Welcome to

1
Welcome to
CPARS
Contractor Performance Assessment Reporting System
Training
2
Instructor Information

• Doreen Powell
• CPARS Quality Assurance SpecialistNaval Sea
  Logistics Center, Det. Portsmouth,
  NH207-438-6533 or DSN 684-6533doreen.powell_at_navy
  .mil
• Steve Eisenbrey
• CPARS Quality Assurance Specialist
• Naval Sea Logistics Center, Det. Portsmouth,
  NH 207-438-6531 or DSN 684-6531stephen.eisenbrey
  _at_navy.mil

3
Welcoming Remarks - Logistics

• Breaks
• Facilities

4
Agenda

• Policy
• Workflow Contract Registration
• Ratings and Narratives
• Workflow CPAR Initiation - Closure
• Reports, Helpful Hints CPAR Strategies
• Past Performance Information Retrieval System
• Focal Point Session (Optional)

5
Why Evaluate Contractor Performance?

• Collection and Maintenance of Past Performance
  Information (PPI) for Use in the Award Decisions
  for Competitive Acquisitions

DoD Directed Collection and Use of PPI in 1998
6
Regulatory Requirements
FAR 42.1502 Agencies Shall Prepare an
Evaluation of Contractor Performance FAR 15.304
Past Performance Shall be Evaluated in All
Source Selections for Negotiated Competitive
Acquisitions
CPARS Shall be Used to Prepare Contractor
Performance Evaluations PPIRS Shall be Used as a
Source of Past Performance Information in Source
Selections
Navy NMCARS 5242.15 5215.305Air Force AFFARS
5342.1503 5315.305, AF Past Performance
Evaluation GuideArmy AFARS 5142.15
7
DoD CPARS Policy Guide

• Policy
• Applicability and Scope
• Responsibilities Assigned
• Frequency and Types of Reports
• Administrative Information
• References
• Business Sectors
• Rating Definitions
• Instructions for Completing Forms
• Air Force Supplement

Available at CPARS web site under Reference
Material link.
8
Need for Improvement

• DoD Inspector General Audit D-2008-057
  Contractor Past Performance Information
  February 29, 2008
• Eligible Contracts Not Being Registered in CPARS
• Performance Reports Not Being Entered in CPARS in
  a Timely Manner
• Narratives of Insufficient Detail to Show that
  Ratings are Credible and Justified
• Incomplete/Non-Existent/Untimely Performance
• Reports May Negatively Impact the
• Source Selection Process

This class will help you avoid these pitfalls.
9
Past Performance Process Overview
10
CPARS Primary Objectives

• Support Best Value Source Selection Decisions
• Awards for Proven Performers (FAR 15)
• Provide Up-To-Date Documentation of Contractors
• Ability to Meet Requirements (FAR 42)
• Motivate Improved Performance
• Facilitate Government - Contractor Communication

11
CPAR Assessments

• Pre-Decisional in Nature
• Protected Throughout Life Cycle
• Accessible By
• Government Personnel with Need to Know
• Contractor who is Subject of Evaluation
• Retained for 3 Years After Contract Completion in
  PPIRS

12
CPARS Communication
Is CPARS an Effective Tool for Improving
Government-Contractor Communication?
Government
Contractor
92
98
13
CPARS Reporting Thresholds
Government may choose to write a CPAR on
contracts below the dollar thresholds
14
Business Sectors

• Systems
• Aircraft
• Shipbuilding
• Space
• Ordnance
• Ground Vehicles
• Training Systems
• Sub-Systems

15
Business Sectors

• Services
• Professional/Technical/Management Support
• Installation Maintenance
• Repair Overhaul
• Transportation

16
Business Sectors

• Operations Support
• Spares
• Repair Parts
• Electronics
• Ammunition
• Mechanical
• Electrical
• Structural
• Troop Support
• Base Supplies
• Commercial Off the Shelf

17
Business Sectors

• Information Technology
• Software
• Hardware
• Telecommunications

18
Business Sectors

• CPARS REPORT NOT REQUIRED
• Architect - Engineering Services
• Construction
• Science Technology
• (RD Budget Accounts 6.1, 6.2, or 6.3)

19
Reporting Frequency
20
Reporting Frequency

• Initial Report
• Required if Period of Performance gt 365 Days
• Not Required if Period of Performance lt 365 Days
• Write Final CPAR Only
• No More Than 12 Months of Actual Performance
• Assessment Period May Begin After Contract Award
  Date
• Protests
• Delayed Starts

21
Reporting Frequency

• Intermediate Reports
• Required Every 12 Months
• Complete with Other Reviews
• Option Exercise
• Award Fee Determinations
• Program Milestones
• Required Upon Transfer of Program Management
  Responsibility Outside Original Buying Activity
• Not Cumulative Assess Only Performance Occurring
  After Last Assessment Period

22
Reporting Frequency

• Out of Cycle Report
• Written if Significant Change in Performance
• Written at Governments Discretion
• Contractor May Request
• Address Only Those Areas That Have Changed
• No More Than 2 CPARS Completed Per Year

Great Performance Motivator
23
Reporting Frequency

• Final Report
• Required at Contract Completion
• Delivery of Final Major End Item
• End of Period of Performance
• Required Upon Contract Termination
• Not Cumulative Assess Only Performance Occurring
  After Last Assessment Period

24
Reporting Frequency

• Addendum Report
• Evaluate Contract Close-Out
• Evaluate Warranty Performance
• Evaluate Performance With Respect To Other
  Administrative Requirements
• Written at Governments Discretion

25
Reporting Frequency
26
Contract Types

• Indefinite-Delivery-Indefinite-Quantity
• Individual CPAR for Each Order
• One CPAR at Basic Contract Level Covering All
  Orders Under Contract
• Contract Should Specify Assessment Procedures

Consolidation Appropriate if Orders Similar in
Scope
See Service / Local Policy for Additional Details
27
Contract Types

• Basic Ordering Agreements (BOAs)Blanket Purchase
  Agreements (BPAs)
• Individual CPAR for Each Order
• One CPAR at Basic Agreement Level Covering All
  Orders Under Agreement
• Agreement Should Specify Assessment Procedures

Consolidation Appropriate if Orders Similar in
Scope
See Service / Local Policy for Additional Details
28
Contract Types

• Federal Supply Schedules / GSA Orders
• Requiring Activity / Ordering Agency Prepares
  CPAR
• Best Position to Evaluate Performance
• Threshold Determined on Order-by-Order Basis
• Each Order Reported Individually

Contract Number GSA Schedule (Required) Order
Number Local F Order Number (Required)
29
Contract Types

• Joint Venture
• Single CPAR Prepared if Unique
• DUNS Number / CAGE Code Assigned
• Multiple Identical CPARs Prepared
• if Separate DUNS Numbers / CAGE Codes Assigned

30
Contract Types

• Canadian Commercial Corporation (CCC)
• CPAR Written on CCC
• CCC is Prime Contractor with Overall
  Responsibility for Performance
• List Canadian Subcontractor on CPAR (Block 15)
• Canadian Subcontractor Performs Actual Work
• Include DUNS CAGE

31
Contract Types

• Classified Special Access Programs
• CPARs for Classified Programs NOT Entered into
  CPARS Automated System
• CPAR Processed in Accordance With Program
  Security Requirements
• CPAR Maintained and Distributed in Accordance
  With Agency Procedures

32
Undefinitized Contract Actions (UCAs)
Contract Types

• Prior to Definitization
• Address Performance Beginning with Date UCA
  Issued
• Address Contractors Ability to Remain within UCA
  Cost Limitations
• Following Definitization
• Address Contractors Efforts in Promoting
  Contract Definitization
• If Definitized as Cost-Type Contract Continue
  to Address Cost Control
• If Definitized as Firm-Fixed Price Contract
  Only Address Cost Control Efforts Prior to
  Definitization

33
Logging In

• DoD Users
• User ID Required
• PKI Certificate Required (CAC Card)
• Contractor Users
• User ID Required
• PKI Certificate Encouraged
• Purchase from External Certificate Authority
• Password Required if No PKI Certificate
• Non-DoD Users
• User ID Required
• Password Required

NO PKI PASSWORD
34
Focal Point

• Assign Players Access
• Determine Contracts Requiring CPARs
• Registers Contracts
• Educate and Assist the Players
• Provide Guidance to Contractors

GovernmentOnly!
35
Additional User Roles
36
Focal Point
Assign Players
37
CPARS Workflow
38
Requirements
Contract Registration (Automated)

• Focal Point Only
• Auto Register Within 30 Days of Contract Award
• Auto Register ONCE per Contract
• Must Complete APM Field

39
Requirements
Contract Registration (Manual)

• Register Within 30 Days of Contract Award
• Register ONCE per Contract
• Enter Basic Contract Information
• Must Complete Mandatory Fields

Note Be sure to review local policy guidance
regarding assignment of the Contract Registration
function.
40
Manual Registration
ICONS
Mandatory Entry
Help Button
Calendar Button
Lookup Button
Navigation Tab Buttons
41
CPARS Workflow
42
Assessing Official Rep Examples
Enter Proposed Ratings

• Technical Experts
• Contract Specialists
• Contracting Officer
• Contracting Officers Representative
• Task / Order Monitor

GovernmentOnly!
43
Assessing Official Examples
Enter Proposed Ratings
The Person Responsible for the Execution of the
Program, Project, Order

• Program Manager or Equivalent
• IPT Lead
• Performance Evaluator
• Quality Assurance Evaluator
• Requirements Indicator
• Contracting Officers Representative
• Technical Team Requirements Personnel
• Product / Service End User
• Contracting Officer

Note Be sure to review local policy guidance
regarding assignment of the Assessing Official
function.
GovernmentOnly!
44
Requirements
Enter Proposed Ratings

• Develop a Comprehensive Contract Effort
  Description (Block 17)
• Enter Proposed Ratings Narratives (Blocks 18
  20)
• 16,000 Character Limit
• Current Ratings
• Changes from Past Ratings
• Trends

45
Contract Effort Description

• Complete Effort Description Identifying
• Key Technologies
• Components
• Subsystem Requirements
• Complexity of Contract
• Acronyms
• Technical Terms
• Critical to Future Performance Risk Assessment
  Groups and Source Selection Authorities
• Note Scope Changes Since Prior Assessment

46
Sample Contract Effort Description

• Contract Effort Description
• Sufficient? Yes or No

The contractor is to provide development, initial
outfitting and maintenance support to MAWS for
the AN/XYZ-100 Weapons System incorporating
oculomotor birefringence.
47
Sample Contract Effort Description

• NOT Sufficient
• Contract Effort Description
• Missing
• Detail of Scope
• Complexity of Contract
• Key Technologies
• Subcontracting Effort
• Definitions of Acronyms and Technical Terms

The contractor is to provide development, initial
outfitting and maintenance support to MAWS for
the AN/XYZ-100 Weapons System incorporating
oculomotor birefringence.
48
Sample Contract Effort Description

• Sufficient
• Contract Effort Description

The contractor is to provide development and
testing of the AN/XYZ-100 Weapons System
incorporating oculomotor birefringence, a
technology in which eye motion controls display
position for optimum operator response time.
This includes development of assessment
applications and analysis methods to evaluate
system parameters and enhancements.
Subcontractor will provide refracting lenses and
optics. After successful testing as determined
by the Space and Naval Warfare Systems Command
(SPAWAR), contractor will provide initial
outfitting of Marine Air Wings (MAWS).
Contractor will provide continued maintenance
support via warranted repair of systems and
subassemblies through the contract ending date.
49
Ratings Narratives
50
Elements Assessed

• Systems
• Technical (Quality of Product)
• Product Performance
• System Engineering
• Software Engineering
• Logistics Support/ Sustainment
• Product Assurance
• Other Technical Performance
• Schedule
• Cost Control

51
Elements Assessed

• Systems (Cont.)
• Management
• Management Responsiveness
• Subcontract Management
• Program Management
• Other Management
• Small Business Utilization
• Other Areas

52
Elements Assessed

• Services / Information Technology/Operations
  Support
• Quality of Product or Service
• Schedule
• Cost Control
• Business Relations
• Small Business Utilization
• Management of Key Personnel
• Other Areas

53
Ratings Narratives
Rating Definitions
54
Ratings Narratives
Rating Definitions
55
Ratings Narratives
Rating Definitions
56
Ratings Narratives
Rating Definitions
57
Ratings Narratives
Rating Definitions
58
Ratings Narratives
Rating Definitions
59
Ratings Narratives

• Narrative Guidelines
• Address Contractor Performance
• Recent
• Relevant
• Collect Input From Entire Program / Project Team
• Provide Reader a Complete Understanding of the
  Contractors Performance

60
Ratings Narratives

• Narrative Guidelines
• Narrative Required for Each Rated Element
• Address
• Rating Changes From Prior Reports
• Benefit / Impact to Government
• Recognize
• Risk Inherent in Effort
• Governments Role in Contractors Inability to
  Meet Requirements
• Indicate Major / Minor Strengths / Weaknesses

61
Ratings Narratives

• Narrative Guidelines
• Consistent with
• Program Metrics
• Ratings
• Contract Objectives
• Document Problems Solutions
• Contain Non-Personal Objective Statements

Program Reviews Earned Value Management (EVM)
Data Award Fees/Incentives Certificates of
Service Cost Performance Reports Quality
Reviews/Evals
62
Sample Narratives

• Elements Assessed

• Cost Control
• Subcontract Management
• Software Engineering

63
Sample Narrative

• Element Assessed Cost Control
• Sufficient? Yes or No

Cost Control - Rating Green (Satisfactory)No
cost control problems have been noted.
64
Sample Narrative

• NOT Sufficient

Cost Control - Rating Green (Satisfactory)No
cost control problems have been noted.

• Missing
• Detail to Support Rating
• Detail to Tell Entire Story
• Supporting Documentation / Metrics

65
Sample Narrative

• Sufficient

Cost Control - Rating Green (Satisfactory)The
contractor has adequately maintained cost
controls on the AN/XYZ-100 Weapons System program
during this reporting period. Despite delays
caused by the subcontractor, aggressive
management of materials and personnel has kept
the project at or near budget projections.
Monthly reports and quarterly inspections
indicate 5 cost overruns for unit assembly
during the first half of the reporting period.
The contractor initiated a project management
system which dramatically improved resource
allocation to ensure cost controls remain within
budget.
66
Sample Narrative

• Element Assessed Subcontract Mgt.
• Sufficient? Yes or No

Subcontract Management RatingGreen
(Satisfactory) In our opinion, the contractor
has done an admirable job keeping on track
despite continued delays of optics delivery from
the subcontractor. Hopefully, the subcontractor
can increase production to meet delivery
shortfalls.
67
Sample Narrative

• NOT Sufficient

Subcontract Management Rating Green
(Satisfactory) In our opinion, the contractor
has done an admirable job keeping on track
despite continued delays of optics delivery from
the subcontractor. Hopefully, the subcontractor
can increase production to meet delivery
shortfalls.

• Missing
• Detail to Support Rating
• Supporting Documentation / Metrics
• Impact to Government
• Corrective Actions
• Additional Issue Contains Subjective Phrases

68
Sample Narrative

• Statements to Avoid

• Outside Contract Scope
• In Our Opinion
• It Appeared
• We Believe

• We Hope
• We Were Not Happy
• We Did Not Like
• We Think

69
Sample Narrative

• Sufficient

Subcontract Management Rating Yellow
(Marginal) The contractor has exhibited marginal
management of subcontractor operations during
this reporting period. This is evidenced by
inspections, quarterly program reports, and
contractor communications with Government
personnel and subcontractor. Specifically, for
three consecutive deliveries subcontractor was
more than 30 days late. In addition, delivered
optics have experienced a 21 failure rate, 16
above established parameters. Delivery delays
and quality failures have delayed program
development by 6 to 8 months, and have caused a 6
month setback in projected system deployment.
Contractor has made repeated complaints to
subcontractor regarding delays and is soliciting
alternate sources for optics. Also contractor
has proposed a receiving inspection process to
detect quality deficiencies in delivered optics.
However, to date no significant improvement is
noted.
70
Sample Narrative

• Element Assessed Software Engineering

Software Engineering - Rating Dark Blue
(Exceptional) The contractor has exhibited
exceptional software engineering for assessment
and analysis of the AN/XYZ-100 Weapons System
project. By integrating existing software they
developed a set of applications combining supply
data, production data, system testing, quality
data, and trend analysis, which resulted in a 24
increase in data processing speed according to
benchmark testing. Improved metrics and
consolidated reporting was directly responsible
for elimination of cost overruns experienced in
the 1st 2nd quarters and a net reduction of 7
in reimbursable costs for the reporting period.
Minor discrepancies in application compatibility
were quickly corrected using a new Team
Programming system.
Sufficient? Yes or No
71
Sample Narrative

• Sufficient

Software Engineering - Rating Dark Blue
(Exceptional) The contractor has exhibited
exceptional software engineering for assessment
and analysis of the AN/XYZ-100 Weapons System
project. By integrating existing software they
developed a set of applications combining supply
data, production data, system testing, quality
data, and trend analysis, which resulted in a 24
increase in data processing speed according to
benchmark testing. Improved metrics and
consolidated reporting was directly responsible
for elimination of cost overruns experienced in
the 1st 2nd quarters and a net reduction of 7
in reimbursable costs for the reporting period.
Minor discrepancies in application compatibility
were quickly corrected using a new Team
Programming system.
72
Ratings Narratives

• Narrative Guidelines
• Due to Nature of Work (Low Risk Activities) May
  be Difficult to Obtain Rating Above Satisfactory
  / Green
• Note this Fact in the CPAR Narrative

73
Sample Narrative

• Quality of Product or Service - Rating Green
  (Satisfactory)
• This contract is for the collection of refuse at
  XXX Air Force Base located near Anytown, USA. As
  part of its services, Contractor XXX is required
  to pick up 87 dumpsters across an approximate 30
  square mile area, 12 hazardous waste containers,
  and 7 bio-hazardous waste material containers at
  the Medical Clinic located at the base. Given
  the nature of the services performed for this
  contract and the schedule for refuse collection,
  it would be difficult to obtain above a
  Satisfactory rating for performance on this
  contract. During this evaluation period,
  Contractor XXX met all of its refuse collection
  requirements on time as stated in the contract.
  Further Contractor XXX ensured that all of the
  tops of the dumpsters were closed after dumping
  to ensure that no foreign object debris (FOD)
  entered the flight line area despite the locale
  being in an area prone to high winds. There were
  no incidents of improper storage or disposal of
  the hazardous waste or bio-hazardous waste
  material during this reporting period.
  Therefore, the rating of Satisfactory indicates
  performance within the requirements of the
  contract and that there were no problems
  encountered during this reporting period with
  Contractor XXX.

74
Ratings Narratives
Utilization of Small Business Rating Definitions
75
Sample Narrative

• Utilization of Small Business - Rating Dark Blue
  (Exceptional)
• The contractor exceeded their 27 small business
  goal by 2 percentage points and met all of the
  other subcontracting goals. The contractor
  awarded a subcontract to a small business for
  mission critical information technology for this
  program. The contractor conducted three outreach
  events which directly led to award of
  subcontracts to Service Disabled Veteran Owned
  small businesses and HUBZone small businesses.
  The contractor exceeded the small business
  participation requirements of the contract that
  required the small business to be used for 25 of
  the RD portion of the contract, by awarding 50
  of this requirement to small business. The
  contractor submitted all required reports on time.

• Contains
• Quantifiable Accomplishments
• Comparison to Plan Goals

• Type of Work Performed by SB

76
Narrative Hints

• Communication
• Throughout the Performance Period
• With Contractor and Within Government
• Documentation
• Record Significant Metrics / EventsThroughout
  the Performance Period
• The CPAR Should Write Itself
• Create a Working CPAR
• Draft On-Line
• Draft Off-Line Document
• Use Copy and Paste

77
Ratings Narratives
Bottom Line Accurate and CompleteCPARs Help
Ensure Better Quality Products Services!
78
CPARS Workflow
79
Enter Proposed Ratings

• If the Assessing Official initiates a CPAR, the
  system WILL NOT allow the Assessing Official
  Representative to add ratings or narrative to
  that CPAR. Off-line planning is required to
  ensure that the CPARS workflow operates smoothly.

80
Assessing Official RepRequirements
Enter Proposed Ratings

• Review Admin Info (Blocks 1 17)
• Enter Report Type (Block 2) Period of
  Performance (Block 3)
• Input Ratings Narratives (Blocks 18 20)
• 16,000 Character Limit (approximately 3 pages)
• Save and Pass to Another AOR (if applicable)
• Send to Assessing Official

81
Enter Proposed Ratings
ICONS
Mandatory Entry
Help Button
Calendar Button
Lookup Button
Navigation Tab Buttons
Indicates Item has been Rated
82
CPARS Workflow
83
Assessing OfficialRequirements
Validate Proposed Ratings

• Review Admin Info (Blocks 1 17)
• Validate Ratings Narratives (Blocks 18 20)
• Modify Ratings Narratives (if necessary)
• Return to AOR for Corrections
• 16,000 Character Limit (approximately 3 pages)
• Name and Title (Block 21)
• Send to Contractor Rep

Perform Quality Review Prior to Sending
84
Validate Proposed Ratings
ICONS
Mandatory Entry
Help Button
Calendar Button
Lookup Button
Navigation Tab Buttons
85
CPARS Workflow
86
Requirements
Contractor Comments

• 30 Days to Respond
• System Generated Weekly Email Notifications
• 7 Days to Request Meeting to Discuss CPAR
• Review Admin Info (Blocks 1-17) , Ratings and
  Narratives
• Provide Clear and Concise Responses (Block 22)
• 16,000 Character Limit (approximately 3 pages)
• Provide Concurrence / Non-Concurrence, Name
  Title (Block 23)
• Send to Assessing Official

87
Contractor Guidance
Contractor Comments

• Protect the CPAR
• Handle as Source Selection Information
• Prohibited Use
• Advertising
• Promotional Material
• Pre-Award Surveys
• Production Readiness Reviews
• Advise Contractor to
• Acknowledge Receipt
• Comment
• Respond Within 30 Days

88
Contractor Comments
ICONS
Mandatory Entry
Help Button
Navigation Tab Buttons
89
CPARS Workflow
90
Assessing OfficialRequirements
Review Contractor Comments

• Review Contractor Comments
• Close CPAR
• Modify CPAR
• Send to Reviewing Official (if applicable)

91
Review Contractor Comments

• If the Contractor fails to respond to the CPAR
  within 30 days, the Assessing Official has the
  option to pull back the CPAR and continue the
  process by sending it to the Reviewing Official.

92
Review Contractor Comments
ICONS
Mandatory Entry
Help Button
Calendar Button
Lookup Button
Navigation Tab Buttons
93
CPARS Workflow
94
Reviewing Official Comments
Note Be sure to review local policy guidance
regarding assignment of the Reviewing Official
function.

• Required
• If the CPAR is Contentious
• If the Contractor Does Not Respond
• If Local Policy Mandates

95
Requirements
Reviewing Official Comments
GovernmentOnly!

• Review CPAR
• Blocks 1-23 (read only format)
• Input Comments (Block 24)
• Acknowledge Discrepancies Between Government
  Ratings / Narratives and Contractor Comments
• 16,000 Character Limit (approximately 3 pages)
• Name and Title (Block 25)
• Close CPAR

96
Reviewing Official Comments
ICONS
Mandatory Entry
Help Button
Navigation Tab Buttons
97
CPARS Workflow
98
Automatic Email Notices

• Each Step of Workflow
• System Reminders
• Evaluation Due (Assessing Official, Assessing
  Official Rep, Alt./Focal Point)
• 30 Days Prior
• Helps Ensure Reports Completed On Time
• Evaluation Overdue (Assessing Official,
  Alt./Focal Point)
• Contractor Comments Due (Assessing Official,
  Contractor)
• Contractor Comments Overdue/Review Period Expired
  (Assessing Official)
• Evaluation Complete (Contractor)
• Access Assignment (All Roles)

99
Additional Roles

• Command Point of Contact -
• CPARS Operational Requirements Committee
• Senior Command Official -
• Higher Level for Monitoring
• Contractor Corporate Senior Management
  Representative -
• CEO, President, CFO
• Access Granted by DUNS Number

100
CPARS Operational Requirements Committee (ORC)

• Controls System Configuration Policy
• Evaluates User Suggested Changes Enhancements
• Minutes Posted to CPARS Website

101
Reports

• Keep Qualifiers / Parameters Simple
• Use Reports to Monitor Process
• CPAR Status
• Contract Status
• User List
• Activity Log
• Spreadsheet

New! 30 DayRegistration Status Option
102
User Profile Menu

• Change User Information
• Update User Profile/Email
• Required Annually
• Change User Preferences
• Select or De-Select Optional Email Notifications
• Change Login Password (Non-PKI)
• Forgot Password Button
• May be Reset by Focal Point or CPARS Help Desk
• Must be Modified Every 60 Days

Critical to CPARSAutomated Workflow
103
Prior to Performance Period
Helpful Hints

• Be Up Front
• Identify Expectations
• Discuss Areas to be Evaluated
• Provide CPARS Guides to Contractors and
  Evaluators
• During Post-Award Conference
• Prior to Annual Evaluation
• Leave Yourself Flexibility

Dont wait until the annual evaluation tomake
your contractor aware of performance!
104
During Performance Period
Helpful Hints

• Communicate with Contractor
• Provide Feedback
• Document Performance Regularly
• Status Reports
• Earned Value Management Data
• Monthly Certificates of Service
• Award Fee Evaluations
• Program Reviews
• Earned Contract Incentives

105
After Performance Period
Helpful Hints

• Provide Contractor Draft Assessment
• Contractor May Provide Self Assessment
• Take Time to Acknowledge Contractor Concerns
• Face to Face Meetings
• Extend 30 Day Comment Period if Necessary
• Document File if no Contractor Comments Received
• Transmittal Letter Email
• Phone Conversation
• Efforts to Contact Contractor

106
Characteristics of a Lose-Lose CPAR
Helpful Hints

• Use as a Big Stick
• Solicit Out of Scope Work
• Establish a Negotiation Position
• Rate Government Program Manager
• Nobody Grades as Hard as I Do
• Document Performance Outside of Contract

107
Characteristics of a Win-Win CPAR
Helpful Hints

• Fair
• Relevant
• Comprehensive
• Repeatable Process
• Timely
• Accurate
• Consistent

108
CPARS Summary

• Facilitates Communication / Cooperation Between
  Government and Industry
• Provides Past Current Performance Information
• - Contains Ratings Narrative by Government
• - Contains Narrative by Industry
• Motivates Improved Performance
• Used in Source Selection to Support Best Value
  Decisions
• - Information Retrieved from PPIRS

109
PPIRS
https//www.ppirs.gov
110
PPIRS

• Federal Repository for Completed Assessments
• Contractor Performance Assessment Reporting
  System (CPARS)
• Architect Engineer Contract Administration
  Support System (ACASS)
• Construction Contractor Appraisal Support System
  (CCASS)
• National Aeronautics and Space Administration
  (NASA) Past Performance Data Base (PPDB)
• National Institute of Health (NIH) Contractor
  Performance System (CPS)

https//www.ppirs.gov
111
Access
PPIRS

• Government
• Go to www.ppirs.gov Select PPIRS-RC Logon
• Create an Account
• Provide Justification for Access
• Join Your Group
• Contractor
• Controlled through Central Contractor
  Registration (CCR) Process
• Identify a Marketing Partner Identification
  Number (MPIN)
• Visit www.ccr.gov for More Information
• DUNS and MPIN Become User ID and Password for
  PPIRS
• View Completed Evaluations at www.ppirs.gov
• Select PPIRS-RC Logon

www.ppirs.gov
112
PPIRS
https//www.ppirs.gov
113
PPI Source Selections

• Solicitation Should Address
• Relevance (PPI for Similar Work)
• Areas of Consideration (i.e., Technical,
  Management, Schedule, etc.)
• Timeframe (Consider Last 3 Years)
• Sources
• Relative Importance
• PPIRS
• Contains Contractor Comments
• No Need to Re-Address Adverse PPI
• Rely if Believe PPI is Valid
• Contractor Ensures Accuracy

Golden Rule Evaluate PPIIAW Solicitation!
https//www.ppirs.gov
114
Forwarding Suggestions or Concerns

• Feedback in CPARS
• Contact webptsmh_at_navy.mil
• Contact Ed Marceau, CPARS PM
• edmond.marceau_at_navy.mil
• Contact your ORC Representative

All suggestions will be considered!
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Additional Information

• Help Desk (Mon-Fri 630am- 600pm EST)
• DSN 684-1690
• Commercial 207-438-1690
• Email webptsmh_at_navy.mil
• CPARS Web Site (https//www.cpars.csd.disa.mil/)
• Feedback
• FAQ
• Policy Guides
• Quality Checklist
• User Manual
• Training Information

116
Why Evaluate Contractor Performance?
117
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118
Focal Point Session
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Focal Point Session Agenda

• Functions Overview
• Automatic Contract Registration
• User Access Matrix
• Access Assignment
• Modifying Access
• Account Maintenance
• Access Transfers
• Alternate Focal Points

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Requirements
Contract Registration (Automated)

• Focal Point Only
• Auto Register Within 30 Days of Contract Award
• Auto Register ONCE per Contract
• Must Complete APM Field

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Contract Registration (Automated)
Weekly Email Notifications

• Contracts Auto Registered With No Users Assigned
• Users Assigned to Contract Which Has Not Been
  Registered

Helpful Hint Auto register contracts and assign
users concurrently.
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User Access Matrix

• Determine Process Participants
• Names
• Email Addresses
• Minimum Required Roles
• Assessing Official
• Contractor Representative
• Reviewing Official (If Contentious)
• Optional Roles
• Contract Data Entry (If Manual Registration)
• Assessing Official Representative
• Reviewing Official (If Not Contentious)

Helpful HintAsk Contracting Office or Requiring
Office to provide User Access Matrix.
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Access Assignment

• Access Authorization
• Create New User Access
• Enter or Select Contract(s)
• Select User Role
• Enter User Name
• Enter New User Name Email Address
• Select Existing User
• Create User Access Matrix
• Automatic Email Notifies Users of Access
  Assignment
• User ID
• Use Forgot Password Function if New User
  (Non-PKI)
• Synopsis of User Role

Helpful Hint If user(s) need access to multiple
contracts, give access to all the contracts at
the same time.
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Access for IDIQs, BPAs, BOAs

• Giving access at the basic contract level allows
  the user to access the basic ONLY they will not
  be able to access any orders. If a user needs to
  access orders under the basic, access needs to be
  given for each order individually.

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Modifying Access

• Access Authorization
• Modify Existing User Access
• Modify by Contract
• List of All Users with Access to Specific
  Contract
• Change Users Role for Specific Contract
• Remove User From Contract
• Delete User
• Modify by User
• List of All Users Contracts
• Change Users Role on Contract(s)
• Remove User From Contract(s)
• Delete User

Remove AccessCan No Longer Access Specific
Contract User Account Still Exists
Delete User Can No Longer Access Any Contracts
User Account No Longer Exists
126
Account Maintenance

• Access Authorization
• Modify Existing User Access
• Modify by User
• Change User Profile
• Name, Organization, Title
• Email Address
• Phone Numbers
• Reset Password (Non-PKI)
• New Temporary Password

Update Users Signature Block
Helpful HintForgot Password Button is Preferred
Way of Resetting Passwords
127
Access Transfers

• Access Authorization
• Transfer User Access to Another User
• Transfer From User
• Retain Account Following Transfer
• Delete Account Following Transfer
• Transfer Contracts
• Specific Contract
• All Contracts
• Transfer To
• New User
• Existing User

Helpful Hint Access transfers are a quick way to
reassign a large number of contracts when a user
changes jobs or retires.
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Alternate Focal Points

• Access Authorization
• Assign Alternate Focal Point
• Only Focal Point May Assign Alternates(i.e.,
  Alternate Cannot Have Alternates)
• Assign Up To Three Alternates
• Enter User Name
• New User
• Existing User
• Alternate Focal Point
• Assign
• Delete
• Reset Password (Non-PKI)

Helpful Hint If you have a lot of users and
contracts to manage, you can have a full time
alternate(s).
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Additional Information

• Help Desk (Mon-Fri 630am- 600pm EST)
• DSN 684-1690
• Commercial 207-438-1690
• Email webptsmh_at_navy.mil
• CPARS Web Site (https//www.cpars.csd.disa.mil/)
• Feedback
• FAQ
• Policy Guides
• Quality Checklist
• User Manual
• Training Information