Contract Management
Guidance Needed for Using Performance-Based Service Contracting Gao ID: GAO-02-1049 September 23, 2002Federal agencies spent $136 billion dollars in 2001 acquiring services ranging from clerical support and consulting services to information technology services, such as network support, and management and operations of government facilities, such as national laboratories. To achieve greater cost savings and better outcomes with this spending, Congress and the administration have encouraged greater use of performance-based contracting. Under this approach, the contracting agency specifies the outcome or result it desires and leaves it to the contractor to decide how best to achieve the desired outcome. Most of the 25 contracts GAO reviewed exhibited at least one or more performance-based attributes, but there was a range in the degree to which they exhibited these attributes.
RecommendationsOur recommendations from this work are listed below with a Contact for more information. Status will change from "In process" to "Open," "Closed - implemented," or "Closed - not implemented" based on our follow up work.
Director: Team: Phone:GAO-02-1049, Contract Management: Guidance Needed for Using Performance-Based Service Contracting
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Report to the Chairman, Subcommittee on Technology and Procurement
Policy, Committee on Government Reform, House of Representatives:
United States General Accounting Office:
GAO:
September 2002:
Contract Management:
Guidance Needed for Using Performance-Based Service Contracting:
GAO-02-1049:
Contents:
Letter:
Results in Brief:
Background:
How Contracts Exhibited Performance Attributes Varied:
Guidance on Performance-Based Contracting Needs Improvement:
Conclusions:
Recommendations for Executive Action:
Agency Comments:
Appendix I: Scope and Methodology:
Appendix II: Performance-Based Service Contracting in the Federal
Acquisition Regulation:
Appendix III: Major Performance-Based Service Contracting Events:
Appendix IV: GAO Contact and Staff Acknowledgments:
Tables:
Table 1: Contracts Maximizing Contractor Initiative to Achieve Desired
Outcomes:
Table 2: Contracts That Did Not Clearly Exhibit All Four Performance-
Based Attributes:
Table 3: Contracts That Were More Complex and Risky:
Table 4: Service Contracts Reviewed:
Abbreviations:
DOE: Department of Energy
FAR: Federal Acquisition Regulation
FPDS: Federal Procurement Data System
GAO: General Accounting Office
GSA: General Services Administration
NASA: National Aeronautics and Space Administration
OMB: Office of Management and Budget
OFPP: Office of Federal Procurement Policy
OMB: Office of Management and Budget
SEC: Securities and Exchange Commission:
Letter:
September 23, 2002:
The Honorable Tom Davis
Chairman, Subcommittee on Technology and
Procurement Policy
Committee on Government Reform
House of Representatives:
Dear Mr. Chairman:
Federal agencies spent roughly $136 billion last year acquiring
services ranging from clerical support and consulting services to
information technology services, such as network support, to management
and operations of government facilities, such as national laboratories.
To achieve greater cost savings and better outcomes with this spending,
the Congress and the administration have encouraged greater use of
performance-based service contracting. Under this approach, the
contracting agency specifies the outcome or result it desires and
leaves it to the contractor to decide how best to achieve the desired
outcome.
You requested that we evaluate whether service contracts characterized
by agencies as performance-based contain basic performance-based
attributes. These attributes include descriptions of what outcomes the
agency is looking for rather than descriptions of how services should
be performed; measurable performance standards; quality assurance plans
that describe how the contractor‘s performance will be evaluated; and
positive and negative incentives, when appropriate.
To respond to your request, we asked five major government agencies--
the Department of Energy (DOE), the Department of the Treasury, and the
Department of Defense; the National Aeronautics and Space
Administration (NASA); and the General Services Administration (GSA)--
to identify contracts that they considered to be models of performance-
based service contracting. On the basis of the contract type and
service provided, we reviewed 25 contracts to assess whether they
exhibited performance-based attributes and discussed our findings with
agency and contracting officials. Appendix I discusses our scope and
methodology.
Results in Brief:
Most of the 25 contracts we reviewed exhibited at least one of the
performance-based attributes but there was a range in the degree to
which they exhibited these attributes.
* On one end were nine contracts that clearly exhibited all of the
attributes. These were contracts for services widely performed in the
commercial sector, such as custodial services, building maintenance,
and advertising. These contracts lend themselves to performance-based
contracting because measuring and specifying intended outcomes is
relatively straightforward, and there is little need for the government
to specify a host of unique requirements or to play a strong role in
how the contract is executed.
* On the other end were four contracts, also for services widely
performed in the commercial sector, which did not clearly exhibit all
of the attributes. While the contracts included performance incentives,
they were very prescriptive in how the work should be carried out. By
being as prescriptive as they were, the agencies did not enable their
contractors to find better, more cost-effective ways of doing business
using performance-based contracting.
* In between this range were 12 contracts for more unique and complex
services. In most of these cases, agencies strived to build in
performance-based attributes but they appropriately found that they
still needed to be prescriptive and to exert strong oversight, because
the services themselves presented safety, cost, and/or technical risks.
Though our review focused on a small sample of contracts, it does raise
concern as to whether agencies have a good understanding of
performance-based contracting and how to take full advantage of it.
Agency officials themselves pointed to the need for better guidance on
performance-based contracting and better criteria on which contracts
should be called ’performance-based.“:
The Office of Federal Procurement Policy recognizes this is a problem
and is in the initial stages of developing new guidance examining how
to improve agency use of performance-based contracting. The
recommendations in this report focus on the office‘s need to consider
an in-depth evaluation of agencies‘ use of performance-based
contracting as it proceeds with this effort.
The Office of Federal Procurement Policy provided oral comments on a
draft of this report and concurred generally with the views expressed
in the draft.
Background:
Performance-based contracts clearly spell out the desired end result
expected of the contractor. The manner in which the work is to be
performed is left up to the contractor. Contractors are given as much
freedom as possible in figuring out how best to meet the government‘s
performance objective. Traditionally, government service contracts
have tended to emphasize inputs rather than outcomes. For example,
contracts typically have detailed the procedures and processes to be
used in delivering a service; amount and type of equipment; and/or time
and labor to be used.
Performance-based contracts offer significant benefits. Primarily,
they encourage contractors to be innovative and to find cost-effective
ways of delivering services. By shifting the focus from process to
results, they also promise better outcomes.
In view of the potential benefits, the Office of Management and Budget
(OMB) has been encouraging greater use of performance-based
contracting--setting a general goal of making performance-based
contracts 20 percent of all eligible service contracting
dollars.[Footnote 1] In 2001, agencies reported using performance-based
contracting methods on about $28.6 billion, or 21 percent of the $135.8
billion total obligations incurred for services. Specifically, of about
360,000 service contract actions during fiscal year 2001, agencies
reported that about 41,000 (approximately
11 percent) were performance-based.[Footnote 2]
According to Office of Federal Procurement Policy (OFPP) guidance,
performance-based contracts should have the following attributes.
1. Describe the requirements in terms of results required rather than
the methods of performance of the work. Agencies should structure
performance work statements in contracts around the purpose of the work
to be performed, that is, what is to be performed rather than how to
perform it. For example, instead of telling the contractor how to
perform aircraft maintenance or stating how many mechanics should be
assigned to a crew, the contract should state that the contractor is
accountable for ensuring that 100 percent of flight schedules are met
or that 75 percent of all aircraft will be ready for flight.
2. Set measurable performance standards. Standards should be set in
terms of quality, timeliness, and quantity among other things. Agencies
should ensure that each standard is necessary, carefully chosen, and
not unduly burdensome. Failure to do so can result in unnecessarily
increased contract costs. Agencies should also ensure that standards
are not set so high that they could drive up the cost of service or too
low that they may act as a disincentive to good contract performance.
3. Describe how the contractor‘s performance will be evaluated in a
quality assurance plan. A good quality assurance plan should include a
surveillance schedule and clearly state the surveillance methods to be
used. The plan should focus on the quality, quantity, and timeliness of
the performance outputs to be delivered by the contractor, among other
things, and not on the steps required or methods used to produce the
service.
4. Identify positive and negative incentives, when appropriate.
Incentives should be used when they will induce better quality
performance and may be either positive or negative, or a combination of
both. They should apply to the most important aspects of the work,
rather than every individual task.
How Contracts Exhibited Performance Attributes Varied:
Most of the 25 contracts we reviewed exhibited at least one of the
performance-based attributes, but there was a wide range in the extent
to which they did. On the one end were contracts for services widely
performed in the commercial sector that clearly exhibited all
attributes. On the other were contracts for similar services that did
not exhibit all of the attributes. In between were contracts for
services that were much more complex and sophisticated. Agencies
strived to build in performance-based attributes, but they found that
they still needed to be prescriptive and needed to exert strong
oversight because the services themselves presented considerable risks.
Contracts That Clearly Exhibited All Attributes:
Nine contracts clearly exhibited all four attributes. (See table 1.)
These contracts:
* described what outcomes the government was looking for and left it up
to the contractor to decide how best to achieve these outcomes,
* set measurable performance standards,
* subjected the contractor to a quality assurance plan, and:
* included performance penalties and incentives when appropriate.
Table 1: Contracts Maximizing Contractor Initiative to Achieve Desired
Outcomes:
1; Agency: Army; Service: On-line educational services to enable
service men and women to pursue post-secondary degrees and vocational-
technical certificates.
2; Agency: Navy; Service: Advertising campaign to support the Navy‘s
recruitment needs.
3; Agency: Air Force; Service: Custodial services at an Air Force base.
4; Agency: GSA/FTS; Service: Information technology support services
for the Securities and Exchange Commission.
5; Agency: GSA/PBS; Service: Janitorial services at two federal
buildings.
6; Agency: GSA/PBS; Service: Recurring maintenance and repair services
at two federal buildings.
7; Agency: GSA/PBS; Service: Systems and equipment operations and
maintenance at a federal building.
8; Agency: Treasury; Service: Tour guide services for the Bureau of
Engraving and Printing.
9; Agency: Treasury; Service: Firearms support services for the Federal
Law Enforcement Training Center.
Legend
FTS = Federal Technology Service
PBS = Public Buildings Service:
Source: GAO, based on information provided by the agencies.
[End of table]
The nine contracts were generally for types of services that are
performed widely in the commercial sector, such as custodial services,
building maintenance, or advertising. These types of services lend
themselves to performance-based contracting because measuring and
specifying outcomes for them are relatively straightforward. Moreover,
the services themselves do not present substantial risks to the
government, and they do not require the government to specify numerous
unique requirements or to play a strong role in how the contract is
executed.
Agencies still undertook considerable efforts to build performance
attributes into their contracts. For example, in contracting for
advertising services for its recruiting campaign, the Navy studied how
the service was performed successfully in the private sector and used
the results of its study to enhance its contract. In contracting for
janitorial services, GSA collected performance and cost data to make
sure it developed good measures of performance and incentives. The data
were also used to obtain competitive prices on subsequent contracts.
When performance-based attributes were incorporated into the contracts,
agencies generally reported positive results. For example, the
Securities and Exchange Commission (SEC) was very satisfied with a
contract that GSA awarded for information technology support services.
SEC officials reported that the contractor took a proactive approach to
improving the operations and efficiencies of their information
technology resources and formed an effective partnership with the
agency. In addition, the Navy found that the contractor running its
recruitment advertising campaign exceeded its expectations by
identifying 224,195 qualified leads in fiscal year 2001; the Navy‘s
goal was 208,500.
Contracts That Could Have Incorporated All Attributes but Did Not:
Four contracts could have incorporated all of the attributes but did
not. (See table 2.) Like the contracts above, these contracts were for
relatively uncomplicated services (dormitory management, food
services, military housing maintenance, and refuse collection) that
lend themselves to performance-based contracting. While contracts had
either positive or negative performance incentives, they were very
prescriptive in how the work should be carried out.
Table 2: Contracts That Did Not Clearly Exhibit All Four Performance-
Based Attributes:
1; Agency: Air Force; Service: Refuse collection and recycling at an
Air Force base.
2; Agency: Air Force; Service: Maintaining housing at an Air Force
base.
3; Agency: Treasury; Service: Dormitory management at Federal Law
Enforcement Training Center.
4; Agency: Treasury; Service: Food management at Federal Law
Enforcement Training Center.
Source: GAO, based on information provided by the agencies.
[End of table]
Examples of the prescriptive contracts are highlighted below.
* The $3 million Treasury dormitory management contract contained 47
pages of specifications that, among other things, detailed: the cotton/
polyester fiber content of towels, bed linens, and ironing board pads;
the components necessary for making up a bed; monogramming contractor
employee uniforms; minimum thickness standards for trash can liners;
and when and how to perform maintenance on water coolers and air
conditioning equipment.
* The $44.1 million food service contract, also at Treasury, contained
33 pages of specifications that detailed: the provisions for picnic
lunches (6-to 8-inch average length for corn-on-the-cob); specific
sandwiches to be served for each day of the week; and procedures to
maintain a technical library.
By being as prescriptive as they were, the agencies did not enable the
contractor to develop and implement better or more cost-effective ways
of doing business using performance-based contracting. As a result,
they missed out on an opportunity to achieve better outcomes with their
spending for services.
Twelve Contracts for More Complex, Risky Services Had Some Attributes:
The remaining contracts were for services that were either unique to
government, very complex and technical, and/or high risk. For example,
three contracts were for operating Navy tactical test ranges, one was
for launching and recovering the space shuttle, and one was for
operating a nuclear facility. (See table 3.) In these cases, agencies
strived to build in the attributes. However, because of the risk and
complexity involved, they found that they could not forego maintaining
a strong role in specifying how the work should be done as well as
overseeing the work. As a result, while the contracts had some
attributes, such as incentives and quality assurance plans and
performance measures, they also sometimes built in very detailed work
specifications, numerous performance measurements, and/or extensive
oversight controls.
Two examples of these more complex situations are highlighted below.
* In contracting for management and operation services at its Savannah
River Site Facility, the Department of Energy built in attributes such
as incentives tied to outcomes and performance measures. DOE noted that
it designed the contract to be more outcome-oriented than prior
contracts. However, because of the high-risk nature of the work being
done, the agency also put in 14 highly detailed ’work authorizations“
that required the contractor to follow many protocols and
specifications in conducting the work.
* In contracting for space shuttle services, NASA built in performance
measures that were tied to a quality assurance plan and built in
incentive and penalty provisions to foster better performance by the
contractor. NASA officials said the agency included fewer
specifications than it did for the prior contract. The contract‘s work
specifications, however, were still very detailed (107 pages), as were
the performance metrics (190). NASA officials believed that the
contract went as far as it could toward building in performance-based
attributes without putting its astronauts‘ lives at risk as well as
risking highly expensive equipment.
Such complex situations may require strong government oversight. Our
prior reports, particularly those on NASA and DOE, have called for more
effective oversight for operations similar to the ones we reviewed in
order to stem cost overruns, scheduling delays, and performance
problems.
Table 3: Contracts That Were More Complex and Risky:
1; Agency: Army; Service: * Technical and administrative support for a
DNA registry, forensic toxicology lab, pathology center, and museum.
2; Agency: Navy; Service: * Engineering, logistics, program management,
and finance support services for the Naval Sea Systems Command.
3,4,5; Agency: Navy; Service: * Operating and maintaining tactical test
ranges and equipment at three Navy installations; * Three separate
contracts.
6; Agency: DOE; Service: * Management and operations at Argonne
National Laboratory (research and development).
7; Agency: DOE; Service: * Management and operations at Savannah River
Site Facility.
8; Agency: NASA; Service: * Operations support for launch and recovery
of the space shuttle.
9; Agency: NASA; Service: * Avionics systems research & development and
engineering for the space shuttle and the international space station.
10; Agency: NASA; Service: * Scientific, engineering, information
technology, and administrative support at NASA‘s Laboratory of
Terrestrial Physics.
11; Agency: NASA; Service: * Contractor oversight to ensure that NASA‘s
technical contract requirements are met.
12; Agency: NASA; Service: * Logistical services for NASA‘s Goddard
Space Flight Center, headquarters, and other locations.
Legend
DNA = deoxyribonucleic acid:
Source: GAO, based on information provided by the agencies.
[End of table]
Guidance on Performance-Based Contracting Needs Improvement:
Though our review focused on a small sample of contracts, it raises
concern as to whether agencies have a good understanding of
performance-based contracting and how to take full advantage of it.
Some agency officials said that they would like better guidance on
performance-based contracting, particularly with respect to how it can
be applied in more complex situations. Agency officials also said that
there is a need for better criteria on which contracts should be
labeled as performance-based.
The Office of Federal Procurement Policy recognizes that this is a
problem and is in the initial stages of developing new guidance
examining how to improve agencies‘ use of performance-based
contracting. OFPP officials told us they believe that federal agencies
generally need a better understanding of performance-based contracting.
At present, OFPP plans to reexamine performance-based contracting for
agencies and created a task force to consider the issues surrounding
the definition and composition of performance-based contracting. OFPP
is currently reviewing the Task Force‘s recommendations.
Conclusions:
Performance-based contracting offers a viable way toward achieving
savings and getting better results from contractors. Our review
revealed that some agencies are taking full advantage of this
contracting method for services that are widely available in the
commercial sector and are finding that it is producing better outcomes.
For similar services, however, some agencies are only partially
applying performance-based methods and are missing opportunities to
find better ways of doing business. In addition, some agencies are
attempting to take the approach one step further by applying it to more
complex, risky, unique endeavors but still find that they need to
maintain strong government involvement in order to mitigate risks.
OFPP‘s effort to reexamine performance-based contracting is a good step
toward enhancing understanding. Nevertheless, more guidance and study
on agencies‘ use of this method may be needed to understand how
effectively agencies are applying this technique and what results they
are achieving.
Recommendations for Executive Action:
As part of the office‘s effort to reexamine performance-based
contracting, we recommend that the Administrator of OFPP clarify
existing guidance to ensure that performance-based contracting is
appropriately used, particularly when acquiring more unique and complex
services that require strong government oversight.
Because of the growing importance of performance-based contracting to
the executive branch, we also recommend that the Administrator of OFPP
work with agencies to periodically evaluate how well agencies
understand performance-based contracting, how they are applying it to
services that are widely available in the commercial sector as well as
more unique and complex services, and what results they are achieving-
-both in terms of outcomes and cost savings.
Agency Comments:
On September 15, 2002, OFPP officials provided us with oral comments on
the draft and generally concurred with the views and recommendations
expressed in the draft report. The officials stated that OFPP, through
its task force on performance-based contracting, is working on several
issues that were addressed in the report. In addition to definitional
issues, the task force is examining whether the expectation of cost
savings is a realistic goal and whether the participation goals for
fiscal year 2003 and beyond should be revisited. OFPP agrees that a
clear need exists for better criteria as to when service contracts
should be classified as ’performance-based.“:
As agreed with your office, unless you publicly announce its contents
earlier, we plan no further distribution of this report until 30 days
from the date of this letter. We will then send copies of this report
to the Secretaries of Defense, Energy, and the Treasury; the
Administrators of the National Aeronautics and Space Administration,
the General Services Administration, and the Office of Federal
Procurement Policy; the Director, Office of Management and Budget; and
interested congressional committees. We will also make copies available
to others on request. In addition, this report will be available at no
charge on the GAO web site at http://www.gao.gov.
If you have any questions about this report or need additional
information, please call me on (202) 512-4125.
Sincerely yours,
David E. Cooper
Director
Acquisition and Sourcing Management:
Signed by David E. Cooper:
[End of section]
Appendix I: Scope and Methodology:
To identify the extent to which agencies are using performance based
service contracts, we utilized the General Services Administration‘s
(GSA) Federal Procurement Data System (FPDS). The FPDS data set for
fiscal year 2001 provided us with the data necessary to determine the
total dollars obligated by all federal agencies for services. Using
these data, we identified the subset of contracts identified as
performance-based by all federal agencies. In order to determine
whether certain types of services or contract types are more likely to
be designated ’performance-based,“ we stratified the data by Federal
Supply Code and contract type. In addition, we used FPDS‘s third
quarter data for fiscal year 2001 to determine the largest service
procurers among federal agencies. Within this group, as shown in table
4, we identified five agencies that, in terms of dollars obligated,
were among the largest reported users of performance-based service
contracting: the Departments of Energy, the Treasury, and Defense
(Army, Navy, and Air Force), GSA, and the National Aeronautics and
Space Administration (NASA).
In order to determine whether service contracts characterized by
agencies as performance-based contained the attributes necessary to
ensure intended results, we reviewed government regulations and
guidelines regarding the definition and composition of performance-
based service contracting. These sources included the Federal
Acquisition Regulation (FAR), Office of Federal Procurement Policy
guidelines and policy letters, and agency-specific guidance. For
additional insight, we spoke with public policy and acquisition experts
regarding their views on the concept of performance-based service
contracting. We then asked each of the five agencies to provide us with
what they considered to be their best examples of performance-based
service contracts. We selected 20 of these contracts for examination on
the basis of contract type and service provided. In addition, taking
contract type and service provided into account, we randomly selected
five contracts designated as performance-based but not offered by the
agencies to determine if these contracts also contained essential
performance-based attributes. The 25 contracts we reviewed at the five
agencies are shown in table 4.
Table 4: Service Contracts Reviewed:
Dollars in millions: No.: 1; Agency: Army; Dollars
in millions: Contract number: DAMD17-00-C-0034;
Service: Technical and administrative support for a DNA registry,
forensic toxicology lab, pathology center, and museum; Contract type:
Cost;
Maximum contract value: $79.4;
Procured as commercial service: No.
Dollars in millions: No.: 2; Agency: Army; Dollars
in millions: Contract number: DASW01-01-D-0003;
Service: On-line educational services to enable enlisted men and women
to pursue post-secondary degrees and vocational-technical
certificates; Contract type: Fixed price; Dollars
in millions: Maximum contract value: 403.0;
Procured as commercial service: Yes.
Dollars in millions: No.: 3; Agency: Navy; Dollars
in millions: Contract number: N00600-00-D-6048;
Service: Advertising campaign to support the Navy‘s recruitment needs;
Contract type: Fixed price;
Maximum contract value: 330.0; Dollars in
millions: Procured as commercial service: Yes.
Dollars in millions: No.: 4; Agency: Navy; Dollars
in millions: Contract number: Multiple award contract; Dollars in
millions: Service: Engineering, logistics, program management, and
finance support for the Naval Sea Systems Command;
Contract type: Cost; Maximum contract value:
14,500.0; Procured
as commercial service: No.
Dollars in millions: No.: 5; Agency: Navy; Dollars
in millions: Contract number: N00244-99-C-0056[A];
Service: Operating and maintaining tactical test ranges and equipment
at Navy installations; Contract type: Cost;
Maximum contract value: 78.0;
Procured as commercial service: No.
Dollars in millions: No.: 6; Agency: Navy; Dollars
in millions: Contract number: N00244-99-C-0008[A];
Service: Operating and maintaining tactical test ranges and equipment
at Navy installations; Contract type: Cost;
Maximum contract value: 88.4;
Procured as commercial service: No.
Dollars in millions: No.: 7; Agency: Navy; Dollars
in millions: Contract number: N00244-00-C-0121[A];
Service: Operating and maintaining tactical test ranges and equipment
at Navy installations; Contract type: Cost;
Maximum contract value: 1.0;
Procured as commercial service: No.
Dollars in millions: No.: 8; Agency: Air Force;
Contract number: F45613-01-D-A001; Dollars in
millions: Service: Refuse collection and recycling at an Air Force
base; Contract type: Fixed price; Dollars in
millions: Maximum contract value: 3.8;
Procured as commercial service: Yes.
Dollars in millions: No.: 9; Agency: Air Force;
Contract number: F45613-99-D-0007[A]; Dollars in
millions: Service: Maintaining housing at an Air Force base; Dollars in
millions: Contract type: Fixed price; Maximum
contract value: 11.3; Dollars in
millions: Procured as commercial service: No.
Dollars in millions: No.: 10; Agency: Air Force;
Contract number: F45613-01-F-A001; Dollars in
millions: Service: Custodial services at Air Force base; Dollars in
millions: Contract type: Fixed price; Maximum
contract value: 6.2;
Procured as commercial service: No.
Dollars in millions: No.: 11; Agency: DOE; Dollars
in millions: Contract number: W-31-109-ENG-38;
Service: Management and operations of Argonne National Laboratory
(research and development); Contract type: Cost;
Maximum contract value: 3,000.0; Dollars in
millions: Procured as commercial service:
No.
Dollars in millions: No.: 12; Agency: DOE; Dollars
in millions: Contract number: DE-AC09-96SR18500;
Service: Management and operations at Savannah River Site Facility;
Contract type: Cost; Maximum
contract value: 8,400.0; Dollars in
millions: Procured as commercial service: No.
Dollars in millions: No.: 13; Agency: NASA;
Contract number: NAS9-20000;
Service: Operations support for launch and recovery of the space
shuttle; Contract type: Cost;
Maximum contract value: 9,700.0; Dollars
in millions: Procured as commercial service: No.
Dollars in millions: No.: 14; Agency: NASA;
Contract number: NAS9-01069[A]; Dollars in
millions: Service: Avionics systems research & development and
engineering for the space shuttle and the international space station.;
Contract type: Cost; Maximum
contract value: 17.0; Dollars in
millions: Procured as commercial service: No.
Dollars in millions: No.: 15; Agency: NASA;
Contract number: NAS5-99085;
Service: Scientific, engineering, information technology, and
administrative support at NASA‘s Laboratory of Terrestrial Physics;
Contract type: Cost; Maximum
contract value: 43.0; Dollars in
millions: Procured as commercial service: No.
Dollars in millions: No.: 16; Agency: NASA;
Contract number: NAS5-99200;
Service: Contractor oversight to ensure that NASA‘s technical contract
requirements are met; Contract type: Cost; Dollars
in millions: Maximum contract value: 34.3;
Procured as commercial service: No.
Dollars in millions: No.: 17; Agency: NASA;
Contract number: NAS5-01091;
Service: Logistical services for NASA‘s Goddard Space Flight Center,
headquarters, and other locations; Contract type:
Cost; Maximum contract value: 154.0; Dollars in
millions: Procured as commercial service:
No.
Dollars in millions: No.: 18; Agency: GSA/FTS;
Contract number: T0001AJM030;
Service: Information technology support services for the Securities and
Exchange Commission; Contract type: Cost; Dollars
in millions: Maximum contract value: 159.0;
Procured as commercial service: No.
Dollars in millions: No.: 19; Agency: GSA/PBS;
Contract number: GS-09P-99-KSC-0021; Dollars in
millions: Service: Janitorial services at two federal buildings;
Contract type: Fixed price;
Maximum contract value: 1.0; Dollars in
millions: Procured as commercial service: Yes.
Dollars in millions: No.: 20; Agency: GSA/PBS;
Contract number: GS-09P-98-KSD-0018; Dollars in
millions: Service: Recurring maintenance and repair services at two
federal buildings; Contract type: Fixed price;
Maximum contract value: 2.0;
Procured as commercial service: Yes.
Dollars in millions: No.: 21; Agency: GSA/PBS;
Contract number: GS-09P-97-KSC-0017; Dollars in
millions: Service: Systems and equipment operations and maintenance at
federal building; Contract type: Fixed price;
Maximum contract value: 2.0;
Procured as commercial service: Yes.
Dollars in millions: No.: 22; Agency: Treasury;
Contract number: TEP-01-13;
Service: Tour guide services for Bureau of Engraving and Printing;
Contract type: Fixed price;
Maximum contract value: 2.6; Dollars in
millions: Procured as commercial service: Yes.
Dollars in millions: No.: 23; Agency: Treasury;
Contract number: TFTC 00-03;
Service: Food management at Federal Law Enforcement Training Center;
Contract type: Fixed price;
Maximum contract value: 44.1; Dollars in
millions: Procured as commercial service: No.
Dollars in millions: No.: 24; Agency: Treasury;
Contract number: TFTC 01-19;
Service: Dormitory management at Federal Law Enforcement Training
Center; Contract type: Fixed price; Dollars in
millions: Maximum contract value: 3.0;
Procured as commercial service: No.
Dollars in millions: No.: 25; Agency: Treasury;
Contract number: TFTC 02-02;
Service: Fire arms support services for Federal Law Enforcement
Training Center; Contract type: Fixed price;
Maximum contract value: 2.4;
Procured as commercial service: No.
Legend
DNA = deoxyribonucleic acid
DOE = Department of Energy:
[A] Denotes contract randomly selected during site visits.
Source: GAO, based on information provided by the agencies.
[End of table]
In addition to speaking with agency officials at each location, we
spoke with 18 contracting officers and 12 contractors for their
perspectives. We then compared our contract specific findings with the
performance-based attributes with the assumption that a contract
containing these elements would have an increased likelihood of being
’performance-based.“:
We conducted our review from September 2001 to June 2002 in accordance
with generally accepted government auditing standards.
[End of section]
Appendix II: Performance-Based Service Contracting in the Federal
Acquisition Regulation:
The Federal Acquisition Regulation defines performance-based
contracting as structuring all aspects of an acquisition around the
purpose of the work to be performed with the contract requirements set
forth in clear, specific, and objective terms with measurable outcomes
as opposed to either the manner by which the work is to be performed or
broad and imprecise statements of work. The FAR establishes a policy
that agencies use performance-based contracting methods to the maximum
extent practicable for the acquisition of services (with certain
exceptions[Footnote 3]). In prescribing policies and procedures for use
of performance-based contracting methods, the FAR states that such
methods are intended to ensure that required performance quality levels
are achieved and that total payment is related to the degree that
services performed meet contract standards.
The FAR requires performance-based contracts to:
* describe the requirements in terms of results required rather than
the methods of performance of the work:
* use measurable performance standards (i.e. terms of quality,
timeliness, quantity, etc.) and quality assurance surveillance plans:
* specify procedures for reductions of fee or for reductions to the
price of a fixed-price contract when services are not performed or do
not meet contract requirements, and:
* include performance incentives where appropriate.
The FAR further addresses elements of performance-based contracting,
specifically statements of work, quality assurance, and contract type.
The FAR specifies that in preparing statements of work, agencies shall,
to the maximum extent practicable,
* describe the work in terms of ’what“ is to be the required output
rather than either ’how“ the work is to be accomplished or the number
of hours to be provided:
* enable assessment of work performance against measurable performance
standards:
* rely on the use of measurable performance standards and financial
incentives to encourage competitors to develop and institute innovative
and cost-effective methods of performing the work, and:
* avoid combining requirements into a single acquisition that is too
broad for the agency or a prospective contractor to manage effectively.
The FAR requires agencies to develop quality assurance surveillance
plans when acquiring services that recognize the responsibility of the
contractor to carry out its quality control obligations and contain
measurable inspection and acceptance criteria corresponding to the
performance standards contained in the statement of work. The FAR
states that the quality assurance surveillance plans shall focus on the
level of performance required by the statement of work, rather than the
methodology used by the contractor to achieve that level of
performance.
As to contract type, the FAR states that the contract types most likely
to motivate contractors to perform at optimal levels shall be chosen.
The FAR specifies that, to the maximum extent practicable, performance
incentives, either positive or negative or both, shall be incorporated
into the contract to encourage contractors to increase efficiency and
maximize performance. These incentives are required to correspond to
the specific performance standards in the quality assurance
surveillance plan and shall be capable of being measured objectively.
The FAR states that fixed-price contracts are generally appropriate for
services that can be defined objectively and for which the risk of
performance is manageable.[Footnote 4] The FAR has been revised to
implement the statutory preference for agencies to conduct acquisitions
using performance-based service contracting established by section 821
of the Floyd D. Spence National Defense Authorization Act for Fiscal
Year 2001 (P.L. 106-398). Specifically, there is now an order of
precedence for performance-based contracts that are firm, fixed-price,
then any other type of performance-based contract (such as a cost-
reimbursement type), and then any contract that is not performance-
based.[Footnote 5] The FAR further requires that acquisition plans for
service contracts describe the strategies for implementing performance-
based contracting methods or provide a rationale for not using those
methods.
[End of section]
Appendix III: Major Performance-Based Service Contracting Events:
Agencies began to implement performance-based service contracting as
early as 1978. However, implementation was not fully pursued until the
past few years when Congress and the Office of Management and Budget
(OMB) encouraged the use of performance-based service contracting
methods.
* OFPP Pamphlet #4 ’A Guide for Writing and Administering Performance
Statements of Work for Service Contracts“ (1980). Described how to
write performance into statements of work and addressed job analysis,
surveillance plans, and quality control.
* OFPP Policy Letter 91-2 (April 9, 1991). Established policy of
utilizing a performance-based approach to service contracting.
Prescribed policy aimed at correcting material weaknesses with service
contracting. It encouraged agency heads to implement policies and to
initiate any necessary staff training.
* Government Performance and Results Act (1993). Seeks to improve
federal program effectiveness by focusing on results, service quality,
and customer satisfaction.
* OFPP Performance-Based Service Contracting Pledge (October 1994).
Officials from 27 agencies signed pledge to participate in a project to
convert 26 contracts valued at about $585 million using performance-
based service contracting methods and measure effects on volunteered
projects.
* OFPP Performance-Based Service Contracting Checklist Memorandum
(August 1997). Lists minimum required elements that must be present for
an acquisition to be considered performance-based.
* Federal Acquisition Circular 97-01 (October 1997). Amended the
Federal Acquisition Regulation to implement OFPP policy letter 91-2.
FAR parts 7, 16, 37, 42, 46, and 52 were changed to establish in the
FAR the policy of government acquisition of services using performance-
based service contracting methods.
* OFPP Report on Performance-Based Service Contracting Pilot Project
(May 1998). Contract prices decreased by 15 percent after introduction
of performance-based service contracting. Customer satisfaction
improved by over 18 percent.
* OFPP Information on Best Practices for Performance-Based Service
Contracting (October 1998). Assists agencies in developing policies and
procedures for implementing performance-based service contracting.
Practices derived from government and industry.
* Statutory Preference for Performance-Based Service Contracting
(October 2000). Section 821 of the Floyd D. Spence National Defense
Authorization Act for Fiscal Year 2001 (P.L. 106-398) established a
preference for agencies to conduct service acquisitions using
performance-based contracting:
* OMB Memorandum on Performance Goals and Management Initiatives for FY
2002 Budget (March 2001). Goal is to award contracts over $25,000 using
performance-based service contracting techniques for not less than 20
percent of total eligible service contracting dollars.
* Federal Acquisition Circular 97-25 (May 2, 2001). Interim rule
revises the FAR to implement section 821 of the Fiscal Year 2001
Defense Authorization Act establishing a preference for agencies to
conduct service acquisitions using performance-based contracting.
* Federal Acquisition Circular 2001-07 (April 30, 2002). Adopted the
interim FAR rule as a final rule and amended FAR Part 7 (acquisition
planning) to require contracting officers to provide a rationale (in
the written acquisition plan) if performance-based service contracting
is not used.
[End of section]
Appendix IV: GAO Contact and Staff Acknowledgments:
GAO Contact:
Ralph C. Dawn, Jr. (202) 512-4544:
Acknowledgments:
In addition to the person named above, Cristina Chaplain, Odilon Cuero,
Michelle Dresben, Christopher Galvin, Adam Vodraska, William Woods, and
John Yakaitis made key contributions to this report.
[End of section]
FOOTNOTES
[1] Specifically, OMB established greater use of performance-based
contracts as one of several government-wide reforms to be highlighted
by the President for the fiscal year 2002 budget. Under OMB‘s guidance,
if an agency determined that greater use of performance-based contracts
would significantly enhance its operations, the agency was to include a
performance goal in its fiscal year 2002 performance plans as required
by the Government Performance and Results Act. For agencies that set a
goal of making greater use of performance-based service contracts, in
March 2001, OMB created a goal of awarding contracts over $25,000 using
performance-based methods for not less than 20 percent of total
eligible service contracting dollars awarded during fiscal year 2002.
[2] These data are based on information from the Federal Procurement
Data System. Since October 2001, the mandatory format for submitting
data to the system on each contract action exceeding $25,000 includes a
check box to indicate whether performance-based service contracting was
used.
[3] The FAR exempts from this requirement architect-engineer services,
construction, utility services, or services incidental to supply
purchases. The FAR addresses performance-based contracting generally in
subpart 37.6.
[4] A fixed-price contract provides for a firm pricing arrangement
established at the time of contract award. With a firm, fixed-price
contract, the contractor is paid a set price--one that is not adjusted
based on costs incurred while performing the contract.
[5] Generally, with cost-reimbursement contracts, the contractor is
paid based on allowable incurred costs plus a fee.
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