Past_Performance_Questionaire.pdf

RFP HSCG47-15-R-3EFK10 PAGE 1 OF 4

PAST PERFORMANCE QUESTIONNAIRE

SECTION A: Contractor Information (to be completed by the contractor prior to mailing or faxing to respondent)

1. Contractor’s Title, Name and Address: __________________________

2. Point of Contact: __________________________

3. Phone Number (with area code): __________________________

4. Contract Number: __________________________

5. Contract Effort Description:

SECTION B: Respondent Information:

(To be completed by Respondent, i.e., State Government, Local Government, or Commercial Sector)

1. Respondent’s Title, Name and Address: __________________________

2. Phone Number & email address: __________________________

3. Contract Specifics:

a. Contract Number: __________________________

b. Contract Type (CIRCLE ONE):

Firm-Fixed-Price Indefinite Quantity/Task Order Cost-Reimbursement

c. Start Date / End Date: __________________________

d. Original Contract Amount: __________________________

RFP HSCG47-15-R-3EFK10 PAGE 2 OF 4

e. Current Contract Value: __________________________

f. Estimated Value at Completion: __________________________

Please e-mail the completed questionnaire by 7/15/2015 to:

dannetta.n.townsend@uscg.mil

PAST PERFORMANCE EVALUATION OFFEROR’S REFERENCE QUESTIONNAIRE

1. Complete this questionnaire using the grading system explained below. Your assessment should only consider performance for which the contractor is responsible and accountable.

Each offeror shall be assigned one the following ratings:

(E) Exceptional- Performance meets contractual requirements and exceeds many to the company’s benefit. The contractual performance of the element or subelement being evaluated was accomplished with few minor problems for which corrective actions taken by the contractor were highly effective.

(VG) Very Good- Performance meets contractual requirements and exceeds some to the company’s benefit. The contractual performance of the element or subelement being evaluated was accomplished with some minor problems for which corrective actions taken by the contractor was effective.

(S) Satisfactory- Performance meets contractual requirements. The contractual performance of the element or subelement contains some minor problems for which corrective actions taken by the contractor appear or were satisfactory.

(M) Marginal- Performance does not meet some contractual requirements. The contractual performance of the element or subelement being evaluated reflects a serious problem for which the contractor has not yet identified corrective actions. The contractor’s proposed actions appear only marginally effective or were not fully implemented.

(U) Unsatisfactory- Performance does not meet most contractual requirements and recovery is not likely in a timely manner. The contractual performance of the element or sub-element contains a serious problem(s) for which the contractor’s corrective actions appear or were ineffective.

(N) NOT APPLICABLE/UNKNOWN CONFIDENCE - Unable to provide a score. Performance in this area is not applicable to effort assessed.

2. Please circle the rating, the appropriate letter, for each item on the questionnaire, which most accurately describes the contractor’s performance. Provide frank, concise comments or supporting narrative explanations in the spaces provided. When responding to the descriptive statements, select the answer, which most accurately describes the contractor’s performance or situation. You may use additional sheets if more space is needed.

mailto:dannetta.n.townsend@uscg.mil

RFP HSCG47-15-R-3EFK10 PAGE 3 OF 4

A. Quality:

VG S M U N

B. Schedule:

C. Cost Control:

D. Management:

RFP HSCG47-15-R-3EFK10 PAGE 4 OF 4

E. Regulatory Compliance.

F. Other Areas.

DESCRIPTION OF EVALUATION CRITERIA

A. Quality.

Assess how successfully the contractor meets program/project quality objectives such as producibility, reliability, maintainability and inspectability. Assess the contractor’s control of the overall production process to include material control, shop planning and control, and status.

B. Schedule. Assess the timeliness of the contractor against the completion of the contract, task orders, milestones, delivery schedules, and administrative requirements (e.g., efforts that contribute to or affect the schedule variance).

This evaluation of the contractor’s adherence to the required delivery schedule should include the contractor’s efforts during the evaluation period that contribute to or affect the schedule variance. Also, address significance of scheduled events (e.g., design reviews), discuss causes, and assess the effectiveness of contractor corrective actions. This element applies to contract/order closeout activities as well as contract/order performance. Instances of adverse actions such as the evaluation of liquidated damages or issuance of Cure Notices, Show Cause Notices, and Delinquency Notices are indicators of problems which may have resulted in variance to the contract/order schedule and should, therefore, be noted in the evaluation.

Questions to consider include the following:

• Is the contractor completing the design/engineering services activities in a timely manner? This includes administrative activities, as well as meeting all scheduled milestones in the design process.

• Did the contractor adequately schedule the work?

• Has the contractor met administrative milestone dates?

• Has the contractor met physical milestone dates specified by contract or agreed to in the project schedule?

• If the schedule has slipped through the contractor’s fault or negligence, has he taken appropriate corrective action of his own volition?

• Has the contractor furnished all required deliverables on or ahead of schedule?

• Is the contractor completing the construction activities in a timely manner? This includes administrative activities, as well as physical construction activities such as submittal of a management response to Request for Proposal (RFPs), etc.

• Has the contract furnished updated project schedules on a timely basis?

C. Cost Control. (Not required for Fixed-Price type contracts/orders). Assess the contractor’s effectiveness in forecasting, managing, and controlling contract/order cost. If the contractor is experiencing cost growth or underrun, discuss the causes and contractor-proposed solutions for the cost overruns or underruns. For contracts/orders where task or contract sizing is based upon contractor-provided person hour estimates, the relationship of these estimates to ultimate task cost should be assessed. In addition, the extent to which the contractor demonstrates a sense of cost responsibility, through the efficient use of resources, in each work effort should be assessed. Include, as applicable, the following information:

• Does the contractor keep within the total estimated cost (what is the relationship of the negotiated costs and budgeted costs to actuals)?

• Did the contractor do anything innovative that resulted in cost savings?

• Were billings current, accurate and complete?

• Are the contractor’s budgetary internal controls adequate?

• Has the contractor provided a design that can be constructed with the available funds?

• Has the contractor notified the company and taken necessary corrective actions when the cost estimate exceeds available funds?

D. Management. Assess the integration and coordination of all activity needed to execute the contract/order, specifically the timeliness, completeness and quality of problem identification, corrective action plans, proposal submittals, the contractor’s history of reasonable and cooperative behavior (to include timely identification of issues in controversy), customer satisfaction, timely award and management of subcontracts.

Include, as applicable, information on the following:

• Is the contractor oriented toward the customer?

• Is interaction between the contractor and the company satisfactory or does it need improvement?

• Include the adequacy of the contractor’s accounting, billing, and estimating systems and the contractor’s management of Furnished Property (FP) if a substantial amount of FP has been provided to the contractor under the contract/order.

• Address the timeliness of awards to subcontractors and management of subcontractors, including subcontract costs. Consider efforts taken to ensure early identification of subcontract problems and the timely application of corporate resources to preclude subcontract problems from impacting overall prime contractor performance.

• Assess the prime contractor’s effort devoted to managing subcontracts and whether subcontractors were an integral part of the contractor’s team. Are the contractor’s management, on-site, and home office personnel exhibiting the capacity to adequately plan, schedule, resource, organize and otherwise manage the work? If not, describe and relate to other rated elements.

Consider the following aspects of performance:

Management Responsiveness. Assess the timeliness, completeness and quality of problem identification, corrective action plans, proposal submittals (especially responses to change orders, Engineering Change Proposals (ECPs), or other UCAs), the contractor's history of reasonable and cooperative behavior, effective business relations, and customer satisfaction.

Consider the contractor’s responsiveness to the program as it relates to meeting contract/order requirements during the period covered by the report.

Subcontract Management. Assess the contractor’s success with timely award and management of subcontracts.

• Assess the prime contractor’s effort devoted to managing subcontracts and whether subcontractors were an integral part of the contractor’s team.

• Consider efforts taken to ensure early identification of subcontract problems and the timely application of corporate resources to preclude subcontract problems from impacting overall prime contractor performance.

• Consider efforts taken to ensure prompt subcontractor payment

• Assess the prime contractor’s managing of subcontractors to ensure compliance with labor and safety standards at the subcontract level

• If the contract is set aside for small business, assess the contractor’s compliance with any limitations on subcontracting

Program Management and Other Management. Assess the extent to which the contractor discharges its responsibility for integration and coordination of all activity needed to execute the contract/order; identifies and applies resources required to meet schedule requirements;

assigns responsibility for tasks/actions required by contract/order; communicates appropriate information to affected program elements in a timely manner. Assess the contractor’s risk management practices, especially the ability to identify risks and formulate and implement risk mitigation plans. If applicable, identify any other areas that are unique to the contract/order, or that cannot be captured elsewhere under the Management element.

Integration and coordination of activities should reflect those required by the Integrated Master Plan/Schedule. Also consider the adequacy of the contractor’s mechanisms for tracking contract/order compliance, recording changes to planning documentation and management of cost and schedule control system, and internal controls, as well as the contractor’s performance relative to management of data collection, recording, and distribution as required by the contract/order.

Management of Key Personnel (Applicable when the contract/order contains a Key Personnel clause). Assess the contractor’s performance in selecting, retaining, supporting, and replacing, when necessary, key personnel. For example:

• How well did the contractor match the qualifications of the key position, as described in the contract/order, with the person who filled the key position?

• Did the contractor support key personnel so they were able to work effectively?

• If a key person did not perform well, what action was taken by the contractor to correct this?

• If a replacement of a key person was necessary, did the replacement meet or exceed the qualifications of the position as described in the contract/order schedule?

E. Regulatory Compliance. Assess compliance with all terms and conditions in the contract/order relating to applicable regulations and codes. Consider aspects of performance such as compliance with financial, environmental (example: Clean Air Act, Clean Water Act), safety, and labor regulations as well as any other reporting requirements in the contract.

For compliance with environmental regulations, consider the following:

Ensuring sustainable acquisition compliance in federal contracts requires the evaluation of contractor performance inclusive of all requirements from the contract SOW/PWS; contract clauses; and other applicable contract terms and conditions. The GSA Sustainable Facilities Tool is a one-stop online resource that provides useful information regarding sustainability regulations and guidelines.

F. Other Areas. Specify additional evaluation areas that are unique to the contract/order, or that cannot be captured elsewhere in the evaluation. More than one type of entry may be included, but should be separately labeled.

http://www.gsa.gov/portal/content/231801 http://www.gsa.gov/portal/content/231801 http://www.gsa.gov/portal/content/231801