Attachment_7_Award_Fee_Plan.pdf

AWARD FEE PLAN

U.S. Army Recruiting Marketing and Advertising Contract

28 December 2016

1.0 INTRODUCTION

This award fee plan is the basis for the U.S. Army’s evaluation of the contractor’s performance and for presenting an assessment of that performance to the Award Fee Determining Official (AFDO). The award fee is designed to provide an effective incentive for the contractor to perform requirements in an excellent manner at the highest caliber of professional services of an advertising agency leading and managing a full range of integrated marketing communications services. The contract and this award fee plan recognize that the minimum satisfactory performance standard of the contract already require the contractor to perform in an innovative, market relevant, and professional manner. The award fee plan is meant and structured to cause the contractor to perform in a manner greater than satisfactory performance.

The specific criteria and procedures used to assess the contractor’s performance and to determine the amount of award fee earned are described herein. Award fees shall be based upon both subjective and objective measurements. Actual award fee determination and methodology for determining award fee are unilateral decisions made solely at the discretion of the Government. Award fee determinations are not appealable or reviewable beyond what is described in the award fee plan. There are no rollover provisions for the award fee pool.

The award fee will be provided through a task order against the Indefinite Delivery Indefinite Quantity (IDIQ) Cost type contract. 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 Government reserves the right to unilaterally change the award fee evaluation methodology, areas of emphasis and/or their respective weighting, periods of evaluation, individual metrics, and other matters covered in this plan. The contractor will be notified of changes to the plan by the Contracting Officer, in writing, before the start of the effected 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 Award Fee Review Board (AFRB), which consists of a chairperson, two other functional area participants representing the Army Marketing and Research Group (AMRG) and the Office of the Chief of the Army Reserve respectively, and advisors/performance monitors. The AFDO, AFRB members, and advisors/performance monitors are listed in Annex 1. The Chairperson, with AFDO approval, may tailor the AFRB membership as necessary, including the addition of members from Government organizations outside of the AMRG, to ensure a fair and adequate assessment of contractor performance against the criteria being evaluated. Advisors from other Government agencies and non- Government support contractors may be used.

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 performance monitors’ evaluation of the contractor’s performance, consider all information from pertinent sources, prepare interim performance reports, and arrive at an earned award fee recommendation to be presented to the AFDO. The AFRB will also recommend changes to the plan.

c. AFRB Recorder. The Chairperson doubles as the AFRB recorder and is responsible for coordinating the administrative actions required by the performance monitors, the AFRB and the AFDO, including, but not limited to: 1) receipt, processing and distribution of evaluation reports from all required sources; 2) scheduling and assisting with internal evaluation milestones and 3) providing or arranging for award fee overview and training for board members; and 4) accomplishing other actions required to ensure the smooth operation of the award fee process.

d. Contracting Officer. The Contracting Officer acts as an advisor to the AFRB and is the liaison between the contractor and Government personnel. The Contracting Officer prepares and issues the AFDO Award Fee determination letter along with a description of contractor’s performance, strengths, weaknesses, improvement areas, and expectations for future performance. The Contracting Officer issues modifications to the contract effecting award fee determinations and executes other modifications to the contract that make changes to the Award Fee Plan, the methodology in which the award fee is determined and distributed, or changes to the award fee pool available for award fee consideration.

e. 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. They prepare and submit interim and end-of-period evaluation reports as directed by the AFRB.

4.0 AWARD FEE PERIODS

a. The award fee determination shall be annual. All award fee periods will be twelve

(12) months in duration. The evaluation period shall commence upon contract award and coincide with option renewals thereafter.

b. The award fee pool shall be segregated in the contract by the type and fiscal year of appropriation required to fund the associated requirements.

c. Unearned award fees from prior evaluation periods shall not carry forward or otherwise be available for future evaluation periods.

5.0 AWARD FEE PROCESSES

a. Available Award Fee Amount. The earned award fee will be paid based on the contractor’s performance during each evaluation period. The available award fee for each evaluation period is shown in Annex 2 as well as sample award fee evaluations.

b. Evaluation Criteria. If the Contracting Officer does not provide specific notice, in writing, to the contractor of any changes 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 following award fee evaluation period. Any changes to evaluation criteria will be made by revising Paragraph 8.0 Evaluation Criteria and Annex 3 and notifying the contractor.

c. Interim Evaluation Process. The Army will conduct an interim program review with contractor senior management to address issues as required and to provide an azimuth check for the contractor. The AFRB Recorder notifies each AFRB member and performance monitor 30 calendar days before the interim program review. Each AFRB member and performance monitor shall submit his or her evaluation reports to the AFRB Chairperson 10 work days prior to the interim program review. The date for this review will be coordinated at the start of each contract year. The Contracting Officer may also issue letters or other documents at any time it is deemed necessary to highlight areas of Government concern.

d. End of Period Evaluations.

1. Contractor’s Self-Assessment. The contractor shall provide a briefing on their view of performance to the AFDO within 20 work days prior to the end of the evaluation period. The contractor’s written self-evaluation is submitted to the Contracting Officer within five work days thereafter. This written assessment of the contractor’s performance throughout the evaluation period may also contain any information that may be reasonably expected to assist the AFRB in evaluating the contractor’s performance. The contractor’s self-assessment may not exceed 35 pages.

2. The AFRB Recorder notifies each AFRB member and performance monitor 30 calendar days before the end of the evaluation period. Each AFRB member will be provided a copy of the contractor’s self-assessment briefing to the AFDO. Each member and the performance monitors shall submit his or her evaluation reports to the AFRB Chairperson 10 work days after the end of the evaluation period. The AFRB prepares its evaluation report and recommendation of earned award fee. The AFRB chairperson briefs the evaluation report and recommendation to the AFDO. At this time, the AFRB may also recommend any significant changes to the award fee plan for AFDO approval.

The AFDO determines the overall score and earned award fee amount for the evaluation period within 30 work days after each evaluation period. The Contracting Officer informs the contractor of the earned award fee amount followed by issuance of a task order within 10 work days after the AFDO’s decision authorizing payment of the earned award fee amount.

6.0 RATINGS AND DEFINITIONS

a. Outstanding (95-100). The contractor has met the basic (minimum essential) requirements of the contract, and has met at least 90 percent of the award fee criteria established in the award fee plan.

b. Excellent (91-94). The contractor has met the basic (minimum essential) requirements of the contract, and has met at least 75 percent of the award fee

c. Good (80-90). The contractor has met the basic (minimum essential) requirements of the contract, and has met at least 50 percent of the award fee

d. Satisfactory (70-79). Contractor performance has met the basic (minimum essential) requirements of the contract.

e. Unsatisfactory (0-69) Contractor has failed to meet the basic (minimum essential) requirements of the contract.

7.0 AWARD FEE EARNINGS SCHEDULE

a. No award fee shall be paid for performance in any evaluation criteria rated Satisfactory or below.

b. No award fee for any evaluation criteria shall be paid when either the Performance or Communication evaluation criteria are rated below Satisfactory.

c. The following schedule shall be applied against that portion of each evaluation criteria available for award fee:

Evaluation Criteria Weighted Score

Earned Award Fee Percentage

100 100% 99 99%

98 98% 97 97% 96 96% 95 95% 94 90% 93 85% 92 80% 91 75%

89-90 70% 87-88 65%

85-86 60%

83-84 55%

80-82 50%

0-79 0%

8.0 EVALUATION CRITERIA

1. Contractor’s Performance Assessment: The contractor will be evaluated for performance in each of the following key areas: customer satisfaction, timeliness and schedule.

Measurement:

a. Customer Satisfaction – A minimum of 70 - 79% satisfaction rate based on customer surveys. Achievement of 80-90% shall be considered Good; achievement of 91-94% shall be considered Excellent; and achievement of 95-100% shall be considered Outstanding.

b. Timeliness – A minimum of 90% responsiveness rate to customer inquiries and issues. Achievement of 91-93% shall be considered Good; achievement of 94-97% shall be considered Excellent; and achievement of 98-100% shall be considered Outstanding.

c. Schedule – A minimum of 90% of the task orders completed within the schedule. Achievement of 91-93% shall be considered Good; achievement of 94-97% shall be considered Excellent; and achievement of 98-100% shall be considered Outstanding.

Achievement of the above minimum metrics represents Satisfactory performance and no award fee will be paid for this evaluation criteria unless the contractor exceeds minimum metrics.

2. Meet Target Levels of Communication Effectiveness: This area has two separate components.

a. Immediate Evaluation – Copy testing will be used to evaluate this category.

There are two methods, Copy Testing – Motivation (does the message create interest) and Copy Testing – Breakthrough (did the target audience absorb the information).

b. Long Term Impact Evaluation – There are three areas the contractor will be assessed in through tracking research:

• Communication effectiveness

• Proven communication of core strategic message

• Army first choice preference

The standards for this evaluation criteria will be set in the Strategic Marketing Plan developed prior to the beginning of the Fiscal Year. Immediate evaluation will be measured by focus groups and testing groups. Long Term Impact Evaluation will be measured quarterly by the marketing tracking study.

Measurement: The metrics will be derived through the results of the quantitative testing, and the Army’s selected tracking study for section (a) and the Army’s selected advertising testing service for section (b).

a. Satisfactory performance shall be considered achievement of the prior Army average level of market penetration (motivation and breakthrough).

b. Good performance shall be considered achievement of a 1-3% increase over the prior Army average level of market penetration (motivation and breakthrough).

c. Excellent performance shall be considered achievement of a 4-6% increase over the prior Army average level of market penetration (motivation and breakthrough).

d. Outstanding performance shall be considered achievement of 7% or greater increase over the prior Army average level of market penetration (motivation and breakthrough).

3. Meet Target Number of Recruits: This area has two separate components.

a. Web Hits and Leads – Measured through monthly reports of web usage and lead generation by marketing medium on an annual basis. A minimum of the total required hits and leads from the Annual Advertising and Marketing Plan shall be met.

Achievement of 10% over required projections shall be considered Good; achievement of 20% over required projections shall be considered Excellent; and achievement of 30% over required projections shall be considered Outstanding.

b. Meeting the Accessions Missions – Measured on an annual basis through production reports. These reports identify the number of recruits attained against the Army’s current accessions missions (Active Army, Army Reserve, ROTC and Special Missions). Recognizing that meeting accessions missions may be significantly influenced by factors out of the control of the contractor, the contractor shall be allowed up to one half of the assigned allocation for this evaluation factor upon the Army’s achievement of the total number of accessions mission (without regard to component, MOS or speciality).1 In considering how much of that allocation should be awarded, consideration will be given to the Army’s results towards achievement of total number of accessions mission for each component mission (Active Army, Army Reserve, ROTC, and Special Missions) and of an ample pool of future soldier applicants.

4. Exceed the Established Small Business Subcontracting Goals.

1 If the Army does not achieve this accessions mission, no portion of the allocated amount for this component shall be awarded; however, failure of the Army to meet its mission shall not affect the contractor’s ability to receive an award fee based upon any other evaluation criteria including the other component (Web Hits and Leads) of this evaluation criteria.

a. Results will be measured against the established small business subcontracting goals. The subcontracting goals are a percentage of total contract dollars available for subcontracting. The following are the minimum recommended goals: **

(1) Small Business – 34% - 35%*

(2) Small Disadvantaged Business – 5%

(3) Women Owned – 5%

(4) HUBZone – 1%

(5) Veteran Owned – 3%

(6) Service – Disabled Veteran – 1%

* SB goal is 34% for the first two years of the contract; 34.5% for the third year; and 35% for the fourth and fifth year.

**SB subcontracting goals in this award fee plan will be changed to include the minimum acceptable goals upon incorporation of an approved subcontracting plan into the contract.

b. The contractor’s small business goal performance will be measured by assessing the results from Standard Form 294, Subcontracting Report for Individual Contracts, which will be completed semiannually and at contract completion.

Measurement: 100% of the standard for this category is the minimum goal for the six small business categories identified above. Businesses that qualify for more than one category may be applied to more than one goal. Meeting the minimum goal is Satisfactory performance and does not, in itself, qualify the contractor for any award fee.

Meeting all category goals and exceeding the total small business goal by 5% shall be considered Good; meeting all category goals and exceeding the total small business goal by 10% shall be considered Excellent; and meeting all category goals and exceeding the total small business goals by 15% shall be considered Outstanding.

9.0 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.

Annex 1

Award Fee Organization

Award Fee Determining Official: Deputy Director Army Marketing and Research Group

(AMRG)

Award Fee Review Board:

Chairperson/Recorder: Army Marketing and Research Group (AMRG), Director Army Brand Group

Membership: Director of Marketing, Army Marketing and Research Group

Deputy Director, Army Reserve Communications, Office of the Chief, Army Reserve (OCAR)

Deputy Division Chief, Army National Guard Strength Division (ARNG)

COR, Army Marketing and Research Group (AMRG)

Performance Monitors and Advisors:

Administrative Contracting Officer, Mission and Installation Contracting Command Center – Fort Knox, KY (MICC Center – Fort Knox).

Army Marketing and Research Group (AMRG)

Manager Budget and Contracting, Army Marketing and Research Group

Annex 2

AWARD FEE ALLOCATION BY EVALUATION PERIODS

The award fee earned by the contractor will be determined at the completion of the evaluation periods shown below. The percentage and dollars shown corresponding to each period is the maximum available award fee amount that can be earned during that particular period.

Evaluation Period *

Performance Communication Recruits Small Business

Total Percentages

Available Award Fee**

Base Period (Total 5 Years)

1st Option (Total 3 Years)

2nd Option (Total 2Years)

55%

55%

50%

30%

10%

10%

15%

5%

100%

$2M/yr

* The Government may unilaterally revise the distribution of the remaining award fee dollars among subsequent 12 month periods. The contractor will be notified of such changes, if any, in writing by the PCO before the relevant period is started and the award fee plan will be modified accordingly. Subsequent to the commencement of a period, changes may only be made by mutual agreement of the parties.

**Will be computed in and expressed in dollars at award of contract.

If options are exercised, the award fee allocation by evaluation periods will remain the same for each 12 month period.

SAMPLE AWARD FEE EVALUATIONS:

The below samples award fee determinations are for illustrative purposes only:

1. Assuming the award fee pool is set at $2,000,000.00, and assuming that the contractor received the following ratings in the evaluation criteria from the AFDO for the base year:

Performance – 92% Communication – 88% Recruitment/Leads – 75% (Web Hits and Leads)

Accessions Mission Met by Army Small Business – 97%

The award fee for the evaluation period would be determined as follows:

$2,000,000 x .55 x .80 = $880,000 (Performance) $2,000,000 x .30 x .65 = $390,000 (Communication) $2,000,000 x .10 x .50 x 0 = $0 (Web Hits and Leads) $2,000,000 x .10 x .50 x 75 = $75,000 (Accessions Mission Met – Award amount subjectively determined by consideration of factors in paragraph 3b of Award Plan) $2,000,000 x .05 x .97 = $97,000 (Small Business)

Total Award Fee: $1,367,000

2. Assuming the award fee pool is set at $1,500,000.00, and assuming the contractor received the following ratings in the evaluation criteria from the AFDO for the base year:

Performance – 82% Communication – 69% Recruitment/Leads – 85% (Web Hits and Leads) Accessions Mission Not Met by Army Small Business – 89%

The award fee for the evaluation period would be determined as follows:

$1,500,000 x .55 x .50 = $412,500 (Performance) $1,500,000 x .30 x 0 = $0 (Communication) $1,500,000 x .10 x .50 x .6 = $45,000 (Web Hits and Leads) $1,500,000 x .10 x .50 x 0 = $0 (Accessions Mission Not Met by Army) $1,500,000 x .05 x .70 = $70,000 (Small Business)

Total Award Fee: $0 (In that Communication was rated below Satisfactory)

3. Assuming the award fee pool is set at $2,000,000, and assuming the contractor received the following rating in the evaluation criteria from the AFDO for the base year:

Performance – 99% Communication – 97% Recruitment/Leads – 75% Accessions Mission Met by Army Small Business – 82%

The award fee for the evaluation period would be determined as follows:

$2,000,000 x .55 x .99 = $1,089,000 (Performance) $2,000,000 x .30 x .97 = $582,000 (Communication) $2,000,000 x .10 x .50 x 0 = $0 (Web Hits/Leads) $2,000,000 x .10 x .50 x 95 = $95,000 (Accessions Mission Met – Award amount subjectively determined by consideration of factors in paragraph 3b of Award Plan) $2,000,000 x .05 x .50 = $50,000 (Small Business)

Total Award Fee: $1,816,000

Annex 3

AWARD FEE EVALUATION

United States Army Draft 12/12/16

Advertising Agency Performance Evaluation Survey Goals The purpose of this survey is to: 1) evaluate our advertising agency's performance against agreed-upon deliverables and, 2) identify actions for the Army and agency to take to address any performance issues. We need your candid feedback on this survey to help achieve these goals.

Survey Instructions There is a spreadsheet tab for each area of agency performance to evaluate, and a number of factors to rate within each area. Please grade the agency's performance for each factor using the rating scale described below (on a 100-point scale). For each section, please provide brief written commentary that supports your ratings.

Any relevant examples of agency performance based on your experience will be particularly helpful.

In the last tab, please list what you consider to be the agency's top three strengths, as well as the three areas of performance that could most benefit from improvement. Finally, please briefly list any areas that you think the Army could improve on to help make for a more productive relationship with the agency.

Performance Ratings <70 = unsatisfactory

70-79 = satisfactory

80-90 = good

91-94 = excellent

95-100 = outstanding

Respondent Information For recording purposes, please provide your name, rank/title/position, and date.

Please note that your identity will be kept confidential from the agency in terms of your specific ratings and comments.

Name:

Rank/Title/Position:

Date of Evaluation:

Strategic Communications Planning Rating (please rate agency on a scale of 0 to 100 using whole numbers only, and using the definitions on the "Instructions" page)

Rating Factor

1) Agency develops Army Brand and communications campaign strategies that help achieve the Army's recruiting mission and strategies

2) Agency campaign strategies are highly integrated, effectively involving and coordinating the appropriate communications disciplines

3) Agency messaging strategies reflect a keen understanding of the Army Brand and relevant insights into our recruiting missions (Active Army, Army Reserve, ROTC and Special Missions) and targets

4) Agency media strategies effectively target our recruiting prospects, and reflect insight into the media habits of our prospects (including relevant new media forms)

5) Agency measures campaign plans and strategies, and when appropriate, proactively works with the Army to adjust plans and strategies based on actionable and relevant information.

Total Score 0

Average Rating 0.0 Comments (please type in comments to support your ratings; you must provide comments for any factors rated below 70 or above 90)

Agency Team Integration Rating (please rate agency on a scale of 0 to 100 using whole numbers only, and using the definitions on the "Instructions" page)

Rating Factor

1) Agency team is highly integrated, demonstrating effective intra-agency coordination and communication on behalf of the Army

2) Agency team is well integrated top to bottom; i.e., day to day project managers at agency are as well coordinated as agency management

3) Agency team roles and responsibilities are clear in relationship to the Army; there is little duplication of effort or "left hand not knowing what right hand is doing" in planning and executing for the Army

4) Subcontracting agencies (e.g., for multicultural) are highly integrated with the agency team and coordinate effectively on behalf of the Army

Total Score 0

Average Rating 0.0 Comments (please type in comments to support your ratings; you must provide comments for any factors rated below 70 or above 90)

Creativity: Messaging definitions on the "Instructions" page)

Rating Factor

1) Creative work delivers on approved Army strategies

2) Creative work competitively and relevantly elevates and differentiates the Army brand

3) Creative positively impacts our recruiting target audiences (e.g., emotionally connects in a motivating way)

4) Creative work is equally strong and integrated across all media forms (e.g., broadcast, print, online, events, public relations, etc.)

5) Creative work is equally strong for all Army missions (Active Army, Army Reserve, ROTC, Special Missions)

Total Score 0

Average Rating 0.0

Media Plans/Execution/Innovation definitions on the "Instructions" page)

Rating Factor

1) Media plan(s) -- offline, online, paid and unpaid (e.g., PR) -- deliver on approved strategies

2) Media plans and tactics based on strong knowledge and insights about the media landscape and vehicles, and of Army recruiting (including all missions: Active Army, Army Reserve, ROTC and Special Missions

3) Media plans and execution reflect an understanding of recruiting target audience interests and behavior, including digital and new media

4) Agency proactively brings relevant and innovative media concepts to our attention

5) Agency media execution not only generates cost efficiencies, but takes advantage of creative placement and merchandising that helps the Army message to break through the clutter

Total Score 0

Average Rating 0.0

Digital Strategy, Operational Planning/Execution definitions on the "Instructions" page)

Rating Factor

1) Agency proactively provides innovative and consumer-relevant digital marketing strategies

2) Agency helps Army stay abreast of digital/new media trends, and proactively recommends strategic initiatives to take advantage of these trends

3) Online advertising creative and web content is on strategy and consistently integrated with overall marketing campaign

4) Agency is results-focused, bringing strong analytical capabilities that help us sharpen and evolve our web and other digital efforts with quantifiable metrics

5) Agency provides relevant insights and actionable recommendations for Army's social media strategy and execution

6) Agency effectively plans and designs Army web content and supports Army web operations and maintenance as needed

7) Agency digital team effectively coordinates, communicates and cooperates with Army operations team

Total Score 0

Average Rating 0.0 Comments (please type in comments to support your ratings; you must provide comments for any factors rated below 70 or above 90)

Local Marketing, Event Marketing, Publicity definitions on the "Instructions" page)

Rating Factor

1) Agency effectively manages our local/field recruiting efforts

2) Agency effectively plans and executes local media and sponsorship plans in support of the Brigades and Battalions

3) Agency develops strategically sound and well-integrated event marketing plans; effectively leverages Army sponsorships

4) Agency provides excellent execution and oversight of our events and sponsorships

5) The agency's public relations plans are strategically sound and well-integrated with our overall marketing effort

6) The agency executes effective public relations plans that generate significant and relevant unpaid coverage that positively reinforces the Army Brand and key Brand messages

Total Score 0

Average Rating 0.0

Project Management definitions on the "Instructions" page)

Rating Factor

1) Agency effectively manages project flow, keeping things moving on schedule

2) Agency reports on project status in regular, timely fashion

3) Agency provides productive and timely management of meetings, agendas and follow-up reports

4) Agency is prompt and thorough in delivering on client direction and meeting action points

5) Agency team members are easy to reach, respond promptly to our calls, e-mails

6) Agency manages RFTO process and paperwork in a timely and thorough manner

7) Agency takes proactive role in working with Army to improve project management processes

8) Agency takes the appropriate accountability for its work and service

9) Agency provides proper and efficient oversight of subcontractor projects

Fiscal Management definitions on the "Instructions" page)

Rating Factor

1) Overall, agency adheres to budgets; demonstrates cost-consciousness on behalf of the Army

2) Agency executes paid media purchases efficiently; delivering against our media goals on or under budget

3) Agency executes traditional creative production (TV, radio, print, out of home) in a very cost effective manner, delivering high quality work with good cost-value

4) Agency effectively produces quality digital and online work (e.g., banner ad production, website changes/additions); delivering good cost-value

5) Agency provides effective fiscal stewardship; delivering prompt and accurate budget reports, invoices, and credits

6) Agency exercises effective cost planning and oversight with subcontractors on our behalf

Individual Agency Discipline Ratings definitions on the "Instructions" page)

Rating Factor

1) Data and Analytics

2) Hispanic advertising

3) African-American advertising

4) Asian-American advertising

5) USAR Prior Service and Non-Prior Service

6) ARNG Prior Service and Non-Prior Service

7) Other (identify)

Total Score

Average Rating

Summary Comments Agency Strengths Please identify what you consider to be the three most notable strengths of the agency:

#1:

#2:

#3:

Areas for Improvement Please list the three most important areas where you think the agency's performance could be improved:

#1:

#2:

#3:

What Could We Do Better?

Briefly describe any actions that you believe the Army could take to improve our working relationship with the agency (please type in the space below):

Any Other Comments?

If there is anything else you would like to add that is not captured in the previous sections, please type it in the space below.

Thank You!

Award Fee Organization