CPARS Seminar (October 2006)

Naval Sea Logistics Center
Welcome to
Training
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Instructor Information
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Welcoming Remarks - Logistics

Breaks Facilities
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Agenda
Policy and Program Metrics Workflow: Contract Registration Ratings and Narratives Workflow: CPAR Initiation - Closure Reports, Helpful Hints & CPAR Strategies CPARS Management Board Past Performance Information Retrieval System Focal Point Session (Optional)
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Why Evaluate Contractor Performance?

Office of Federal Procurement Policy and Federal Acquisition Regulations Require:
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
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Regulatory Requirements
FAR 42.1502: Agencies Shall Prepare an Evaluation of Contractor Performance
Federal Acquisition Regulation (FAR)
FAR 15.304: Past Performance Shall be Evaluated in All Source Selections for Negotiated Competitive Acquisitions
Acquisition Regulation Supplements
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 & 5215.305 Air Force: AFFARS 5342.1503 & 5315.305, AF Past Performance Evaluation Guide Army: AFARS 5142.15 (Under Revision) www.cpars.navy.mil
Past Performance Process Overview

Govt Program Manager /Contracting Officer
Govt Source Selection Officials
CPARS
PPIRS
Contractor Representative
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Contractor Senior Management
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

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CPAR Assessments
Treated as Source Selection Information IAW FAR 3.104

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

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CPARS Growth
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CPARS Metrics at a Glance

Completed Assessments: 33,893
Contract Value: $1.64 Trillion
Government Users: 14,805
Industry Users: 11,329

* Metrics as of 01 November, 2006
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CPARS & Communication

Is CPARS an Effective Tool for Improving Government-Contractor Communication?
YES!
Government Contractor
91%
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98%
CPARS Reporting Thresholds

Business Sector
Systems Ship Repair & Overhaul Services Health Care Operations Support Fuels Information Technology
Dollar Threshold
> $5,000,000 > $500,000 > $1,000,000 > $100,000 > $5,000,000 > $100,000 > $1,000,000
Government may choose to write a CPAR on contracts below the dollar thresholds
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Business Sectors
Systems
Aircraft Shipbuilding Space Ordnance Ground Vehicles Training Systems Sub-Systems
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Business Sectors
Services
Professional/Technical/Management Support Installation Maintenance Healthcare Repair & Overhaul Transportation
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Business Sectors
Operations Support
Spares Repair Parts Electronics Ammunition Mechanical Electrical Structural Fuels Troop Support Base Supplies Commercial Off the Shelf
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Business Sectors
Information Technology
Software Hardware Telecommunications
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Business Sectors
CPAR NOT REQUIRED Architect - Engineering Services Construction

Entered in CCASS Entered in ACASS
Science & Technology

(R&D Budget Accounts 6.1, 6.2, or 6.3)
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Reporting Frequency
Contract Year 1 Contract Year 2 Contract Year 2.5 Contract Year 3 Contract Year 3.5
Initial Report
Intermediate Report
Out-of-Cycle Report
Final Report
Addendum Report
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Reporting Frequency
Initial Report
Required if Period of Performance > 365 Days Not Required if Period of Performance < 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
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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
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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
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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
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Reporting Frequency
Addendum Report
Evaluate Contract Close-Out Evaluate Warranty Performance Evaluate Performance With Respect To Other Administrative Requirements Written at Governments Discretion
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Reporting Frequency
All CPARs Are Due Within 120 Days After the End of the Assessment Period
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Contract Types
Indefinite-Delivery-Indefinite-Quantity (IDIQ) Basic Ordering Agreements (BOAs) Blanket Purchase Agreements (BPAs) Federal Supply Schedules/GSA Orders Joint Ventures Canadian Commercial Corporation (CCC) Classified & Special Access Programs Undefinitized Contract Actions (UCAs)
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Contract Types
Indefinite-Delivery-Indefinite-Quantity
Individual CPAR for Each Order One CPAR at Basic Contract Level Covering All Orders Under Contract
Consolidation Appropriate if Orders Similar in Scope
See Local Policy for Additional Details

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Contract Types - IDIQ

IDIQ: Single Activity or Organization Use

Navy
Individual Orders Group Orders for Similar Products & Services Consolidate by Contract (Minimum Requirement)
IDIQ: Multiple Activity or Organization Use

Navy: Requiring Activity Writes CPAR for Own Orders
Individual Orders Group Orders for Similar Products & Services Single CPAR for All Requiring Activity Orders (Minimum Requirement)
Air Force
Individual Orders Consolidate by Contract (Minimum Requirement)
Air Force: Requiring / Ordering Activity Writes CPAR for Own Orders
Individual Orders that Exceed Threshold
Army
Individual Orders Group Orders for Similar Products & Services Consolidate by Contract Specified in Basic Contract
Army: Requiring Activity May

Prepare CPAR Provide Input to CPAR Specified in Basic Contract
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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
Consolidation Appropriate if Orders Similar in Scope
See Local Policy for Additional Details

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Contract Types
Basic Ordering Agreements (BOAs) & Blanket Purchase Agreements (BPAs)

Navy: Requiring Activity Writes CPAR for Own Orders / Calls
Individual Call / Order Group Calls / Orders for Similar Products or Services Consolidate by Agreement (Minimum Requirement)
Air Force: Requiring / Ordering Activity Writes CPAR for Own Orders / Calls
Individual Calls / Orders that Exceed Threshold
Army:
Individual Call/Order Group Calls/Orders for Similar Products or Services Consolidate by Agreement
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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)
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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
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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
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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
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Contract Types
Undefinitized Contract Actions (UCAs) 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
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Focal Point
Assign Players Access May Determine Contracts Requiring CPARs Registers Contracts May Educate and Assist the Players May Provide Guidance to Contractors
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Government Only!
Focal Point
CPARS
Contract #/User/Access Level Status Report Request Contract Registration
User ID CPAR Status
Focal Point
User Account Info Process Monitoring Policy Guidance Training
Govt PM Contractor Contracting Representative
Senior Govt Management
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User Roles
Contract Data Entry (CDE) Registers Contract Focal Point (FP) Sets Up Accounts, Registers Contract
Assessing Official (AO) Writes CPAR, Reviews Contractor Comments
Contractor Rep (CR) Provides Comments
Assessing Official Rep (AOR) Assists AO in Drafting CPAR www.cpars.navy.mil
Reviewing Official (RO) Resolves Disputes
Focal Point
Contract Number N4511202C7000
Assign Players Role

Contract Data Entry Assessing Official Rep Assessing Official Contractor Rep Reviewing Official Assessing Official Rep Assessing Official Rep Assessing Official Contractor Rep Reviewing Official Assessing Official Contractor Rep Reviewing Official
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Player
Phil Odendron Steve Jones Mary Givens Mark Smith Maria Lopez Steve Warner Eldon Roofer Mary Givens Kelly Warner Maria Lopez Mary Givens Doreen Bunny Maria Lopez
N4511202C8000
N4511202C9000
CPARS Workflow
Contract Registration Enter Proposed Ratings Validate Proposed Ratings Review Contractor Comments Reviewing Official Comments
Automated: Focal Point Manual: Focal Point Contract Data Entry Assessing Official Assessing Official Rep
Contractor Comments
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Contract Registration (Automated)

Requirements
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 (Manual)

Requirements
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.
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Contract Registration (Manual)

ICONS
Mandatory Entry Help Button
Calendar Button
Lookup Button
Navigation Tab Buttons
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CPARS Workflow
www.cpars.navy.mil Assessing Official Rep(s) Assessing Official
Contractor Comments
Enter Proposed Ratings
Assessing Official Rep Examples

Technical Experts Contract Specialists Contracting Officer Contracting Officers Representative Task / Order Monitor
Government Only!
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Assessing Official Examples

The Person Responsible for the Execution of the Program, Project, Order

Note: Be sure to Program Manager or Equivalent review local policy IPT Lead guidance regarding assignment of the Performance Evaluator Assessing Official Quality Assurance Evaluator function. Requirements Indicator Contracting Officers Representative Technical Team Requirements Personnel Product / Service End User Government Only! Contracting Officer
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Requirements
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
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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
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Sample Contract Effort Description


The contractor is to provide development, initial outfitting and maintenance support to MAWS for the AN/XYZ-100 Weapons System incorporating oculomotor birefringence.
Sufficient? Yes or No
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NOT Sufficient
The contractor is to provide development, initial outfitting and maintenance support to MAWS for the AN/XYZ-100 Weapons System incorporating oculomotor birefringence.
Missing:
Detail of Scope Complexity of Contract Key Technologies Subcontracting Effort Definitions of Acronyms and Technical Terms
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Sufficient
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.
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Ratings & Narratives

Ratings and Narratives are the most important part of the CPAR!
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Elements Assessed
Systems / Ship Repair & Overhaul

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

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Elements Assessed
Systems / Ship Repair & Overhaul

Management
Management Responsiveness Subcontract Management
Includes Small Business Subcontracting Goal Accomplishment
Program Management & Other Management
Other Areas
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Elements Assessed
Services / Information Technology / Operations Support

Quality of Product or Service Schedule Cost Control Business Relations
Includes Small Business Subcontracting Goal Accomplishment
Management of Key Personnel

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Rating Definitions
Rating Dark Blue (Exceptional) Purple (Very Good) Green (Satisfactory) Yellow (Marginal) Red (Unsatisfactory) Contract Requirements Exceeds Many Govt Benefit Exceeds Some Govt Benefit Meets All Does Not Meet Some Does Not Meet Most Problems Few Minor Some Minor Some Minor Serious: Recovery Still Possible Serious: Recovery Not Likely Corrective Actions Highly Effective Effective Satisfactory
Marginally Effective; Not Fully Implemented
Ineffective
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Rating Definitions
Ineffective
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Rating Definitions
Ineffective
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Rating Definitions
Ineffective
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Rating Definitions
Ineffective
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Rating Definitions
Ineffective
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Narrative Guidelines
Address Contractor Performance
Recent Relevant
Must Be: -Accurate -Fair -Comprehensive
Collect Input From Entire Program / Project Team Provide Reader a Complete Understanding of the Contractors Performance
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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

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Program Reviews
Consistent with
Program Metrics Ratings Contract Objectives
Earned Value Management (EVM) Data Award Fees/Incentives Certificates of Service Cost Performance Reports Quality Reviews/Evals
Document Problems & Solutions Contain Non-Personal & Objective Statements

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Sample Narratives
Elements Assessed Cost Control Subcontract Management Software Engineering
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Sample Narrative
Element Assessed: Cost Control

Cost Control - Rating: Green(Satisfactory) No cost control problems have been noted.
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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
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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 projectNote: Actual budget at or near projections. Monthly reports and quarterly inspections narratives should go into even indicate 5% cost overruns for unit assembly during the greater detail! 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.
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Sample Narrative
Element Assessed: Subcontract Mgt.

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.
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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
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Sample Narrative
Statements to Avoid
Outside Contract Scope We Hope In Our Opinion It Appeared We Believe We Were Not Happy We Did Not Like We Think
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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.
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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.
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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.
Contains:
Detail to Support Rating Corrective Actions Benefit to Government Objective Language
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Due to Nature of Work (Low Risk Activities) May be Difficult to Obtain Rating Above Satisfactory / Green Note this Fact in the CPAR Narrative
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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.
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Narrative Hints
Communication
Throughout the Performance Period With Contractor and Within Government
Documentation
Record Significant Metrics / Events Throughout the Performance Period The CPAR Should Write Itself
Create a Working CPAR

Draft On-Line Draft Off-Line Document
Use Copy and Paste
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Bottom Line:
Accurate and Complete CPARs Help Ensure Better Quality Products & Services!
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CPARS Workflow
www.cpars.navy.mil Assessing Official Rep(s) Assessing Official
Contractor Comments

Workflow Note
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.
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Requirements
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
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ICONS
Calendar Button
Lookup Button
Indicates Item has been Rated

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CPARS Workflow
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Assessing Official
Contractor Comments
Validate Proposed Ratings

Requirements
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

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Perform Quality Review Prior to Sending
Validate Proposed Ratings

ICONS
Calendar Button
Lookup Button

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CPARS Workflow
Contract Registration Enter Proposed Ratings Validate Proposed Ratings

Contractor Rep
Contractor Comments
Review Contractor Comments Reviewing Official Comments

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Contractor Comments
Requirements
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
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Contractor Comments
Contractor Guidance
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
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Contractor Comments
ICONS
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CPARS Workflow
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Contractor Comments
Assessing Official
Review Contractor Comments

Requirements Review Contractor Comments Close CPAR Modify CPAR Send to Reviewing Official (if applicable)
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Workflow Note
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.
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ICONS
Calendar Button
Lookup Button

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CPARS Workflow
Contractor Comments
Reviewing Official
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Reviewing Official Comments

Required
If the CPAR is Contentious
Note: Be sure to review local policy guidance regarding assignment of the Reviewing Official function.
If the Contractor Does Not Respond If Local Policy Mandates
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Requirements Review CPAR

Blocks 1-23 (read only format)
Government Only!
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

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ICONS
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CPARS Workflow
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PPIRS
Contractor Comments
Automatic Email Notices

Each Step of CPARS Workflow System Reminders

CPAR Due (Assessing Official, Focal Point)
30 Days Prior On Time
CPAR Overdue (Assessing Official, Focal Point) Contractor Comments Due (Assessing Official, Contractor) Contractor Comments Overdue/Review Period Expired (Assessing Official) CPAR Complete (Contractor)
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Additional Roles
Contractor Corporate Senior Management Representative View CEO, President, CFO Rated Access Granted by DUNS Number CPARS Senior Command Official Higher Level for Monitoring
User List Activity Log
Command Point of Contact CPARS Management Board Member

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CPARS Management Board (CMB)

Controls System Configuration & Policy Evaluates User Suggested Changes & Enhancements Minutes Posted to CPARS Website
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Reports
Keep Qualifiers / Parameters Simple Use Reports to Monitor Process CPAR Status Contract Status User List Activity Log Spreadsheet
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User Profile Menu

Change User Information

Update User Profile/Email Required Annually
Critical to CPARS Automated Workflow
Change User Preferences

Select or De-Select Optional Email Notifications
Change Login Password

Forgot Password Button May be Reset by Focal Point or CPARS Help Desk Must be Modified Every 60 Days
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System Time-Out TimeNaval Sea Logistics Center
System Time-Out & Auto Save After 20 Minutes of Inactivity
THE CLOCK IS TICKING! www.cpars.navy.mil
Helpful Hints
Prior to Performance Period

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 to make your contractor aware of performance!
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Helpful Hints
During Performance Period 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
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Helpful Hints
End of Performance Period

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
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Helpful Hints
Characteristics of a Lose-Lose CPAR Lose-
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
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Helpful Hints
Characteristics of a Win-Win CPAR Win Fair Relevant Comprehensive Repeatable Process Timely Accurate Consistent
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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
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PPIRS
www.ppirs.gov www.cpars.navy.mil
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)
PPIRS
Access
Government
Go to www.ppirs.gov and 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 to 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
PPIRS
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 Golden Rule: Relative Importance
PPIRS
Contains Contractor Comments
No Need to Re-Address Adverse PPI
Evaluate PPI IAW Solicitation!
Rely if Believe PPI is Valid Contractor Ensures Accuracy

Forwarding Suggestions or Concerns

Feedback in CPARS Contact webptsmh@navy.mil Contact Doreen Powell, CPARS PM Doreen.Powell@navy.mil Contact your CMB Representative
All Suggestions will be considered!

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Additional Information
Help Desk (Mon-Fri 6:30am- 4:30pm EST)

DSN: 684-1712 ext 486 Commercial: 603-431-9460 ext 486
Email: webptsmh@navy.mil CPARS Web Site: (www.cpars.navy.mil)

Feedback FAQ Policy Guides Quality Checklist User Manual Training Information
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Why Evaluate Contractor Performance?

www.cpars.navy.mil
THANK YOU
Focal Point Session
Focal Point Session Agenda

Functions Overview Automatic Contract Registration User Access Matrix Access Assignment Modifying Access Account Maintenance Access Transfers Alternate Focal Points
www.cpars.navy.mil
Focal Point Functions Overview

CPARS
Contract #/User/Access Level Status Report Request Contract Registration
User ID CPAR Status
Focal Point
User Account Info Process Monitoring Policy Guidance Training
Govt PM Contractor Contracting Representative
Senior Govt Management
www.cpars.navy.mil

Requirements
Focal Point Only Auto Register Within 30 Days of Contract Award Auto Register ONCE per Contract Must Complete APM Field
www.cpars.navy.mil

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.
www.cpars.navy.mil
User Access Matrix

Determine Process Participants

Names Email Addresses
Helpful Hint: Ask Contracting Office or Requiring Office to provide User Access Matrix.
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)
www.cpars.navy.mil
User Access Matrix

Contract Number N4511202C7000
Assign Players Role

Contract Data Entry Assessing Official Rep Assessing Official Contractor Rep Reviewing Official Assessing Official Rep Assessing Official Rep Assessing Official Contractor Rep Reviewing Official Assessing Official Contractor Rep Reviewing Official
www.cpars.navy.mil
Player
Phil Odendron Steve Jones Mary Givens Mark Smith Maria Lopez Steve Warner Eldon Roofer Mary Givens Kelly Warner Maria Lopez Mary Givens Doreen Bunny Maria Lopez
N4511202C8000
N4511202C9000
Access Assignment
Access Authorization
Create New User Access
Enter Contract(s) Select User Role Enter User Name
Helpful Hint: If user(s) need access to multiple contracts, give access to all the contracts at the same time.
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 Synopsis of User Role
www.cpars.navy.mil
Modifying Access
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 Remove Access Can No Longer Access Delete User List of All Users Contracts Change Users Role on Contract(s) Remove User From Contract(s) Delete User
www.cpars.navy.mil
Modify by User
Specific Contract; User Account Still Exists Delete User Can No Longer Access Any Contracts; User Account No Longer Exists
Account Maintenance
Modify Existing User Access
Modify by User Change User Profile

Name, Organization, Title Email Address Phone Numbers Update Users Signature Block
Helpful Hint: Forgot Password Button is Preferred Way of Resetting Passwords
Reset Password
New Temporary Password
www.cpars.navy.mil
Access Transfers
Transfer User Access to Another User
Transfer From User

Retain Account Following Transfer Delete Account Following Transfer
Transfer Contracts
Specific Contract All Contracts
Retain Account
User will still access CPARS, but will use different contracts.
Delete Account
Transfer To
New User Existing User
User will no longer access CPARS.
Helpful Hint: Access transfers are a quick way to reassign a large number of contracts when a user changes jobs or retires.
www.cpars.navy.mil
Alternate Focal Points

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 Helpful Hint: If you have a lot of users and contracts to manage, you can have a full time alternate(s).
Alternate Focal Point

Assign Delete Reset Password
www.cpars.navy.mil
Additional Information
Help Desk (Mon-Fri 6:30am- 4:30pm EST)

DSN: 684-1712 ext 486 Commercial: 603-431-9460 ext 486
Email: webptsmh@navy.mil CPARS Web Site: (www.cpars.navy.mil)

Feedback FAQ Policy Guides Quality Checklist User Manual Training Information
www.cpars.navy.mil

CPARS Seminar (October 2006)

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CPARS Seminar (October 2006)

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Naval Sea Logistics Center

Welcoming Remarks - Logistics

Why Evaluate Contractor Performance?

Office of Federal Procurement Policy and Federal Acquisition Regulations Require:

FAR 42.1502: Agencies Shall Prepare an Evaluation of Contractor Performance

Federal Acquisition Regulation (FAR)

Acquisition Regulation Supplements

Past Performance Process Overview

Govt Program Manager /Contracting Officer

Govt Source Selection Officials

Contractor Senior Management

CPARS Primary Objectives

Provide Up-To-Date Documentation of Contractors Ability to Meet Requirements (FAR 42)

Motivate Improved Performance

Facilitate Government - Contractor Communication

Treated as Source Selection Information IAW FAR 3.104

 Retained for 3 Years After Contract Completion

CPARS Metrics at a Glance

Completed Assessments: 33,893

Contract Value: $1.64 Trillion

Government Users: 14,805

Industry Users: 11,329

CPARS & Communication

Is CPARS an Effective Tool for Improving Government-Contractor Communication?

CPARS Reporting Thresholds

CPAR NOT REQUIRED  Architect - Engineering Services  Construction

 Science & Technology

 Out of Cycle Report

Consolidation Appropriate if Orders Similar in Scope

See Local Policy for Additional Details

Contract Types - IDIQ

IDIQ: Single Activity or Organization Use

IDIQ: Multiple Activity or Organization Use

 Army: Requiring Activity May

Basic Ordering Agreements (BOAs) Blanket Purchase Agreements (BPAs)

See Local Policy for Additional Details

Basic Ordering Agreements (BOAs) & Blanket Purchase Agreements (BPAs)

Federal Supply Schedules / GSA Orders

 Threshold Determined on Order-by-Order Basis  Each Order Reported Individually

Canadian Commercial Corporation (CCC)

 List Canadian Subcontractor on CPAR (Block 15)

Classified & Special Access Programs

Undefinitized Contract Actions (UCAs)  Prior to Definitization

User ID CPAR Status

Govt PM Contractor Contracting Representative

Senior Govt Management

Assessing Official (AO) Writes CPAR, Reviews Contractor Comments

Contractor Rep (CR) Provides Comments

Assessing Official Rep (AOR) Assists AO in Drafting CPAR www.cpars.navy.mil

Reviewing Official (RO) Resolves Disputes

Contract Number N4511202C7000

Assign Players Role

Naval Sea Logistics Center

Contract Registration (Automated)

Naval Sea Logistics Center

Contract Registration (Manual)

Naval Sea Logistics Center

Contract Registration (Manual)

Navigation Tab Buttons

Naval Sea Logistics Center

Enter Proposed Ratings

Assessing Official Rep Examples

Naval Sea Logistics Center

Retained for 3 Years After Contract Completion

CPAR NOT REQUIRED Architect - Engineering Services Construction

Science & Technology

Out of Cycle Report

Army: Requiring Activity May

Threshold Determined on Order-by-Order Basis Each Order Reported Individually

List Canadian Subcontractor on CPAR (Block 15)

Undefinitized Contract Actions (UCAs) Prior to Definitization

Complete Effort Description Identifying:

Schedule Cost Control

Management of Key Personnel

Indicate Major / Minor Strengths / Weaknesses

Document Problems & Solutions Contain Non-Personal & Objective Statements

Create a Working CPAR

Protect the CPAR

If the Contractor Does Not Respond If Local Policy Mandates