Slide1: AFCEE & Industry
A Partnership AFCEE
Mr. Paul
Parker
Director
16 Feb 05
OVERVIEW: OVERVIEW AFCEE Evolution
AFCEE Overview
Expectations
Topics for Discussion
Secretaries Guidance: Secretaries Guidance “Transformation is changing how you think, not necessarily junking what you’ve got, but adapting what you have in new and innovative ways”
AFCEE Evolution: AFCEE Evolution 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
Environmental
Restoration
Services
provided on
competitive
basis Established
MFH Division &
Designated as
AF MFH
Privatization
Center of
Excellence &
Portfolio Mgr Range
Support
Unit
Activated
& gained
Geobase
Program
Execution Gained
Responsibility
for
Environmental
Education &
Training Increasing
O&M, UXO
&
Design
Construction
Workload Posturing
to meet
our
Customers
Needs Original Workload
Mostly
BRAC &
ERA Directorates
Split
Based on
Product
Lines:
Cleanup
Compliance &
Conservation ERA &
BRAC
Work
Leveled
Off Reorg to
full service
Customer sets
to provide
personalized,
flexible, focus
for each AF
Customer
AFCEE Overview Organization: Air Force Center for Environmental Excellence
Brooks City-Base TX Deputy Chief of Staff
Installations & Logistics (IL) The Civil Engineer
(ILE) Engineering
(ILEC) Housing
(ILEH) Programs
(ILEP) Air Force Civil Engineer Support Agency
Tyndall AFB FL Environmental
(ILEV) Chief of Staff
Air Force Resources
(ILER) Readiness & Installation
Support (ILEX) AFCEE Overview Organization MAJCOM
CEs
Slide6: Technical Expertise
Environmental
Engineering
Design
Regulatory Installation Engineering
Environmental Leadership
Housing Excellence Mission
Focus Mr. Parker
Col Fryer Contracting
(AC) Base
Conversion
Directorate
(BC) Housing
Directorate
(HD) East
(BCE) West
(BCW) MILCON
(HDM) Privatization
(HDP) Support www.afcee.brooks.af.mil The New Face of AFCEE
Slide7: Regional Environmental Offices
AFCEE Overview AFCEE Business Strategy: AFCEE Overview AFCEE Business Strategy ACQUISITION
Competitive Awards (Dual Tier)
Multiple Tool Choices
Multiple Vendors
Program Ceiling
Responsible Delivery
Marketing
Long Haul Relationship
EXECUTION
Long Term Relationship
Program Ceiling (5 yr Term)
Minimum “Shared” Liability
Contractor School
Performance Grade
Customer Vote
No-Spread of Work
“Superior Contractors” = “Exceptional Performance”
AFCEE Overview Keys to Success: Easiest
to
Work
With Postured
for
Air Force
Needs Service
After
the
Sale AFCEE Overview Keys to Success Quality
Delivery Your Success is Our Success Service Expertise
AFCEE Overview Workload Comparison: FY03 OBLIGATED $1.01B FY04 Source: Data provided by: MXT 07/31/04 OBLIGATED $1.72B AFCEE Overview Workload Comparison
AFCEE Overview Workload Comparison: FY04 Source: Data provided by: MXT 2/2/2005 OBLIGATED $1.72B FY05 to date OBLIGATED $368.6M AFCEE Overview Workload Comparison
Expectations My Contracting Principles: Expectations My Contracting Principles Looking for professional relationship
Your success is our success!
Integrity & responsibility
Address performance issues
Use the strength of the acquisition process
Scrub “Inherently Government” tasks
Expectations What I Expect ...: Expectations What I Expect ... Work AF Mission Needs First!
Help Drive Innovation
Use Chain to Resolve Issues
No Lone Rangers!
Be on the Team!
Expectations for Our GEITA05 Partners: Expectations for Our GEITA05 Partners Air Force must come first!
Contractors share responsibility for providing quality, cost effective, and timely products to our customers
You understand your role as an extension of AFCEE staff
You are our force multiplier
You are our representative
We succeed together
Expectations OCI: Expectations OCI Organizational Conflict of Interest (OCI)
Contractor (prime contractor, team members and first tier sub-contractors) are precluded from contractual involvement in non-A&AS AFCEE contracts (e.g. WERC, 4PAE, ECOS…)
Time period is the life of the contract plus 1 year
All ties with non-A&AS contractors must be severed
Existing work may be completed but no future work permitted
Expectations Teaming Partners: Expectations Teaming Partners No hollow teams
Do not use the list of team members for show
Utilize partners throughout the period of performance
AFCEE looking more at how prime contractors work with team members
Topics for Discussion: Topics for Discussion Iraq Reconstruction
Parker Perspective on where AFCEE is going
How can you help AFCEE & the BCE’s?
Summary of thoughts on the Senior Leaders Meeting
Expectations of AFCEE customers
News from the field
Turmoil in the field
Slide18: USA Alaska Hawaii Greenland Guam Japan Germany Italy Azores Wake
Island Korea Southwest
Asia England Turkey Spain AFCEE Project Locations Diego Garcia Johnston
Atoll
AFCEE Project Locations (U.S.): Fairchild Ellsworth F.E. Warren Offutt Nellis Randolph Dyess Plattsburgh McGuire Beale McClellan Travis Vandenberg Edwards Los Angeles Wright-
Patterson Grissom K.I. Sawyer Pease Hanscom Westover Kelly Little
Rock AF Plant 4 AF Plant PJKS Newark Battle-
creek Shaw AF Plant 6 Hickam
8 Locations Patrick Kirtland Cannon Davis-Monthan Keesler Bolling/Andrews Mt Home Camp Pendleton (USMC) Ft Drum (USA) Cape Canaveral Pope Griffiss Havre AFS Grand Forks Lowry George Norton Williams Carswell Bergstrom Maxwell/Gunter Columbus Myrtle Beach MacDill Langley Scott Chanute Wurtsmith Madison ANG Eaker Rickenbacker Kanehoe Bay
(USN) Castle Luke Ft Bliss Lackland Altus Peterson Homestead Ft Carson Loring Roslyn Gentile England Mather Onizuka Ontario ANGB Percol MMR AF Plant 59 Niagra Falls Sunset Golf Crs Dover HQ AFMC AF Plant 85 Seymour Johnson Charleston Arnold Avon Park Robins Ft Rucker Moody Eglin
Hurlburt
Tyndall Barksdale Johnson
Space
Center Brooks
Camp Stanley NAS Ft Worth Goodfellow Reese Whiteman McConnell Tinker Sioux Minot Cavelier Duluth McChord AF Plant 78 Hill AF Plant PJKS AF Academy Lamar March Superior Valley AF Plant 44 Laughlin AF Plant 3 AF Plant 42 Holloman O’Hare Richards-Gebaur Malstrom AFCEE Project Locations (U.S.) as of 4/8/98 Vance AFB Eielson Galena Elmendorf Clear 611th CEOS
15 Locations Arctic Surplus King Salmon Kodiak Island
(USCG) Eareckson Johnston
Atoll GoldStone DSCC Kingsley Field
(ANG) Buckley Schriever DDHU Cheyenne Mountain DDJCTracy Jet Propulsion Lab White Sands Hulman
Field
ANGB Glen Research
Center DDSP DSCR DDMT Marshal
Space Center Gulfport Stennis Field
Space Center Langley Research Center Goddard Space Flight Center Wallops Flight Facility
GEITA05 Contractor School: GEITA05 Contractor School Questions?
Roles & Responsibilities: Roles & Responsibilities Cheryl Brown
311 HSW/PKVM GLOBAL ENGINEERING, INTEGRATION AND TECHNICAL ASSISTANCE (GEITA05) CONTRACTOR SCHOOL
Contracting Team: Contracting Team Contractors:
AGEISS Environmental
Portage Environmental
Team IE
Contracting Officer:
- Ralph Urias
Contract Specialists:
- Diana Vargyas
- Rita Leal Contractors:
Booz Allen Hamilton
SRA International
Contracting Officer:
- Inge Griffin
Contract Specialists:
- David Lindstrom
- Joann Hodges
AFIOH (All contracts)
Contracting Officers:
Sathedia Bush
Diana Saenz
Roles: Roles Overview
Contracting Roles
Customer and Technical Roles
Role of Contracting Officer: Role of Contracting Officer Responsible for ensuring
Acceptable performance
Compliance with all terms and conditions of task order (TO)
Only the CO is authorized to give direction which changes the requirements of the contract
Role of Contract Specialist/Buyer: Role of Contract Specialist/Buyer Serves as Business Advisor
Reviews requirements
Solicits requirements
Analyzes proposals
Establishes pricing objectives
Recommends plans of action/direction
Works directly with the CO
GEITA Program Managers: GEITA Program Managers GEITA 05 Program Manager
Ms. Carol McCollum
carol.mccollum@brooks.af.mil
AFCEE/OD
210-536-5234
GEITA 05 Alternate Program Manager
Ms. Carolyn Rubottom
carolyn.rubottom@brooks.af.mil
AFCEE/OD
210-536-3779
Role of the GEITA Program Manager: Role of the GEITA Program Manager Contracting Officer’s Representative for all GEITA 05 contracts
Focal point between the Contractors, AFCEE Project Managers/Team Chiefs, and Customers
Manages program ceiling
Approves contract ceiling
Collects and reports performance data to the GEITA 05 Contractors on a quarterly basis
Authorized agent for DD Form 1172, Base Pass Procedures, for the GEITA Contractors
Role of the Project Manager: Role of the Project Manager Project Manager (PM) works for AFCEE’s paying customers
PM leads professionals as necessary based on project requirements
PM leads integrated team and draws technical, financial and contracting support
Establishes Task Order (TO) goals
Responsible for satisfying TO objectives through the project management process
Identifying and establishing project requirements
Scoping, awarding, managing and closing project
Role of the Project Manager (cont’d): Role of the Project Manager (cont’d) PM generally acts as the Contracting Officer’s Representative (COR)
The COR has decision authority over the following:
Technical point of contact
Technical review of contractor proposals
Technical monitoring of contractor performance
Authorize release of materials specified in the TO
Review and approve contractor deliverables
Review and approve invoices/payment vouchers
Coordinate activities between contractor and customer
Official Government representative at project meetings
Slide30: THE AIR FORCE CENTER FOR ENVIRONMENTAL EXCELLENCE
Questions
GEITA05 Contractor School Contract Issues: GEITA05 Contractor School Contract Issues Mr. Ralph Urias
AFCEE/ACM
16 February 2005
Agenda: Agenda
GEITA05 Basic Contract Information
Contract Section B though G
Section H Pre-Award Task Order Process
Important Clauses Section H & I
Contract Closeout
Questions and Answers
GEITA05 Basic Contract : GEITA05 Basic Contract Advisory and Assistance Services (A&AS)
Program Ceiling $850M
Indefinite Delivery/Indefinite
Quantity Multiple Award Services Contract
Contract Minimum is $15K
GEITA05 Basic Contract Section B Schedule : GEITA05 Basic Contract Section B Schedule Cost Plus Fixed Fee A&AS Services under
CLIN 0001
Firm-Fixed-Price A&AS under CLIN 0002
Cost Reimbursable material or travel CLIN
0003 to support uncertain requirements under
CLIN 0002
CLINS 0004 & 0005 Data CLINS (NSP)
Slide35: GEITA05 Basic Contract Sections C, D & E Section C – Performance Work Statement
Modification in process to add Weapons
& Training & CDRL A0006
Section E - Inspection of Services Clauses
Fixed-Price (52.246-04)
Cost-Reimbursement (52.246-05)
inspecting services performed
COR is CO’s eyes and ears.
GEITA05 Basic Contract Section F: GEITA05 Basic Contract Section F Section F Deliveries or Performance
Clause F002 and FAR 52.216-18 “Ordering” and FAR 52.216-22 “Indefinite Quantity”
Period of performance (POP) is 60 months from effective date of award of 28 Dec 04
POP end date is 27 Dec 2009
FAR 52.216-22 Indefinite Quantity paragraph d date
12 months after expiration of the ordering period
POP end date is 27 Dec 2010
General Information Payment Process: General Information Payment Process E003 Requirements for Data Acceptance
DD250Z final certification
Then submit final invoice marked “Final”
PKV-G005 Invoice & Payment Process (FFP)
PKV-G006 Invoice & Payment Process (Cost Reimbursement)
Section G Payment Process: Section G Payment Process Clause PKV-G005 Invoice and Payment Process (Fixed – Price)
Contractor e-mails completed monthly contractor invoice to the contract administrator @ HSW/PKVM
E-mail to AFCEE_ACM_ Invoices@brooks.af.mil.
CA gets COR signature and faxes it to DFAS for payment
Please do not send hard copies of invoices
At project completion the last invoice will be identified as final
Submit DD250Z w/final invoice at project completion
Section G Payment Process (Cost Reimbursement): Section G Payment Process (Cost Reimbursement) PKV-G006 submit public voucher SF1034 for each TO to cognizant DCAA in accordance with FAR 52.216-7 “Allowable Cost and Payment” clause
Concurrently, e-mail a copy to Buyer/Contract Administrator at AFCEE_ACM_invoices@brooks.af.mil
CA gets COR signature
Under provisions of FAR 42.803(b) DCAA auditor transmits provisionally approved vouchers to cognizant disbursing office for payment
Section G Payment Process (Cost Reimbursement) Cont’d: Section G Payment Process (Cost Reimbursement) Cont’d Contractor may appeal
Costs determined “unallowable or suspended” identified on DCAA Form 1 “Notice of Contract Costs Suspended and/or Disapproved”
Submit DD250Z w/final SF1034 at project completion
Slide41: Clause PKV-H6 awarding orders under multiple award contracts is driven by DFARS 216.505-70 and implements Section 803 of the of FY2002 National Defense Authorization Act: 25 Oct 02
Only CO’s with 311th HSW/PKVM or 311th HSW/PKBH can issue TOs
Contracting Officers or Buyers will issue the RFP and all discussions will be through them
Government makes a best value selection
Section H Pre-award Task Order Award Process
Section 803 of the FY2002 NDAA: Section 803 of the FY2002 NDAA RFP/task orders greater than $100K must be competed unless CO waives the requirement on the basis of written determination based on circumstances in FAR 16.505(b)(2)(i)-(iv)
Most common basis for waiver is the logical follow-on to an order already issued under the contract provided all awardees were given fair opportunity for the original order
For GEITA05, all initial task orders greater than $100K will be competed. We will indicate if the RFP is a current GEITA01 or GEITA05 contractor is performing the work.
Pre Award Task Order Process Cont’d: Pre Award Task Order Process Cont’d RFP E-mailed to you with
PWS, CDRL, Base Support Letter, Period of Performance
Funding availability estimate provided as part of IPT pricing process
In some instances, a contractor generated GEITA PWS will be requested in response to government Statement of Objectives
803 Competition: Acknowledge receipt of RFP. Send us a brief technical and cost proposal or a no bid letter (this helps us with file documentation and fosters communication.)
Technical proposal should address consideration factors listed in 3(a) and be e-mailed to everyone requested by the buyer and CO. This is important because it speeds the evaluation.
Pricing Task Orders: Pricing Task Orders What Do You Send For Cost?
If Cost-Plus-Fixed-Fee solicited
Send us a cost breakdown for base labor, labor
overhead, fringe, G&A etc., with narrative to
support the cost proposed
Breakout travel and ODC’s to support to costs
proposed. List sources of your travel and ODC
estimates.
Provide basis for how subcontractor price has
been determined fair and reasonable
Pricing Task Orders : Pricing Task Orders If Firm-Fixed-Price solicited?
Send a cost breakdown as stated above with
last three payroll records for the direct
labor categories proposed or
If that is not available, provide offer letter with
Salary information
Pre Award Task Order Process Cont’d: Pre Award Task Order Process Cont’d Task Orders less than $100K
Independent Government Estimate
developed by COR based on past history
(GEITA05 IGE Data Base internal to AFCEE
CORs)
Selection made internally based on
consideration factors
Competitive Award Evaluation Process Cont’d: Competitive Award Evaluation Process Cont’d Task orders are evaluated against evaluation
criteria in PKV-H6
Evaluation accomplished by the COR with
AFCEE Mgmt Review, GEITA05 PM and
Contracting Officer
Successful Offeror notified by e-mail then
Unsuccessful Offeror notified when decision is
made
Under 803 Competitive environment, all
discussions must be to contracting officer/
specialist (do not talk to technical once RFP
hits the street)
Other Section H and I Clauses: Other Section H and I Clauses 5352.209-9002 Organizational Conflict of
Interest
52.216-18 Ordering Clause
Section I 52.232-20 “Limitation of Cost”
52.249-14 Excusable Delays
PKV-H8 Teaming Arrangements and Consent
to Subcontract 52.244-02
Section H & I Clauses Cont’d : Section H & I Clauses Cont’d
PKV – H 4 Key Personnel
OCI Clause: OCI Clause Purpose is to prevent conflicting roles which may bias the Contractor’s judgment or objectivity
Be familiar with restrictions on page 25
Prime and sub: Life of the contract plus one year from contractual involvement with other AFCEE contracts
Contractor must obtain GEITA05 CO written approval prior to accepting work under any other contracts with potential OCI
Request copies of your Company to Company Agreements/Non-disclosure agreements with AFCEE contractors by 20 Mar 05
Ordering and Limitation of Cost Clause: Ordering and Limitation of Cost Clause FAR 52.216-18 “Ordering” You will see this clause cited when task orders are issued
Also cited when in scope modifications with funding increase
FAR 52.232-20 “Limitation of Cost”
Notify the Contracting Officer in writing whenever the costs the Contractor expects to incur under this contract in the next 60 days, when added to all costs previously incurred, will exceed 75 percent of the estimated cost specified in the Schedule
Funding Issues with A&AS Services: Funding Issues with A&AS Services Be aware that most O&M funded A&AS requirements are considered severable requirements. We have many of these in GEITA01 and GEITA05. Period of Performance will not go beyond one year (FAR 37.106)
Severability requirements do not apply to BRAC funded requirements, however no cost time extensions need to be well documented if period of performance will be moved out beyond one year.
52.249-14 Excusable Delays: 52.249-14 Excusable Delays Used to justify no cost time extensions under non O&M funded task orders
Upon request of the Contractor, the Contracting Officer shall ascertain the facts and extent of the failure. If the Contracting Officer determines that any failure to perform results from one or more of the causes above, the delivery schedule shall be revised, subject to the rights of the Government under the termination clause of this contract.
Clause PKV H-8 Teaming Arrangements and PKV H-4 Key Personnel : Clause PKV H-8 Teaming Arrangements and PKV H-4 Key Personnel Clause PKV H-8 Teaming Arrangements
If you deviate from your team, request contracting officer approval for consent to subcontract
If after task order award, request CO approval by submitting documentation in accordance with FAR 44.202
Clause PKV –H 4 Key Personnel
Program Manager is key personnel and 30 days advance notification of change requires CO approval with COR coordination
Contract Closeout: Timely closeout completions affect AFCEE’S compliance
Timely completions affect contractor’s performance
Process begins when the contract is physically complete
Contract Closeout
Misconceptions of Contract Closeout: Misconceptions of Contract Closeout General Belief:
Contract is complete when the Contractor makes final delivery of required goods and services and Government has made acceptance
Fact:
The cycle is not complete until the contract has been closed – final phase of contract life cycle
Slide57:
Physically complete only when:
Contractor has completed required deliveries and Government has inspected/accepted services
Contractor has completed performance of all services and Government has accepted services
All option provisions, if any, have expired
All actions resolved Physically Complete
FFP and Cost Reimbursable Contract Closeout: When contract is physically complete, or period of performance is complete, the contractor shall promptly submit the DD250Z
DD250Z
DD250Z is not the final invoice
DD250Z signed by the COR or PCO is evidence of final acceptance of the project/service FFP and Cost Reimbursable Contract Closeout
Closeout Process : Closeout Process Signed DD250Z is forwarded to ACO and DFAS
ACO ensures that all closeout actions (FAR 4.804-5) are accomplished, and coordinates with all required parties
ACO at local DCMA office requests final invoice
DCAA reviews final invoice/approves final payment
DFAS makes final payment
Contract closeout (ACM) completes necessary administrative actions
Contract file is closed and physically moved to storage for six years
Contract Closeout Tips: Tips to mitigate funding issues
Submit annual overhead rate proposals in a timely manner
At completion of contract performance (physically complete)
Invoice promptly for all remaining incurred costs and fees and submit DD250Z
Reconcile account and make sure it matches DFAS records
Negotiated settlements need to be worked promptly especially if additional / replacement funds will be required to complete closeout
Contract Closeout Tips
Benefits of Contract Closeout: Benefits of timely closeout
Reflects your performance on this project
De-obligates excess funds for possible use elsewhere
Identifies need for additional funds in timely fashion
Minimizes the need to replace cancelled funds with current year funding
Minimizes administrative costs for all parties
Allows all affected activities to concentrate on current and future requirements
Benefits of Contract Closeout
AFCEE Contractor School Contracting Issues: THE AIR FORCE CENTER FOR ENVIRONMENTAL EXCELLENCE AFCEE Contractor School Contracting Issues
Questions
GEITA05 Contractor School Technical Issues: GEITA05 Contractor School Technical Issues Ms. Carol McCollum
AFCEE/ODA
16 February 2005
No Fair Share: No Fair Share
Market Share: Market Share
Slide66: TD (Consultants)
GEITA05
MS (Mission Support)
Data Management
Operations & Development
Pricing
Legal
Small Business Program Manager Buyer Field Engineer ACO AC AFCEE Customer Customer
PM The AFCEE Team Non-A&AS Contractors +
Slide67: AFCEE’s Customers AFCEE’S Customers:
MAJCOMs (cross-functional)
AF Bases
Base Civil Engineers
Base Environmental Management
Base Fuels Office
HQ USAF
AFRPA (Air Force Real Property Agency)
BEC (BRAC Environmental Coordinator)
Others
Communication: Communication AFCEE is the Contractor’s Customer
Contracting Officer (CO) makes contracting decisions
Project Manager (PM) makes technical decisions
Program Manager coordinates entire process
The Base/MAJCOM is AFCEE’s customer
AFCEE’s customer does not have authority to direct work done by the contractor
We expect full and frank communications among all parties
If necessary, use the AFCEE PM to tell the customer, “No.”
Where to Obtain Information : Where to Obtain Information Primary POCs at AFCEE (TO Level)
Project Manager (PM) / Contracting Officer Representative (COR)
Familiar with on-going and up-coming work (Base level)
Technical issues (TO level)
TO Challenges
Contracting Officer (CO)
Contracting Issues (TO level)
TO Challenges
Program Manager
Manages the Program
Collects and Reports Performance
COR for all five GEITA05 Contracts
Bi-Weekly meetings with contractor
Contractor POC Information: Contractor POC Information Standardized Web Format for Existing Contracts
Contractor POC information on the web
CRITICAL Requirement #1
Information used by AFCEE for contract process
Contractor PM must keep information up to date
Links on each web page
Secure log-in (New PIN each time you log on)
Only Contractor PM may update info
Contractor POC Information Process: Contractor POC Information Process Contractor PM or alternate must perform this task
Click on link on Current AFCEE Contracts web page
Contractor POC Information Process: Contractor POC Information Process Contractor PM, type in email address and check e-mail
Contractor POC Information Process: Contractor POC Information Process Check your email and note your PIN number
Contractor POC Information Process: Contractor POC Information Process Go back to the web page
Type in your PIN
Click on Submit to gain access to the system
Contractor POC Information Process: Contractor POC Information Process Add or update your information as appropriate
Quarterly Contractor Report Cards Process: Quarterly Contractor Report Cards Process COR rates each TO every quarter
Ratings briefed at Contract Business Board (CBB)
Senior management evaluates general health of contractor programs
Mr. Parker personally reviews each Blue, Yellow and Red rating
Red ratings – contractor CEO may receive phone call from Mr. Parker
Quarterly Contractor Report Cards Rating Factors: Quarterly Contractor Report Cards Rating Factors COR rates each TO and project
Cost (control & performance)
Quality
Schedule
Overall
Quarterly Contractor Report Cards Rating Factors Cont’d: Quarterly Contractor Report Cards Rating Factors Cont’d Cost (control & performance)
Ability to develop and support accurate and complete cost proposals in a timely manner
Accurately projects and forecasts costs
Cost performance data submitted on time in proper format, complete and accurate; clearly identified earned value, where applicable
Actively pursues cost containment and cost reduction
Proper notification to the government of potential cost over/under-runs
Quarterly Contractor Report Cards Rating Factors Cont’d: Quarterly Contractor Report Cards Rating Factors Cont’d Quality
Technical products; completeness, accuracy, clarity, conformance with requirements of PWS
Quality Control/Quality Assurance
Coordination and communications (teamwork)
Ability to anticipate & identify problems prior to adverse impact
Adherence to government approved systems (GFP, Purchasing)
Ability to manage subcontracts
Timely notifications IAW the terms & conditions of the contract
Quarterly Contractor Report Cards Rating Factors Cont’d: Quarterly Contractor Report Cards Rating Factors Cont’d Schedule
Timeliness in meeting all major and minor project milestones
Schedule updates coordinated with appropriate government personnel
Accurately projects and forecasts schedule throughout the project
Overall
Rating to consider overall performance including
Customer satisfaction
Ease of working with the contractor
Quarterly Contractor Report Cards Rating Color Definitions: Quarterly Contractor Report Cards Rating Color Definitions COR assigns a Rating Color for each Rating Factor (cost, quality, schedule, overall)
Blue**
Green
Yellow **
Red **
** (comment required to justify rating)
Quarterly Contractor Report Cards Rating Color Definitions Cont’d: Quarterly Contractor Report Cards Rating Color Definitions Cont’d Blue (comment required to justify rating)
Demonstrates an EXCELLENT effort with no significant weaknesses
The technical performance exceeded the expectations of the AFCEE team
Ultimately, the contractor will complete the effort exceeding requirements and/or expectations
Normal AFCEE and contractor surveillance required (i.e., minimal oversight)
Example: no disruption in schedule and below budget baseline
Quarterly Contractor Report Cards Rating Color Definitions Cont’d: Quarterly Contractor Report Cards Rating Color Definitions Cont’d Green
Demonstrates a GOOD effort with any weaknesses readily corrected
The technical performance met the expectations of the AFCEE team with minor disruptions
Ultimately, the contractor will complete the effort meeting all requirements and/or expectations
Normal AFCEE and contractor surveillance required (i.e., minimal oversight)
Example: minor disruptions in schedule but completion is on schedule with all major milestones met and/or cost issues resolved and project completed within budget
Quarterly Contractor Report Cards Rating Color Definitions Cont’d: Quarterly Contractor Report Cards Rating Color Definitions Cont’d Yellow (comment required to justify rating)
Demonstrates a MARGINAL effort with significant weaknesses but corrected
The technical performance initially failed to meet the expectations of the AFCEE team but were corrected
Ultimately, the contractor will complete the effort meeting all requirements but may not meet all expectations
Close AFCEE surveillance and special contractor emphasis required
Example: serious disruption in schedule including missed major milestones and increases in the budget baseline
Quarterly Contractor Report Cards Rating Color Definitions Cont’d: Quarterly Contractor Report Cards Rating Color Definitions Cont’d Red (comment required to justify rating)
Demonstrates an UNACCEPTABLE effort with significant weaknesses that are not correctable
The technical performance failed to meet the requirements and/or expectations of the AFCEE team
Ultimately, the contractor will NOT meet all requirements and expectations of the project
Close AFCEE surveillance and special contractor emphasis required
Example: serious disruption in schedule and increases in the budget baseline that cannot be recovered
Quarterly Contractor Performance Reports: Quarterly Contractor Performance Reports PM collects Evaluation Data from CORs quarterly
Data is incorporated into a quarterly performance report
Report sent to the Program Manager by the 15th of the month after the end of the quarter
Contractor performance is evaluated based on performance objectives and performance thresholds stated in the Performance Work Statement
Discrepancy Reports will be collected throughout the quarter and reported upon receipt of report
Contractor Performance Evaluation Form will be e-mailed to each COR for the Performance Report
Contractor Performance Assessment System (CPARs): Contractor Performance Assessment System (CPARs) Tracks performance of contractors
Implemented to ensure source selection teams have a detailed assessment of contractor’s past performance
Completed on an annual basis by the GEITA05 Program Manager
E-mail will be sent to the registered party to notify that a CPARs has been completed
Available for review at http://cpars.navy.mil
Contractor Performance Assessment System (CPARs) Cont’d: Contractor Performance Assessment System (CPARs) Cont’d Must provide comments or state no comments in Block 22 of the form
Sign and date form in Block 23
30 days to review and sign or automatically returned indicating that the contractor did not provide any information
CPAR should be protected as source selection information
Summary Technical Issues: Summary Technical Issues Team Player
Communicate
Keep web information up-to-date
Perform at “Green” level or above
No discrepancy reports during the quarter
AFCEE Contractor School Technical Issues: THE AIR FORCE CENTER FOR ENVIRONMENTAL EXCELLENCE AFCEE Contractor School Technical Issues
Questions