J.1(a) Attachment 4 Award Fee Evaluation Plan.pdf

80ARC025R0001

AWARD FEE EVALUATION PLAN

for

AMES FACILITY SUPPORT SERVICES II

(AFSS II)

APPROVAL:

Fee Determination Official Date

Contents

1. INTRODUCTION

2. DETERMINATION OF THE AWARD FEE POOL FOR EACH AWARD FEE PERIOD

3 ORGANIZATION STRUCTURE AND RESPONSIBILITIES FOR AWARD FEE

ADMINISTRATION

4 EVALUATION FACTORS

5 METHOD FOR DETERMINING AWARD FEE

6 AWARD FEE GRADING TABLE

7 ACTION AND SCHEDULES FOR AWARD FEE DETERMINATIONS

8 CHANGING THE AWARD FEE EVALUATION PLAN

1. INTRODUCTION

This Award Fee Evaluation Plan (hereafter referred to as “Plan”) is the basis for evaluation of the Contractor’s performance on the AFSS II Contract 80ARC025R0001 with NASA. Accordingly, all fee determinations shall be based on the guidelines found herein. This Plan is unilaterally established by the Government and may be revised to redirect emphasis in accordance with Section 8 of this Plan. The principal purpose of this contract is to provide for the maintenance of all Ames Research Center (ARC) Buildings and Shared Systems.

The content of this Award Fee Evaluation Plan, along with the award fee requirements in FAR 16.4, NFS 1816.405-2, and NFS 1852.216-76 provides the overarching requirements for the Award Fee evaluation process for the AFSS II contract.

2. DETERMINATION OF THE AWARD FEE POOL FOR EACH AWARD FEE PERIOD

2.1. The contract requirements used to calculate each year’s maximum available Award Fee Pool consist of two parts: Cost Plus Award Fee (CPAF) Core requirements (Core) and CPAF Indefinite Delivery/Indefinite Quantity (IDIQ) requirements.

2.1.1. The Core requirements consist of sustaining work in general: Operations & Maintenance of Ames Research Center Facilities (CLINs 0002 & 1002/2002/3002/4002 if options are exercised); Reactive Maintenance (Trouble Calls) (CLINs 0003 & 1003/2003/3003/4003 if options are exercised); and Specialty Support Services (CLINs 0004 & 1004/2004/3004/4004 if options are exercised).

2.1.2. The IDIQ requirements included in the maximum available Award Fee Pool are only those CPAF Task Orders (TO’s) that were completed during the Award Fee Period, regardless of when they were originally awarded.

2.2 The maximum available award fee pool for each six (6) month award fee period is calculated through the following three steps:

2.2.1 First, the estimated costs, stated in Section B of the contract, for the Facility Operations & Maintenance CLINs, Reactive Maintenance CLINs, and Specialty Support CLINs (as stated above in 2.1.1) that are applicable to each Award Fee Period are added together.

This total is then divided by two (2) since these estimated costs are for a twelve (12) month period of performance, and each award fee period is 6 months in duration. (Note:

The Award Fee Pool may not utilize actual incurred costs.)

2.2.2 Second, the final negotiated estimated costs stated in each CPAF task order completed during the applicable six (6) month Award Fee Period will be added together. (Note: The Award Fee Pool calculation may not utilize actual incurred costs).

2.2.3 The total estimated costs from Section 2.2.1. and 2.2.2 are then added together. This total estimated cost value is then multiplied by the proposed Award Fee percentage, which is stated in Section B of the contract, and rounded to the nearest whole dollar, to obtain the maximum available award fee pool for each six (6) month award fee period.

2.3. The final Award Fee amount earned for each six (6) month Award Fee Period is the current period’s maximum award fee pool, as determined above in Section 2.2, multiplied by the Award Fee Score determined by the Fee Determining Official (FDO), as described in Section 5 of this document.

2.4 Prior to or during any award fee period, if a contract modification is executed that results in a change to the estimated cost, then the award fee pool(s) will be recalculated for that period based on the new estimated costs for that period.

2.5 The unearned portion of any award fee pool in any given Award Fee Period will not be carried forward or “rolled-over” into subsequent periods.

2.6 Only the CPAF CLINs that have been exercised/awarded for each Award Fee Period will be included in the calculation of the maximum Award Fee Pool for that Award Fee Period.

3 ORGANIZATION STRUCTURE AND RESPONSIBILITIES FOR AWARD FEE

ADMINISTRATION

The following organizational structure and responsibilities are established for administering the award fee provisions of the contract.

2.3 Fee Determination Official. The primary FDO responsibilities are:

3.5.1 Establish the Performance Evaluation Board (PEB) and appoint the voting members of the PEB by memorandum.

3.5.2 Review recommendations of the PEB, consider all other pertinent data, and Contractor self-assessment, if provided.

3.5.3 Determine the amount of award fee earned and payable for each Award Fee Period as addressed in Section 5 of this Plan and ensure that the amount and percentage of award fee earned is commensurate with and accurately reflects the Contractor's performance.

Any variance between the PEB recommendation and FDO determination must be justified and documented in the official contract file. Sign the Award Fee Determination Letter for the Award Fee Period, specifying the amount of award fee determined and the basis for that determination.

3.5.4 Approve the Plan and changes as addressed in Section 8 of this Plan.

3.5.5 The FDO may designate an Alternate FDO when appropriate.

3.6 PEB Chairperson. The primary responsibilities of the PEB Chairperson are to:

3.6.1 Be responsible for the overall functioning of the PEB.

3.6.2 Appoint non-voting members, if appropriate, to assist the PEB in performing its functions, e.g., a recording secretary.

3.6.3 Serve as a voting member on the PEB.

3.6.4 Request and obtain performance information from other organizations or personnel involved in monitoring and assessing Contractor performance, as appropriate.

3.6.5 Meet with the Contractor during the Award Fee Period to provide preliminary performance feedback, as necessary.

3.6.6 Participate in the evaluation of Contractor performance.

3.6.7 Conduct briefing to the FDO on the PEB’s evaluation of the Contractor’s overall performance and recommend the award fee rating.

3.6.8 Conduct debriefs to Contractor providing the results of the award fee evaluation.

3.6.9 Finalize and approve the PEB Evaluation Report.

3.7 PEB. The PEB members will be appointed by the FDO. An Office of Procurement management representative or Senior Contracting Representative shall be a permanent voting member of the PEB. The AFSS II Government Contracting Officer/Specialist (CO) and Contracting Officer Representative (COR) shall be permanent non-voting members of the PEB. If a member of the PEB is absent, a person with similar qualifications may be substituted with the approval of the PEB Chairperson. The primary responsibilities of the PEB are to:

3.7.1 Conduct evaluations of Contractor performance based upon the requirements of this Plan, COR and CO input, and all other information from pertinent sources on the Contractor’s performance for the award fee period.

3.7.2 Determine the recommended award fee rating to be presented to the FDO for each award fee Award Fee Period.

3.7.3 Finalize and approve the PEB Evaluation Report.

3.7.4 Recommend changes to this Plan as addressed in Section 8 of this Plan.

3.8 COR. The primary responsibilities of the COR with respect to this Plan are to:

3.8.1 Serve as a permanent non-voting member on the PEB.

3.8.2 Provide Performance Monitors with appropriate award fee performance instructions and guidance.

3.8.3 Monitor, evaluate, and assess Contractor performance.

3.8.4 Provide semi-annual (every 6 months) reporting of contract performance to CO.

3.8.5 Create the COR Evaluation Report which summarizes Performance Monitor and COR evaluations for the Award Fee Period but must not contain any Award Fee Score recommendation or similar. This report is to be provided to the PEB as well as the CO for transmission to the Contractor.

3.8.6 Recommend changes to this Plan as addressed in Section 8 of this Plan.

3.9 CO/Contract Specialist. The primary responsibilities of the CO/Contract Specialist with respect to this Plan are to:

3.9.1 Serve as a permanent non-voting member on the PEB.

3.9.2 Advise the PEB, and others as necessary, on Cost-Plus-Award-Fee (CPAF) rating standards, policies, and procedures and ensure the consistent application of Agency policy in these matters.

3.9.3 Monitor, evaluate, assess, and document the Contractor’s performance including creation of the CO Evaluation Report for each Award Fee Period.

3.9.4 Provide to the PEB the CO Evaluation Report, which summarizes the Contractor’s contractual performance for the Award Fee Period but must not contain any Award Fee Score recommendation or similar. This report is to be provided to the PEB and can be combined with the COR Evaluation Report.

3.9.5 Transmit the COR Evaluation Report and CO Evaluation Report to the Contractor to provide an opportunity for response to the PEB.

3.9.6 Participate in all PEB meetings to support discussions and provide additional input on the contractor’s performance as well as direction to the PEB to ensure compliance with this plan and Agency and Center requirements or directives.

3.9.7 Transmit the PEB’s Draft Evaluation Report to the Contractor for response prior to finalization of the PEB Evaluation Report.

3.9.8 Draft the FDO Award Fee Determination Letter, at the direction of the FDO, obtain FDO’s signature, and transmit the signed FDO Award Fee Determination Letter to the Contractor.

3.9.9 Process all appropriate contractual documentation to affect the payment of the determined Award Fee to the Contractor as per the schedule in Section 6 and per regulation and policy.

3.9.10 Manage all contractual requirements and changes associated with the Award Fee process.

3.9.11 Recommend changes to this Plan and notify the Contractor in writing of any approved changes to this Plan as addressed in Section 8 of this Plan.

3.10 Performance Monitors. The COR will appoint civil servant experts to serve as

Performance Monitors (PerfMon’s). The primary responsibilities of the PerfMon’s are to:

3.10.1 Comply with the award fee evaluation process as outlined in this Plan as well as any specific instructions from the CO, COR, or PEB Chairperson.

3.10.2 Monitor, evaluate, and assess contractor performance in assigned functional areas on a regular basis.

3.10.3 Create monthly Performance Monitoring Reports (PMR) for their assigned functional area(s) that serves as an evidentiary basis for preparation of the COR Evaluation Report by the COR for the PEB and others as appropriate.

3.10.4 Recommend changes to this Plan as addressed in Section 8 of this Plan.

3.11 PEB Recorder. A non-voting member of the PEB, however a PEB voting member may perform this position in conjunction with other functions on the PEB. The primary responsibilities of the PEB Recorder are to:

3.11.1 Coordinate administrative actions required by the PEB and the FDO.

3.11.2 Schedule and assist with internal evaluation milestones, such as briefings and the PEB meetings.

3.11.3 Accomplish all other actions required to ensure the smooth operation of the award fee process.

4. Contractor’s performance of PMs, Programmed Maintenance (PgM’s), and Predictive Testing & Inspection (PT&I), both with respect to performing at least 95% on time (per Maximo Work Group) per PWS Section C7.03.a.vi as well as the quality of the final work products delivered.

5. Contractor’s full compliance with Center and Agency policies and guidelines.

6. Contractor’s performance in identifying risks; analyzing their impact and prioritizing them; developing and carrying out plans for risk mitigation, acceptance, or other action; tracking risks and the implementation of effective mitigation plans; supporting informed, timely, and effective decisions to control risks and mitigation plans; and assuring that risk information is communicated among all levels of a program/project and with the government.

AREA OF SPECIAL EMPHASIS: The following 2 areas will be considered more heavily in the FDO’s evaluation of the Technical Performance Factor.

• Effectiveness of Contractor’s RCM Program

• Complete and Effective use of CMMS Maximo

4.2 Cost Control Factor

Cost Control is the manner in which the Contractor controls costs and manages financial resources. Cost Control includes the measures of the Contractor's success in controlling actual direct and indirect costs against the negotiated estimated cost of the Core requirement and each Task Order. Cost Control will be evaluated in accordance with NASA FAR Supplement (NFS) 1816.405-274(e) and the criteria contained herein.

Cost Performance sub-factors considered for evaluation are as follows:

a. The cost control award fee shall be based on how the Contractors (and subcontractors) actual costs, contained in the monthly NASA Form 533s, compare to the negotiated estimated cost of the Core requirement and each Task Order. An assessment of actual technical work accomplished will be considered in the determination of the cost. The analysis of negotiated cost control will also give consideration to changes to support requirements, changes to statutory requirements, and/or changes beyond the Contractor's control which impact Core and Task Order costs.

b. The Contractor's ability to control, adjust and accurately project Core and Task Order requirements through:

1. Accurate projection of costs (i.e., 533 reports)

2. Control of indirect, overtime costs, and direct labor costs

3. Efficient use of personnel, computer resources, facilities, etc.

4. Reduction of costs through the use of cost saving programs, cost avoidance programs, alternate designs and process methods

5. Reduction of purchasing costs through increased use of competition, negotiating cost reductions with vendors, and other procurement methods

6. Accurate and prompt billing of costs

If the Contractor incurs a significant cost overrun, which was within their control, then the Contractor will be given a Cost Control Factor score of zero. If the overrun was insignificant, then a higher score may be given. The reasons for the overrun and the contractor’s efforts to control or mitigate the overrun will be considered in the evaluation. Conversely, cost underruns by the Contractor, which were under their control, will normally be rewarded but will depend upon the size of the underrun and the contractor’s level of performance in the other award-fee evaluation factors. A higher score for Cost Control may not be achieved for an underrun that occurred at the detriment of other Award Fee factors. Meeting the negotiated estimated costs for the contract will not achieve a maximum Cost Control score. All evaluations of Cost Control, however, will take into consideration complicating factors within and outside of the Contractor’s control in the final evaluation.

4.3 Management Performance

Management performance is the way the Contractor plans, estimates, organizes, and controls all work under the contract and implements contract requirements. It includes personnel, interorganizational interfaces, workflow, property and materials controls, and overall effectiveness of technical and business/contract management. Management performance will be evaluated in accordance with the following:

4.3.1 Overall Management: The Government will assess the Contractor’s overall management of the contract, integration and coordination of all activities needed to execute the contract. This will include the Contractor’s oversight and continuous management of the Preventative Maintenance Plan; overall ability and effectiveness in responding to management issues; efficient hiring; recognition, resolution and prevention of problems; accuracy and timeliness of all Data Deliverables and management reporting requirements; timeliness and completeness of proposal submissions; and the Contractor’s cooperation and effective working relationships with other Contractors and Government personnel to ensure integrated efficiency, effective use of resources and response to emergencies and other unexpected situations. The Government will also assess the Contractor’s early identification of potential schedule risks, opportunities to mitigate risks, projection of impacts of near-term schedule adjustments on accomplishment of overall work, and effectiveness of the Contractor’s schedule recovery plans.

4.3.2 Requirement Adaptability: The Government will assess the extent to which the Contractor adapts to changing missions, requirements, priorities, workloads, and funding fluctuations. The Government will assess the Contractor’s ability to maintain necessary skills during periods that require immediate ramp-up, ramp-down, and/or reallocation of resources, and its management of tasks when the knowledge base does not exist in the current workforce. The Government will assess the extent to which appropriate staffing, strategies, policies, plans, procedures, and actions provide an effective context for the successful performance of the contract. The Government will consider the Contractor’s reassignment of labor skillsets based on priority discussions with the government.

4.3.3 Contract Compliance: The Government will assess the Contractor’s overall compliance with terms and conditions of the contract, and responsiveness to contract issues including areas such as the Contractor’s overall recognition, mitigation and management of Organizational and Personal Conflicts of Interest; ability to manage (control, use, preserve, protect, repair, maintain and report) all Government property in its possession in accordance with the property clauses in the contract; responsiveness to requests for rough orders of magnitude (ROMs) estimates, not to exceed (NTE), and change proposals (including the Contractor’s submission of timely, complete proposals and cooperation in negotiating changes); and soundness of all management systems (e.g., accounting, purchasing, subcontracting, estimating, scheduling).

4.3.4 Task Order Proposals & Negotiation: The Government will assess the Contractor’s overall timeliness in development of CPAF Task Orders to include proposal submission as well as competition and/or negotiation with vendors or sub-contractors.

4.3.5 Task Order Management: The Government will assess the Contractor’s overall performance in managing CPAF Task Orders. Task Order management includes schedule performance, safety performance, management of subcontractors & suppliers and communication with customer(s).

4.3.6 Safety, Health, and Environmental: The Government will assess the effectiveness of the Contractor’s safety, health, and environmental program and ability to proactively provide a safe work environment, including the Contractor’s progress towards achieving zero mishaps in the workplace. The Government will assess the overall effectiveness of the Contractor’s safety, health, and environmental performance based on its compliance with applicable safety, health, and environmental laws, regulations, policies, requirements, and permits; mishap incident rates and severity rates, including assessments to determine if incidents represent isolated instances or are symptomatic of a Contractor deficiency; property damage; environmental discharges and performance indicators; Notices of Violations and non-compliance reports; third party reviews or audits; and AFSS II facility audits. The Government will also assess the Contractor’s approach to enhance the success of the Center’s safety, health, and environmental programs.

4.3.7 Schedule Performance: The Government will assess the Contractor’s performance in successfully completing work and meeting requirements in accordance with the milestones and delivery dates established in the contract and identified in PM’s, PGM’s, PT&I activities, TC’s, Specialty Support Services and IDIQ CPAF TO activities. This includes early delivery, attaining or exceeding milestones or meeting rapid response/urgent requirements which result in notable positive impact on requirements.

Note that, per the PWS, some maintenance work is not permitted to be performed too far ahead of schedule (see PWS Section 7.03.a.vii).

AREA OF SPECIAL EMPHASIS: The following criteria will be considered more heavily in the FDO’s evaluation of the Management Performance Factor.

• The Contractor’s performance in hiring for vacated positions, or new positions that are needed, in a timely fashion, so no adverse impacts to performance of contract requirements are realized, in order to maintain necessary skillsets as evaluated under

4.3.1 & 4.3.2 above.

5 METHOD FOR DETERMINING AWARD FEE

A determination of the award fee earned for each Award Fee Period will be made by the FDO.

All fee determinations will reflect the Government’s assessment of the Contractor’s progress and performance in meeting contract requirements and objectives. The evaluation process will encompass actual performance and the conditions under which it was achieved. Performance will consider the priorities and workloads existing during the Award Fee Period, taking into consideration factors beyond the Contractor’s control, which either enhanced or detracted from performance. Although award fee contracts are subjective in nature, the Government will utilize objective and quantifiable measures to the greatest extent possible as a guide in assessing the Contractor’s performance.

The method to be followed in monitoring, evaluating, and assessing Contractor performance during each Award Fee Period, as well as for determining the award fee earned, is described below. Section 7 summarizes the principal actions and schedules involved. At the conclusion of this section Figure 5-1 provides a workflow diagram of the steps laid out below.

5.1 The COR will ensure that each PerfMon receives a copy of this plan and any changes made in accordance with Section 7, appropriate orientation and guidance regarding this plan and expectations of them, and specific instructions applicable to each assigned performance area.

5.2 The COR, CO/Contract Specialist, and PerfMons will evaluate and assess Contractor performance and discuss the results with the Contractor management during regularly scheduled performance status meetings. The regularly scheduled performance status meetings will be conducted between appropriate Government oversight personnel and Contractor management personnel to discuss all significant aspects of contract performance.

These discussions will address strong and weak points, significant issues, problems and concerns, and any other matters deemed pertinent to effective contract performance. Regular meetings are expected to ensure that negative findings as part of any performance will have been discussed prior with Contractor management. This affords the Contractor an opportunity to clarify possible misunderstandings regarding areas of unsatisfactory performance and to rectify or resolve deficiencies in a timely manner. The assessments will be conducted in an open, objective, and cooperative manner so that a fair and accurate evaluation is obtained. This will ensure that both the Government representatives and the Contractor receive accurate and complete information from which to prepare assessments and to plan improvements in performance. Positive performance accomplishments will be emphasized just as readily as negative ones and extraordinary circumstances will be noted in reports.

5.3 PerfMons will regularly prepare and submit individual PMRs to the COR that will address and fully substantiate strong and weak points and all significant issues, problems, and concerns that should be brought to the attention of the PEB for the Award Fee Period.

5.4 Following the completion of each Award Fee Period, the CO/Contract Specialist will prepare a CO Evaluation Report for the PEB that addresses all aspects of cost control, management and other pertinent matters. This CO Evaluation Report will not contain any recommendation for Award Fee Score. The CO/Contract Specialist should provide the CO Evaluation Report to the PEB, which is expected to occur no later than 14 calendar days after the completion of each Award Fee Period.

5.5 The COR will consider the input reflected in the individual PMRs and compile a COR Evaluation Report for each Award Fee Period. The COR Evaluation Report shall address all evaluation areas defined in Section 4 of this Plan. This Report may also reflect personal observations of, and dialogue with, appropriate Government and Contractor personnel, as necessary. This COR Evaluation Report will not contain any recommendation for Award Fee Score. The COR should provide the COR Evaluation Report to the PEB, which is expected to occur no later than 14 calendar days after the completion of each Award Fee Period.

5.6 The Contractor, at their discretion, may develop and provide a Contractor’s Self-Assessment Report to the CO/Contract Specialist no later than 7 calendar days after each Award Fee Period ends for consideration by the Performance Evaluation Board. This self-assessment may be no more than 15 pages in length, 12 pt Times New Roman font, 8.5x11” page size with 1” margins.

5.7

5.8 The Performance Evaluation Board (PEB) will consider all the performance information provided by the CO/Contract Specialist, COR, and PerfMon team, as well as any Contractor inputs and any other pertinent interests. This review will begin as soon as documentation is provided which is recommended to start no later than 15 calendar days after each Award Fee Period ends.

5.9 The PEB Chairperson shall convene a formal meeting to discuss noteworthy findings as well as any other concerns that should influence the PEB Evaluation Report and recommended Award Fee. The CO/Contract Specialist, COR, and PerfMon team and other Government personnel, as appropriate, will attend the meeting and provide any necessary details of the Contractor’s performance.

5.10 The PEB will conduct a qualitative assessment to determine the recommended adjectival ratings for each Factor.

5.11 The PEB will then determine a percentage score that reflects their assessment of the contractor’s performance under each factor within the established percentile ranges for the adjectival rating determined (per Section 6).

5.12 Each Factor’s percentage value (per 5.11 above) is then multiplied by the respective weighting for the given factor stated in Section 4. The products of these calculations are then summed together to determine Recommended Overall Award Fee Score for each Award Fee Period.

5.13 The PEB shall prepare a PEB Draft Evaluation Report based on these discussions and calculations and the data provided.

5.14 The CO/Contract Specialist will deliver the PEB Draft Evaluation Report to the Contractor who will have no more than 5 calendar days to provide a response if they choose

to. If the Contractor chooses to respond, their response shall be limited to 10 pages and must be delivered to the CO/Contract Specialist.

5.15 The PEB will reconvene once the Contractor’s response is provided, or after 5 calendar days if no response is received, in order to consider any response from the Contractor. The PEB may make adjustments to the PEB Draft Evaluation Report and will create a final PEB Evaluation Report that will be signed by the PEB Chairperson which is expected to occur no later than 36 calendar days after the end of each Award Fee Period.

5.16 The PEB Chairperson will brief the FDO of their findings and recommendations which is expected to occur no later than 39 calendar days after the end of each Award Fee Period.

5.17 The FDO will determine an overall rating and earned award fee amount, based upon the PEB Evaluation Report and any other information deemed pertinent. The determination of the award fee earned is a unilateral decision made solely at the discretion of the government.

5.18 The CO/Contract Specialist will work with the FDO to draft the Award Fee Determination Letter which the FDO will sign no later than 45 calendar days after the end of each Award Fee Period.

5.19 The CO/Contract Specialist will process all contractual actions including providing the Award Fee Determination Letter to the Contractor and notify the Small Business Liaison of the Final Award Fee determination.

5.20 The Award Fee payment will be made to the Contractor no later than 60 calendar days after the end of each Award Fee Period.

Figure 5-1 Award Fee Determination Workflow Diagram defined and measured against the criteria in the award-fee plan for the award-fee Award Fee Period.

Good 51%-75%

Contractor has exceeded some of the significant award-fee criteria and has met overall cost, schedule, and technical performance requirements of the contract in the aggregate as defined and measured against the criteria in the award-fee plan for the award-fee Award Fee Period.

Satisfactory No Greater than 50%

Contractor has met overall cost, schedule, and technical performance requirements of the contract in the aggregate as defined and measured against the criteria in the award-fee plan for the award-fee Award Fee Period.

Unsatisfactory 0%

Contractor has failed to meet overall cost, schedule, and technical performance requirements of the contract in the aggregate as defined and measured against the criteria in the award-fee plan for the award-fee Award Fee Period.

Evaluation Interdependencies:

• The Contractor shall receive an overall fee rating of Unsatisfactory for any Award Fee Period in which there is a major breach of safety or security, as defined in 48 CFR 1852.223-75, Major Breach of Safety or Security.

• The Contractor shall receive an overall fee rating of Unsatisfactory for any Award Fee Period in which there is a significant cost overrun within their control.

• The Cost Control Factor may not be scored above Good if any other Factor is scored at Unsatisfactory.