AFCEE

1
AFCEE Mr. Paul Parker Director 16
Feb 05
AFCEE Industry A Partnership
2
OVERVIEW

• AFCEE Evolution
• AFCEE Overview
• Expectations
• Topics for Discussion

3
Secretaries Guidance
Transformation is changing how you think, not
necessarily junking what youve got, but adapting
what you have in new and innovative ways
4
AFCEE Evolution
Established MFH Division Designated as AF
MFH Privatization Center of Excellence
Portfolio Mgr
Reorg to full service Customer sets to
provide personalized, flexible, focus for each
AF Customer

Gained Responsibility for Environmental Education
Training
Directorates Split Based on Product Lines Cleanup
Compliance Conservation
Increasing OM, UXO Design Construction Workload
Range Support Unit Activated gained Geobase Prog
ram Execution
Original Workload Mostly BRAC ERA
Environmental Restoration Services provided on
competitive basis
ERA BRAC Work Leveled Off
Posturing to meet our Customers Needs
1991 1992 1993 1994 1995 1996
1997 1998 1999 2000 2001 2002 2003
2004
5
AFCEE OverviewOrganization
Chief of Staff Air Force
Deputy Chief of Staff Installations Logistics
(IL)
The Civil Engineer (ILE)
MAJCOM CEs
Environmental (ILEV)
Resources (ILER)
Housing (ILEH)
Programs (ILEP)
Readiness Installation Support (ILEX)
Engineering (ILEC)
Air Force Civil Engineer Support Agency Tyndall
AFB FL
Air Force Center for Environmental
Excellence Brooks City-Base TX
6
Air Force Center for Environmental
Excellence CC/CD
The NewFace ofAFCEE
Mission Focus
Mr. Parker Col Fryer
Contracting (AC)
Legal (JA)
Mission Support (MS)
Operations Development (OD)

• Support

• Technical Expertise
• Environmental
• Engineering
• Design
• Regulatory

Technical Directorate (TD)
Regional Environmental Offices (REOs)
Base Conversion Directorate (BC)
Housing Directorate (HD)

• Installation Engineering
• Environmental Leadership
• Housing Excellence

East (BCE)
MILCON (HDM)
West (BCW)
Privatization (HDP)
www.afcee.brooks.af.mil
7
Regional Environmental Offices
8
AFCEE OverviewAFCEE 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
9
AFCEE OverviewKeys to Success
Service
Quality Delivery
Easiest to Work With
Service After the Sale
Postured for Air Force Needs

Expertise
Your Success is Our Success
10
AFCEE OverviewWorkload Comparison
FY03
FY04
OBLIGATED 1.01B
OBLIGATED 1.72B
Source Data provided by MXT 07/31/04
11
AFCEE OverviewWorkload Comparison
FY05 to date
OBLIGATED 368.6M
FY04
OBLIGATED 1.72B
Source Data provided by MXT 2/2/2005
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ExpectationsMy 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

13
ExpectationsWhat I Expect ...

• Work AF Mission Needs First!
• Help Drive Innovation
• Use Chain to Resolve Issues
• No Lone Rangers!
• Be on the Team!

14
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

15
Expectations OCI

• Organizational Conflict of Interest (OCI)
• Contractor (prime contractor, team members and
  first tier sub-contractors) are precluded from
  contractual involvement in non-AAS AFCEE
  contracts (e.g. WERC, 4PAE, ECOS)
• Time period is the life of the contract plus 1
  year
• All ties with non-AAS contractors must be
  severed
• Existing work may be completed but no future work
  permitted

16
ExpectationsTeaming 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

17
Topics for Discussion

• Iraq Reconstruction
• Parker Perspective on where AFCEE is going
• How can you help AFCEE the BCEs?
• Summary of thoughts on the Senior Leaders Meeting
• Expectations of AFCEE customers
• News from the field
• Turmoil in the field

18
AFCEE Project Locations
Greenland
Germany
Alaska
Italy
England
Turkey
Spain
Korea
USA
Azores
Japan
Guam
Hawaii
Johnston Atoll
Diego Garcia
Wake Island
Southwest Asia
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AFCEE Project Locations (U.S.)
Loring
Percol
Cavelier
Fairchild
Havre AFS
Plattsburgh
K.I. Sawyer
Minot
McChord
Duluth
Pease
Malstrom
Ft Drum (USA)
Grand Forks
Hanscom
Wurtsmith
Griffiss
Kingsley Field (ANG)
AF Plant 59

MMR
Niagra Falls
Ellsworth
Battle- creek
Madison ANG
Mt Home
Westover


Glen Research Center
DDSP
Roslyn
McGuire
Rickenbacker
OHare
Newark
F.E. Warren
Sioux
HQ AFMC
Beale
Sunset Golf Crs
AF Plant 78
Dover
Grissom
Offutt
Gentile
Hill
Goddard Space Flight Center
DDHU
Hulman Field ANGB
Chanute
McClellan
Bolling/Andrews
AF Plant PJKS
Buckley
AF Plant 85
Mather
Lowry
Travis
Ft Carson
DSCR
DDJCTracy
Wallops Flight Facility
Richards-Gebaur

Wright- Patterson
AF Academy
Scott
Langley
AF Plant 42
Onizuka
Schriever
Cheyenne Mountain
Castle
Peterson
Whiteman
Langley Research Center
McConnell
AF Plant PJKS
Nellis
Edwards
Pope
Lamar
Vandenberg
Seymour Johnson
George
Vance AFB
Arnold
Kirtland
Eaker
GoldStone DSCC
Myrtle Beach
DDMT
Superior Valley
Tinker
Shaw
Altus
Jet Propulsion Lab
Marshal Space Center
March
Williams
Columbus
Little Rock
Los Angeles
Cannon
Norton
Charleston
AF Plant 3
White Sands
AF Plant 6
Luke
Camp Pendleton (USMC)
Reese
Holloman
Dyess
Maxwell/Gunter
Robins
Davis-Monthan
Ft Bliss
Carswell
Ontario ANGB
Moody
Barksdale
AF Plant 4
Ft Rucker
Keesler
AF Plant 44
NAS Ft Worth
Bergstrom
Eglin Hurlburt Tyndall
Cape Canaveral
Gulfport
Goodfellow
England
Arctic Surplus
Patrick
Randolph
Eielson
Clear
Kanehoe Bay (USN)
Lackland
Stennis Field Space Center
MacDill
Johnson Space Center
Laughlin
Galena
Avon Park
Brooks Camp Stanley
Kelly
Hickam 8 Locations
Elmendorf
Homestead
King Salmon
611th CEOS 15 Locations
Eareckson
Kodiak Island (USCG)
as of 4/8/98
Johnston Atoll
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GEITA05 Contractor School

• Questions?

21
Roles Responsibilities
GLOBAL ENGINEERING, INTEGRATION AND TECHNICAL
ASSISTANCE (GEITA05) CONTRACTOR SCHOOL

• Cheryl Brown
• 311 HSW/PKVM

22
Contracting Team

• Contractors
• Booz Allen Hamilton
• SRA International
• Contracting Officer
• - Inge Griffin
• Contract Specialists
• - David Lindstrom
• - Joann Hodges

• Contractors
• AGEISS Environmental
• Portage Environmental
• Team IE
• Contracting Officer
• - Ralph Urias
• Contract Specialists
• - Diana Vargyas
• - Rita Leal

AFIOH (All contracts) Contracting
Officers Sathedia Bush Diana Saenz
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Roles

• Overview
• Contracting Roles
• Customer and Technical Roles

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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

25
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

26
GEITA Program Managers

• GEITA 05 Program Manager
• Ms. Carol McCollum
• carol.mccollum_at_brooks.af.mil
• AFCEE/OD
• 210-536-5234
• GEITA 05 Alternate Program Manager
• Ms. Carolyn Rubottom
• carolyn.rubottom_at_brooks.af.mil
• AFCEE/OD
• 210-536-3779

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Role of the GEITA Program Manager

• Contracting Officers 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

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Role of the Project Manager

• Project Manager (PM) works for AFCEEs 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

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Role of the Project Manager (contd)

• PM generally acts as the Contracting Officers
  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

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THE AIR FORCE CENTER FOR ENVIRONMENTAL
EXCELLENCE
Questions
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GEITA05 Contractor SchoolContract Issues
Mr. Ralph Urias AFCEE/ACM 16 February 2005
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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

33
GEITA05 Basic Contract

• Advisory and Assistance Services (AAS)
• Program Ceiling 850M
• Indefinite Delivery/Indefinite
• Quantity Multiple Award Services Contract
• Contract Minimum is 15K

34
GEITA05 Basic ContractSection B Schedule

• Cost Plus Fixed Fee AAS Services under
• CLIN 0001
• Firm-Fixed-Price AAS under CLIN 0002
• Cost Reimbursable material or travel CLIN
• 0003 to support uncertain requirements under
• CLIN 0002
• CLINS 0004 0005 Data CLINS (NSP)

35
GEITA05 Basic ContractSections 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 COs eyes and ears.

36
GEITA05 Basic ContractSection 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

37
General InformationPayment 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)

38
Section G Payment Process

• Clause PKV-G005 Invoice and Payment Process
  (Fixed Price)
• Contractor e-mails completed monthly contractor
  invoice to the contract administrator _at_ HSW/PKVM
• E-mail to AFCEE_ACM_ Invoices_at_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

39
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_at_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

40
Section G Payment Process (Cost Reimbursement)
Contd

• 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

41

Section H Pre-award Task Order Award Process

• 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 COs 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

42
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.

43
Pre Award Task Order Process Contd

• 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.

44
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, GA etc., with narrative to
• support the cost proposed
• Breakout travel and ODCs 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

45
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

46
Pre Award Task Order Process Contd

• 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

47
Competitive Award Evaluation Process Contd

• 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)

48
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

49
Section H I Clauses Contd

• PKV H 4 Key Personnel

50
OCI Clause

• Purpose is to prevent conflicting roles which may
  bias the Contractors 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

51
Ordering and Limitation of CostClause

• 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

52
Funding Issues with AAS Services

• Be aware that most OM funded AAS 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.

53
52.249-14 Excusable Delays

• Used to justify no cost time extensions under non
  OM 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.

54
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

55
Contract Closeout

• Timely closeout completions affect AFCEES
  compliance
• Timely completions affect contractors
  performance
• Process begins when the contract is physically
  complete

56
Misconceptions ofContract 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

57

Physically Complete

• 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

58
FFP and Cost ReimbursableContract 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

59
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

60
Contract CloseoutTips

• 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

61
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

62
AFCEE Contractor SchoolContracting Issues
THE AIR FORCE CENTER FOR ENVIRONMENTAL
EXCELLENCE
Questions
63
GEITA05 Contractor SchoolTechnical Issues
Ms. Carol McCollum AFCEE/ODA 16 February 2005
64
No Fair Share
65
Market Share
66
The AFCEE Team
Customer
AFCEE
AC
Program Manager
Buyer
Customer PM
Field Engineer
ACO
Pricing Legal Small Business
TD (Consultants) GEITA05 MS (Mission
Support) Data Management Operations Development

Non-AAS Contractors
67
AFCEEs Customers

• AFCEES 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

68
Communication

• AFCEE is the Contractors Customer
• Contracting Officer (CO) makes contracting
  decisions
• Project Manager (PM) makes technical decisions
• Program Manager coordinates entire process
• The Base/MAJCOM is AFCEEs customer
• AFCEEs 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.

69
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

70
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

71
Contractor POC InformationProcess

• Contractor PM or alternate must perform this task
• Click on link on Current AFCEE Contracts web page

72
Contractor POC InformationProcess

• Contractor PM, type in email address and check
  e-mail

73
Contractor POC InformationProcess

• Check your email and note your PIN number

74
Contractor POC InformationProcess

• Go back to the web page
• Type in your PIN
• Click on Submit to gain access to the system

75
Contractor POC InformationProcess

• Add or update your information as appropriate

76
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

77
Quarterly Contractor Report Cards Rating Factors

• COR rates each TO and project
• Cost (control performance)
• Quality
• Schedule
• Overall

78
Quarterly Contractor Report Cards Rating Factors
Contd

• 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

79
Quarterly Contractor Report Cards Rating Factors
Contd

• 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

80
Quarterly Contractor Report Cards Rating Factors
Contd

• 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

81
Quarterly Contractor Report CardsRating Color
Definitions

• COR assigns a Rating Color for each Rating Factor
  (cost, quality, schedule, overall)
• Blue
• Green
• Yellow
• Red
• (comment required to justify rating)

82
Quarterly Contractor Report CardsRating Color
Definitions Contd

• 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

83
Quarterly Contractor Report CardsRating Color
Definitions Contd

• 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

84
Quarterly Contractor Report CardsRating Color
Definitions Contd

• 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

85
Quarterly Contractor Report CardsRating Color
Definitions Contd

• 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

86
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

87
Contractor Performance Assessment System (CPARs)

• Tracks performance of contractors
• Implemented to ensure source selection teams have
  a detailed assessment of contractors 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

88
Contractor Performance Assessment System (CPARs)
Contd

• 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

89
SummaryTechnical Issues

• Team Player
• Communicate
• Keep web information up-to-date
• Perform at Green level or above
• No discrepancy reports during the quarter

90
AFCEE Contractor SchoolTechnical Issues
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