| Conference
Agenda |
Day One:
November 3, 2003
Using a Seven Step Framework for
Performance-Based Contracting
Several federal agencies use
a comprehensive “Seven-Step Strategic Framework for PBSC”
with great success. Learn the 'ins-and-outs' of this cutting-edge
system sponsored by the Department of Commerce and developed
by leading government procurement officials. Let Gregor
Macfarlan of the Logistics Management Institute
and Louis Gaudio of Sterling Heritage
Consulting walk you through the step-by-step framework
for devising, implementing and maintaining a performance-based
service contract.
|
| 8:00 |
Registration
and Continental Breakfast |
8:30
|
Step 1: Establish
the Team
• Benchmark the Purpose, Objective and Projected Outcome
of a Contract
• Clearly Identify and Define the Roles and Responsibilities
of all Participants, including Vendors
• Create a Link Between the Program’s Mission and
it’s Individual Team Members |
| 9:30 |
Step 2: Decide
what Problem Needs Solving
• Learn to Effectively Asses Current Levels of Performance
• Determine the Key Components of a Successful Contract
• Link Acquisitions to Organizational Mission and Performance
Objectives |
| 10:30 |
Break
and Refreshments |
| 10:45 |
Step 3: Examine
Private-Sector and Public-Sector Solutions
• Conduct Efficient and Productive Market-Sector Research
• Improve Contract Development by Effectively Utilizing
Private-Sector Input Before Writing PWSs and Crafting SOOs
• Apply Experience from Public-Sector Counterparts
|
| 11:45 |
Step 4: Develop
a Performance Work Statement (PWS) or Statement of Objective (SOO)
• Learn the Key Components of a PWS and an SOO
• Hear Effective Techniques for Comparing Strengths and
Weaknesses of Both Methods
• Gain Essential Insight When to Use a PWS versus a SOO
|
| 12:30 |
Networking
Luncheon |
| 1:30 |
Step 5: Decide
how to Measure and Manage Performance
• Learn to Identify Key Performance Measures Relevant and
Useful to Contracts
• Use “Logic Modeling” as a Tool for Establishing
Clear “End-Outcome” and “Intermediate-Outcome”
Goals and Performance Measures
• Craft and Utilize Statements of Work and Objective |
| 2:30 |
Afternoon
Break and Refreshments |
| 2:45 |
Step 6: Select
the Right Contractor
• Learn to Interpret Past Performance to Predict Future
Results
• Determine the “Best Value” when Presented
with a Diversity of Proposed Services
• Tackle Potential Conflicts of Interest
|
3:45
|
Step 7: Manage
Performance
• Learn to Establish a Clear Line of Performance Accountability
• Incorporate the Contractor into the Team to Improve Results
• Maintain Continued Measurement During the Contract to Improve
Further Results |
| 4:45 |
Adjourn |
Day Two:
November 4, 2003
Implementing Performance-Based
Contracting
|
| 8:00 |
Continental
Breakfast |
8:30
|
Keynote Address:
Update on Performance Based Contracting Best Practices and Administration
Mandates
This session will introduce you to the expectations of the Bush
Administration, as well as developments at the state and local
levels of government, concerning the devising and implementation
of performance-based contracts. Emerge with a thorough command
of what constitutes performance-based contracting and how it can
best be implemented within your agency.
Carl DeMaio, The Performance Institute
|
| 9:45 |
Performance-Based
Contracting Examples: Getting Beyond Theory to Real Contract Examples
• Align Contracting with your Agency Core Goal and Mission
• Maximize relationship between Contractor and Agency
• Identify Key Factors in Performance-Based Contracting
Alan Burman, Jefferson Solutions
|
10:45
|
Break |
| 11:00 |
Performance-Based
Contracting Incentives: Milestones, Bonuses, and Rewards for Improved
Performance
• Learn to Use Non-Financial Incentives to Reward Contractor
Performance
• Determine When to Use Financial Bonuses and How High to
Set the Bar
• Examine Innovative Contracting Vehicles for Incentives
Such as Award-Term
Gregor McFarlan, Logistics Management
Institute*
|
12:00
|
Luncheon: Share-in
Savings: Promoting Innovation Across Government
• Pay only for results; Not just Effort
• Expand Authority Beyond the Clinger Cohen Act
• Learn why SIS is strongly endorsed by Congress
Mark Lee, Federal Supply Service*
|
1:15
|
Using Earned Value
Management in Performance-based Contracting: Integrating Cost, Schedule
and Technical Performance for Project Management
• Learn the Most Efficient Way
to Integrate Cost, Schedule and Technical Performance for Project
Management
• Relate Resource Planning to Schedules
• Encourage Contractors to Use Effective Internal Cost
Dale Geiger, The Performance Institute |
| 2:15 |
APPLICATION SESSION:
Drafting Performance-Based Statements of Work and Statement of
Objective
The development of Statements of Work (SOW) and Statements of
Objectives (SOO) are perhaps the most difficult aspects of performance-based
contracting. Templates are NOT possible— with each contract
requiring a unique SOW or SOO. However, once one masters the construction
of a performance-based SOW or SOO, virtually any contracting challenge
can be addressed. In this post-summit workshop, participants will
have the opportunity to “dig in” and apply the concepts
learned during the two previous days using actual SOO and SOW
challenges. You will emerge with mastery of the following:
• Structure: Create the ideal format for an SOW and SOO.
• Selection: Know when to use an SOW or a SOO.
• Measurement: Select the goals and measures for the SOW
and SOO.
• Accountability: Identify what elements of the SOW and
SOO for which the contractor will be accountable.
• Incentives: Select and describe terms for contractor to
receive performance-based incentives.
• Simplicity: Keep SOWs and SOOs to a bare minimum to provide
flexibility and focus on results.
• Legality: Understand which requirements are a “must-have”
for the SOW or SOO to minimize liability to your agency.
Participants will walk through two
contracting scenarios, one requiring a SOW and one requiring a
SOO. Participants will emerge with a blueprint devised for each
contracting challenge during the workshop, as well as helpful
practices gleaned from each scenario.
|
| 4:00 |
Adjourn |
