The National Acquisition Center's (NAC) Federal Supply Schedule (FSS) Federal Supply Class (FSC) 62 Part 1, Section I for Professional and Allied Healthcare Staffing Services

The National Acquisition Center's (NAC) Federal Supply Schedule (FSS) Federal Supply Class (FSC) 62 Part 1, Section I for Professional and Allied Healthcare Staffing Services provides flexibility and choice to its federal users who are contracting for supplemental clinical staffing services.  The schedule reduces procurement lead-time for participating ordering activities from approximately 75 days to 15 days or less.  These service contracts also standardize continuity and quality of care terms and offer firms that are pre-screened and pre-qualified.  The sales under this schedule reached $205 million in FY 2004, generating over $2 million in revenue in FY 2004 to support VA programs.

By working with the medical centers in Veterans Integrated Service Network (VISN) 10, the Cleveland Clinical Support Services Care Line team implemented a Magnetic Resonance Imaging (MRI) initiative.  The team was able to accurately assess the needs of the VISN, which resulted in consolidated purchasing of MRI units.  Using a systems approach involving all key stake holders, an organized procurement was achieved that covered all variables including site preparation, utilities, and patient safety.  Upon approval of the MRI Business Plans by the Network Director, the Acquisition and Materiel Management Service at the Cleveland campus became the office responsible for expediting and coordinating all facets of the major equipment purchase.  As a result of the acquisition of four MRI units, savings of $35 million are estimated for VISN 10 over a period of ten years. 

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The VISN 10 Western Market Ambulance Services Acquisition team achieved a tangible cost savings by rethinking the way it leverages its purchasing power and realizing that sometimes consolidation of a requirement is not advantageous.  A consolidated contract for ambulance services for both the Cincinnati and Dayton VA Medical Centers was problematic.  Rather than continuing with a consolidated requirement, a new solicitation was formed stipulating that two awards, one for each geographical region, would be made from the new solicitation.  When the new solicitation was developed, the primary focus was on developing meaningful performance measures that focused on patient care.  A cross-functional team was developed to incorporate program officials, clinical staff, and acquisition staff to ensure that performance measures addressed all relevant issues.  The result was two awards, one of which was awarded to a Veteran Owned Small Business.  Through the establishment of a cross-functional team and development of meaningful evaluation and performance criteria, the contracting team obtained a better quality service that benefits both the VA and its patients.  Total cost savings to both VAMCs is estimated at $2,348,914.87 over a period of five years.

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