I n t e g r i t y - S e r v i c e - E x c e l l e n c e

1. [Program Title MAJCOM] Annual Execution Review For AFPEO/CM [Briefer] [date] I n t e g r i t y - S e r v i c e - E x c e l l e n c e UNCLASSIFIED – For Official Use Only

2. Status: F416XX-01-C-00XX (Awd: 17 Jul 03) (Full & Open) Contract Type: FPIF/FPAF POP: 6 years (Oct 03 – Sep 09) Option: 4 of 5 (1 Oct 07 - 30 Sep 08) Task Orders Competed: Actions: 80%; Obligated: 65% Last CPARS: 2007 Last CSAI: Excellent Recompete - Rqrmt sub. in mid- 2008 Budget Execution: Total Contract Value: $$$$ Total Ceiling: $$$$ Total Obligation to Date: $$$$ 2008 Total Contract Price: $$$$ Obligation/Target/Ceiling: $$$ / $$$ / $$$ NTE/Spend: $$$ / $$$ Incentive Fee: 20% / 80% > Target < 50% / 50% 2008 Award Fee: 70%, 73%, 62%, 67% Sample data in light blue, provide explanation in notes. Include only relevant information. Jack AFB Aircraft Maintenance AETC Background: Performs aircraft maintenance Fir T-38C and T-6 at Jack AFB to support a multi-national organization comprised of 13 nations chartered as the Joint Jet Pilot Training Program Program. This program supports the 99 OG, RAF, and GAF. Budget G Cost Y Contract/Program Issues: • 5 of 30 Svc Delivery Summary failed • Msn Impact… • Cost Overrun • Budget Execution… • Health & Welfare Costs… • Collective Bargaining Agmt… Mitigation of issues (risks): • KTR re-trng personnel • Reducing weekend flying in out yr Performance G See notes for further explanation PCO: XYC CONSACO: 89 CONSFDO: 99 FTW/CC QAEs: 3 Contractor: ABC Corp (if SB, put type)Major Sub: If applicable

3. Contract/Program IssueJack AFB Aircraft MX Services Issue:Cost overruns exceeded ceiling every contract year by about $3M Assessment: - Government exposure limited by low contract price ceiling, 3% above target cost - High levels of performance are maintained in all areas Root Cause: Bid Errors - Fire Protection used wrong CBA rate; contributes about $1.2M annually to total overrun - Community services errors; impact roughly $400 - 500 K annually Impact: - Government shares 60% up to ceiling, about $500K per year Mitigation: - Government monitors performance to identify any degradation - Service provider uses process mapping within self-led employee teams to reduce costs - Service provider offsets overrun, in part, with underruns in IT, Logistics, O&M - Financial reports indicate FY07 overrun is reduced to about $1M

4. Performance Objectives • Provide detail of performance objective not met or trends and actions taken to correct by contractor, or get well plan • Provide noteworthy positive information on contractor performance • Also provide detail on any item not coded green on the stoplight chart. Need significant detail to ensure briefing to Leadership is clear Discuss any Performance Objectives not met, or note worthy objectives that exceeded the threshold.

5. Cost – Summary • Contract/Option Value at Award: $___.___M • Modifications (List by major categories, explain in notes) • Delete (___.___M) • Add ___.___M • Current Contract/Option Value $___.___M Show cost information for the period of performance being reported. Explain changes on the chart or in the notes

6. Performance HistorySource Selection Sensitive IAW FAR 3.104

7. Sample of single Award “C” contract with Incentive and Reimbursable CLINS. Financial Execution Total Incentive CLINS Total Reimbursable CLINS Total Estimated Contract Value Include ceiling and obligations to date, forecasted obligations/ expenditures. Exceeding Target or NTE must be explained with mitigation plan in notes. Use only charts required. See notes for further explanation

8. Award Fee Plan • Summary chart of Award Fee Plan • Include qualitative and numerical rating thresholds

9. Award Fee Summary Tailor chart based on Award Fee Structure (i.e. qtrly/annual award, etc). Indicate if there is a base fee; focus on addressing any issues, especially repeat issues in notes page. Include all fees awarded over life of contract.

10. Subcontract Summary • List Major Subcontractors, what they provide, and whether they are Large or Small Business Address SB contract structure, status, % of contract and any issues in notes page

11. Current POCs • PM: • Phone: • Email: • Organization: • PCO: • Phone: • Email: • Organization: • ACO: • Phone: • Email: • Organization: • HQ POC: • Phone: • Email:

12. SAMPLE CHARTS FOR Multiple Award Contract

13. Status: F416XX-01-D-00XX (Awd: 17 Jul 03) (Full&Open) POP: 6 years (Oct 03 – Sep 09) Option: 4 of 5 (1 Oct 07 - 30 Sep 08) Contract: MAC IDIQFPIF/FPAF/FFP/CPIF Task Orders Competed: Actions: 80%; Obligated: 65% Customer: 80% AF, 20% Other DoD Recompete - Rqrmt sub. in mid- 2008 Total Contract Value: $$$$ Program Ceiling: $$$$ Program Obligation to Date: $$$$ Sample data in light blue, provide explanation in notes. AF Tech Support Services AETC Budget Execution: Background: Provides worldwide planning, site management, commodities, construction, repair, services, infrastructure and emergency support services, and limited environmental support to Air Force Bases Worldwide Budget G Cost Y Contract/TO/Program Issues: Mitigation of issues (risks): Performance G If there are to many contractors to fit in a chart on the slide, just list the contractor name. See notes for further explanation PCO: XYC CONSACO: 89 CONSFDO: 99 FTW/CC QAEs: 3

14. Contract/Program Issue Issue:Cost overruns exceeded ceiling every contract year by about $3M Assessment: - Government exposure limited by low contract price ceiling, 3% above target cost - High levels of performance are maintained in all areas Root Cause: Bid Errors - Fire Protection used wrong CBA rate; contributes about $1.2M annually to total overrun - Community services errors; impact roughly $400 - 500 K annually Impact: - Government shares 60% up to ceiling, about $500K per year over total contract Mitigation: - Government monitors performance to identify any degradation - Service provider uses process mapping within self-led employee teams to reduce costs - Service provider offsets overrun, in part, with underruns in IT, Logistics, O&M - Financial reports indicate FY07 overrun is reduced to about $1M

15. Performance Objectives • Provide detail of performance objective not met or trends and actions taken to correct by contractor, or get well plan • Provide noteworthy positive information on contractor performance • Also provide detail on any item not coded green on the stoplight chart. Need significant detail to ensure briefing to Leadership is clear Discuss any Performance Objectives not met, or noteworthy objectives that exceeded the threshold. If all objectives are met in a satisfactory manner, chart may be deleted.

16. Administration • Decentralized Ordering Management • Discuss AF Oversight process and status of decentralized orders Customers Supported

17. Sample of MAC contract. Financial Execution Total Program Status Use notes to provide further explanation as necessary.

18. Sample of MAC contract. Task Order Execution Use notes to provide further explanation as necessary. * Based on the number of TOs the contractor submitted a proposal.

19. Task Orders with Major Changes • Task Order Value at Award: $___.___M • Modifications (List by major deviations greater than 10% value of task order, explain in notes) • Delete (___.___M) • Add ___.___M • Current Task Order Value $___.___M Show cost information for the period of performance being reported. Explain changes on the chart or in the notes.

20. Award Fee PlanRMB • Summary chart of Award Fee Plan • Include qualitative and numerical rating thresholds • FDO

21. Award Fee RecordRMB Tailor chart based on Award Fee Structure (i.e. qtrly/annual award, etc). Indicate if there is a base fee; focus on addressing any issues, especially repeat issues in notes page

22. Performance HistorySource Selection Sensitive IAW FAR 3.104

23. Subcontract Summary • List Major Subcontractors, what they provide, and whether they are Large or Small Business Address SB contract structure, status, % of contract and any issues in notes page

24. Current POCs • PM: • Phone: • Email: • Organization: • PCO: • Phone: • Email: • Organization: • ACO: • Phone: • Email: • Organization: • HQ POC: • Phone: • Email: