Healthcare Services Contracting Discussion

CAPT Bernie Poindexter, MSC, USN

Deputy, M8

Wednesday, 7 Oct 2009

Personal Services Contract (PSC)• Authorized by 10 U.S.C 1091 for healthcare• By its expressed terms or as administered, makes the

contractor personnel appear, in effect, to be GS employees

• Usually: – Performance on site– Principle tools and equip furnished by the Gov– Services are applied directly to the integral effort of

Agency– Comparable services are performed by civil service

personnel– Reasonable need for service to last beyond a year– Inherent nature of the service requires Gov direction

or supervision

Personal Services Contract: Terms and Tools

• Types– Indefinite Delivery Indefinite Quantity (IDIQ)– Multiple Award Task Order (MATO)– Individual Set-Aside (ISA)– Blanket Purchase Agreement (BPA)

• Key People– Contracting Officer (KO)– Contracting Officer’s Representative (COR)– Technical Liaison (TL)

• Coming soon: – Physician Locum Tenens– Traveling Nurse and Allied Health Professionals

Basic $414.6M on 4,053 FTEs

PH/TBI $26.1M on 201 FTEs

PDHRA $12.1M on 100 FTE’s

OCO $22.8M on 237 FTEs

Blood Bank Program $4.4M on 95 FTEs

FY2009 Funded Personal Services

Total FY2009 Obligations: $480M and 4,686 FTEs

$151M Forward Funded (1,626 FTEs) – Performance must start by 30 Sep

FY09 Non-PSC Contracts (15) awarded by FISC valued at $11.5M (e.g., Emergency Department, Mobile MRI, etc.)

Total number of CORs BSO-wide = 66; 2,072 SOWs developed in FY09

Contract Healthcare Workers - Significant Investment

Current Contract Healthcare Services

GRAND TOTAL: 4,686 FTEs (avg $103K per FTE)

Admin 34

Adv Prac Nurse 139 Al-lied Heal

th 507

As-sis-tant 781

Den-tal

Support 849

Dentist 103LPN 225

Physi-

cian 441

RN 731

Techni-cian 564

Technologist 311

Contract Healthcare Workers Support All Service Lines

• Shared understanding of roles and responsibilities; commitment (resources and time) to the acquisition process

• Effective & timely collaboration on market research, technical specifications, procurement strategy, SOW development & approval

• Timely funds authorization/flow

• Effective communication for problem solving, process management, leadership awareness

• Requirement scope, complexity, and value drive acquisition lead time and acquisition planning resources

Healthcare Service Acquisition

a) Vendor

b) Customer / Vendor

c) Customer / Vendor

3. Start-Upa) Conduct Healthcare

Provider Recruitingb) Conduct Credentialingc) Provide Facility Access

a) KOb) KOc) KOd) Vendore) KO/ Customer

f) KO

2. Procurement / Contractinga) Develop Solicitationb) Conduct Legal Reviewc) Issue Solicitation to

Industryd) Develop / Submit

Proposale) Evaluate Proposal

- price & technicalf) KO review / negotiate

contract award

a) Customerb) KO/ Customerc) KO/ Customer

d) KO// Customer

e) KO/ Customerf) KOg) Customer

1. Requirements Definition / SOW Development

a) Define Requirementb) Build SOWc) Conduct Market

Researchd) Develop Cost/Price

Estimatee) Define Procurement

Strategyf) Final Review /

Approve SOWg) Provide Funding

Responsible Lead / Support

Category

*ALT – Acquisition Lead Time**PALT – Procurement Administrative Lead Time

Key Success Factors

Take Aways

• Contractors are essential• MTFs must be fully engaged in acquisition

planning – communication is crucial• Streamlining is possible across the

acquisition continuum – mostly in phase one

• Contracting for personnel cannot be done in a vacuum – must be integral part of the business plan