily accessible view of bed availability, patient acuity levels, and resource constraints across the entire enterprise.
2. Allocate beds to patients based on a combination of factors, including patient acuity, medical needs, and available resources.
3. Forecast future bed demand based on historical utilization data, anticipated operational requirements, and potential surge events.
4. Optimize patient transfer processes between medical facilities, ensuring timely movement to the most appropriate level of care.
5. Facilitate effective surge capacity planning, enabling proactive identification of potential bottlenecks and development of strategies to expand bed capacity during emergency situations.
6. Real-time visibility into bed availability across all levels of the healthcare system.
7. Provide early indicators to alert relevant personnel to potential bed shortages or overcrowding situations.
8. Efficiently manage the number of beds by facility and across DHA.

USE CASE 3: Improving Patient Care and Outcomes through Optimized Resource Management

Problem: Balancing the need to provide timely and high-quality patient care with challenges in resource management. This manifests as:

• • Long wait times for appointments, hindering access to timely care.
  • Inefficient utilization of medical staff and facilities, leading to potential waste and reduced capacity.
  • Staffing shortages and inefficient scheduling, increasing workload and burnout for healthcare providers.
  • High no-show rates, further disrupting schedules and reducing the availability of appointments.
  • Increased cost related to redirecting care to local community providers.

Data Sources:

• • Appointment scheduling systems
  • Patient demographic data
  • Historical appointment data (including no-show rates)
  • Clinic/MTF resource availability (staff, equipment, rooms)
  • Staffing schedules and employee skill/certification data
  • Patient volume and service demand data
  • Geographic location data (for telehealth planning)
  • FMTS (Fourth Estate Manpower Tracking System) and UMD (Unit Manning Document): authoritative staffing plan for each MTF.  Impacts the ability to dynamically adjust allocation of staffing resources based on real-time demand and operational need.
  • DCPDS (Defense Civilian Personnel Data System): “alpha roster”, the authoritative Human Resource system to track Civilian personnel and their assignment to positions on the UMD by department/clinic and functional area. To be considered as part of solutions for dynamically adjusting personnel resources.
  • Interface Control Data from the Military Personnel Systems, particularly real-time access to the DHP aligned military positions that each Service assigns to the DHA (HQs, Networks, and MTFs). The civilian personnel are only one portion of a large-scale problem in identifying available resources, ensuring accuracy with schedules, and providing automated solutions.

Desired Resource Management for Improved Patient Care & Efficiency Capabilities:

1. Optimized appointment scheduling processes to minimize patient wait times and maximize the efficient utilization of available resources.
2. Dynamically adjust the allocation of staffing and equipment resources based on real-time demand and changing operational needs.
3. Optimize staffing levels and create efficient schedules to ensure adequate coverage while minimizing provider workload and preventing burnout.
4. Proactively minimize patient no-show rates through targeted interventions and improved communication strategies.
5. Ability to anticipate future staffing requirements and address potential shortages through effective workforce planning strategies.
6. Ability to anticipate availability and transition low utilization providers via telehealth as appropriate.
7. Ability to inform holistic workforce planning and implementation strategies within the DoD PPBE process for manpower requirement determination and resource allocation and OPM and DOD personnel authorities.
8. Ability to enhance/augment real-time staffing management, while avoiding duplication/redundancy of capabilities provided by FMTS and DCPDS as these are systems of record for workforce planning and HR management mandated by DoD.