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