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AWARD FEE PLAN
1.0 – Introduction
This award-fee plan is the basis for the Offshore Petroleum Discharge System (OPDS) program (Solicitation N32205-17-R-3002) evaluation of the Contractor’s performance and for presenting an assessment of that performance to the Award Fee Determining Official (AFDO). It describes specific criteria and procedures used to assess the Contractor’s performance and to determine the amount of award fee earned. Actual award-fee determinations and the methodology for determining award fee are unilateral decisions made solely at the discretion of the Government, although the determination is subject to the Disputes clause.
This plan will be used by the Military Sealift Command (MSC) Award Fee Review Board (AFRB) in the administration of award fee provisions under the contract resulting from solicitation N32205-17-R-3002. The award fee earned and payable will be determined by the AFDO based upon review of the Contractor’s performance against the criteria set forth in this plan. The AFDO may unilaterally change this plan prior to the beginning of an evaluation period. The Contractor will be notified of changes to the plan by the Contracting Officer (CO) in writing, before the start of the affected evaluation period. Changes to this plan that are applicable to a current evaluation period will be incorporated by mutual consent of both parties.
2.0 – Organization
The Award-Fee organization consists of the Award Fee Determining Official (AFDO) and an Award Fee Review Board which consists of the NMAF Project Officer (Chairperson), the Contracting Officer, Contracting Officer Representative (COR), a Recorder; and the Performance Monitors. The AFDO for this contract will be the Prepositioning (PM3) Program Manager. The Government reserves the right to make unilateral substitutions for award fee organization members.
3.0 – Responsibilities
a. Award Fee Determining Official. The AFDO approves the award-fee plan and any significant changes. The AFDO reviews the recommendation(s) of the AFRB, considers all pertinent data, and determines the earned award-fee amount for each evaluation period.
b. Award Fee Review Board. AFRB members review the Performance Monitors’ evaluation of the Contractor’s performance, consider all information from pertinent sources, and arrive at an earned award-fee recommendation to be presented to the AFDO. The AFRB may also recommend changes to this plan.
c. Award Fee Review Board Chairperson. The AFRB Chairperson is responsible for the overall functioning of the AFRB in the performance of its members. The Chairperson is responsible for:
(1) scheduling all meetings of the AFRB;
(2) conducting the briefing of the AFDO with regard to the recommendations of the AFRB.
d. AFRB Recorder. The AFRB recorder is responsible for coordinating the administrative actions required by the Performance Monitors, the AFRB, and the AFDO, including:
(l) maintaining records of all meetings in developing the award fee evaluations (a copy of which will be provided to the CO for retention in the contract file);
(2) receipt, processing and distribution of evaluation reports from all required sources;
(3) scheduling and assisting with internal evaluation milestones, such as briefings; and
(4) accomplishing other actions required to ensure the smooth operation of the AFRB.
e. Contracting Officer (CO). The CO is the liaison between Contractor and Government personnel on all issues. The CO is responsible for forwarding the AFDO decision to the Contractor and maintaining the contract file.
f. Contracting Officer’s Representative (COR). The COR collects and evaluates the records provided by the Performance Monitors. If there is a difference of opinion in a given evaluation area, the COR will adjudicate the difference to establish one rating for the evaluation area. The COR may perform the duties of a Performance Monitor for his/her area of expertise.
g. Performance Monitors. Performance Monitors maintain written records of the Contractor’s performance in their assigned evaluation area(s) so that a fair and accurate evaluation is obtained and prepare end-of-period evaluation reports as directed by the AFRB.
4.0 -- Award-Fee Processes
a. Available Award-Fee Amount. The available award fee for each evaluation period is $175,000 or less in accordance with this plan. The award fee evaluation periods for the OPDS will be from 01 August through 31 July of each contract year. The Contractor has the potential of earning a maximum award fee of $175,000 per evaluation period, for Years One through Five. The award fee earned will be paid based on the Contractor’s performance during each evaluation period.
b. Evaluation Criteria. If the CO does not give specific notice in writing to the Contractor of any change to the evaluation criteria prior to the start of a new evaluation period, then the same criteria listed for the preceding period will be used in the subsequent award-fee evaluation period. Any changes to evaluation criteria will be made by issuing a unilateral modification to the Contractor.
c. End-of-Period Evaluations. The AFRB Recorder notifies each AFRB member and performance monitor (30) calendar days before the end of the evaluation period. The Contractor shall submit a self –evaluation of its performance for that period. The self-evaluation shall be a written assessment (not to exceed 20 pages) submitted to the CO. The Contractor may also give a presentation to the AFRB. The Contractor must submit the self-assessment to the CO within (30) calendar days of the closure of the evaluation period. If the Contractor desires to make a presentation, he/she should notify the CO within (10) days prior to the end of the evaluation period. The Contractor must submit an electronic copy of the presentation slides no later than (5) working days prior to the presentation date.
Performance Monitors submit their evaluation reports to the AFRB Recorder (30) calendar days after the Contractor submits the self-evaluation or gives a presentation, whichever is later. The AFRB Recorder consolidates a summary evaluation and provides it to the AFRB. The CO with the recommendation of the AFRB and the approval of the AFDO may also send a copy of the summary evaluation to the Contractor in order to provide the Contractor an opportunity to review and comment on the evaluation. The summary evaluation provided to the Contractor should not include an actual rating or grade. The summary evaluation may be in a narrative or briefing format. AFRB evaluates the findings; Contractor’s self-assessment, and other pertinent information to develop a recommended earned award-fee amount for the AFDO.
The Chairperson briefs the AFDO on the AFRB’s recommendations of the earned award-fee amount and any significant changes to the award-fee plan. The briefing includes discussion of the Contractor’s related strengths and weaknesses. After the AFDO decides an overall rating and the award-fee amount for the evaluation period, an AFDO determination letter is sent to the Contractor via cover letter from the CO. The determination letter should be clear and concise, informing the Contractor of the earned-award-fee amount and the major strengths and weaknesses of the Contractor for that award-fee evaluation period. The CO shall issue within (15) calendar days after the AFDO’s determination, a unilateral contract modification to authorize payment of the earned-award-fee amount. The CO shall de-commit or de-obligate, as appropriate, all unearned award fee for that evaluation period unless a rollover has been authorized.
5.0 -- Award-Fee Plan Change Procedure
All significant changes are approved by the AFDO. The AFRB Chairperson approves other changes. Examples of significant changes include changing evaluation criteria, adjusting weights to redirect Contractor’s emphasis to areas needing improvement, and revising the distribution of the award-fee dollars. The Contractor may recommend changes to the CO no later than (60) days prior to the beginning of the new evaluation period. After approval, the CO shall notify the Contractor in writing of any change(s). Unilateral changes may be made to the award-fee plan if the Contractor is provided written notification by the contracting officer (30) days before the start of the upcoming evaluation period. Changes affecting the current evaluation period must be by mutual agreement of both parties.
6.0 -- Contract Termination
If the contract is terminated for the convenience of the Government after the start of an award-fee evaluation period, the award fee deemed earned for that period shall be determined by the AFDO using the normal award-fee evaluation process. After termination for convenience, the remaining award-fee amounts allocated to all subsequent award-fee evaluation periods cannot be earned by the Contractor and, therefore, shall not be paid.
7.0 – Evaluation Categories
The award fee rating will be based upon a subjective evaluation by the Government of the effectiveness and quality of the Contractor’s performance in the following categories and subcategories. All categories are equally weighted. If the Government determines that the Contractor’s performance in any one of the evaluation categories or subcategories is Unsatisfactory, the Contractor shall receive NO award fee for that evaluation period. The award fee criteria will be judged in light of the nature of the contract requirements and any other factors considered relevant to the determination.
A - Quality of Service
| Unsatisfactory |
| The ships' exteriors are not maintained, resulting in excessive generalized rust and active corrosion. Ships' interiors are not maintained in a clean and sanitary manner. |
| Satisfactory |
| The ships' exteriors are minimally maintained, leading to significant areas of rust and active corrosion. Ships' interiors are maintained in a somewhat clean and sanitary manner. |
| Good |
| Ships' exteriors are maintained with typical small areas of rust and active corrosion. Ships' interiors are maintained in an adequately clean and sanitary manner. |
| Very Good |
| Ships' exteriors are maintained with a minimum amount of rust and active corrosion. Ships' interiors are maintained in a clean and sanitary manner. |
| Exceptional |
| Ships' exteriors are maintained with a few or minor amounts of rust and active corrosion. Ships' interiors are maintained in an exceedingly clean and sanitary manner. |
| A-2 |
| Inter Office Communications |
| Unsatisfactory |
| The Contractor consistently fails to notify the project office of any difficulties or pressing issues in a timely fashion. The project office is often notified of vessel issues or difficulties through a third party. Contracting Officer intervention is frequently required to resolve the problem. |
| Satisfactory |
| The Contractor often fails to notify the project office of any difficulties or pressing issues in a timely fashion. The project office is occasionally notified of vessel issues or difficulties through a third party. Contracting Officer intervention is sometimes required to resolve the problem. |
| Good |
| The Contractor notifies the project office of any difficulties or pressing issues in a timely fashion. The government is rarely notified of vessel issues or difficulties through a third party. Contracting Officer intervention is almost never required to resolve the problem. |
| Very Good |
| The Contractor notifies the project office of any difficulties or pressing issues in a timely fashion. The project office is never notified of vessel issues or difficulties through a third party. Contracting Officer intervention is never required to resolve the problem. |
| Exceptional |
| The Contractor is proactive and notifies the project office of potential issues or problems before they occur and takes steps to mitigate or prevent those problems. The Contractor notifies the project office of any difficulties or pressing issues in a timely fashion. The government is never notified of vessel issues or difficulties through a third party. Contracting Officer intervention is never required to resolve the problem. |
B - Schedule
| B-1 |
| Maintain Operational Schedule |
| Unsatisfactory |
| Ship(s) regularly fails to comply with established operational schedules, including load dates, due to issues for which the Contractor has direct responsibility (crew, material condition, logistics and other support). |
| Satisfactory |
| Ship(s) sometimes fails to comply with established operational schedules, including load dates, due to issues for which the Contractor has direct responsibility (crew, material condition, logistics and other support). |
| Good |
| Ship(s) comply with established operational schedules, including load dates, with minimum deviation due to issues for which the Contractor has direct responsibility (crew, material condition, logistics and other support). |
| Very Good |
| Ship(s) comply with established operational schedules, including load dates, with rare exceptions due to issues for which the Contractor has direct responsibility (crew, material condition, logistics and other support). |
| Exceptional |
| Ship(s) comply with established operational schedules, including load dates, with no exceptions due to issues for which the Contractor has direct responsibility (crew, material condition, logistics and other support). |
| B-2 |
| Compliance with Operational Control (OPCON)/Tactical Control (TACON) requirements |
| Unsatisfactory |
| Ship(s) frequently fail to comply with operational requirements and directives. Fleet commanders are not satisfied with general performance of ship(s) in their area of operation and requires intervention by the Program Office. |
| Satisfactory |
| Ship(s) occasionally fail to comply with operational requirements and directives. Fleet commanders are marginally satisfied with general performance of ship(s) in their area of operation and periodically require intervention by the Program Office. |
| Good |
| Ship(s) comply with operational requirements and directives with minor deviations. Fleet commanders and staffs are mostly satisfied with the performance of ship(s) in their area of operation. |
| Very Good |
| Ship(s) comply with operational requirements and directives with a no deviations. Fleet commanders and staffs are satisfied with the performance of ship(s) in their area of operation. |
| Exceptional |
| Ship(s) comply with operational requirements and directives with no deviations. Fleet commanders and staffs are highly satisfied with the performance of the ship(s) in their area of operation. |
| B-3 |
| Plan of Action & Milestone (POA&M) Compliance |
| Unsatisfactory |
| The Contractor fails to submit plans of action or task schedules when requested. The Contractor fails to comply with established POA&M or task deadlines. Contracting officer intervention is necessary to obtain corrective action. |
| Satisfactory |
| The Contractor sometimes fails to submit plans of action or task schedules when requested. The Contractor frequently fails to comply with established POA&M or task deadlines. Contracting officer intervention is often necessary to obtain corrective action. |
| Good |
| The Contractor submits plans of action or task schedules when requested. The Contractor sometimes fails to comply with established POA&M or task deadlines. Contracting officer intervention is infrequently required to obtain corrective action. |
| Very Good |
| The Contractor submits plans of action or task schedules when requested. Unsolicited plans of action or task schedules are sometimes offered. The Contractor complies with established POA&M or task deadlines. Contracting officer intervention is not required to obtain corrective action. |
| Exceptional |
| The Contractor submits detailed plans of action or task schedules when requested. Unsolicited plans of action or task schedules are frequently offered. The Contractor complies with established POA&M or task deadlines. Contracting officer intervention is not required to obtain corrective action. |
C - Cost Control of Reimbursable Items
| C-1 |
| Budget Submission & Approval |
| Unsatisfactory |
| Budget proposals are not submitted in accordance with contract requirements. Budget items are not realistic, justified, or defendable. Contractor has not included many known or predictable items. Contracting Officer intervention is required to obtain corrective action. |
| Satisfactory |
| Budget proposals are submitted with minor variations from contract requirements. Many budget items are not realistic, justified, or defendable. Contractor has not included several known or predictable items. Contracting Officer intervention is sometimes required to obtain corrective action. |
| Good |
| Budget proposals are submitted in mostly accordance with contract requirements with minor variances. A small number of items are not realistic, justified, or defendable. Contractor has omitted a few known or predictable items. Contracting Officer intervention is rarely required to obtain corrective action. |
| Very Good |
| Budget proposals are submitted in accordance with contract requirements. All items are realistic, justified, and defendable. Contractor has addressed all known or predictable items. Contracting Officer intervention is not required to obtain corrective action. |
| Exceptional |
| Budget proposals are submitted in accordance with contract requirements. All items are realistic, justified, and defendable and are accompanied by detailed explanations and calculations in excess of contract requirements. Contractor has addressed all known or predictable items in significant detail. Corrective actions are taken promptly and without Contracting Officer direction. |
| C-2 |
| Reimbursable Cost Management |
| Unsatisfactory |
| Contractor fails to manage reimbursable expenses within approved budgets, with a significant number of large overruns. No explanation or justification is offered. Contracting Officer action is required to get corrective action. |
| Satisfactory |
| Contractor manages many reimbursable expenses within approved budgets, with some significant overruns. Only a cursory explanation or justification is offered. Contracting Officer action is sometimes required to get corrective action. |
| Good |
| Contractor manages most reimbursable expenses within approved budgets, with some minor overruns. An adequate explanation or justification is offered. Contracting Officer action is rarely required to get corrective action. |
| Very Good |
| Contractor manages reimbursable expenses within approved budgets, with a small number of minor overruns. A detailed explanation or justification is offered. Contracting Officer action is not required to get corrective action. |
| Exceptional |
| Contractor manages reimbursable expenses within approved budgets, with no overruns. |
| Unsatisfactory |
| The Contractor consistently fails to report the cost budget status per the contract requirements. The report contains a large number of significant inaccuracies with no explanation. Contracting Officer intervention is always required to achieve corrective action. Corrective action is or appears to be ineffective. |
| Satisfactory |
| The Contractor frequently fails to report the cost budget status per the contract requirements. The report contains a number of inaccuracies with limited explanation. Contracting Officer Intervention is sometimes required. Corrective action usually is achieved in a timely fashion. |
| Good |
| The Contractor consistently reports the cost budget status with some minor deviations from the contract requirements. The report may contain some inaccuracies that are able to be explained and corrected in a timely fashion. Contracting Officer intervention is rarely required. |
| Very Good |
| The Contractor consistently reports the cost budget status in accordance with the contract requirements. The report is contains minor inaccuracies that are explained and corrected in a timely fashion. Contracting Officer intervention is not required. |
| Exceptional |
| The Contractor consistently reports the cost budget status in great detail in excess of the contract requirements. The report is accurate and needs no corrections. Contracting Officer intervention is never required. |
| C-4 |
| Cost Avoidance Initiatives |
| Unsatisfactory |
| The Contractor repeatedly undertakes unauthorized, poorly conceived, or poorly executed initiatives. These initiatives are not in compliance with contract requirements. These initiatives are ineffective and result in a net increase in cost to the government. Contracting Officer intervention is always required to obtain corrective action. |
| Satisfactory |
| The Contractor occasionally undertakes unauthorized, poorly executed initiatives. These initiatives rarely effective and are not in compliance with contract requirements. These initiatives sometimes result in a net increase in cost to the government. Contracting Officer intervention is frequently required to obtain corrective action. |
| Good |
| The Contractor occasionally undertakes initiatives with the advice and consent of the government. These initiatives are sometimes effective and are in compliance with contract requirements. These initiatives sometimes result in a net decrease in cost to the government. Contracting Officer intervention is rarely required to obtain corrective action. |
| Very Good |
| The Contractor often undertakes initiatives with the advice and consent of the government. These initiatives are frequently effective and are in compliance with contract requirements. These initiatives usually result in a net decrease in cost to the government. Contracting Officer intervention is not required to obtain corrective action. |
| Exceptional |
| The Contractor aggressively undertakes initiatives with the advice and consent of the government. These initiatives are always effective and are in compliance with contract requirements. These initiatives always result in a significant net decrease in cost to the government. Contracting Officer intervention is never required to obtain corrective action. |
D - Business Relations
| D-1 |
| Obtaining Contracting Officer Consent and Approvals |
| Unsatisfactory |
| The Contractor fails to obtain government consent for expenditures above contractual thresholds. The Contractor fails to notify the government when previously awarded subcontracts are anticipated to grow above the contractual thresholds. The Contractor frequently fails to obtain government consent for subcontract growth above contractual thresholds. |
| Satisfactory |
| The Contractor sometimes fails to obtain government consent for expenditures above contractual thresholds. The Contractor often fails to notify the government when previously awarded subcontracts are anticipated to grow above the contractual thresholds. The Contractor sometimes fails to obtain government consent for subcontract growth above contractual thresholds. |
| Good |
| The Contractor obtains government consent for all expenditures above contractual thresholds. The Contractor occasionally fails to notify the government when previously awarded subcontracts are anticipated to grow above the contractual thresholds. The Contractor rarely fails to obtain government consent for subcontract growth above contractual thresholds. |
| Very Good |
| The Contractor obtains government consent for all expenditures above contractual thresholds. The Contractor rarely fails to notify the government when previously awarded subcontracts are anticipated to grow above the contractual thresholds. The Contractor never fails to obtain government consent for subcontract growth above contractual thresholds. |
| Exceptional |
| The Contractor obtains government consent for all expenditures above contractual thresholds. The Contractor provides timely notification when previously awarded subcontracts are anticipated to grow above the contractual thresholds. The Contractor never fails to obtain government consent for subcontract growth above contractual thresholds. |
| D-2 |
| Contract Deliverables |
| Unsatisfactory |
| The Contractor fails to submit required reports and other deliverables in a timely fashion. Reports contain significant errors and are not submitted in accordance with contract requirements. Contracting Officer intervention is required to obtain corrective action. Corrective action is or appears to be ineffective. |
| Satisfactory |
| The Contractor fails to submit some required reports and other deliverables in a timely fashion. Reports contain some errors and contain some deviations from contract requirements. Contracting Officer intervention is sometimes required to obtain corrective action. At times, corrective action is or appears to be ineffective. |
| Good |
| The Contractor submits required reports and other deliverables in a timely fashion. Reports contain a few errors and contain a small number of minor deviations from contract requirements. Contracting Officer intervention is rarely required to obtain corrective action. Usually, corrective action is or appears to be effective. |
| Very Good |
| The Contractor submits required reports and other deliverables in a timely fashion. Reports contain no errors and may contain a small number of minor deviations from contract requirements. Contracting Officer intervention is not required to obtain corrective action. Corrective action is or appears to be effective. |
| Exceptional |
| The Contractor submits required reports and other deliverables in a timely fashion. Reports contain no errors and contain significant detail in excess of contract requirements. Contracting Officer intervention is never required to obtain corrective action. Corrective action always is or appears to be effective. |
| D-3 |
| Compliance With Subcontracting Plan – DOES NOT APPLY TO SMALL BUSINESSES |
| Unsatisfactory |
| The Contractor fails to comply with its subcontracting plan. Contract requirements are not met. Contracting Officer intervention is required to obtain corrective action. Corrective action is or appears to be ineffective. |
| Satisfactory |
| The Contractor fails to comply with many elements of its subcontracting plan. Sometimes contract requirements are not met. Contracting Officer intervention is often required to obtain corrective action. Corrective action seldom is or appears to be ineffective. |
| Good |
| The Contractor complies with its subcontracting plan with occasional deviations. Contract requirements are met. Contracting Officer intervention is seldom required to obtain corrective action. Corrective action frequently is or appears to be effective. |
| Very Good |
| The Contractor complies with its subcontracting plan. Contract requirements are met. Contracting Officer intervention is not required to obtain corrective action. Corrective action is or appears to be effective and is undertaken in a timely manner. |
| Exceptional |
| The Contractor complies with its subcontracting plan. Contract requirements are met and some are exceeded to the benefit of the government. Contracting Officer intervention is never required to obtain corrective action. Corrective action is or appears to be effective and is promptly executed. |
E - Management of Key Personnel
| E-1 |
| Shoreside and Shipboard Key Billet Approval |
| Unsatisfactory |
| Contractor regularly fails to comply with contractual key billet approval requirements. Contractor fails to offer fully qualified personnel for consideration. Contracting Officer intervention is required to obtain corrective action. Corrective action is or appears to be ineffective. |
| Satisfactory |
| Contractor occasionally fails to comply with contractual key billet approval requirements. Contractor sometimes fails to offer fully qualified personnel for consideration. Contracting Officer intervention is sometimes required to obtain corrective action. Corrective action often is or appears to be ineffective. |
| Good |
| Contractor complies with contractual key billet approval requirements with occasional minor deviations. Contractor offers fully qualified personnel for consideration. Contracting Officer intervention is not usually required to obtain corrective action. Corrective action often is or appears to be effective. |
| Very Good |
| Contractor complies with contractual key billet approval requirements. Contractor offers qualified personnel for consideration in excess of minimum requirements . Contracting Officer intervention is rarely required to obtain corrective action. Corrective action is or appears to be effective. |
| Exceptional |
| Contractor complies with contractual key billet approval requirements. Contractor offers supremely qualified personnel for consideration well in excess of minimum requirements. Contracting Officer intervention is never required to obtain corrective action. Corrective action is or appears to be effective and is undertaken in a timely manner. |
| Unsatisfactory |
| The Contractor does not comply with training requirements set forth in the contract. Intervention by the Contracting Officer is always required to achieve compliance. Corrective action is or appears to be ineffective. |
| Satisfactory |
| The Contractor often fails to comply with many training requirements set forth in the contract. Intervention by the Contracting Officer is often required to achieve compliance. Corrective action frequently is or appears to be ineffective. |
| Good |
| With some justified exceptions, the Contractor complies with the training requirements set forth in the contract. Intervention by the Contracting Officer is rarely required. Corrective action is or appears to be effective. |
| Very Good |
| The Contractor complies with all training requirements set forth in the contract. Contracting Officer intervention is not usually required. In some cases, Contractor personnel are trained in excess of the minimum requirements. Corrective action is or appears to be effective. |
| Exceptional |
| The Contractor complies with all training requirements set forth in the contract. In many cases, the Contractor provides personnel trained in excess of the requirements to the benefit of the Government. Contracting Officer intervention is never required. Corrective action is or appears to be effective and is executed in a timely fashion. |
| E-3 |
| Shipboard and Shoreside Key Billet Retention |
| Unsatisfactory |
| The Contractor is unable or unwilling to retain personnel assigned to key billets, causing significant breaks in continuity and corporate knowledge to the detriment of the Government. There are prolonged gaps in key personnel positions. Contracting Officer intervention is required to obtain corrective action. Corrective action is or appears to be ineffective. |
| Satisfactory |
| The Contractor has difficulty retaining personnel assigned to key billets, causing some breaks in continuity and corporate knowledge to the detriment of the Government. There are gaps in key personnel positions. Contracting Officer intervention is sometimes required to obtain corrective action. Corrective action frequently is or appears to be ineffective. |
| Good |
| The Contractor is able to retain personnel assigned to key billets, with some small breaks in continuity due to typical personnel changes. There are no gaps in key personnel positions. Contracting Officer intervention is not normally required to obtain corrective action. Corrective action is or appears to be effective. |
| Very Good |
| The Contractor is able to retain personnel assigned to key billets. There are no gaps in key personnel positions. Contracting Officer intervention is rarely required to obtain corrective action. Corrective action is or appears to be effective. |
| Exceptional |
| The Contractor is able to retain personnel assigned to key billets. There are no gaps in key personnel positions. Contracting Officer intervention is never required to obtain corrective action. Corrective action is or appears to be effective and is executed in a timely fashion. |
F - Other Areas – OPERATIONS
| Unsatisfactory |
| The Contractor is unable or unwilling to retain shipboard personnel, impacting vessel operations to the detriment of the Government. There are prolonged gaps in crew billets. Contracting Officer intervention is required to obtain corrective action. Corrective action is or appears to be ineffective. |
| Satisfactory |
| The Contractor has difficulty retaining shipboard personnel, slightly impacting vessel operations to the detriment of the Government. There are gaps in crew billets. Contracting Officer intervention is sometimes required to obtain corrective action. Corrective action frequently is or appears to be ineffective. |
| Good |
| The Contractor is able to retain shipboard personnel on a relatively permanent basis with some turnover due to typical personnel changes. There are no gaps in crew billets. Contracting Officer intervention is rarely required to obtain corrective action. Corrective action is or appears to be effective. |
| Very Good |
| The Contractor is able to retain shipboard personnel on a permanent basis with minimal turnover due to normal causes. There are no gaps in key personnel positions. Contracting Officer intervention is not normally required to obtain corrective action. Corrective action is or appears to be effective. |
| Exceptional |
| The Contractor is able to retain shipboard personnel on a permanent basis. There are no gaps in key personnel positions. Contracting Officer intervention is never required to obtain corrective action. Corrective action is or appears to be effective and is executed in a timely fashion. |
| F-2 |
| OPDS Petroleum Product Handling And Mission Support |
| Unsatisfactory |
| OPDS Product handling system is unable to be deployed/operated for the mission. The system is unable to provide product to the beach at 90% of the prescribed flow rate. The Contractor cannot provide satisfactory reasons for non-compliance. Contracting Officer intervention is required to obtain corrective action. Corrective action is or appears to be ineffective. |
| Satisfactory |
| OPDS system is not deployed/ retrieved within the prescribed time periods. The system is able to provide product to the beach at greater than 90% of the prescribed flow rate. Contractor consistently attempts to provide satisfactory reasons for non-compliance. Contracting Officer intervention is sometimes required to obtain corrective action. Corrective action frequently is or appears to be ineffective. |
| Good |
| OPDS system is safely deployed/ retrieved at the prescribed time periods. The system is able to provide product to the beach at the prescribed flow rate. Contractor provides satisfactory reasons for non-compliance issues encountered, and provides an acceptable plan for corrective action. Contracting Officer intervention is not normally required, and corrective action is or appears to be effective. |
| Very Good |
| OPDS system is safely deployed/ retrieved at less than the prescribed time periods. The system is able to provide product to the beach at the prescribed flow rate. Contractor proactively provides satisfactory reasons for non-compliance with an acceptable plan for corrective action. Contracting Officer intervention is not normally required to obtain corrective action. Corrective action is or appears to be effective. |
| Exceptional |
| OPDS system is safely deployed/ retrieved at less than the prescribed time periods. The system is able to provide product to the beach at the prescribed flow rate. The Contractor is proactive in developing better ways to deploy the system safely. Contracting Officer intervention is never required to obtain corrective action when necessary. Corrective action is or appears to be effective and is executed in a timely fashion. |
F - Other Areas - ENGINEERING, MAINTENANCE & REPAIR
| F-3 |
| Overhaul and repair management |
| Unsatisfactory |
| Contractor fails to include required maintenance and alteration items in the work package. Contractor often fails to manage availabilities such that the full work scope is completed on time or within original budget. The cost of growth to existing work items often exceeds the originally budgeted Supplemental Labor and Materials line item. Overall growth (excluding inactive CAT B items and credits) often exceeds 20% of the award price of the package. |
| Satisfactory |
| Contractor occasionally fails to include required maintenance and alteration items in the work package. Contractor sometimes fails to manage availabilities such that the full work scope is completed on time or within original budget. The cost of growth to existing work items sometimes exceeds the originally budgeted Supplemental Labor and Materials line item. Overall growth (excluding inactive CAT B items and credits) often exceeds 15% of the award price of the package. |
| Good |
| Contractor includes all required maintenance and alteration items in the work package and is able to correct most deficiencies before shipyard work begins. Contractor manages availabilities such that the full work scope is completed on time. The cost of growth to existing work items rarely exceeds the originally budgeted Supplemental Labor and Materials line item. Overall growth (excluding inactive CAT B items and credits) never exceeds 15% of the award price of the package. |
| Very Good |
| Contractor includes all required maintenance and alteration items in the work package. Contractor manages availabilities such that the full work scope is completed on time. The cost of growth to existing work items never exceeds the originally budgeted Supplemental Labor and Materials line item. Overall growth (excluding inactive CAT B items and credits) never exceeds 10% of the award price of the package. |
| Exceptional |
| Contractor includes all required maintenance and alteration items in the work package. Contractor manages availabilities such that the full work scope is completed on time. The cost of growth to existing work items never exceeds the originally budgeted Supplemental Labor and Materials line item. Overall growth (excluding inactive CAT B items and credits) never exceeds 5% of the award price of the package. |
| F-4 |
| Property acquisition & management |
| Unsatisfactory |
| Contractor is non-compliant with most contract property, logistics, and acquisition requirements. The Contractor's property and logistics control policies and procedures exhibit major flaws, to the disadvantage of the Government. Contracting Officer intervention is required to obtain corrective action. Corrective action is or appears to be ineffective. |
| Satisfactory |
| Contractor is non-compliant with some contract property, logistics, and acquisition requirements. The Contractor's property and logistics control policies and procedures exhibit flaws, to the disadvantage of the Government. Contracting Officer intervention is sometimes required to obtain corrective action. Corrective action often is or appears to be ineffective. |
| Good |
| Contractor complies with the contract property, logistics, and acquisition requirements. The Contractor's property and logistics control policies and procedures exhibit minor flaws, with little adverse impact to the Government. Contracting Officer intervention is not usually required to obtain corrective action. Corrective action often is or appears to be effective. |
| Very Good |
| Contractor complies with the contract property, logistics, and acquisition requirements. The Contractor's property and logistics control policies and procedures exhibit minor flaws, with no adverse impact to the Government. Contracting Officer intervention is rarely required to obtain corrective action. Corrective action is or appears to be effective. |
| Exceptional |
| Contractor complies with the contract property, logistics, and acquisition requirements, exceeding some to the benefit of the Government. The Contractor's property and logistics control policies and procedures exhibit no flaws. Contracting Officer intervention is never required to obtain corrective action. Corrective action is or appears to be effective and is undertaken in a timely manner. |
| F-5 |
| Maintenance Plan Compliance |
| Unsatisfactory |
| SAMM PM Completion Reports provided by MSCHQ Engineering Directorate (N7) indicates less than 80% compliance in all measured categories for more than three consecutive months during the evaluation period. Contractor fails to adequately justify maintenance schedule non-compliance. Contracting Officer intervention is required to obtain corrective action. Corrective action is or appears to be ineffective. |
| Satisfactory |
| SAMM PM Completion Reports provided by MSCHQ Engineering Directorate (N7) indicates less than 80% compliance in a number of measured categories for more than two consecutive months during the evaluation period. Contractor often fails to adequately justify maintenance schedule non-compliance. Contracting Officer intervention is sometimes required to obtain corrective action. Corrective action often is or appears to be ineffective. |
| Good |
| SAMM PM Completion Reports provided by MSCHQ Engineering Directorate (N7) indicates less than 85% compliance in a small number of measured categories for no more than two non-consecutive months during the evaluation period. Contractor can adequately justify maintenance schedule non-compliance. Contracting Officer intervention is rarely required to obtain corrective action. Corrective action often is or appears to be effective. |
| Very Good |
| SAMM PM Completion Reports provided by MSCHQ Engineering Directorate (N7) indicates greater than 85% compliance all of the measured categories for the entire evaluation period. Contractor can adequately justify rare instances of maintenance schedule non-compliance. Contracting Officer intervention is not usually required to obtain corrective action. Corrective action is or appears to be effective. |
| Exceptional |
| SAMM PM Completion Reports provided by MSCHQ Engineering Directorate (N7) indicates greater than 90% compliance all of the measured categories for the entire evaluation period. Contractor can adequately justify rare instances of maintenance schedule non-compliance. Contractor proposes innovative and cost effective changes to vessel maintenance that improves reliability and readiness. Contracting Officer intervention is never required to obtain corrective action. Corrective action is or appears to be effective and is undertaken in a timely manner. |
8.0—Award Fee Pool Allocation
Award fee may be earned in accordance with the following:
Each category will receive an overall adjectival rating based on an average of the numerical value of the ratings received for the subcategories within each category. Each adjectival rating assigned to one of the subcategories above will be assigned a numerical value as follows:
UNSATISFACTORY = 0
SATISFACTORY = 1
GOOD = 2
VERY GOOD = 3
EXCEPTIONAL = 4
If any subcategory receives a rating of Unsatisfactory then the total award fee will be $0.00.
The amount of award fee earned will be determined at the category level using the category ratings and allocation ranges below. Each category may receive up to 16.6669% of the total available award fee ($29,167). The specific amount of award fee earned in each category will be solely within the discretion of the Award Fee Determining Official.
| Award-Fee Adjectival Rating |
| Award-Fee Pool Available To Be Earned |
| Description |
| Exceptional |
| 91%--100% |
| Contractor has exceeded almost all 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 evaluation period. |
| Very Good |
| 76%--90% |
| Contractor has exceeded many 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 evaluation period. |
| Good |
| 0%--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 evaluation period. |
| Satisfactory |
| 0% |
| 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 evaluation 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 evaluation period. |
*The Government reserves the right to make an award fee determination outside of the percentage range specified above.
Attachment M – Award Fee Plan