Friday Flash 03/14/2025

March 13, 2025

FAR & Beyond: A Commercial Opportunity for the VA Medical Supply Chain

The Coalition for Common Sense in Government Procurement (the Coalition) continues to collect recommendations for the Government Procurement Efficiency List (GPEL). Thank you to all those who have submitted recommendations. We are organizing and fleshing out the submitted recommendations.

In looking at the incoming recommendations, there continues to be a focus on adopting commercial best practices to improve the efficiency and effectiveness of government operations for the American people. For example, the Department of Veterans Affairs (the VA) has an opportunity to leverage commercial best practices to enhance the efficiency and effectiveness of medical supply logistics in delivering best value healthcare to veterans. Specifically, the Veterans Health Administration (VHA) can and should adopt a commercially available, best-in-class, automated ordering platform for medical supplies and devices.

The VA has made steady and significant progress in the management and operation of its prime vendor distribution contract and Supply Blanket Purchase Agreements (BPA) for the Medical/Surgical Prime Vendor (MSPV) program. Currently, there over 38,000 approved products available via the Supply BPAs. These products represent higher volume items that are purchased by medical treatment facilities across the VA. The MSPV program accounts for approximately $700 to $800 million in purchases in support of veteran’s healthcare. This represents about 15 percent of the VHA’s $5 billion annual spend on medical supplies and equipment.

Significant challenges across the medical supply chain remain. As a threshold matter, it is important to note that the remaining 85 percent of supplies and products are ordered manually across the VA. Manual orders increase overall costs, undermine compliance, and limit transparency. For example, open market, government credit card orders typically include increased fees for products that are offered at higher prices than available through the MSPV program and create compliance or gray market risks.

An automated ordering platform would provide VHA with the opportunity to leverage the pricing and value associated with the suite of products offered via the MSPV program and other VA contracts. Moreover, the MSPV program also delivers the benefit of Trade Agreements Act (TAA) compliant products. Open market purchases via government credit card increase costs and supply chain risks. An automated ordering platform tied to existing contracts and sources through Electronic Data Interchange (EDI), will reduce or eliminate credit fees while leveraging existing contract vehicles for price, quality, and compliance. A commercial, best-in-class automated ordering platform will provide transparency on the purchasing patterns and demand profile across the VA. In turn, this transparency would empower the VA to make sound, data driven decisions regarding contract structure to enhance greater value for veterans and the American people.

Attached is the Coalition’s White Paper “Medical Supply Chain Commercial Best Practices Compared to the VA” along with our summary document, “Recommendation: VHA to adopt a best-in-class automated ordering platform for Medical Supplies and Devices.” These documents outline numerous benefits to the VA and VHA in adopting a commercial, best-in-class ordering platforms.

In sum, the VA and VHA have a timely and significant efficiency opportunity for the VA Medical Supply Chain. Adopting a commercial, best-in-class ordering platform will enhance the delivery of more efficient, cost effective, best value healthcare for veterans. The Coalition looks forward to discussing with the VA the supply chain benefits associated with adopting a commercial, best-in-class ordering platform.

Deadline for Government Shutdown Looms

Lawmakers have until the end of today to avert a government shutdown. Currently, the House has passed a Continuing Resolution (CR) that includes an additional $6 billion for the U.S. Department of Veterans Affairs and funds the government through September 30.

The Senate has not passed the bill, however, NBC News reports that Senate Minority Leader Chuck Schumer (D-NY) stated he would not oppose the passage of the CR.

In light of the current status, the Coalition recommends that prudent contractors review the following list of resources and best practices for Federal contractors in the case that there is a government shutdown.

Government Shutdown Resources:

GSA May Centralize Agency Contracting Under New Initiative

Federal News Network reports that the General Services Administration (GSA) is exploring the possibility of centralizing Federal agency contracting functions as a pilot by March 30. Read the article here.

Federal Agency Workforce Reduction Plans Due This Week

On February 26, the Office of Management and Budget (OMB) and the Office of Personnel Management (OPM) issued guidance for agencies on reductions in force (RIF) and reorganization plans in accordance with an Executive Order (EO), Implementing the President’s “Department of Government Efficiency” Workforce Optimization Initiative. The EO ordered agencies to “promptly undertake preparations to initiate large-scale RIFs consistent with applicable law.” It also directs agencies to develop reorganization plans no later than March 13.

Phase 1 Plans for Agency Workforce Reductions by March 13

The guidance instructs agencies to submit “Phase 1” plans to OMB and OPM by March 13. The Phase 1 plans will focus on initial agency cuts and reductions. Agencies are to provide certain information on their workforces to OMB and OPM, such as:

A list of agency subcomponents or offices that provide direct services to citizens;
Any statutes that establish the agency, or subcomponents of the agency, as statutorily required entities;
Whether the agency or any of its subcomponents should be eliminated or consolidated;
The specific tools the agency intends to use to achieve efficiencies;
A list by job position of all positions categorized as essential for purposes of exclusion from large-scale RIFs; and
The agency’s timetable and plan for implementing Phase 1.

Phase 2 Plans for More Efficient Agency Operations by April 14

Agencies must also submit a Phase 2 plan by April 14 that focus on the “vision for more productive, efficient agency operations going forward.” The guidance provides 17 items for the agencies’ plans to include, such as:

Plans to reduce costs through improved technologies;
The agency’s proposed organizational chart with its functional areas depicted; and
An explanation of how the reorganization plans will “improve services for Americans and advance the President‘s policy priorities.”

The Phase 2 plans should be implemented by September 30, 2025. Agencies will also send monthly progress reports on May 14, June 16, and July 16 to OMB and OPM.

New FAS Catalog Platform Dashboard Feature

The Gormley Group reports that during last week’s Federal Acquisition Service (FAS) Catalog Platform (FCP) office hours, GSA announced the launch of a new Catalog Dashboard feature in FCP. The new dashboard feature allows Authorized Negotiators to see their FCP onboarding date 60 days in advance of the transition date. In addition, Authorized Negotiators will receive notifications 28 days, 14 days, and 7 days before their onboarding date.

FedRAMP Workforce Reductions

MeriTalk reports that GSA’s FedRAMP cloud authorization program is facing large-scale staff cuts as part of the agency’s plans to reduce the size of its Technology Transformation Services (TTS) organization. Sources have stated that most cuts will impact private sector contractors. As of late last year, the FedRAMP program included about 80 contractors. This number will eventually reduce to zero as contracts continue to expire this year. GSA still employees about 18 full-time employees within the FedRAMP program management office. As a result of the staff reduction, FedRAMP began cancelling regular monthly meetings with approved cloud service providers to discuss continuous monitoring requirements.

Regarding the future of TTS, Director Thomas Shedd told employees that the office will “cease non-critical work – and work not required by congressional statute – as part of an effort to reduce the size of TTS by half.” He added that remaining TTS programs will include FedRAMP, Login.gov, Cloud.gov, U.S. Digital Corps, Centers of Excellence, and more. TTS is seeking to “unlock more throughput” for FedRAMP. According to a GSA spokesperson, FedRAMP remains a priority for the agency.

VA Plans More Electronic Health Record Deployments for 2026

Last week, the Department of Veterans Affairs (VA) announced nine additional deployments of its Electronic Health Records (EHR) system scheduled to take place in 2026. These nine additional deployments follow a December 2024 announcement of four Michigan facilities that will implement the EHR system in 2026, bringing the total number of deployments next year to 13. The nine additional sites will be announced later this year.

The VA is planning for complete deployment of the EHR system at all VA medical facilities as early as 2031. The department will use a market-based approach for its site selection process moving forward to allow for more concurrent deployments. The VA will also adopt a standard baseline of products, workflows, and integrations that align with recommendations from subject matter experts.

EHR deployments underwent a 20-month pause in April 2023 to make critical improvements to the system at sites where it is currently in use. EHR is currently deployed at six VA medical centers in Washington, Nevada, Oregon, Ohio, and Illinois.

GAO Highlights EHR Improvements and Challenges

On March 12, the Government Accountability Office (GAO) issued a report on the VA’s EHR modernization program. The purpose of the report was to review the VA’s approach and goals to improve the EHR system following the April 2023 pause of the program. GAO found that the VA has made incremental improvements to the system, however, there are still additional challenges that need to be addressed. For example, while the VA has made over 1,500 configuration changes to the system, there are still over 1,800 configuration change requests that require attention. Other improvements include delivered patient and pharmacy enhancements, improved trouble ticket resolution, and more efficient system performance.

During the system pause, the VA made certain changes and initiated new projects which impacted the estimated costs of the EHR system and its deployment schedule. In 2022, the estimated EHR modernization lifecycle costs were $49.8 billion, which consisted of $32.7 billion for 13 years of implementation and $17.1 billion for 15 years of sustainment. GAO recommends that the VA update this estimate to reflect the changes over the past two years to understand the full costs of the system. In addition, the VA should update its deployment schedule to inform decision-making.

As part of the review, GAO conducted interviews with users of the EHR system at five sites and reviewed VA survey results. The VA’s 2024 surveys revealed that while there were improvements since 2022, general dissatisfaction with the system still exists. As of September 2024, 75 percent of survey respondents disagreed or strongly disagreed that the system made them as efficient as possible.

GAO made three new recommendations to the VA, including updating the modernization life cycle cost estimates and schedule. The report notes that the remaining 14 recommendations are “critical to reducing EHR risks and delivering a quality system.”

2024 Year in Review Now Available

The Coalition invites members to check out the 2024 Year in Review which highlights our activities from the past year. The achievements would not have been possible without the active support of members. Your commitment and engagement remain the cornerstone of our efforts to improve the efficiency of the federal acquisition system. We are excited to drive more efficiency, cost savings, and deregulation in the procurement system than ever before in 2025.

Click here to view the 2024 Year in Review.

Sponsorship Opportunities Now Available for the Spring Training Conference

The Coalition is pleased to announce that sponsorship opportunities are now available for the 2025 Spring Training Conference on June 25-26, to be held at the Fairview Park Marriott in Falls Church, VA! As always, the Coalition’s Spring Training Conference will serve as a unique opportunity to engage with Federal procurement leaders and connect with industry colleagues.

Benefits of sponsoring the Coalition’s flagship event:

Establish your company as a leader in the industry
Associate your company with a well-known event
Promote your company’s brand
Reach new audiences
Generate quality leads
Showcase your products and services
Network and establish new relationships

Join our current lineup of sponsors today and show your support for the Coalition! View the Sponsorship Prospectus here.

Thank you to our current Spring Training Conference Sponsors!

DoD Urges Adoption of Software Acquisition Pathway

On March 6, the Department of Defense (DoD) issued a memo, Directing Modern Software Acquisition to Maximize Lethality. The memo emphasizes the key role software plays in supporting DoD and the need for the Pentagon to transition the acquisition process from a hardware-centric focus to a software-centric approach. To accomplish this and to increase the speed and scale of acquisition, the memo directs all DoD components to adopt the Software Acquisition Pathway as the preferred pathway for all software development components of business and weapon system programs. The memo also states that DoD must “align contracting strategies and maximize the use of existing authorities.” Effective immediately, the use of Commercial Solutions Openings and Other Transactions are the default solicitation and award approaches for acquiring capabilities under the Software Acquisition Pathway. The memo notes that this “applies to any software pathway program in the planning phase prior to execution.”

The Under Secretary of Defense for Acquisition and Sustainment, in coordination with the Director of the Defense Innovation Unit, will develop and submit an implementation plan within 30 calendar days of the memo.

DoD Removes Equal Opportunity Requirements from Contracts

On March 4, DoD issued a class deviation, Restoring Merit-Based Opportunity in Federal Contracts, instructing contracting officers to not enforce Federal Acquisition Regulation (FAR) provisions associated with Executive Order 11246, Equal Employment Opportunity, in new contracts and solicitations. The class deviation also instructs contracting officers to modify existing contracts and solicitations to remove these FAR clauses. Contracts with a period of performance ending in less than six months without an option to extend do not need to remove these provisions.

The new class deviation aligns with the President’s Executive Order, Ending Illegal Discrimination and Restoring Merit-Based Opportunity.

Legal Corner: Reducing the Negative Impacts of a Government Shutdown for Federal Contractors

The Legal Corner provides the procurement community with an opportunity to share insights and comments on relevant legal issues of the day. The comments herein do not necessarily reflect the views of The Coalition for Common Sense in Government Procurement.

Authored by Jacqueline K. Unger, Nichole D. Atallah, and Lauren Brier; PilieroMazza

On top of the uncertainty introduced through the Trump administration’s shifting priorities and rapid-fire executive orders, government contractors are now confronted with an impending shutdown as the federal government is set to run out of funding on March 14. Although the House of Representatives passed a six-month continuing resolution that would keep funding at current levels through the rest of the fiscal year (i.e., September 30), it remains to be seen whether the Senate has the votes to pass the continuing resolution before the deadline. As we approach the possibility of another government shutdown, it’s crucial for government contractors to be prepared for the potential impacts on their operations. While shutdowns are not new, each one brings its own set of challenges and uncertainties. The current administration’s executive orders and actions have added an extra layer of uncertainty for government contractors. Below we provide key considerations and steps to take to ensure your business remains resilient during this period.

Understand the Likely Consequences of a Shutdown: During a shutdown, non-essential government services are halted, and many federal employees are furloughed. For government contractors, this can mean delays in contract awards, payments, and approvals, which can significantly impact cash flow and project timelines. Anticipate the following consequences:
1. Government facilities will be closed.
2. No new contracts or modifications will be issued, and there will be delays in the acquisition process for procurements.
3. Non-essential government employees will be furloughed and unavailable.
4. Invoices will not be paid during a shutdown and may be delayed after the shutdown is over.
5. Statutory deadlines for filing claims and bid protests will not be automatically extended.
Address Outstanding Issues Before a Shutdown: To the extent possible, take steps now to settle outstanding issues with the customer, such as approval of deliverables, payment of invoices, and issuance of modifications. Do the same after a shutdown, as the government will likely delay paying any invoices.
Contractual Obligations: Review your contracts to understand the implications of a shutdown. Some contracts may include clauses that address excusable delays, stop-work orders, or funding delays. It’s essential to be aware of your rights and obligations under these agreements.
Communication with Contracting Officers and Subcontractors: Maintain open lines of communication with your contracting officers. It is important to remember that once a shutdown commences, the contracting officer may be furloughed and unavailable, so ideally you should maintain close contact with your contracting officers for instructions in advance of the shutdown. The Federal Acquisition Regulation (FAR) does not specify what actions to take when there is a shutdown, so contracting officers have some discretion to handle contracts in different ways. Contractors should be prepared to receive different instructions from contract to contract. If FAR § 52.242-15, Stop-Work Order, is in your contract, the contracting officer may issue a stop-work order, which entitles you to an equitable adjustment for increased costs as a result of the work stoppage. If the contracting officer instructs you to stop work or if performance is impossible but the contracting officer gives unclear instructions, you should not perform work on the contract, as you might not be reimbursed for work performed during a shutdown. However, it is imperative that you seek a directive of the stop work from the contracting officer in writing. Further, contractors need to be mindful of the notice requirements built into a Stop-Work Order as a contractor commonly must assert its right to an adjustment within 30 days after the end of the period of the work stoppage. If a stop work order is not canceled and work covered is terminated for convenience, reimbursement is recoverable under the applicable termination clause. However, it would be unusual for a contracting officer to terminate a contract for convenience in response to a shutdown unless extenuating circumstances existed.Stay in contact with subcontractors, review your agreements as necessary to understand the “stop work” terms, and give subcontractors clear instructions on how to proceed (or not) on contract performance during a shutdown. If the contracting officer ordered a work stoppage, make sure the subcontractor is not performing on the contract; otherwise, you will owe the subcontractor for amounts you will not be able to recover from the government.
Financial Planning and Cost Mitigation: Assess your financial situation and plan for potential disruptions. Ensure you have sufficient reserves to cover operating expenses during the shutdown period. Consider delaying non-essential expenditures and prioritizing critical payments. Cost mitigation is particularly important because it is a key consideration in determining whether an equitable adjustment for increased costs resulting from a shutdown should be granted. You can mitigate costs by developing an alternative work plan for employees, such as reassigning them to other projects that must be performed during a shutdown, encouraging them to take vacation time, or having them work on non-billable matters such as training. As a last resort, you may need to furlough or lay off employees.
Document All Costs and Expenses: Document all costs incurred in connection with a shutdown, including wind-down, ramp-up, or acceleration of work, labor costs, and attorneys’ fees. You should also document all communications with contracting officers, employees, teaming partners, and vendors, as well as all shutdown-related actions. Generally, expenses incurred as a result of a shutdown should be recoverable, with the exception of backpay and consequential damages, which are not generally recoverable. Both the Stop-Work Order and the Changes FAR clauses, to the extent incorporated into your contract, may provide a vehicle for recovering your costs. However, the ability to recover will be affected by advance preparation, level of reasonable mitigation, and documentation of your costs.
Managing Your Workforce: In addition to the steps above, develop a plan for managing your workforce and addressing important labor and employment issues implicated by a shutdown.
1. Don’t Risk Exemptions Under the Fair Labor Standards Act (FLSA): Employers should exercise caution not to lower the risk of losing an employee’s exempt status, which may trigger liability for overtime hours the employee worked prospectively and retrospectively. An exempt, salaried employee is entitled to receive his or her full salary for any week in which the employee performs work. Therefore, if the employee works on Monday and the government shuts down on Tuesday, the employee will be entitled to his or her salary for the entire work week.However, an employer can ask employees to take accrued paid time off for any partial week worked. Employers do not have to pay employees for full work weeks not worked, but it is critical that employers make sure that employees conduct no work at all during that week, not even checking email. Employers may want to consider instructing non-working employees not to do any work until instructed to do so, securing all remote devices, and restricting access to work applications.
2. Beware of State Wage and Hour Laws: Be sure to check state wage and hour laws and regulations to ensure compliance. Many state laws regulate wages and benefits that the FLSA does not regulate. Steep penalties are imposed for non-compliance, for example, with respect to requirements for how frequently an employee must be paid. When the federal government shuts down, many employers struggle to make payroll, which often runs afoul of state law. Wage and hour issues generally do not affect employers now but tend to surface down the road after termination.
3. Decide Whether to Furlough or Lay Off: The term “furlough” is generally associated with government employees but has more recently been used by private industry. A furlough is generally expected to be a temporary disruption, while a layoff is generally more definite. In either case, an employee is likely eligible for unemployment benefits. However, in a furlough situation, the employer still maintains fringe benefit programs, like health insurance, and collects or absorbs the employee portion of any premiums. With a layoff, the employee is effectively terminated, however temporarily, and may be eligible for 401(k) benefits and Consolidated Omnibus Budget Reconciliation Act coverage.
4. Avoid Discrimination Claims: When choosing whom to lay off or furlough, approach the decision as you would any layoff. Before instituting the employment action, have a sound and well-documented process for selecting those who will be subject to the furlough or layoff. Make sure you analyze the results of your decision and determine whether the analysis indicates a disparate impact or discriminatory intent.
5. Play Defense Against False Claims Act and / or Whistleblower Statutes: False Claims Act and whistleblower allegations are common where there are complex staffing and billing situations. Be mindful of the impact that workforce decisions will have on your ability to bill the government for certain workforce costs. You should also carefully review payments to the government and reconcile any discrepancies.
6. Prepare for Security Clearance Processing Issues: Security clearances will usually not be processed during a shutdown. This is important for contract administration and staffing concerns. Advance staff management and planning will be critical to many employers who will have to ramp back up when a shutdown is over.
7. Process Any Employment Verifications: The E-Verify system is usually offline during a shutdown. However, all new hires continue to be subject to I-9 employment verification by employers and must be processed through E-Verify as soon as possible.
8. Communicate with Employees: Clear communication with employees is critical and avoids many employer-employee disputes. Keep in mind that once the government starts running again, employers are expected to have those employees back to work and performing immediately. Consider how you will notify employees of their work status.

What’s Next?

While a government shutdown has the potential to cause significant disruptions for government contractors, most contractors should be able to manage a shutdown, provided steps to mitigate risks are taken.

PilieroMazza is committed to helping government contractors navigate the challenges and uncertainty they’re facing at present and on the horizon. Please contact Jackie Unger, Nichole Atallah, Lauren Brier, or another member of our Government Contracts, Labor & Employment, or REAS, Claims, and Appeals practice groups if you have any questions or need assistance.

Healthcare Spotlight: Senate Testimony Highlights DoD Health System Military Unpreparedness

Military.com reports that this week, the Senate Armed Services Committee received testimony from experts warning that the Department of Defense (DoD) Health System is unprepared for the challenges of large-scale combat operations. The testimony highlighted how the “peacetime effect” and an incomplete reorganization that began in 2017 have dragged on the system’s preparedness. The first Director of the Defense Health Agency, Lt. Gen. Douglas Robb, also pointed to staffing miscalculations and budget constraints exasperated by medical inflation.

Retired Air Force Reserve Col. Jeremy Cannon who currently manages a Navy trauma training program in partnership with Penn Medicine also testified. He estimated that only 10 percent of military surgeons are combat read and called for “urgent intervention” to rectify the low readiness rate. He also recommended the establishment of five or six high volume trauma and burn care facilities as part of the national emergency preparedness system. These facilities would give surgeons opportunities to treat civilian patients which would help to maintain surgical readiness. Today, the army only has one highest-level trauma system.

During the hearing, Senators mentioned that over the past decade the budget for military health facilities has declined by 12 percent while medical inflation averaged 5.1 percent each year.

Testifying experts also suggested that the DoD enhance its partnership the VA to treat patients in integrated or joint facilities and share resources. They pointed to joint facilities in Alaska, Florida, and California as examples of the successful partnership between the agencies. They urged for the creation of a Joint Trauma System for combat casualty care.

There was bipartisan support within the Armed Services Committee for enhancing the capacity of DoD’s health system. Sen. Roger Wicker (R-MS) and Committee Ranking Member Sen. Jack Reed (D-RI), stated that they would consider drafting legislation to improve readiness and also urged DoD to “continue pursuing reforms.”

Alliant 3 Deadline Extended to April 11

On March 12, GSA issued Amendment 12 of its Alliant 3 Request for Proposal (RFP). The amendment includes three major updates:

Extends the proposal due date from March 31 to April 11, 2025;
Includes Other Transactional Agreements (OTAs) and task orders placed under Basic Ordering Agreements (BOAs) as acceptable contract types in L.5.2.1, Relevant Experience Projects; and
Provides additional clarification on the timeliness regarding Systems, Certifications, and Clearances found in section L.5.4.6 through L.5.4.9.

View the full amendment on SAM.gov here.

GSA Identifies Over 400 “Non-Core” Federal Properties

GovExec reports that GSA’s Public Buildings Service (PBS) announced that it has identified over 440 “non-core” Federal properties for potential disposal. Last week, PBS posted and subsequently removed a list of Federal buildings the agency is considering selling, stating that it will republish the list in the near future after an evaluation to determine how to make it easier to understand for stakeholders. PBS will continuously review and update the list.

This move is driven by decades of funding shortfalls that have left many buildings functionally obsolete. GSA aims to sell these “non-core” assets to save on operational costs, with an estimated $430 million in savings annually. The agency is also reviewing its real estate portfolio, with the possibility of reducing it by 30 percent. GSA has launched initiatives to cancel unnecessary leases and address Federal workspace needs, such as its Space Match program announced last week.

Now Available: Webinar on Domestic and Foreign Sourcing Requirements in Government Contracting

On March 11, the Coalition hosted a webinar with Covington & Burling on Domestic and Foreign Sourcing Requirements in Government Contracting. Mike Wagner, Partner, Peter Terenzio, Special Counsel, and Jen Bentley, Associate, discussed key topics in domestic sourcing, including:

The Buy American Act;
Trade Agreements Act;
Build America;
Buy America, and
New and emerging China restrictions.

The discussion covered recent developments in these areas, as well as best practices for contractors navigating domestic sourcing requirements.

The recording is now available for members on the Member Portal here. For any assistance, please contact Mady Whiting at mady.whiting@thecgp.org.

Thank you to Covington & Burling’s Mike, Peter, and Jen for sharing the latest domestic sourcing requirements and best practices.

Now Available: Webinar on Contract Terminations, Stop-work Orders, and Claims

The Coalition hosted a webinar on March 13 from 12:00 – 1:00 PM (ET) on Contract Terminations, Stop-work Orders, and Claims. Our presenters were Stephen Ruscus, Partner, and Kevin Barnett, Counsel, from BakerHostetler, and Mike Tomaselli, Director, and Marc Schwartz, Senior Manager, from Chess Consulting LLC.

During the webinar, the presenters cover key information Federal contractors need to know about their rights related to contract terminations, stop-work orders, and claims. The webinar informed participants on both the legal and cost accounting considerations of managing the termination and claims process, and the following topics were discussed:

Terminations for convenience vs, default;
Responding to stop-work orders;
Commercial vs. negotiated contract termination procedures;
Claims and requests for equitable adjustment;
Cost allowability; and
A walkthrough of a termination settlement proposal example.

The recording is now available for members on the Member Portal here. For any assistance, please contact Mady Whiting at mady.whiting@thecgp.org.

Thank you to BakerHostetler’s Stephen and Kevin, and Chess Consulting’s Mike and Marc for sharing their expertise.

Webinar: Contracting for IT Services on GSA MAS – Pitfalls and Possibilities, March 20

Please join, Jonathan Williams, Partner, PilieroMazza, and David Black, Partner, Holland & Knight, on March 20 at 12:00pm for a detailed discussion of the perils and possibilities of procuring information technology and other services under the General Services Administration’s Multiple Award Schedule. These two experts will discuss labor category descriptions, mapping during the proposal process, recent case law, and the things contractors can do to help themselves.

To register click here. For assistance with registration, please contact Madyson Whiting at MWhiting@thecgp.org.

FY24 VA Data for Healthcare Members Now Available

To increase the number of valuable tools available for members, the Coalition has compiled several data sets pertaining to VA Medical Centers’ procedures, diagnoses, and product spend. Below is a description of the different VA data reports that the Coalition can provide to healthcare members based on areas of interest to their business:

Diagnosis data by each VA Medical Center: Members can request a report by providing the International Classification of Diseases (ICD)-10 codes of interest to their business.
Procedure data by each VA Medical Center: Members can request a report by providing the Current Procedural Terminology (CPT) codes of interest to their business.
Prosthetic (medical implants, DME) product spend by VA Medical Center: Members can request a report by providing the Healthcare Common Procedure Coding System (HCPCS) codes of interest to their business for items managed by VHA Prosthetics.

Diagnosis and procedure data for fiscal year (FY) 2024 is now available. For any data requests or related questions, please contact Michael Hanafin at mhanafin@thecgp.org.