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Taking PBA to the Next Level

Taking PBA to the Next Level. Taking PBA to the Next Level. Stan Livingstone , PBA Practice Area Manager, Acquisition Solutions Inc. Bill Neustadt , Consultant, Acquisition Solutions Inc. Session #2, 12:35pm-1:00pm ET NCMA’s 1 st Performance-Based Service Acquisition

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Taking PBA to the Next Level

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  1. Taking PBA to the Next Level

  2. Taking PBA to the Next Level Stan Livingstone, PBA Practice Area Manager, Acquisition Solutions Inc. Bill Neustadt, Consultant, Acquisition Solutions Inc. Session #2, 12:35pm-1:00pm ET NCMA’s 1st Performance-Based Service Acquisition Community of Practice - Virtual Conference Wednesday, March 31, 2010 12:00pm - 4:00pm ET

  3. Why Something New? • The concept of PBA not new – first attempt more than 30 years ago • Promoted by Congress and administrations for past two decades • Principles behind concept – focus on performance and results – are virtually indisputable • Regardless of emphasis applied, struggle with fully implementing practice and achieve intended benefits • Wide-spread lack of real success stories

  4. PBA Defined • Federal Acquisition Regulation (FAR) defines as “an acquisition structured around the results to be achieved as opposed to the manner in which the work is to be performed” • Two required elements • Work stated in terms of outcomes or results rather than method of performance • Measurable performance standards and method of assessment • Recommended third element is use of performance incentives • Elements comprise “litmus” test

  5. Examples of Successful PBAs • DOE Rocky Flats Cleanup • Completed year ahead of schedule and under budget • NOAA Advanced Weather Interactive Processing System (AWIPS) • Align contractors performance consistent with NWS mission • FBI National Data Exchange (N-DEx) • Competition of innovative ideas

  6. Analysis • Examined what works well and what doesn’t with Seven Steps • Used data from: • “Front-line” government forum from 2006 • Practicitioner feedback • Retrospect's from each Step • Agency/client interviews from major engagements • Acquisition Advisory Panel recommendations • “Deep dive" into topical areas of concern such as: • Development of effective performance objectives/measures • Use of incentives • Follow through in contract administration

  7. Analysis Results – Successful Elements • Project plan/team charter • Stakeholder buy-in • Senior leadership sponsorship and involvement • Comprehensive upfront training • Statement of Objectives • Market research/industry one-on-ones • Offeror due diligence • Focused selection criteria

  8. Analysis Results – Impediments to Success • Lack of stakeholder socialization – causes failure with pre-award IPT and post award management • IPTs reflect parent organization’s toxic environment - serves as impediment instead of facilitator • Lack of strong champion; process discipline • Objectives not formulated at high level and with strategic linkage • Objectives for a multi-customer team not correlated into a comprehensive SOO or PWS • “Risk averse” culture gravitates towards use of prescriptive requirements • No just in time training – knowledge at the point of execution • Lack of meaningful/effective performance objectives/measures

  9. Impediments con’t • Lack of disciplined incentive/disincentive application process • Confusion over what constitutes an incentive • Wrong things incentivized • “Weather helm” effect – revert to “business as usual” path after award; no PBA administration plan • Post-award - measures ignored, not agreed upon prior to award, or changed to less effective ones • Lack of performance monitoring and governance infrastructures • Lack of post-award implementation planning and socialization

  10. Next Level: Major Features • Themes of Successful Acquisition Results • Accountability • Transparency • Competition • Performance Management • Three Phases • Socialization • Establishing the contractor performance relationship • Managing the contract for results

  11. Draws upon Success of Seven Steps • Establish the team • Decide what problem needs solving • Examine private-sector and public-sector solutions • Develop a PWS or SOO • Decide how to measure and manage performance • Select the right contractor • Management performance http://acquisition.gov/SevenSteps

  12. New Model Three Phases

  13. Phase 1 – Socialization Identify accountable parties, establish vision, and prepare for acquisition success • Define project success and needed outcomes • Identify champion and other responsible parties • Ensure senior management understands and supports vision • Organize IPT for accountability including empowerment and incentivizes • Achieve clarity and consensus on objectives • Ensure a strategic linkage of objectives with agency/program mission • Recognize the culture and identify barriers • Get agency “ready” through “socialization” • Establish mutually supportive working relationships • Stakeholder involvement • Communication strategy • Facilitation support • Training/education • Transformation • Project plan/charter • IPT Management

  14. Phase 2 – Establish Contractor Performance Relationship Leverage competition for solutions and sign structured agreement with selected source to deliver outcomes • Maximize marketplace innovation to obtain most advantageous competing solutions • Apply disciplined methodology so that right performance objectives, performance standards and metrics are structured (Government prepares metrics/QASP in RFX and offeror can either accept or propose alternatives that are negotiated before award) • Define processes to monitor and assess performance • Negotiate optimum business deal to achieve program success along with incentives linked with outcomes • Finalize agreement so performance, schedule and cost objectives are mutually understood and establish a teaming approach (agency/contractor partnership) for success

  15. Phase 3 – Manage Contract for Results Post-award Performance management • Implement clear strategies for governance, risk management, and communications • Develop and implement contract administration plan, processes, and procedures • Establish a framework and platform to monitor performance and continuously identify areas for improvement (include contractor in this process) • Ensure proper infrastructure for success is in place • Develop managed relationship with contractor through strong collaborative interactions, mutual trust, and active leadership involvement • Establish sustainable and accountable partnership • Develop team agreement between government and contractor – protocol on how to work together

  16. Acquisition Themes Integral and Dynamic Accountability, Transparency, Competition and Performance woven throughout • Integral part of each phase • Themes take on different perspective in each phase • Role of each varies and dynamic impact • Phases and themes overlap Seven Steps

  17. Using New Model – First Steps • Prepare the agency for socialization • Ensure management is supportive and champion exists • Perform environmental audit to assess readiness and identify “toxic” elements and “get well” plan • Train team on PBA • Communicate constantly

  18. Using New Model – First Steps con’t • Prepare individuals involved in source selection and negotiations to think/act differently • Develop acquisition specific evaluation process • Prepare to bargain with each offeror on each aspect of offer to ensure agency gets what it wants and needs • True performance relational type agreement is goal

  19. Using New Model – First Steps con’t • Prepare for post-award management • Often involves cultural shift • Use of different tools, techniques, and disciplined approach • Team charter • Team agreement with contractor • QASP • Governance plan • Communications plan • Risk management plan • Performance plan

  20. Taking PBA to Next Level Ready to Try it?

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