Summer 2016 Magazine

FedHealthIT Executives & Leaders Summer 2016 9 fed health it M&a targetS va and CMS award $47.3B in it idiQ ContraCtS agile developMent done right CMS SeeS growth in era of UnCertainty lt inga Keithly: dha’S new it SolUtion to SUpport dod/va hand-off tipS on SUrviving a federal rfp: Insight from Former DHA Procurement Exec



SUMMer 2016 5 Letter from the Editor Competitive Intelligence is a Form of Currency 6 Successfully Surviving a Federal RFP Scott Svabek, former DHA Procurement Exec, Shares Insights 8 FedHealthIT Innovation Awards VA, DHA, and HHS cleaned up at this year’s event 16 DHA’s New IT Solution Supports Warm Hand-Off LT Inga Keithly on solution to ease transitions for severely injured service members 18 Funding Flourishes for CMS IT and Professional Services Govini details how CMS services spending is up, while others are not 20 Fed Health IT Contracts Awarded Notable Federal Health IT Contracts Awarded in the first half of 2016 26 9 Attractive M&A Targets 9 Companies likely to be fielding calls from potential suitors CONTENTS 30 Federal IT: Maintain, Replace OR Modernize Which Direction will your Agency’s Legacy System Take? 32 Agile Development Done Right Rising SDVOSB is leading the way on Agile 34 CMS Awards $25B SPARC IDIQ Large and Small Business Awardees for this important contract 36 Prepare for Late Summer Proposals Five Steps to capitalize on the last few weeks of the fiscal year 38 The G2Xchange Challenge Winner is... Meet the 20 Prototype Solution Finalists who are meeting Federal Health IT Challenges 42 Federal Health IT Executives On the Move Keep up with some of the top IT Exec moves thus far in 2016 46 FedHealthIT Executive Insights and Perspective Interviews with top Federal Health IT Execs from across Industry 50 Improving the Lives of Patients... and Providers DoD/VA Interagency and Interoperability Expert, Cliff Freeman Shares Insight 52 An Evening for Hope The Children’s Inn at NIH Annual Fundraiser Defines Bravery 54 How a Humanitarian Supply Chain Uses Analytics Saving lives with data analytics 58 Upcoming Federal Health IT Events Key events for the remainder of 2016 that you don’t want to miss 60 Can Acquisition be Agile? Seven Steps for Agile Buying 62 VA Awards $22.3B T4NG Contract Large and Small Business Awardees for this important contract FedHea lthIT Ma g a zine | Summer 2016

4 C r edits PUBLISHER Have a story to share with us? G2Xchange Health www.G2Xchange.com Connect with us: PO Box 922 Annapolis, MD 21404 [email protected] www.fedhealthit.com EDITOR-IN-CHIEF David Blackburn Follow us on Twitter @G2XHealth MANAGING EDITOR and @FedHealthIT April Doster Copyright © 2016 G2Xchange Health. All Rights Reserved. COPYEDITOR Beth Scalzitti V4.1 Materials may not be reprinted or republished. ASSOCIATE EDITORS Jackie Gilbert Julie Cooper CONTRIBUTING WRITERS David Blackburn Lynn L. Borkon Frederick Deese Cliff Freeman Jackie Gilbert Heather Gittings Eric Klos Brian Reynolds Arun Sankaran Beth Scalzitti Jeffrey Shen Abigail Smith CONTRIBUTING EDITORS Eric Klos Margo McKenna CREATIVE SERVICES Montenero Studios, LLC www.montenerostudios.com GRAPHIC DESIGN Margaret Mayer AJ Scalzitti EVENT PHOTOGRAPHY FedHealthIT Innovation Awards and G2Xchange Challenge Photos by: Milton Lawrence Jr, VC Productions FedHea lthIT Ma g a zine | Summer 2016

Edito r’s Letter 5 CoMpetitive intelligenCe iS a forM of CUrrenCy BY DAVID BLACKBURN Intelligence, Insight, Data Points, Scoop, Reconnaissance, G2, Getting the Lowdown… These are just a few ways to describe the data and information that Federal Health IT growth executives use to make business decisions. Over the course of the last two years, I have had the opportunity to connect with dozens of growth leaders to discuss their approach to unearthing the types of valuable intelligence that will provide a competitive advantage. The way that this information is gathered does vary some between organizations, but there tends to be lot of consistency in how this information is acquired and used. The one inconsistency we see is in how these leaders utilize and share this intelligence once they have it. What has become clear is that the executives and firms that win more in the long run tend to be the ones who overshare, with their partners, their customers, and yes, even their competitors. It is a philosophy. It is their nature. Does it come back to bite these executives from time to time? Yes, but the benefits gained from sharing and being open outweigh the negatives time and time again. Intelligence is a form of currency. There is a value placed on this information and when provided, it is appreciated. When shared, it speaks to credibility, trust, honesty, and interest in building long term relationships. An ever so small percentage of the intelligence we gather weighs heavily into our decision making, with the rest serving at best as data points that help paint a more complete picture. If this information can help another, all the better. These leaders share without ever expecting to get anything back. But, directly or indirectly, more often than not they do. Sincerely, David Blackburn Editor-In-Chief FedHealthIT Magazine FedHea lthIT Ma g a zine | Summer 2016

6 In ter vie w SCott SvaBeK: SUCCeSSfUlly SUrviving a federal rfp BY ABIGAIL SMITH everaging his recent experience as the first Defense Health Agency LDirector of Procurement, along with a distinguished career spent as a Senior Contracting Official, the recently retired Scott Svabek now spends his time as an independent consultant serving industry organizations striving to win government business. In typical Scott Svabek style, he provides his clients with the type of blunt direct feedback and insight that few can offer. G2Xchange had an opportunity to catch up with Scott recently and get his take on survival tips for anyone trying to win business in the competitive Federal Health marketplace. On Solicitations First, Scott says that industry needs to understand addition, Scott notes that it is very easy for the that in order to get a foot in the door, it helps to be a author to “get too close to the material, and they better partner in the process. When government is miss the nuanced leaves in the forest.” putting together a solicitation, it can be a challenge as “it’s not always a cookie-cutter solution.” He expands further, “Human beings are generally lazy How Industry Can Be a Better and the process tempts government to take the path of least resistance. Building on his experience Partner during Ranger School, it was driven into him that humans have to train themselves not to take Scott goes on to highlight that government knows the path of least resistance by getting lazy while their solicitations and SOWs are far from perfect walking patrols on trails. That can be deadly. He and that these agencies “thirst for interaction applies this same theme in contracting. “The at the RFI-draft level where industry could ask requiring activity often times just copies and pastes questions.” For example, he ponders, “What don’t from older SOW documents and then hands it over you know – but were afraid to ask?” It is better to to the contracting officials to fix and package. If it ask now than not and be deemed non-responsive to was a poorly written document before, it is worse the RFP. Scott explains that he is not sure why, but now because unclear requirements cause confusion more established firms tend to ask questions and to industry, which drives up costs, especially on provide comments; while smaller firms, who could FFP contracts.” He sympathetically adds that while benefit the most, don’t. Industry reading RFP’s such a method seems easier, because it’s faster and generally fall into “two buckets: those who do it therefore cheaper, it can become “very confusing, on repeatedly in the same agency with certain policies, top of not necessarily being effective or successful. procedures, or SOP’s when they run their traps; and They fall back on the authority of the contracting those newly emergent companies who try to offer, officers signing the documents who can manipulate but are not successful.” language to what they’re comfortable with.” In FedHea lthIT Ma g a zine | Summer 2016

In ter vie w 7 On developing better proposals – us that directions citing shall, must, Keep it simple and will require special treatment Scott says “When a proposal is hard to read, digest, in comparison to or follow; even if it’s accurate, then your work earns could and should. He a negative connotation in the source selection.” He further recommends reminds us that the people “crafting requirements, that attention needs especially within Military Health, may not be a team to be paid to whether of requirement writers,” so ultimately, technical it’s a “Lowest response teams need to “keep it simple by meeting Priced Technically the minimal standards at the price’s breakpoint.” Acceptable (LPTA) The best way to do this, Scott advises, is to “answer type of award all the questions after fully reading the RFP because versus best value words have meaning.” He advises to have someone cost/technical trade read the proposal who has no real knowledge of off. Phrasing your the requirement to see if it makes sense to that solution requires person. He understands there are technical issues different language, they might not comprehend but the overall concept and you can’t submit should be understandable. Also, at that high level the same language twice.” they can offer areas that potentially conflict with other sections or see duplicate comments that could For further information, see Scott’s LinkedIn profile distract from the proposal. Scott also reminds at www.linkedin.com/in/scottsvabek Small Business Designations • Service-Disabled Veteran-Owned Small Business (SDVOSB) • Economically Disadvantaged Woman Owned Small Business (EDWOSB) • 8(a) Certified Disadvantaged Small Business Contract Vehicles Integrate | Innovate | Accelerate Favor TechConsulting, LLC • VA T4 NG Prime, GSA IT-70 Company Certifications About FTC • CMMI Level 3 • ISO 9001:2015 • ISO 20000-1:2011 Favor TechConsulting, LLC (FTC), is a management and IT services consulting firm that provides a wide range of services to both Federal Government and Commercial clients. Our areas of proven expertise include: Business Intelligence, Data Analytics, Information Assurance, Acquisition Lifecycle, Agile Methodology, Full-Lifecycle SDLC Capabilities, Systems Engineering, Program Management, and Advisory and Assistance Services. As we continue to grow, we welcome partnering opportunities that will enhance our delivery of best w w w w w w w w w w w w ww www.ftc-llc.com value solutions to our existing and future clients. Primary Clients Army National Guard (ARNG) • Centers for Medicare and Medicaid Services (CMS) • Defense Health Agency (DHA) • Defense Healthcare Management System (DHMS) • Defense Intelligence Agency (DIA) • Department of Defense (DoD) • Department of Homeland Security (DHS) • Department of Veterans Affairs (VA) • National Geospatial Intelligence Agency (NGA) • Washington Headquarters Services (WHS) Integrate | Innovate | Accelerate Contact Us: Phone: 703.662.9500 • Email: [email protected] www.ftc-llc.com 1934 Old Gallows Rd. Suite 500, Vienna, VA 22182

FedHealthIT 8 Innovation Award Winners Tuesday, May 4th G2Xchange Health hosted the 2016 FedHealthIT Innovation Awards The State Theatre, Falls Church, Virginia. This year there were 5 categories for the Innovation Awards, with 3 finalists in each category. The winner is noted for each category. Data Solutions Category FDA Data Management Program Food and Drug Administration with Diamond Perceptive Reach -- Winner Solutions Veterans Affairs with PwC The FDA Data Management Program FAERS The Perceptive Reach project began with development provides for the processing of medical adverse event of a predictive analytics risk model that uses VA reports on all drugs offered in the US. This new healthcare data to provide early indications of system has increased the ability of FAERS to process Veterans who may be at an increased risk for suicide. electronically more than 1.6 million adverse events The risk levels computed, much like a cholesterol level, per year, while maintaining interoperability with all are not necessarily a sign of an imminent threat/ other Centers within the FDA and generating more issue, but one of perhaps many indicators that should than $12M in cost savings. provoke risk mitigation through proactive treatment and care. Today, Drs. Bossarte and Thompson, in Blue Button on FHIR collaboration with the VA Center for Innovation Centers for Medicare & Medicaid Services are leading development of the Integrated Reach Database System (IRDS), a software package that Utilizing the HL7 Fast Health Interoperability Resource aims to operationalize the predictive models VA has (FHIR) framework, CMS is engaged with the HHS developed. IRDS provides the results of an automated Entrepreneurs-in-Residence program to design an predictive analytics package to identify patients in the enhanced Data-as-a-Service API that will enable Medicare VA health system who are potentially at-risk, while beneficiaries to connect their claims data to applications, establishing an environment of proactive suicide services, and research programs they trust, putting the intervention and treatment among care providers. beneficiary in control of their health data. FedHea lthIT Ma g a zine | Summer 2016

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FedHealthIT Innovation Award Winners Mobile Category Suicide Safe Mobile Application -- Winner Health and Human Services SAMHSA with IQ Solutions SAMHSA and IQ Solutions accessed existing data and conducted primary research with leading experts in the field of suicide prevention to create an innovative and interactive mobile app that connects health care providers with valuable SAMHSA resources. Suicide Safe helps providers integrate suicide prevention strategies into their practice and more effectively address suicide risk among their patients in crisis. The app is a free resource tool available for iOS® and Android™ mobile devices. The Suicide Safe app allows users to gain confidence and skills in using SAMHSA’s Suicide Assessment Five-step Evaluation and Triage (SAFE-T) plan when working with patients in actual or potential suicidal crises, explore interactive sample case studies, see how the SAFE-T plan is implemented with real-world case scenarios, and much more. VA Mobile Health Provider Program VistA Services Assembler VistA.js Veterans Affairs Veterans Affairs with Apex Data Solutions This program is focused on distributing mobile This is part of an effort to provide a tool set that will allow tablet computers to select VA health care providers, for the data interoperability across VistAs enterprise enabling them to access a variety of applications, wide, and support broader healthcare interoperability, data, and patient information whenever and whether it be with DOD or other external healthcare wherever they perform their duties. This is part of entities. VistA js is the solution being put in place to a collaborative effort to expand clinical care beyond support this interoperability by making data from all the traditional office visit to increase the efficiency, VistAs available to all other VistAs, as well as write back convenience and accessibility of VA health care. capability for true interoperability. FedHea lthIT Ma g a zine | Summer 2016

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12 FedHealthIT Innovation Award Winners Cloud Category Interagency Comprehensive Plan for Care Coordination Support -- Winner Defense Health Agency with Attain The Defense Health Agency’s Care & Benefits Integrated Systems program office, under the leadership of Alvaro Rodriguez and LT Inga Keithly, has successfully designed a process for the implementation of the Common Care Management Record (CCMR), which allows both agencies to share and transfer a service member’s/Veteran’s non-clinical case management file. The cloud-based solution presents a set of mutually agreed-upon data points that will be shared via the electronic messaging infrastructure to provide the Care Management Team (CMT) situational awareness, to enable visibility on the recovering SM/V current medical and non-medical status, goals, and needs, and much more. The overall solution improves communications between the CMT to better support the SM/V during their transition. EDGE Server Initiative, Premium Stabilization Program Centers for Medicare & Medicaid Services with Accenture The EDGE Server is a breakthrough cloud-based model for core technology behind the Premium Stabilization Program, a cornerstone of the Patient Protection and Affordable Care Act (PPACA). CMS developed the innovative solution to enable health insurance providers—large and small—to quickly and securely set-up EDGE Servers in the cloud. Universal Learning Integrated Network Connection Veterans Affairs with A Square Group The Universal Learning Integrated Network Connection (uLINK) was piloted in a cloud first environment at the VHA and tested on a mobile platform, where users are leveraging this digital engagement e-Learning platform that moves paper-based PowerPoint slides to a SCROM- based training platform to be integrated with existing VA systems. FedHea lthIT Ma g a zine | Summer 2016

13 Digital Engagement Category Customer Engagement Tools -- Winner Social Security Administration with ASM Research The Office of Operations leads the charge on a digital engagement program called Customer Engagement Tools (CET). The CET program includes innovative projects for the web and most recently has focused on a search widget called ‘Dynamic Help’ along with a suite of ‘Click-To’ customer services such as click-to-call-back and click-to-chat. The CET program is still relatively new, but has started off with great success. To date, the Dynamic Help widget has been accessed over 5.6 million times. This tool helps users to stay in their preferred service channel and seek answers to their own questions, allowing Social Security agents to concentrate on pending workloads, such as disability and hearings backlogs. Website Redesign National Institute of Diabetes and Digestive and Kidney Diseases with Sapient The NIDDK website receives more than 25 million people annually. Faced with technical limitations on their current platform and a fragmented experience for the citizen, NIDDK is now re-architecting the way it presents information to meet the needs of the general public, making a difference for millions of people including scientists, doctors, patients and their families. SmokefreeTXT NIH National Cancer Institute with ICF International Powered by: This is a smoking cessation text messaging intervention program that helps people quit smoking. It provides health 24/7 support via regularly scheduled messages and interactive messaging functionality. It is the first federally recognized, evidence informed text messaging cessation program available to U.S. smokers. In 2011, the program was piloted and recently underwent a substantial overhaul to improve engagement and program adherence. FedHea lthIT Ma g a zine | Summer 2016

FedHealthIT Innovation Award Winners Interoperability Category Department of Appeals Board Automated Case Tracking System -- Winner Health and Human Services with CTAC The DAB reports directly to the Office of the HHS Secretary serving as an impartial and independent arbiter of disputes from a wide range of Department programs. The DAB asserts that nearly $1 billion in federal grant funds are disputed on an annual basis which underscores the importance of its mission in providing “the best possible dispute resolution services”. DAB needed a solution to streamline their appeals process, while allowing e-filing to take place. By adding an e-filing feature to DAB ACTS, what was an efficient, effective way to manage caseloads has become invaluable. Users now have instant access to all case related documents allowing all involved parties to stay informed of deadlines and be alerted to any updated material that’s necessary to move the case forward. Enterprise Health Management Platform (eHMP) Veterans Affairs with ASM Research The most innovative aspect of the eHMP program is its foundational construct as a platform. That platform construct drove every aspect of the eHMP program, beginning with connectivity to all of the data sources for Veteran medical information and the normalization aggregation of the data, displaying it through the user- defined interface, and continuing on through the software development kit (SDK) incorporated to allow open-source development for future features and expanded capabilities. FedHea lthIT Ma g a zine | Summer 2016

Family Planning Profile (FPP) Conformance Harness Platform – Overall Innovation Winner 15 Overall Innovation Winner Family Planning Profile (FPP) Conformance Harness Platform Health and Human Services with Aegis *Finalist in Interoperability Category The Department of Health & Human Services (HHS), Office of the Assistant Secretary for Health (OASH), Office of Population Affairs (OPA) defined a new Integrating the Healthcare Enterprise (IHE) Family Planning (FP) technical profile through the IHE process to enable this encounter-based data collection that FPAR 2.0 will be built on. The Family Planning Profile is built on top of the IHE ITI Retrieve Form for Data Capture (RFD) transactions ITI-34 and ITI-35. The OPA Program instituted a high- quality, process-driven way of doing business. OPA was provided the structure to help successfully field the Family Planning Profile, demonstrate vendors’ effective use of it at the Connectathon, and highlight a leading vendor’s implementation at HIMSS15. In the end – OPA was left with thorough, value-added reports that helped chart the course for the future of the profile and, perhaps, additional related OPA initiatives. FedHea lthIT Ma g a zine | Summer 2016

16 In ter vie w dha’S neweSt it SolUtion SUpportS effeCtive dod/va hand-off BY DAVID BLACKBURN E sta b lished in the 2012, Interagency Care Coordination Committee (IC3) is tasked with implementing a joint, standard model of collaboration to deal with complex cases of care that will require a warm handoff from the Department of Defense (DoD) to Veterans Affairs (VA). This effort is designed to ease the burden for both the service members and Veterans who have suffered illnesses or injuries so severe as to require the expertise provided across the two In its inception, each service aligned itself with departments. I had an opportunity to connect this Congressional command, but this created a set with LT Inga Keithly recently to discuss her role of stove piped solutions and approaches. In 2013, in leading the development of a new technology IC3 decided the best course was to develop a joint solution designed to help ensure a smooth and solution. As part of an initial analysis effort, we seamless transition. were tasked with evaluating the various technology On the driving force behind the solutions used by the different services, along with the current solution being used by the VA. In new DoD Case Management January of 2015, it was decided that we would go system with a single technology solution - DoD CMS.” “More than 5 years ago, challenges remained, as the On the purpose of DoD CMS and transition of care for our most severely wounded, the technology used ill, and injured service members was not always synchronous and there were gaps in the level and types of services being provided. In response to “A primary goal of the DoD CMS project is to a Congressional mandate, the DoD made it a automate the workflow and create a bi-directional primary goal for each of the Military Services to exchange of information between the DoD CMS ensure these service members were transitioned and the VA’s FCMT (Federal Case Management successfully over to the VA. Tracking tool) ICP module. It will be as simple as FedHea lthIT Ma g a zine | Summer 2016

In ter vie w 17 pressing a share button that sends the data elements On Expected Results over the VA solution and begins the process whereby a lead coordinator from VA is assigned “It is important to remember that we are dealing and eventually the case can be transitioned in full with catastrophic injuries and many of the most to the VA. Much of this is based on the DD-214, severely injured and ill service members. The goal which is the release of the service member with all is not just to get from point A to point B, but is of their record information. rather a successful and progressive movement of the service member to a different facet of their life. DoD CMS is built using a government off-the-shelf (GOTS) product hosted by DISA. This GOTS One of the most immediate benefits will be the product was initially funded and developed by the ability to easily gauge and track metrics. For Marine Corps and it was managed by Warrior Care example, at any time we will know exactly how Policy up until this past March. The underlying many active cases are supporting severely injured CMS solution is used widely across DoD.“ and wounded service members. Right now, this data is being reported on a service by service On the most innovative aspects of basis and much is done manually. DoD CMS will this program provide insight into how many service members are receiving what services and the status of those “Government IT solutions tend to be almost 18 who are transitioning over to the VA.“ months behind the curve, and many times you will find that the solutions being delivered are On Future Plans addressing problems that are more than 5-years old. The acute goal is getting to full operational capability for interoperability with the bi- Rather than taking a waterfall approach where you directional data elements flowing between the two deliver an IT solution, hand it to the customer and systems. hope it works; we are using an agile methodology, specifically the SAFe agile framework, that Policy has been passed that states all services will helps ensure we are developing on cadence and be expected to move to the joint DoD CMS system releasing on demand. Our stakeholders are actively and part of the intermediate plan is to ramp up involved in the release planning and this ensures a the different services on DoD CMS and start the continuous chain of feedback. process of sun-setting redundant systems. We will try to ensure we are not creating extra work We have also shown our ability to develop an and that the solution meets all of the needs of the environment in the cloud. We chose to go with the different services. Amazon Web Services (AWS) environment, as it offered the most flexibility in terms of scheduling, One long term possibility that we are looking at is maintenance, and cost, while allowing us to get the implementation of an enterprise ECM tool. A things up and running quickly. We wanted to be couple examples of this type of product include a forward thinking, but safe, and AWS allowed us the tool the Coast Guard has been using successfully timeframe to meet our deadlines without breaking and another being piloted by the SPORTS program the bank.“ within our portfolio. FedHea lthIT Ma g a zine | Summer 2016

18 R esourc e it and profeSSional ServiCeS at hhS floUriSheS in an era of UnCertainty BY ARUN SANKARAN CMS Is The Major Driver of Spend Health IT is a thriving market in the Public Sector. Naturally, The Centers for Medicare and Medicaid (CMS) drive IT and professional services spend within The Department of Health and Human Services (HHS). Two PSC codes in particular: IT & Telecommunications (D399) and Professional Support (R499) explain much of the IT and professional services spend at HHS. Within HHS, CMS accounts for 63% of spending. This market has completely bucked sequestration impacts and has thrived in an era of budget uncertainty. Contract obligations at CMS for these two PSCs has grown 33% annually from FY11 - FY15. Spending at CMS rose from under $1.4B in FY11 to over $3B in FY15 on these two PSCs. The agency has been preparing for healthcare modernization by making foundational investments in call centers, IT infrastructure and data centers. Looking Forward Looking at the FY17 President’s Budget, major investments in HHS modernization continue to be driven by CMS. The major budget program driving investment is improving CMS Marketplace Information Technology. Funding is geared towards improving eligibility determinations, plan management and payment functions in the customer facing portal. FedHea lthIT Ma g a zine | Summer 2016

Another major budget line item is CMS Systems Modernization. A major component of the modernization will be updates to Claims Processing systems. Given the sensitive nature of the data stored and processed within these systems, improving cybersecurity will certainly be an important technology initiative at CMS going forward. The IT and Professional Services market within CMS should continue to thrive as Health IT systems modernize and cybersecurity receives continued budget priority both at HHS and the Federal Government writ large. About the Author: Arun Sankaran is a managing director at Govini, a leading business intelligence provider for companies serving public sector customers. He leads the professional services team to advise clients on go-to-market strategies, market sizing analysis, M&A screenings, and opportunity capture support. The discriminator at Govini is using big data to assist customer companies in business development. Arun brings more than a decade of federal management and strategy consulting experience from his work at Avascent and CGI Federal. He has a BS in Business Information Technology and a BS in Economics from Virginia Tech, as well as a Master of Public Policy (MPP) from Georgetown University. For more information, visit www.govini.com

20 Aw ar ds 20 Awards page at Health.G2Xchange.com. Contract Awards This is a partial list of the contract awards that G2X Health has announced in the G2X Daily Take between January and June 2016. To find a more complete list, please visit our ................. VA FSC 5 year $9.3M BPM software suite Pegasystems maintenance support ................. Ad Hoc $40.2M VA award to lead Vets.gov ................. $10.7M CDC Ebola Event Response Platform, Palantir DCIPHER Karna, Total Solutions & ................. CDC Division of Emergency and Laulima Environmental Health Services $20M IDIQ ................. FEi Systems HHS National Disaster Medical System task ................. $6.8M CMS DMEPOS Bidding System Edaptive Systems Support ................. Technatomy VA $28M IAM Support task ................. DoD’s Enhanced Defense Health Program DLH (EDHP) Contract ................. Book Zurman VA $20.7M Integrated Health Standards IDIQ ................. CMS $2.5B Unified Program Integrity 7 Awardees Contract (UPIC) IDIQ ................. $7.5M VA Community Care PMO and ProSphere Technical Management Support task ................. Scope Infotech $6M CMS Health IT Standards Support task ................. $91.6M CMS Fraud Prevention System 2 Northrop Grumman (FPS2) award ................. Agilex/Accenture $10M FDA Cloud Services award ................. VA Ruthless Reduction Task Force Support ManTech Services task FedHea lthIT Ma g a zine | Summer 2016

Aw ar ds 21 21 January-June 2016 Systems Made Simple/ ................. Lockheed $7M VA MyHealtheVet Sustainment task ................. $87M CMS CCSQ Portfolio, Program and Tantus Project Management support task ................. NIH Visual Analytics Platform Support Visual Connections task ................. $30M VA Master Veteran Index (MVI) By Light Identity Services task ................. $30M NIH Center Scientific Review IT & Highlight Technologies Admin Support ................. $100M HHS ASPE, AHRQ, and ONC 25 Awardees support IDIQ ................. 3 year DHA Joint Pathology Center IT ANALYTICA Services task ................. SemanticBits, LLC openFDA Support worth $10M ................. ProSphere $56M VA FSC IT Services task ................. Primescape Solutions $8.7M HHS OHM EHR Integration task ................. VBMS $17.5M Development and Harris Operational Support task ................. $5.6M VA Section 508 Compliance Technatomy Support Services task ................. eLIMS deployment task for US Army LabAnswer Public Health Command ................. $36.5M VA Access Services Development By Light task ................. $31M DHA Solution Delivery Division Deloitte business operations support task FedHea lthIT Ma g a zine | Summer 2016

22 Ingenuity Advances Healthcare Informatics. SAIC applies advanced data analytics and business intelligence to analyze and interpret complex data sets. We deliver cyber solutions to secure your data giving you the piece-of-mind you’ve come to expect — whether it’s in the Cloud or on premises. We Are Redefi ning Ingenuity. 17-0226 | SAIC COMMUNICATIONS FedHea lthIT Ma g a zine | Summer 2016 saic.com © SAIC. All rights reserved.

Aw ar ds 23 Contract Awards January - June 2016 continued... ................. CMS User Support and System Development Scope Infotech for Exchange Collaboration Tools ................. Aurotech FDA Awards $40M EBO BPA ................. $286.8M VA National Service Desk Help ASM Research/Accenture Desk task ................. $66M VA Mobile Health Applications Accenture Support task ................. $6.5M DHA Interagency Comprehensive Plan Attain for Care Coordination IT Solution Support ................. $26M VA Financial Management LongView Transformation Service task ................. Alpine Technology Group $15M CMS ASPEN Platform contract ................. $26.5M CMS Marketplace Assister CSRA Technical Support (MATS) task ................. $63.5M CMS Provider Enrollment, Chain CGI and Ownership System Ingenuity Advances ................. 5yr/$35M CDC Data Management Healthcare Informatics. ICF International Support Services Technatomy ................. $5.7M VA Identity Access and Management PaaS support task SAIC applies advanced data analytics and business intelligence to analyze and interpret complex data sets. We deliver cyber solutions to Leidos ................. $17M NIH Center for Scientific Review secure your data giving you the piece-of-mind you’ve come to expect — Support task whether it’s in the Cloud or on premises. ................. The BITS Group $6M VA National Data Services IDIQ We Are Redefi ning Ingenuity. ................. FDA $100M Web Content Management Triple-i (CMS) Systems Support task 17-0226 | SAIC COMMUNICATIONS saic.com Ke’aki Technologies Management contract ................. DHA 2-year Pacific JITC Cloud FedHea lthIT Ma g a zine | Summer 2016 © SAIC. All rights reserved.

24 Aw ar ds Contract Awards January - June 2016 continued... ................. 2 CDC LRN Data Exchange contracts ICF International totaling almost $15M ................. $29.8M VA VBMS Development and Booz Allen Hamilton Services task ................. MHS secure SAAS messaging solution to RelayHealth DHMSM ................. $16M VA PIV Systems support services ASM Research/Accenture task ................. HHS PSC $5.2M Electronic Case Capgemini Adjudication and Processing Environment ................. $7.4M VA Laboratory System Re- Cerner engineering Project Remote Hosting task ................. $5.8M HHS Patient Matching Audacious Inquiry Aggregation and Linking (PMAL) Pilot ................. $150M CDC Global Data and Technical ICF International Assistance (G-DATA) BPA ................. Multiple Awardees CMS $25B SPARC IDIQ Awards ................. FDA $44M CDRH Electronic Submission Triple-i Processing (CeSub) BPA ................. $22.3M DHA Theater Medical Kratos Information Program-Joint contract ................. CMS Collaborative Application Lifecycle RELI Group Tool (CALT) support task ................. $25M CMS Architecture and Engineering Nimbus Consulting Support task ................. 5 year $128.8M task to support VA Triple-i enterprise network and security operations ................. VA Awards 1st T4NG task - VA Privacy By Light and Security Event Tracking System FedHea lthIT Ma g a zine | Summer 2016



26 Mergers & Acquisitions 9 top attraCtive M&a targetS in federal health it BY ERIC KLOS ith the fiscal year rapidly coming to a close and a new administration on the horizon, Merger and Acquisition activity continues unabated in this dynamic Federal Health IT sector, as companies Wposition for the future. Whether it is the desire to obtain strategic contract vehicles, gain access to new agencies or simply to expand expertise and capabilities in key growth areas, such as; analytics, interoperability, or cloud and cybersecurity, the M&A trend is not expected to slow in the near future. Included below are several companies who have made great strides in Federal Health IT, and as such, will be attractive targets. The criteria used for assessment includes: • Unique capabilities in Health IT, both technical and functional • A large and diversified footprint across the Federal Health IT sector • Prime access to Health IT Contract vehicles (GWACs, IDIQs, BPAs) • An experienced executive leadership team • Key certifications and partnerships • Healthcare domain expertise • Brand Recognition within the Federal Health IT market • Proven Business Development Team ** Note: Inclusion on the list does not reflect interest on the part of these companies in being acquired. These firms simply have attributes that make them attractive M&A targets. With a $22.3B ceiling, the 10-year Veterans Affairs Transformation Twenty-One Total Technology Next Generation (T4NG) IDIQ is one of the more exclusive and valuable contracts on the market. Knowing this, the VA purposefully inserted clauses intended to limit some of the early selling of small business award winners. However, two of the small SDVOSB primes awardees, The BITS Group and TISTA, are believed to have been awarded a T4NG contract under the unrestricted category, thus allowing these to sell without limitations. As such, both firms vault to the top of the target list for many potential buyers. Business Information Technology Solutions, Inc. www.thebitsgroup.com The BITS Group is an up and coming SDVOSB that gained traction on key contracts at VA including several task orders via the set-aside IDIQ, VA ADVISOR. Recognized early on by many as one of the Top Small FedHea lthIT Ma g a zine | Summer 2016

Businesses Leading the Way in Federal Healthcare Interoperability New ways_ and as a Small Business with Clinical Chops, the award on VA T4NG was expected by many. Led by President and CEO, Dan McQuay, and an experienced growth and business development to make connections team that includes Todd Van Haaren and Josh Temkins; The in healthcare BITS Group is well positioned to have early success on T4NG. TISTA Science and Technology Corporation www.tistatech.com In addition to being an attractive M&A target due to their prime award on VA T4NG, this SDVOSB and 8(a) landed a prime spot on the $25B Centers for Medicare & Medicaid Services SPARC IDIQ as both a small business awardee and one of 7 in the Engage consumers SDVOSB category. Earlier this year, TISTA added experienced Industry Veterans to their team: Roger Sam to lead business Connect devices development at VA, and Stacey Donald to serve as VP over Manage supply chains Veteran Affairs and Health Programs. TISTA has consistently proven their willingness to make the investments necessary to Transform digitally support growth efforts. Two other large VA T4NG Primes are likely to draw early attention based on their size, contract vehicles, key personnel, and growth trajectory. Information Innovators, Inc. (Triple-i) www.iiinfo.com One of the original SDVOSB awardees on VA T4, Triple-i has experienced rapid growth. Not only did they win their fair share of VA T4 task orders, but they have done an excellent job of expanding their footprint outside of Veterans Affairs. Some of this growth is due in part to key acquisitions, such as the additions of a former T4 large prime, CCSI, as well as a FDA mainstay, GlobalNet Services, Inc. (GNSI). Triple-i has also made strategic hires, like the recent addition of former HHS and FDA CIO, Melissa Chapman, to serve as Vice President of Business Development and Capture. In addition to securing a prime spot on VA T4NG, Triple-i recently added a prime award on the $25B CMS SPARC IDIQ and a $100M single award BPA to support FDA.

28 Mergers & Acquisitions By Light www.bylight.com By Light has been one of the more consistent winners at VA for the past several years, racking up strategic T4 task order wins, such as a $185M IAAS Cloud contract and multiple MyHealtheVet contracts. Their success and understanding of VA was confirmed and validated with a prime award on VA T4NG. Leveraging an experienced business development and growth team, By Light is well positioned to take advantage of their incumbency on this important contract, and to be one of the additional contract vehicles, such as CIO-SP3 SB bigger winners. Given their significant contract and 8(a) STARS, Edaptive has continued expansion backlog, it wouldn’t be surprising to see one of of their portfolio outside of CMS to include federal the larger businesses who missed out on T4NG, healthcare agencies such as FDA, AHRQ, HRSA, or even potentially one of the current primes, to and CDC. Prospective buyers looking to acquire a look strongly at By Light as a potential strategic firm with a broad Federal Health IT portfolio and acquisition target. set of entry points are likely to be drawn towards Edaptive. The next three potential M&A targets are companies that have emerged as large businesses in the last several years TurningPoint Global Solutions and have gained key contracts and capabilities across multiple Federal Health IT customers. www.tpgsi.com TurningPoint Global Solutions showed it is savvy by not only winning a large business slot on the Edaptive Systems $25B CMS SPARC contract, but also in securing a www.edaptivesys.com small business position as part of a Joint Venture with FedPoint. TurningPoint has grown largely Representative of their ongoing success in support based on their reputation for delivering and recently of the Centers for Medicare and Medicaid Services, were recognized with a FedHealthIT Innovation Edaptive Systems was recently awarded a large Award for their participation in the CMS Advanced business prime slot on the $25B CMS SPARC IDIQ. Provider Screening Solution. With recent awards, While one of the smaller SPARC large primes, their such as a $30M contract for support of the National expertise and understanding of CMS, coupled with Plan & Provider Enumeration System and an experience on key contracts, such as the CMS Data IV&V contract in support of the high profile CMS Management IDIQ, the DB Support and Marketplace Federally Facilitated Exchange (FFE); along with a Testing Services task, and the CMS Research, portfolio of other Federal Health agency clients, this Demonstration & Information Systems (RDIS) firm will certainly attract attention as they position IDIQ, makes them an attractive target. Leveraging to pick up CMS SPARC task order wins. FedHea lthIT Ma g a zine | Summer 2016

Mergers & Acquisitions 29 Technatomy www.technatomy.com Technatomy continued to rack up multiple contract wins in 2015 and 2016 on VA T4. Their portfolio of work in support of Veterans Affairs shows broad capabilities; having been involved in Identity and Access Management, VistA Integration Adapter, VA Mobile Applications, and VA Application Sustainment Testing. Utilizing other prime contract vehicles, such as CIO-SP3 SB, and expertise gained in support of larger Federal Health IT initiatives, Technatomy has been able to expand their footprint to include wins at the Defense Health Agency in support of their enterprise EHR modernization effort, DHMSM. Technatomy also recently announced the launch of their Healthcare Focused R&D Group, IntrafaciX. Technatomy is likely to be a primary target for some of the recently awarded T4NG primes looking to secure the large portfolio this group has amassed. Anecdotal Scenarios The final actions that one may anticipate in the M&A space arise out of developments with two of the largest government IT contractors: HPE Services – Public Sector and Leidos. continued on page 49 T:8.75” S:8.25” PROVEN TODAY. READY FOR TOMORROW. Empowering the VA to better serve those who serve us. S:5” T:5.5” Learn more at InterSystems.com/EmpowerFHIT FedHea lthIT Ma g a zine | Summer 2016 © 2016 InterSystems Corporation. All rights reserved. InterSystems is a registered trademark of InterSystems Corporation. 8-16 EmpowerFHIT File name: INTS028_VA_Healthcare_Half_Pg_Print_Ad.indd APPROVALS BY DATE Production: Chris Clayton/Chris Clayton Job No.: INTS028 Live: 8.25” x 5” Art Director: Sean Art Director Client: InterSystems Trim: 8.75” x 5.5” Copywriter: Bryan Copywriter None PRODUCTION NOTES READER Title: VA Healthcare Half page print ad Bleed: None Account Mgr: Kaley 2 Date: 6-15-2016 12:44 PM Mat Close: None Producer: Maddie Creative Dir Pubs: None 1st Insert: None Color/BW: 4C Producer LASER% Version: N/A Fonts: Minion Pro (Regular), Source Sans Pro Studio Mgr None (Regular, Semibold), Arial Rounded MT Account Mgr Bold (Regular) Proofreader Final Output at: 100% Please examine these publication materials carefully. Any questions regarding the materials, please contact Erik Welch at (415) 217-2809





32 Fea tu r e Ar ticle agile developMent done right BY FREDERICK DEESE D o government officials and federal contractors really understand Agile development and how it is “done right”? The answer is “Maybe.” What we definitely know now is that federal agencies are quickly adapting to the change of a faster pace development and procurement lifecycle, and they are getting used to writing about it in an RFP. “Agile” is at the center of most conversations surrounding faster paced software development these days. The methodology has been a requirement in recent requests for quotes/proposals and in some cases is 1. Vision Definition — create a project roadmap almost an agency procurement mandate. For those and high level product backlog to establish that who are not familiar with it, or some who are new to the boundaries of project scope concur with the the process, Agile is an alternative to the traditional project vision. software development project methods. In my 2. Project Initiation — formally kick off the experience, it places emphasis on communication and project and set expectations. Employ automated collaboration, early versions of functioning software, tools designed to capture and tie business and flexibility to adapt to emerging business needs. objectives, project goals, requirements, and use “Scrum” is one of the most common forms of cases to actual implementations. Agile. With Scrum, a project is divided into short 3. Enterprise Planning -- design the infrastructure work “sprints,” which are typically about two to four needed to support the project’s capabilities weeks long. At each sprint’s end, team members as currently scoped, but also taking into and stakeholders review the product and plan next consideration capabilities that will be added in steps. Following the Agile-Scrum method factors future releases. in and accommodates changing requirements in 4. Release Implementation — using requirements system design and from new or changing legislation. (User Stories), build the application in two- to Scrum requires fully engaged stakeholders from the four-week sprints using the Scrum approach to inception of the project to final release. software development. 5. Release Retrospective — in partnership with In my opinion, Agile “done right” follows a process stakeholders, evaluate, adjust, and improve the closely aligned around the following five stages. process to promote continuous process and This approach allows for the delivery of phased product improvement. releases focusing on delivering a Minimum Viable The result is an approach that is: Product (MVP)—which I have seen recently as a new • Agile, iterative and repeatable requirement trend in some recent proposals from the • Releases capabilities quickly Centers for Medicare and Medicaid Services (CMS). • Focuses on business value and results Those federal agencies adapting Agile as not only a • Empowers stakeholders/resources and invites SDLC but as a procurement function will be prepared change to rapidly deliver more modern systems. • Evolves and changes based on the project. FedHea lthIT Ma g a zine | Summer 2016

Fea tu r e Ar ticle 33 This approach is illustrated by the graphic above, Agile “done right” dramatically increases the speed which breaks down the process into two main stages and accuracy with which objectives are captured. of delivering the MVP: Phase 1 will produce a robust Developers and stakeholders can easily work backlog, an established repeatable sprint cadence and together and collaborate to more rapidly implement a viable prototype of the MVP that will allow the projects with fewer change requests, yielding an end stakeholders to provide valuable feedback on the new product that meets the needs of the organization. At application in short order. Phase 2, is comprised of the the end of the day, federal agencies, such as CMS, Release Implementation and Release Retrospective that are looking to adapt to change by considering stages and delivers the remaining functionality other SDLCs like Agile--instead of Waterfall--are in a deliverable operational MVP; it focuses on definitely headed in a good direction for the agency deployment and release, as well as education, training and for the industry. and outreach. About the Author: Frederick Deese is the CEO By leveraging this process, initial value is delivered of Visual Connections (VC), an MBE, and through early feedback and introspection. There SDVOSB Information Technology firm he founded in 2007, which is now headquartered is an increased focus on features with the highest in Windsor Mill, Maryland. VC specializes business priorities, and intense client collaboration in Health Care IT, with a focus on Agile and continuous feedback. Additionally, there is development. Fred is a decorated United States Navy Service Disabled Veteran who was transparency of productivity and deliverables deployed on more than four Naval expeditions through the use of tracking and charting tools. during his tenure in the service. For more information, visit visualconnections.net FedHea lthIT Ma g a zine | Summer 2016

34 C M S SPAR C Aw ar dees CMS SparC awardeeS Congratulations to the 81 prime awardees on the Centers for Medicare & Medicaid Services 10 year $25 billion Strategic Partners Acquisition Readiness Contract (SPARC) IDIQ, the primary contract for procuring information technology professional services. SMALL BUSINESSES 22nd Century Technologies, Inc. Innovative Information Solutions A Square Group (ASG) Ishpi Information Technologies, Inc. A. Reddix & Associates Inc. (ARDX) Koniag Services, Inc. Aderas, Inc. Mackson Consulting, LLC Agility NETE (NET ESOLUTIONS CORPORATION) Ampcus NewWave Telecom and Technologies Inc. Arch Systems, LLC Pyramid Systems, Inc. ASSYST Relis Ventures LLC Biswas Information Technology Solutions, Inc. Scope Infotech, Inc. Brillient Corporation SeKON Enterprises, Inc. Business Integra (BI) Select Computing Inc. clearAvenue, LLC Signature Consulting Group CollabraLink SoftDev Incorporated CompQsoft Inc. Soft Tech Consulting, Inc. CORMAC Corporation Solutions By Design II, LLC Customer Value Partners (CVP) Starry Associates, Inc. CyberData Technologies Superior Government Solutions, LLC DCCA (Data Computer Corporation of America) Swain Techs DRT Strategies Tantus Technologies, Inc. Edaptive Computing, Inc. Technical Frontiers, Inc. Emagine IT, Inc. TISTA Science and Technology Corporation ERP International, LLC Titania Solutions Group, Inc. Fed Point (TurningPoint-DSFederal J.V. LLC) TMI Solutions, Inc. Halfaker and Associates, LLC Unissant Inc. HealthAPT Ventech Solutions Inc. Healthcare Management Solutions, LLC Visual Connections LLC IndraSoft, Inc. Zolon Tech Inc. FedHea lthIT Ma g a zine | Summer 2016

C M S SPAR C Aw ar dees 35 LARGE BUSINESSES Accenture Federal Services General Dynamics Information Technology (GDIT) ActioNet HP Enterprise (HPE) Aligned Evolution IBM Blue Canopy Group Information Innovators Inc. (Triple-i) Booz Allen Hamilton Lockheed Martin CACI ManTech CGI Federal MAXIMUS Federal Client Network Services, Inc. (CNSI) National Government Services Cognosante Northrop Grumman Companion Data Services QSSI (Optum) CSC Government Solutions (now CSRA) SRA International (now CSRA) Deloitte Telligen Edaptive Systems TurningPoint Global Solutions eGlobalTech *Source: FedBizOpps.Gov as of June 17, 2016. ® 800.383.2856 www.telligen.com Value-based purchasing & alternative payment model systems Analysis of large data sets, metrics & reporting Quality metrics development & implementation Proven Agile methodologies across all solutions FedHea lthIT Ma g a zine | Summer 2016

36 Fea tu r e Ar ticle 5 StepS to prepare for late SUMMer propoSalS BY JEFFREY SHEN ith the recent awards for 2 Prepare your internal team on CMS SPARC and VA the likely schedules for TO WT4NG, the RFP release for and RFP releases. GSA Alliant 2 back in June, and the increasing number of task orders being Informing your team of the late Summer released this Summer on NIH CIO- proposal schedule in advance will allow you SP3; this has been one of the busiest to better set expectations with your SMEs, Summers in recent memory for proposal content contributors, and other internal proposal activity. What can you do to better support. We recommend creating a calendar of prepare yourself and your company to proposal activities that details anticipated TO more efficiently respond to task orders and RFP releases as well as pre-TO and pre-RFP and RFPs? To make smarter proposal milestones, if applicable. Alongside this calendar, decisions and streamline your proposal we recommend creating a roles and responsibilities process, especially as we near the end matrix detailing the primary owner and supporting of the fiscal year, we recommend you staff for each opportunity. Use these tools to consider the 5 steps below. 1 Assess both your probability highlight when resources will be on vacation and/ or unavailable. You don’t want your staff to be forced to cancel vacations if at all possible and of win and your ability to knowing upfront who is available (and what they respond effectively. are doing) will allow you to better prepare. a particular task order or RFP. If you see a CIO- 3 Avoid the boilerplate and These are two different but equally important points to consider. All too often companies make rushed or uninformed decisions on their likelihood of winning prepare your solution in SP3 or VA T4NG task order that aligns with your advance. capabilities, ask yourself what you know about the For many small businesses, it is often difficult customer, the environment, their preferences, their to allocate the time to prepare an effective technical infrastructure, the competitors, and the capture plan. Especially during the late Summer key personnel currently performing the work. If months when proposal activity is high, capture you cannot confidently answer those questions, is often skipped or streamlined to better allow your probability of winning may not be as high as your resources to prepare proposals. If you find you think. Of equal importance is assessing your yourself in a situation where you are reacting or ability to respond to the task order. Do you have the responding as opposed to driving or influencing right mix of managers, SMEs, writers, and pricing opportunities, emphasize your strategy to focus on resources to respond? Are those resources available? these three points: Know the customer. Know the Do those resources understand the customer and solution. Know your discriminators. This will help your offering? If these resources are tied up and you define your overall strategy, approach, and your budget does not allow bringing in outside avoid using too much boilerplate content for your support, it should be a clear “no-bid” for those lower proposal response. probability of win opportunities. FedHea lthIT Ma g a zine | Summer 2016

Fea tu r e Ar ticle 37 4 Create annotated outlines and 5 Hire outside help. begin writing in advance. Do not wait until a Final RFP to begin work. When all else fails, hire outside experts to help. Use draft solicitation materials and old RFPs to prepare your proposal response. It often takes About the Author: Jeffrey Shen is Vice a day or less to create annotated outlines using President and General Manager at Red Team Consulting bringing more than 20 the instructions and evaluation factors from the years of proven leadership and functional solicitation. Gather contributors to review the expertise in federal contracting, corporate outline, conduct a bulleting session, and then a strategy, and business development. White Team Review. These steps will allow for His career includes working with U.S. consensus among the team and help you avoid the corporations and public sector clients in the areas of capture management, strategic planning, and headache of writing, rewriting, and rewriting. acquisition planning. Then, have your resources begin writing using the annotated outline as a guide to ensure the response Red Team Consulting, LLC (Red aligns to the solicitation. Team) is one of the premier providers of proposal development consulting, capture management, pricing strategy, and training services in support of government contractors. Visit Red Team on the web at www.redteamconsulting.com FedHea lthIT Ma g a zine | Summer 2016

38 G 2X C hallen g e As part of the 2016 Innovation Awards, 20 small business finalists took the G2X Challenge to create working prototypes to solve some of the most challenging needs facing Federal Healthcare agencies today. As part of the 2016 Federal Health IT Innovation awards, 20 companies took part in the G2Xchange Health Challenge. These finalists showcased their innovative Federal Health IT prototype solutions as they battled for the Grand Prize – a brand new Chevy Volt. G2Xchange Health contracted with Visual Connections to provide a 3 tiered sandbox environment for the participants at no-cost to develop prototypes and demonstrate their Powered by: products and solutions. Developed with IBM SoftLayer, the VC environment replicates a health DoD Defense Information Systems Agency (DISA) technical environment, pre-configured Sandbox provided by: with demonstration versions of the leading IT and Business Intelligence (BI) products. FedHea lthIT Ma g a zine | Summer 2016

20 G2Xchange Health Challenge Finalists Aurotech, Inc. - InfoMed BioIQ - Digital Health Focused on Closing Care Gaps, Improved Quality of Care BioIQ - Digital Health Focused on Connecting with Consumers to Increase Population Wellness Cognitive Medical Systems - HSPC-compliant Clinical Decision Support System Client Network Services, Inc. (CNSI) - Improving Claims Processing Efficiencies CS Solutions - Platinum Cyber Security Protection Hipaax LLC - TaskWatch - Clinical and business notifications on smartwatches eGlobalTech - My Medicare Mobile App Focus Mobility, LLC - Well Connected mHealth Chronic Condition Management Global Emergency Resources, LLC - Enhancing CMS Resiliency through Real-Time Situational Awareness HeartSquare, Inc. - Next generation blood glucose monitor for diabetes ICUcare LLC - Universal Smart Health Card Data Management System Information Builders, Inc. - Omni-Gen - Fast Track to Master Data Management Information Builders, Inc. - iWay Big Data Integrator - Managing Data in Your Apache HadoopR Big Data Platform Information Management Technologies - ScrumSaga Integrity Management Services, Inc. - IntegrityM Extrapolation Solution Mobilegov, Inc., Jackson Behavioral Health Hospital, and Red Hat - MobileCare DBT NetImpact Strategies, Inc - NetImpact Syndromic Surveillance Solution (NS3) RELI Group, Inc. - Prescription Drug Interoperability: A Configurable Solution for State PDMP Registry Synectics for Management Decisions, Inc. (Team SMDI) - LifeLink: Matching Demand for Behavioral Health Workforce TowerStrides, Inc., Spinovation-TowerStrides/ HealthMitigate Team - HealthMitigate



G2X Challenge Winners 41 The Winner was announced and it is Sara Johnson, the founder of Focus Mobility, LLC and their innovative mHealth Chronic Condition Management App. The prototype solution that Focus Mobility developed was recognized by the evaluation team as being “strong in Patient engagement and experience and focused on tangible results”. The app “provided ease of use for both patient/ beneficiary and doctor through Dashboards” Congratulations Focus Mobility, LLC! and “utilized an integrative approach to improve usage and outcome: resonance, engagement, retention, and results.” Three Additional Awards were given to: • eGlobalTech for their MyMedicare Mobile App. • Global Emergency Resources for their HC CMS Tracker™ solution. • Integrity Management Services for their Congratulations to all of the G2Xchange GLÝD(∑) solution. Health Challenge finalists! FedHea lthIT Ma g a zine | Summer 2016

INDUSTRY MOVES from the g2x daily take This is a partial list of the Industry Moves that G2X Health has announced in the Daily Take from January 2016 to June 2016. To find a more complete list, please visit our Industry Moves page at G2Xchange.com. Aquilent adds Monty Mike McCormick joins D’Ambrosio as Business KGS as VP of the Unit VP Civilian Business Unit Attain recruits former Red Hat adds Industry HIMSS-NCA President Veteran, Scott Turner, to Tony Meyer lead BD efforts Davis Foster to serve as George Chambers, becomes President of Health Data HHS Exec Director of and Communications at IT Infrastructure & Cognosante Operations CMS IT Director at Gina Gallagher joins CCSQ, Barbara Heinlein, AOC Key Solutions, Inc. on the move (KSI) as President Alan Constantian KPMG recruits Elena assumes Asst. Deputy Fenton as Account CIO for Clinical Relationship Director of Functions at VA CMS & HHS Daniel Kane, CMS Naval Medical Research Acquisition Leader, is out Center (NMRC) adds on his own with Kane Chuck Redmond as CIO Consulting

In du s tr y M o v es 43 Seth Thomas named New Arch Systems hires Joni Fernbaugh to lead CMS Deputy Director of Doug Brown as VP of Health IT BD efforts for Division of Acquisition & Healthcare Development Noblis Security Former Army Medical PSI adds Jerry Ambrosh Lt. Gen. Patricia D. CIO, Dr. Hon Pak, to serve as Chief BD Horoho joins Accenture becomes CMO, 3M HIS Exec Federal Services Stacy Cummings takes Anita Vick to serve as MHS Exec, Katherine over as new PEO for Director of Sales at Pearson, transitions to Defense Healthcare Kognito Industry Management Systems DHA Names Tim CMS recruits George Assistant Secretary for Donnelly DHMSM Hoffman as Deputy Defense Health, Dr. Jonathan Product Manager Director for Office of Woodson, Steps down Technology Solutions Jeff Burney hired on Mark Rahnama hired as Roger Sam joins TISTA as Vice President at VP of Federal Health by Science and Technology GovernmentCIO Favor TechConsulting Corporation (TISTA) as Director of BD General Dynamics adds CMS promotes Ed VA Formally Appoints David Meyer as VP of Klein as Co-Director of Susan McHugh-Polley as Military Health and VA Division of Technical New Deputy CIO Operations Current MHS IT Exec, VA adds Sean Kelley as Evoke adds David Tony Thornton, to retire Deputy CIO for Account Dastvar as Sr. VP to lead in August Management of Benefits growth and Veteran Experience Halfaker hires Lauren TISTA hires Stacey Favor TechConsulting Morgan and Rob Sherry Donald as VP of VA and recruits Senior VP for in VP roles Health Programs VA, Ed Syms tiag hires Brian Morgan The BITS Group hires Former HHS and FDA as General Manager and Joshua Temkin as VP CIO, Melissa Chapman Brent Swartz as Director of Technology and to lead growth efforts at Innovation Triple-i FedHea lthIT Ma g a zine | Summer 2016

44 In du s tr y M o v es CMS promotes Jennifer Dr. Neil Evans takes on ACF Solutions hires Dupee to Acting Deputy new role as Chief Officer former VA SES, Dawn Director of VHA Connected Care Bontempo Group VA VRM Exec, Maureen HIMSS-NCA President, VA CISO, Brian Burns, Ellenberger, goes out on Barry Dickman, joins move on, takes role with her own Battelle new agency FDA Chief Health Chuck Alexander takes on Josh Barr takes on new Informatics Officer, Taha role as Deputy Director role as Client Solutions Kass-Hout, steps down for IT at Armed Services Director at Synectics for Blood Program Office Management Decisions VA’s Danny Pummill steps Former VA Exec, James Dr. Jack Taylor, Military down, Thomas Murphy Nichols, opens Meraki Health and VA Industry assumes Acting Under Technology Group Leader, set to retire Secretary for Benefits at VBA View more Industry Moves at www.health.G2Xchange.com FedHea lthIT Ma g a zine | Summer 2016



fedhealthit exeCUtive inSightS and perSpeCtiveS





continued from page 29 Mergers & Acquisitions 49 HPE Services Leidos www.hpe.com www.leidos.com CSC is buying HPE, yet is limited in their ability to Leidos itself is not a likely target for acquisition, but compete for two years because of the CSRA Deal. as a result of the pending acquisition of Lockheed So the Public Sector division of HPE Services seems Martin IS&GS/SMS, this group finds itself in the to be in play. HPE Public Sector recently secured unusual position of holding not one, but two prime a prime spot on the $22.3B VA T4NG contract, contracts on the coveted $22.3B T4NG vehicle. as well as, a prime spot on the $25B CMS SPARC. While technically you can’t sell a contract vehicle, HPE has the depth and breadth of expertise that you can sell a division with a contract and it is up few can match, and the credibility to boot. How this to the acquiring firm to novate the contract. It plays out is still to be determined, but this group is difficult to place a value on a VA T4NG prime will undoubtedly be very attractive to both the very position, but we do know that it has great value. The large who can afford to take this on and to private options on this for Leidos are limitless and they can equity firms who look to seize this opportunity to expect a number of firms will be lining up to help monetize a government IT play. them figure out how to unload this. Other Companies on the radar include tiag, Planned Systems International, Octo Consulting, Aquilent, DRT Strategies, and NETE Solutions.

50 Fea tu r e Ar ticle iMproving the liveS of patientS… and providerS BY CLIFF FREEMAN eet Bob Smith. Bob is the CEO of “The IntrafaciX Division was created Fairview Hospital, a medium sized to develop technical solutions that enable Mcommunity hospital located in the mid- cleaner, better, and more secure exchange western area of the United States. Today Bob met of information,” Nadeem Butler, CEO of with the hospital Chief of Staff (COS) to discuss challenges the clinical staff was facing. Technatomy, said. During their meeting, the COS mentioned that he had IntrafaciX Division was created to solve complex two issues he needed Bob’s assistance with in solving. challenges like those experienced by Bob with a full The first issue was that the Hospital Emergency range of solutions that have been fully tested and are Department was experiencing a significant problem ready to use when clients need them. Technatomy’s with Emergency Room length of stay (LOS). vision is, “Consistent User Experiences. Any Device. Excessive LOS is not unique to Fairview Hospital, Anywhere.” In support of that vision, IntrafaciX many other hospitals are challenged to stay within develops technologies that enable a cleaner, better, the nationally recognized emergency room stay secure, consistent exchange of information between limit of six hours. Unfortunately, the COS shared and within Federal Departments and private sector that Fairview Hospital exceeds the stay limit over organizations. 20% of the time. The COS indicated that he had tried different staffing solutions to solve the LOS Sharing data and information with sharing partners problems with limited success. is often hampered by the inability of applications to be interoperable with each other, especially in the The COS next mentions that the Clinical Knowledge Health Care Industry. A major goal of IntrafaciX Management Project was not performing as is to untether the device dependent user experience planned. The project is meant to improve the one application at a time. IntrafaciX is initially Fairview Hospital process of capturing, developing, focusing on solutions for Health IT, Identity and sharing and more effectively using the knowledge Access, Emergency Management and Enterprise derived from their clinical care experiences to Solution Tools. improve clinical care performance, to support the continuous improvement of clinical staff and create So, what about Bob? Does IntrafaciX a competitive advantage in their market place. have solutions to assist Bob in solving his Unfortunately there had been no improvement in emergency room length of stay and the clinical performance. Bob was concerned that the Clinical Knowledge Management Project hospital staff did not have access to the analytical challenges? tools needed to study and solve these two challenges. Significant to Bob’s needs, IntrafaciX has created an Where can he look for the analytical tools emergency room software application that provides they need? an innovative approach to information sharing in the hospital emergency room. The IntrafaciX IntrafaciX is the new research and development application allows emergency room staff to track division of Technatomy Corporation. and manage patient care flow using the application’s display board functionality. In addition, it provides FedHea lthIT Ma g a zine | Summer 2016