Performance-based Contracting and Maine’s State Personnel Development Grant (SPDG)

Performance-based Contracting and Maine’s State Personnel Development Grant (SPDG)

Dawn Kliphan

March 28, 2010

Contracts: Tools for Project Management

Planning and Organization

- Blueprint for the project Communication

- Clear roles and expectations Fidelity and Accountability

– measurable outcomes and outputs Performance-based criteria and evaluation

- can improve chances for successful outcomes Formative and Flexible

- short term and intermediate results drive strategies

Basic Elements

Goals

Objectives for each goal

Strategies for each objective

Indicators/Deliverables for objectives and strategies

Resources/Inputs for the project

Rider A StructureGoal 1:

Objective 1.1:

Strategies:

1.1.1

1.1.2

Indicators 1.1.a (Process):

Indicators 1.1.b (Accountability):

Salaries & Benefits

Sub-contracts

Travel Stipends Supplies Other Indirect Costs

Total

$ $ $ $ $ $ $ $

Goals What you want to improve or change Broad-based statement Related to the agency’s mission Directly tied to the Design and Management

Plan in the SPDG application Not limited by time

**********************************************************≠ How you will achieve the project

Example

Goal 1: In accordance with Goal 1 of the SPDG management plan, services under this Agreement will expand and improve Maine’s system of recruitment, preparation, and certification of ASL interpreters.

Objectives

Specific actions towards achieving the stated goal

Measurable (increase, decrease or achieve) Constrained by time Challenging but achievable

Start by thinking about outcomes you want to achieve in order to progress toward achieving the goal. What are the benchmarks from which to measure outcomes?

Example

Objective 1.1: By June 15, 2011, the Provider will take the interim steps to achieve an on-line minor program with an intensive on-site summer component in educational interpreting and a post baccalaureate Certificate in Interpreter Training Program (ITP) to be issued by USM by August 31, 2011.

Strategies

Specific Activities How to Achieve the Objective Who will be implementing the strategies Identifies relevant inputs Flexible – results can should be used to drive

necessary changes and strategy adjustments in order to improve outcomes.

Think about the outputs or evidence that would indicate achievement toward the objective.

ExamplesStrategy 1.1.1Using the USM protocol, develop the document to get permission to plan.

Strategy 1.1.2Using USM’s approval process, obtain permission to proceed with developing the program.

Strategy 1.1.3The USM Linguistics Department in collaboration with the CEHD will chart the courses for the program and identify those that are available, those that need to be developed, and those that need to be modified for multi-modal distance delivery.

Key Words

GOALS (What)

OBJECTIVES (To Be

Measured)

STRATEGIES (How)

Ensure Increase Establish Improve Decrease Train Eliminate Reduce Develop Eradicate Achieve Review Enhance Study Protect, Preserve Assist Prevent Educate Provide (for) Program Avoid Identify Assure Provide (something) Conduct Perform

Deliverables

• Accountability Indicators (generally outcomes)Should specify due dates for measurements and data showing outcomes toward the objective

• Process Indicators (generally outputs)Measurements and data collected should be limited to meaningful data indicating progress toward the anticipated outcome.

Deliverables• Data collected should be limited to those

necessary for measuring, evaluating and reporting outcomes and performance

• Indicators should be aligned with those in the SPDG application and should be useful for federal reporting

• Depending on the objective they could be products and/or regular reports

Examples of DeliverablesIndicator 1.1.a (Process):

The Provider will deliver reports to the Department’s Project Manager on January 15, 2011, April 30, 2010, and August 15, 2010, depicting activities and results from the strategies that show progress toward meeting the objective. Data will include, but not be limited to: i. a list of courses that need to be developed, with course descriptions;

iii. a list of courses that need to be modified for multi-modal distance

delivery including the modifications needed for each course;

iv. sources of evidence-based research and practices for the curriculum;

v. samples of materials for distribution; and

vi. data as requested by the Department’s Project Manager.

Example

Indicator 1.1.b (Accountability): The Provider will deliver electronic notification to the Department’s Project Manager when permission is given by USM for the on-line minor program and for the Certificate in Interpreter Training Program. These notifications will include the charted courses for the programs and the beginning dates for program implementation.

Performance Measurement Considerations

• How will you ensure that the work is being done with fidelity?

• What kind of oversight is necessary? • Do you have the staff to provide necessary

oversight?

Some Instruments for Collecting Data and Measuring Performance

• Numbers (student data, certification data)• Participant Evaluations and Self-Assessments• On-site monitoring• Collaborative meetings with Providers • Regular reports (quarterly)• Interviews with project participants• Observations• Sampling• Standardized assessments• Longitudinal data such as teacher retention and student

growth in relation to those teachers • Invoice information

Resources

• Budget by Objective

• Strategies identify resources from Provider

• Payment is contingent on completion of work during the billing period

• In-kind contributions

• Other federal resources used for monitoring, fiscal management and contract administration

Budget

Questions about this presentation?

How does this process compare with what your state does?

What indicators do you use in determining the effectiveness of contractual services?

What are some of the barriers you experience in contract administration?