SECTION_L,_Appendix_B_-_PPQ_(20161212).docx

HSHQPD-17-R-00002

Appendix B – Past Performance Questionnaire

FOR INFORMATIONAL PURPOSES ONLY

GOVERNMENT USE ONLY

PAST PERFORMANCE QUESTIONNAIRE

1. The completed Past Performance Survey should be submitted by email directly to

2. Do not return this form to the contractor being evaluated.

3. Handwritten responses are acceptable. If response is handwritten, please print legibly.

4. If more space is needed for narrative comments, use the back of the survey or attach additional pages.

5. As this survey relates to an ongoing source selection for Operational & Maintenance Services of the Department of Homeland Security (DHS) Science and Technology Directorate (S&T), Plum Island Animal Disease Center (PIADC), it is requested that all information provided within the survey be safeguarded against unauthorized disclosure.

6. Your time and effort in providing this vitally important information is greatly appreciated.

STEP 1 - GENERAL INFORMATION.

Evaluator’s name: _______________________ Evaluator’s Title: _______________________ Organization/Company Name: ___________________________________________ Phone number: _____________________________ E-mail address: _____________________________ Dates of involvement in program/contract: ________________________________ Evaluator’s role on subject contract: _____________________________________

Please review the attached contractor provided summary of your contract.

Is all the information provided (such as contract number, performance period, dollar amount, type of contract, etc.) correct? Yes No Does the general description of the contract accurately reflect the scope of work?

Yes No If your response was No to any of these questions, please explain in Remarks section.

REMARKS:

FOR INFORMATIONAL PURPOSES ONLY

GOVERNMENT USE ONLY

PAST PERFORMANCE QUESTIONNAIRE

STEP 2 - CONTRACTOR EVALUATION INFORMATION.

The Offeror’s performance in specific areas (quality, cost and schedule performance) will be characterized in terms of the level of process maturity that has been demonstrated in the recent past (5 years). For the purposes of evaluating past performance, the framework from the service model for Capability Maturity Model Integration - Services (CMMI) (or CMMI-SVC) is provided to assist you in assessing the maturity level of this Offeror’s service related processes, based on your experience. No CMMI experience or certification is required to complete this past performance assessment. The five maturity levels defined below will be used as ratings within the questionnaire:

Past Performance Questionnaire

1. Relevance of Experience Size (staffing level) of the organization that was directly managed by the Offeror:

□ 1 – 50 □ 51 – 99 □ 100 – 199 □ 200 – 300 □ > 300 Range of services and functions that were performed:

□ Single function □ 2 – 5 functions □ 6 – 10 functions □ > 10 List types of functions: _____________________________________________________ Complexity of work and management environment:

□ Low Complexity - Coordination of 1 or 2 layers of management staff, limited corporate oversight or involvement, and limited interaction between internal / external stakeholders (such as, limited regulatory interaction, little or no public and community involvement; minimal interaction between external customer or organization staff and internal management and technical staff). Most work processes and facilities were not complex.

□ Moderate Complexity - Coordination of 2 or 3 layers of management staff, periodic corporate oversight, and internal / external stakeholders (such as, one or more federal, state, local regulators; limited public and community involvement; moderate interaction between external customer or organization staff and internal management and technical staff). Some work processes and facilities were complex.

□ Highly Complex – Coordination of 3 or more layers of management staff, frequent corporate oversight, and internal / external stakeholders (such as, multiple federal, state, local regulators; frequent public and community involvement; significant interaction between external customer or organization staff and internal management and technical staff). Many work processes and facilities were highly complex.

Risk level of work:

□ Low - Potential for minimal damage to facilities, minor injuries to personnel, limited impact to public safety, minimal impact to mission and monetary losses of less than $500K. Regulatory and public perception implications are minimal (low visibility environment).

□ Moderate - Potential for significant damage to facilities, major injuries to personnel or public, mission impacted or delayed significantly and monetary losses of up to $1M. Regulatory and public perception implications are potentially significant (moderate visibility environment).

□ High - Potential for severe damage to facilities, loss of life, critical mission impacts and monetary losses greater than $1M. Regulatory and public perception implications are severe (high visibility environment).

Collective bargaining agreement involvement: □Yes □No If “Yes”, Type of union (name(s)): __________________________________________ Number of union labor staff: ________________________________________________

2. Quality of Product or Service Delivery Maturity level of quality program (reference CMMI maturity levels):

□ Initial □ Managed □ Defined □ Quant. Managed □ Optimizing □ N/A Quality standards, benchmarks or practices that have been used (check all that apply):

□ ISO 9001 □ Six Sigma/Lean □ Baldrige Criteria □ TQM Other: __________________________________________________________________ Environment, safety and health (ESH) process maturity:

□ Initial □ Managed □ Defined □ Quant. Managed □ Optimizing □ N/A Experience managing emergency services, incident command and advanced life support: □Yes □No Facilities management process maturity:

□ Initial □ Managed □ Defined □ Quant. Managed □ Optimizing □ N/A Experience with:

Chilled Water Systems: □Yes □No HVAC Systems: □Yes □No Boiler Ops / Steam Distribution Systems: □Yes □No Medium Voltage (13.2kV) / Electrical Distribution Systems: □Yes □No Positive Containment / Airlocks / Negative Pressure Systems: □Yes □No Wastewater Treatment Systems: □Yes □No Harbor / Marine Vessel Operations: □Yes □No Motor Vehicle Maintenance: □Yes □No Buildings and Grounds Maintenance: □Yes □No Using a Reliability Centered Maintenance (RCM) approach: □Yes □No Information Technology: □Yes □No

Additional Comments: __________________________________________________________________

Overall level of quality for product and service delivery:

□ Excellent - The contractor’s performance meets and exceeds specified requirements and provides benefit to the Government in areas such as innovation, greater productivity, efficiency, cost savings, superior/high quality services. Overall high degree of customer satisfaction.

□ Good - The contractor’s performance meets customer needs and contract requirements, and in some cases exceeds those requirements to the Government’s benefit. The contractor’s contract performance was accomplished with some minor problems for which effective and timely corrective actions were taken. Overall above average degree of customer satisfaction.

□ Satisfactory - The contractor’s performance meets the minimum contractual requirements. The contractor’s contract performance was accomplished with some minor instances of customer complaint, but there is minimal indication that performance has been detrimental to the customer. Overall moderate degree of customer satisfaction.

□ Unsatisfactory - The contractor’s performance fails to meet contract requirements and/or understand work requirements and customer needs. The contractor’s performance had substantial quality problems. The contractor’s corrective actions were ineffective and/or untimely. Overall low degree of customer satisfaction.

3. Cost Management / Performance Cost management and related project management process maturity:

□ Initial □ Managed □ Defined □ Quant. Managed □ Optimizing □ N/A Experience using Earned Value Management (EVM) to plan, manage and report cost performance: □Yes □No Demonstrated ability to control direct costs: □Yes □No

Demonstrated ability to control indirect costs: □Yes □No

4. Schedule Management / Performance Schedule management and related project management process maturity:

□ Initial □ Managed □ Defined □ Quant. Managed □ Optimizing □ N/A Experience utilizing schedule software to plan, manage and report progress of work: □Yes □No

5. Business Relations Types of business relationships (check all that apply):

□ Government – Contractor (sub to gov’t) □ Contractor – Contractor (partnerships)

□ Contractor – Subcontractor (manage subs) □ Collective bargaining (union labor) Experienced any lawsuits, disputes, claims or settlements that were arbitrated or mediated: □Yes □No If “Yes”, provide description: __________________________________________________

6. Management of Personnel Human resource management process maturity:

□ Initial □ Managed □ Defined □ Quant. Managed □ Optimizing Demonstrated ability to attract and retain personnel: □Yes □No Provide total number of staff, number of staff replaced and number of unfilled positions over the past three years in the table below:

Year 1

Year 2

Year 3

Use of best practices in management of personnel:

Rewards, recognition, incentives and team building activities: □Yes □No Regular/periodic employee performance evaluations: □Yes □No Clearly defined roles, responsibilities and position descriptions for key personnel:

□Yes □No Training plans developed and qualification status of personnel reviewed on a regular basis: □Yes □No Succession plans developed for key positions/personnel: □Yes □No

7. Contract Phase-In and/or Phase-Out Transition

Contractor successfully managed the Phase-In Transition phase of the contract, leading to its assuming full performance responsibility when required in accordance with contract terms and conditions as well as project schedules: □Yes □No □Not Applicable

Contractor successfully managed the Phase-Out Transition phase of the contract, leading to its assuming full performance responsibility when required in accordance with contract terms and conditions as well as project schedules: □Yes □No □Not Applicable