Past_Performance_Assessment_Questionnaire.docx

Past Performance Assessment

Contracting Officer Representative (COR):

Contracting Officer (CO):

Reference Name, number, and email:

Contract Number:

Task Order Number: (If applicable)

Evaluation Rating Period:

Is this contract already evaluated in CPARS and therefore available in PPIRS?

· Yes_____: Please STOP and do not complete the rest of this assessment. The Government will utilize this assessment only for records that are not available through the PPIRS database.

· No______: Please complete this form and submit it no later than (date, time) from your official email directly to (email address of DOS CO/CS).

Contractor Performance Rating: Mark the appropriate block which corresponds to the performance rating.

See FAR 42.15 for rating definitions.

Factor Rating

QUALITY

SCHEDULE

COST CONTROL*

BUSINESS RELATIONS

MANAGEMENT OF KEY PERSONNEL

SMALL BUSINESS UTILIZATION**

*Cost Control is N/A for Firm-fixed-price contracts. See comments below.

**Small Business Utilization is N/A for most Small Business Contracts. See comments below.

INSTRUCTIONS:

Evaluate each area based on the following criteria:

Each area assessment must be based on objective data that will be provided in the narrative. Facts to support specific areas of evaluation must be requested from the contracting officer and other government specialists familiar with the Contractor's performance on the contract under review. Such specialists may, for example include the Contracting Officer's Representative (COR) for the program and may also, be from engineering, manufacturing, quality, logistics (including provisioning), contract administration services, maintenance, security, etc.

The amount of risk inherent in the effort should be recognized as a significant factor and taken into account when assessing the Contractor's performance. When a Contractor identifies significant technical risk and takes action to abate those risks, the effectiveness of these actions should be included in the narrative supporting the evaluation ratings.

The assessment is designed to assess prime Contractor performance. However, in those evaluation areas where subcontractor actions have significantly influenced the prime Contractor's performance in a negative or positive way, record the subcontractor actions in the narrative.

Evaluate all areas which pertain to the contract under evaluation, unless they are not applicable - "N/A".

The Assessing Official should use customary industry quantitative measures where they are applicable if the contract is for commercial products.

Contracting Officer Representative (COR) Performance Assessment Narrative (24,000 Character Limit for all narratives combined)

QUALITY: Assess the Contractor's conformance to contract requirements, specifications and standards of good workmanship (e.g. commonly accepted technical, professional, environmental, or safety and health standards).

For example: Are reports/data accurate? Does the product or service provided meet the specifications of the contract? Does the Contractor's work measure up to commonly accepted technical or professional standards? Assess the degree of Government technical direction required to solve problems that arise during performance.

For Operations Support: Assess how successfully the Contractor meets program quality objectives such as ability to produce, reliability, maintainability and ability to inspect. The Assessing Official must be flexible in how Contractor success is measured; e.g. using data from field reliability and maintainability and failure reports, user comments and acceptance rates, and scrap and rework rates. These quantitative indicators may be useful later, for example, in source selection evaluations, in demonstrating continuous improvement, quality and reliability leadership that reflects progress in total quality management. Assess the Contractor's control of the overall production process to include material control, shop planning and control, and status.

Narrative:

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 effect the schedule variance).

This assessment of the Contractor's adherence to the required delivery schedule should include the Contractor's efforts during the assessment period that contributes to or effect the schedule variance. This element applies to contract closeout activities as well as contract performance. Instances of adverse actions such as the assessment 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 schedule and should therefore be noted in the evaluation.

Narrative:

COST CONTROL: (Not required for Firm Fixed Price contracts/line items, or Firm Fixed Price with Economic Price Adjustment). Assess the Contractor's effectiveness in forecasting, managing, and controlling contract cost.

For example, 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?

Narrative:

BUSINESS RELATIONS: Assess the integration and coordination of all activity needed to execute the contract, 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 government satisfactory or does it need improvement?

Include the adequacy of the contractor's accounting, billing, and estimating systems and the contractor's management of Government Property (GFP) if a substantial amount of GFP has been provided to the contractor under the contract.

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.

Narrative:

MANAGEMENT OF KEY PERSONNEL: (For Services and Information Technology Business Sectors only - Not Applicable to DoD Operations Support). 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, 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 schedule?

Narrative:

SMALL BUSINESS UTILIZATION: FAR Subpart 19.7 and 15 U.S.C. 637 contains statutory requirements for complying with the Small Business Subcontracting Program. Assess whether the contractor provided maximum practicable opportunity for Small Business (including Alaska Native Corporations (ANCs) and Indian Tribes) (including Small Disadvantaged Businesses (which also includes ANCs and Indian Tribes), Women Owned Small Businesses, HUBZone, Veteran Owned, Service Disabled Veteran Owned Small Business, Historically Black Colleges and Minority Institutions and ANCs and Indian Tribes that are not Small Disadvantaged Businesses or Small Businesses) to participate in contract performance consistent with efficient performance of the contract.

Assess compliance with all terms and conditions in the contract relating to Small Business participation (including FAR 52.219-8, Utilization of Small Businesses and FAR 52.219-9, Small Business Subcontracting Plan (when required). Assess any small business participation goals which are stated separately in the contract. Assess achievement on each individual goal stated within the contract or subcontracting plan including good faith effort if the goal was not achieved.

It may be necessary to seek input from the Small Business specialist, or Contracting Officer in regards to the contractor's compliance with these criteria.

For contracts subject to a commercial subcontracting plan, the Utilization of Small Business factor should be rated "satisfactory" as long as an approved plan remains in place, unless liquidated damages have been assessed by the contracting officer who approved the commercial plan (see FAR 19.705-7(h)). In such case, the Utilization of Small Business area must be rated "unsatisfactory".

This area must be rated for all contracts and task orders that contain a small business subcontracting goal.

Ratings for the Utilization of Small Business evaluation area differ from ratings for the other CPAR evaluation areas. See attachment for ratings definitions.

In accordance FAR 19.705-2(e) a contract may have no more than one subcontracting plan. Evaluations of the Utilization of Small Business are required for contracts and orders placed against basic ordering agreement (BOA) and blanket purchase agreement (BPA) if a subcontracting plan is required. Evaluations of Utilization of Small Business for single-agency task orders and delivery orders (to include FSS) are not required and shall not be accomplished unless the contracting officer determines that such evaluations would produce more useful past performance information for source selection officials than that contained in the overall contract evaluation. Execution of any subcontracting plan may be addressed in this section.

Narrative:

OVERALL ASSESSMENT SUMMARY: Assessing Official (or Equivalent Individual Responsible for Program, Project, Task/Job Order Execution) Narrative. A short, factual narrative statement is required for all assessments regardless of rating. Cross-reference the comments in other narrative blocks to their corresponding evaluation rating. Each narrative statement in support of the area assessment must contain objective data. An exceptional cost performance assessment could, for example, cite the current under-run dollar value and estimate at completion. A marginal assessment could, for example, be supported by information concerning personnel changes or schedule delinquency rate. Key personnel familiar with the effort may have been replaced by less experienced personnel. Sources of the data used by the Assessing Official for the assessment may include customer / field surveys or evaluation of Contractor reports.

The Assessing Official must choose the applicable choice to the following statement: "Given what I know today about the Contractor's ability to execute what they promised in their proposal, I (definitely would not, probably would not, might not, might, probably would or definitely would) award to them today given that I had a choice".

Narrative: