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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
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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
FY2009 Funded Personal Services OCO $22.8M on 237 FTEs PDHRA $12.1M on 100 FTE’s Blood Bank Program $4.4M on 95 FTEs PH/TBI $26.1M on 201 FTEs Basic $414.6M on 4,053 FTEs 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) Contract Healthcare Workers Support All Service Lines
**PALT – Procurement Administrative Lead Time *ALT – Acquisition Lead Time Key Success Factors Healthcare Service Acquisition Category Responsible Lead / Support • 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 • Requirements Definition / SOW Development • Define Requirement • Build SOW • Conduct Market Research • Develop Cost/Price Estimate • Define Procurement Strategy • Final Review / Approve SOW • Provide Funding a) Customer b) KO/ Customer c) KO/ Customer d) KO// Customer e) KO/ Customer f) KO g) Customer • Procurement / Contracting • Develop Solicitation • Conduct Legal Review • Issue Solicitation to Industry • Develop / Submit Proposal • Evaluate Proposal • - price & technical • KO review / negotiate contract award a) KO b) KO c) KO d) Vendor e) KO/ Customer f) KO • Start-Up • Conduct Healthcare Provider Recruiting • Conduct Credentialing • Provide Facility Access a) Vendor b) Customer / Vendor c) Customer / Vendor
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
