Contract Performance Evaluation Template Form – Fill Out and Use This PDF

INSTRUCTIONS FOR COMPLETING A NON- SYSTEM (SERVICES) CPARS INPUT SHEET

Each area assessment must be based on objective data. Facts to support speciic areas of evaluation must be requested from the contracting oficer and other government specialists familiar with the contractor’s performance on the contract under review. Such special- ists may, for example, be from engineering, manufacturing, quality, logistics (including provisioning), contract administration services, maintenance, security, data, etc.

The amount of risk inherent in the effort should be recognized as a signiicant factor and taken into account when assessing the contrac- tor’s performance. When a contractor identiies signiicant technical risk and takes action to abate those risks, the effectiveness of these actions should be included in the narrative supporting the ratings from the speciic area being evaluated.

The CPAR is designed to assess prime contractor performance. However, in those evaluation areas where subcontractor actions have signiicantly inluenced the prime contractor’s performance in a nega- tive or positive way, record the subcontractor actions with the COTR/ Technical Rep/Program Manager narrative.

Evaluate all areas that pertain to the contract under evaluation, unless they are not applicable – “N/A”.

When performance has changed from one period to another such that a change in rating results, the COTR/Technical Rep/Program Manager narrative must address each change.

The COTR/Technical Rep/Program Manager should use customary industry quantitative measures where they are applicable if the contract is for commercial products.

RATINGS WILL BE IN ACCORDANCE WITH THE DEFINITIONS DESCRIBED BELOW. (With the exception of Section F)

Exceptional. Performance meets contractual requirements and exceeds many to the Government’s beneit. The contractual performance of the element or sub-element being assessed was accomplished with few minor problems for which corrective actions taken by the contractor were highly effective.

NOTE: To justify an Exceptional rating, you should identify multiple signiicant events in each category and state how it was a beneit to the GOVERNMENT. However, a singular event could be of such magnitude that it alone constitutes an Exceptional rating. Also there should have been NO signiicant weaknesses identiied.

Very Good. Performance meets contractual requirements and exceeds some to the Government’s beneit. The contractual performance of the element or sub-element being assessed was accomplished with some minor problems for which corrective actions were effective.

NOTE: To justify a Very Good rating, you should identify a signiicant event in each category and state how it was a beneit to the GOVERNMENT. Also there should have been NO signiicant weaknesses identiied.

Satisfactory. Performance meets contractual requirements. The contractual performance of the element or sub-element contains some minor problems for which corrective actions taken by the contractor appear or were satisfactory.

NOTE: To justify a Satisfactory rating, there should have been only minor problems, or major problems the contractor recovered from without impact to the contract. Also there should have been NO signiicant weaknesses identiied.

Marginal. Performance does not meet some contractual require- ments. The contractual performance of the element or sub-element being assessed relects a serious problem for which the contractor has not yet identiied corrective actions. The contractor’s proposed actions appear only marginally effective or were not fully implemented.

NOTE: To justify Marginal performance, you should identify a signiicant event in each category that the contractor had trouble overcoming and state how it impacted the GOVERNMENT. A Marginal rating should be supported by referencing the management tool that notiied the contractor of the contractual deiciency (e.g. Management, Quality, Safety or Environmental Deiciency Report or letter).

Unsatisfactory. Performance does not meet most contractual requirements and recovery is not likely in a timely manner. The con- tractual performance of the element or sub-element being assessed contains serious problem(s) for which the contractor’s corrective actions appear or were ineffective.

NOTE: To justify an Unsatisfactory rating, you should identify multiple signiicant events in each category that the contractor had trouble overcoming and state how it impacted the GOVERNMENT.

However, a singular problem could be of such serious magnitude that it alone constitutes an unsatisfactory rating. An Unsatisfactory rating should be supported by referencing the management tools used to notify the contractor of the contractual deiciencies (e.g. Management, Quality, Safety or Environment Deiciency Reports, or letters).

EVALUATION AREAS

a. Quality of Product or Service. Assess the contractor’s confor- mance to contract requirements, speciications 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 speciications 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 producibility, reliability, maintainability and inspectability. The evaluator must be lexible in how contract success is measured; e.g., using data from ield 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 demon- strating continuous improvement, quality and reliability leadership that relects progress in total quality management. Assess the contractor’s control of the overall production process to include material control, shop planning and control, and statusing.

b. Schedule. Assess the timeliness of the contractor against the completion of the contract, task orders, milestones, delivery sched- ules, 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 assess- ment period that contribute 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.

c. Cost Control. (Not required for Firm Fixed Price or Firm Fixed Price with Economic Price Adjustment). Assess the contractor’s effective- ness 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 actual)? 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?

d. Business Relations. Assess the integration and coordination of all activity needed to execute the contract, speciically the timeliness, completeness and quality of problem identiication, corrective action plans, proposal submittals, the contractor’s history of reasonable and cooperative behavior, customer satisfaction, timely award and management of subcontracts, and whether the contractor met small/ small disadvantaged and women-owned business participation goals.

Is the contractor oriented toward the customer? Is interaction between the contractor and the government satisfactory, or does it need improvement? Timely award and management of subcontractors should include subcontract costs and problem resolution. Also, in making the assessment, 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.

e. Management of Key Personnel (For Services and Information Technology Business Sectors only - Not Applicable to 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 qualiications of the key position, as described in the contract, with the person who illed 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 qualiications of the position as described in the contract schedule?

Evaluation Ratings Deinitions (Utilization of Small Business)

f. Utilization of Small Business. Address the timeliness of awards to subcontractors and management of subcontractors, including subcontract costs. Consider efforts taken to ensure early identiica- tion of subcontract problems and the timely application of corporate resources to preclude subcontract problems from impacting overall prime contractor performance

Assess whether the contractor provided maximum practicable opportunity for Small Business to participate in contract performance consistent with eficient performance of the contract.

Assess compliance with all terms and conditions in the contract relating to Small Business participation. 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, David Brock, PS01 at 256-544-0267, in regards to the contractor’s compliance with these criteria. For DoD in cases where the con- tractor has a comprehensive subcontracting plan, request DCMA Comprehensive Subcontracting Plan Manager to provide input including any program speciic performance information.

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 oficer 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 will be in accordance with deinitions described below.

g. Other Areas. Specify additional evaluation areas that are unique to the contract, or that cannot be captured elsewhere on the form. More than one type of entry may be included, but should be sepa- rately labeled. If extra space is needed, use Block 20.

If the contract contains an award fee clause, enter “award fee” in the “Other Areas” Block (18g). The AO should translate the award fee earned to adjectival ratings which could prove more useful for using past performance to assess future performance risk in upcoming source selections. If award fee information is included in the CPAR, use Block 20 to provide a description for each award fee. Include the scope of the award fee by describing the extent to which it covers the total range of contract performance activities, or is restricted to certain elements of the contract

If any other type of contract incentive is included in the contract (excluding contract shareline incentives on ixed price or cost-type contracts), it should be reported in a manner similar to the procedures described above for award fee (by entering “Incentive” in Block 18g).

COTR/Technical Rep/Program Manager Narrative. A short, factual narrative statement is required for all assessments regardless of rating. Cross-reference the comments in this block to their corresponding evaluation area listed above. 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 data may include customer/ield surveys or evaluation of contractor reports.

h. Evaluator Statement. Check the statement which best applies to the contract evaluation.

NARRATIVES GUIDELINES

•Address contractor performance: Recent

Relevant

•Collect input from entire program/project team

•Provide reader a complete understanding of contractor’s performance

•Narrative required for each rated element

•Address:

Rating changes from prior reports

Beneit/impact to Government

•Recognize:

Risk inherent in effort

Government’s role in contractor’s inability to meet requirements

•Indicate major/minor strengths/weaknesses

•Consistent with:

Program metrics

Ratings

Contract objectives

•Document problems and solutions

•Contain nonpersonal and objective statements