AFFARS IG5315.305

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Informational Guidance

IG5315.305
Proposal Evaluation

PROPOSAL ANALYSIS REPORT (PAR)

24 January 2005

1. Why Use this Guide?

This guide and template are designed to assist Source Selection Evaluation Teams (SSETs) and Source Selection Advisory Councils (SSACs) in preparing a Proposal Analysis Report (PAR) for the Source Selection Authority (SSA). There is no requirement to follow this format. It is one approach that you can use. You can, and should, tailor the content of your PAR to meet the requirements of your program and the needs of your SSA. The key point is to provide your SSA with sufficient information to compare offerors and make an award decision and create an administrative record of the source selection.

Current guidance for preparing a PAR is in AFFARS 5315.305 and Mandatory Procedures (MP) 5315.3. This PAR guide supplements the AFFARS and MP5315.3, providing additional information on what to document in the PAR to effectively convey the results of the SSET evaluation to the SSA. The PAR includes the results of final discussions, Final Proposal Revisions (FPRs), and other considerations from the SSET. The SSET presents the PAR to the SSA at, or prior to, the decision briefing.

a. What this Guide will Answer. This guide will answer such questions as:

- What’s the purpose of a PAR?
- When is it required?
- Who writes it?
- Who reviews the PAR?
- Who approves it?

- How does the PAR relate to source selection decision briefings?
- How does the PAR relate to the Source Selection Decision Document (SSDD)?
- What is the PAR’s general format and content?

b. What's in this Guide/Template?

c. Keeping Current with Policy Changes

2. Proposal Analysis Report (PAR)

a. What is a PAR?

b. What is the Purpose of a PAR?

c. When is it Required?

d. Who Writes the PAR?

e. Who Reviews it?

f. Who Approves it?

h. How does the PAR differ from the Decision Briefing?

i. How does the PAR relate to the Source Selection Decision Document (SSDD)?

j. What is the PAR’s general format and content?

TEMPLATE
PROPOSAL ANALYSIS REPORT
TABLE OF CONTENTS

1. INTRODUCTION

1.1 Discussion of Requirement
1.2 Source Selection Procedures
1.3 Evaluation Criteria
1.4 Offerors

2. DESCRIPTION OF PROPOSALS

2.1 (Insert Name of Offeror A)
2.1.1 Key Mission Capability Features
2.1.2 Key Contract Features

2.2 (Insert Name of Offeror B)
2.2.1 Key Mission Capability Features
2.2.2 Key Contract Features

Repeat as necessary for each offeror

3. EVALUATION RESULTS

3.1 (Insert Name of Offeror A)

3.1.1 MISSION CAPABILITY AND PROPOSAL RISK FACTORS (Offeror A)

3.1.1.1 Subfactor 1 – (Insert subfactor title)
Strengths:
Uncertainties:
Deficiencies:
Weaknesses:
Risk:
3.1.1.2 Subfactor 2 – (Insert subfactor title)
Strengths:
Uncertainties:
Deficiencies:
Weaknesses:
Risk:
3.1.1.3 Subfactor 3 – (Insert subfactor title)
Strengths:
Uncertainties:
Deficiencies:
Weaknesses:
Risk:
3.1.1.4 Subfactor 4 – (Insert subfactor title)
Strengths:
Uncertainties:
Deficiencies:
Weaknesses:
Risk:
3.1.1.5 Subfactor 5 – (Insert subfactor title)
Strengths:
Uncertainties:
Deficiencies:
Weaknesses:
Risk:
3.1.1.6 Subfactor 6 – (Insert subfactor title)
Strengths:
Uncertainties:
Deficiencies:
Weaknesses:
Risk:

3.1.2 PERFORMANCE CONFIDENCE ASSESSMENT (Offeror A)

3.1.2.1 Overview
3.1.2.2 Data Gathered
3.1.2.3 Programs/Contracts Evaluated
3.1.2.4 Confidence Rating (OfferorA)
Strong Points, Positive Performance
Weak Points, Negative Performance
3.1.2.5 Summary

3.1.3 COST/PRICE (Offeror A)

3.1.3.1 Overview
3.1.3.1.1 Scope of the Cost or Price Factor
3.1.3.1.2 Cost or Price Evaluation
3.1.3.2 Summary of Proposed and Evaluated Cost/Price
3.1.3.3 Other Government Costs (OGC)
3.1.3.4 Identified Risk
3.1.3.5 Summary

3.2 (Insert Name of Offeror B)

3.2.1 MISSION CAPABILITY AND PROPOSAL RISK FACTORS (Offeror B)

3.2.1.1 Subfactor 1 – (Insert subfactor title)
Strengths:
Uncertainties:
Deficiencies:
Weaknesses:
Risk:
3.2.1.2 Subfactor 2 – (Insert subfactor title)
Strengths:
Uncertainties:
Deficiencies:
Weaknesses:
Risk:
3.2.1.3 Subfactor 3 – (Insert subfactor title)
Strengths:
Uncertainties:
Deficiencies:
Weaknesses:
Risk:
3.2.1.4 Subfactor 4 – (Insert subfactor title)
Strengths:
Uncertainties:
Deficiencies:
Weaknesses:
Risk:
3.2.1.5 Subfactor 5 – (Insert subfactor title)
Strengths:
Uncertainties:
Deficiencies:
Weaknesses:
Risk:
3.2.1.6 Subfactor 6 – (Insert subfactor title)
Strengths:
Uncertainties:
Deficiencies:
Weaknesses:
Risk:

3.2.2 PERFORMANCE CONFIDENCE ASSESSMENT (Offeror B)

3.2.2.1 Overview
3.2.2.2 Data Gathered
3.2.2.3 Programs/Contracts Evaluated
3.2.2.4 Confidence Rating (OfferorA)
Strong Points, Positive Performance
Weak Points, Negative Performance
3.2.2.5 Summary

3.2.3 COST/PRICE (Offeror B)

3.2.3.1 Overview
3.2.3.1.1 Scope of the Cost or Price Factor
3.2.3.1.2 Cost or Price Evaluation
3.2.3.2 Summary of Proposed and Evaluated Cost/Price
3.2.3.3 Other Government Costs (OGC)
3.2.3.4 Identified Risk
3.2.3.5 Summary

Repeat Evaluation Results for each additional offeror as necessary

4. COMPARATIVE ANALYSIS OF OFFERS

4.1 MISSION CAPABILITY/PROPOSAL RISK FACTORS
The following is a comparative analysis of the technical aspects of all offerors’ proposals.
4.1.1 Subfactor 1 – (Insert subfactor title)
4.1.2 Subfactor 2 – (Insert subfactor title)
4.1.3 Subfactor 3 – (Insert subfactor title)
4.1.4 Subfactor 4 – (Insert subfactor title)
4.1.5 Subfactor 5 – (Insert subfactor title)
4.1.6 Subfactor 6 – (Insert subfactor title)
4.1.7 Overall Comparison of Mission Capability Factor

4.2 PAST PERFORMANCE FACTOR

4.3 COST OR PRICE FACTOR
4.3.1 Summary of Proposed and Evaluated Cost/Price for Each Offeror
4.3.2 Summary of Other Government Costs (OGC) for Each Offeror
4.3.3 Summary of Identified Schedule Risk for Each Offeror
4.3.4 Summary
4.3.5 Adequate Price Competition Determination

5. CONTRACTUAL CONSIDERATIONS

5.1 Results of Questions and Answers
5.2 Results of EN Clarifications and Communications
5.3 Results of the EN Discussions
5.4 Differences in Contract Features

6. SIGNATURE PAGE
SSET Chair
Contracting Officer
SSAC Chair (if applicable)

Attachment A – List of Government Advisory Reports
Attachment B – List of Participants in Cost/Price Evaluation

TEMPLATE

(Program Title)
PROPOSAL ANALYSIS REPORT (PAR)
AND PRICE COMPETITION MEMORANDUM
Pricing Case No. xxx

1. INTRODUCTION.

1.1 Discussion of Requirement

Describe your requirement, and include references to the Program Management Directive (PMD), Capability Development Document (CDD), Capability Production Document (CPD), specification, drawing number, part number, description of services or other requirements documentation as applicable.

Describe any outside influences or time pressures that may have affected the source selection such as, procurement priority, funding limitations, and so forth. Discuss and quantify, if possible, the impact of direction given by Congress, other agencies or higher level officials. Briefly summarize the results of any required market research.

1.2 Source Selection Procedures

The SSET conducted this source selection in accordance with (IAW) Federal Acquisition Regulation (FAR) Part (insert 12 or 15); Air Force Federal Acquisition Regulation Supplement (AFFARS) Subpart 5315.3, “Source Selection”; Subpart 5315.5, “Pre-Award, Award, and Post-Award Notifications, Protest, and Mistakes”; Air Force Mandatory Procedures (MP) 5315.3 “Source Selection”; and the (insert Program Title) Source Selection Plan (SSP) (insert date), and the Request for Proposal (RFP), dated (insert date).

(Provide an overview of your evaluation process. Discuss significant events such as proposal receipt, Evaluation Briefings, Evaluation Notices (ENs), discussions, Requests for Final Proposal Revisions, Final Proposal Receipt, etc.)

1.3 Evaluation Criteria

The SSA approved the basis for contract award, evaluation factors, and scope of evaluation by approving the SSP. We provided the same basis for contract award, evaluation factors and scope of evaluation to offerors in the RFP. The factors and subfactors used to perform the evaluation were: (Must be tailored for your source selection. List factors and subfactors in order of relative importance)

Factor: Mission Capability (Maximum of six subfactors)
Subfactor: (Insert)
Subfactor: (Insert)
Subfactor: (Insert)
Subfactor: (Insert)
Subfactor: (Insert)
Subfactor: (Insert)
Factor: Proposal Risk
Factor: Past Performance
Factor: Cost or Price

(Describe relative importance of factors and subfactors. IAW FAR 15.304(e), include a statement about the relative importance of cost/price in comparison to all other evaluation factors)

1.4 Offerors

(Insert number of offerors) contractors submitted proposals in response to the (insert Program Title) RFP. (Insert number) were considered in the competitive range for purposes of discussions.

The offerors are: (Insert name and location of each offeror)

2. DESCRIPTION OF PROPOSALS

The purpose of this portion of the PAR is to provide a general description of each offeror’s proposal. It does not contain evaluation results. It documents that the SSET has read and understood the proposals.

2.1 (Insert Name of Offeror A)

2.1.1 Key Mission Capability Features

(Describe the key technical, performance, management, etc. features of Offeror A’s mission capability proposal)

2.1.2 Key Contract Features.
(Insert name of Offeror A) proposes a (insert FAR Part 12 or FAR Part 15) (insert type of contract). The basic contract includes the following:

(Use bullet statements to describe unique features of proposal from Offeror A, such as subcontractors or teaming arrangements, show the delivery schedule or period of performance including schedules for the basic and all options)

2.2 (Insert Name of Offeror B)

2.2.1 Key Mission Capability Features

(Describe the key technical, performance, management, etc. features of Offeror B’s mission capability proposal)

2.2.2 Key Contract Features

(Insert name of Offeror B) proposes a (insert FAR Part 12 or FAR Part 15) (insert type of contract). The basic contract includes the following:

(Use bullet statements to describe unique features of proposal from Offeror B, such as subcontractors or teaming arrangements, show the delivery schedule or period of performance including schedules for the basic and all options)

Repeat as necessary for each offeror.

3. EVALUATION RESULTS

3.1 (Insert Name of Offeror A)

3.1.1 MISSION CAPABILITY AND PROPOSAL RISK FACTORS

3.1.1.1 Subfactor 1 – (Insert subfactor title)
(Insert a description of what Offeror A proposes and summarize the SSET evaluation of that proposal. Identify the color rating. Identify any strengths or deficiencies that support the color rating. Identify significant weaknesses and relate them to risk.)

Strengths:

Uncertainties:

Deficiencies:

Weaknesses:

Risk:


3.1.1.2 Subfactor 2 – (Insert subfactor title)
(Insert a description of what Offeror A proposes and summarize the SSET evaluation of that proposal. Identify the color rating. Identify any strengths or deficiencies that support the color rating. Identify significant weaknesses and relate them to risk.)

Strengths:

Uncertainties:

Deficiencies:

Weaknesses:

Risk:

3.1.1.3 Subfactor 3 – (Insert subfactor title)
(Insert a description of what Offeror A proposes and summarize the SSET evaluation of that proposal. Identify the color rating. Identify any strengths or deficiencies that support the color rating. Identify significant weaknesses and relate them to risk.)

Strengths:

Uncertainties:

Deficiencies:

Weaknesses:

Risk:

3.1.1.4 Subfactor 4 – (Insert subfactor title)
(Insert a description of what Offeror A proposes and summarize the SSET evaluation of that proposal. Identify the color rating. Identify any strengths or deficiencies that support the color rating. Identify significant weaknesses and relate them to risk.)

Strengths:

Uncertainties:

Deficiencies:

Weaknesses:

Risk:

3.1.1.5 Subfactor 5 – (Insert subfactor title)
(Insert a description of what Offeror A proposes and summarize the SSET evaluation of that proposal. Identify the color rating. Identify any strengths or deficiencies that support the color rating. Identify significant weaknesses and relate them to risk.)

Strengths:

Uncertainties:

Deficiencies:

Weaknesses:

Risk:

3.1.1.6 Subfactor 6 – (Insert subfactor title)
(Insert a description of what Offeror A proposes and summarize the SSET evaluation of that proposal. Identify the color rating. Identify any strengths or deficiencies that support the color rating. Identify significant weaknesses and relate them to risk.)

Strengths:

Uncertainties:

Deficiencies:

Weaknesses:

Risk:

3.1.2 PERFORMANCE CONFIDENCE ASSESSMENT (Offeror A)

3.1.2.1 Overview
The Performance Confidence Assessment Group (PCAG) assessed the Government’s confidence in the offeror’s ability to fulfill solicitation requirements while meeting schedule, budget, and performance quality constraints. The assessment focused on the offeror’s demonstrated performance in specific areas, their knowledge of the program, relevancy and significance of the data, and recency of the data. The PCAG based their assessment on a subjective evaluation of available past performance information. The PCAG determined their level of confidence in each offeror’s ability to perform as proposed. The performance confidence assessment is at the factor level. (Include words describing the criteria used to determine relevancy and recency.)

The PRAG used (identify the number) sources of past performance data for the risk assessment: 1) Past and Present Performance as provided by the offerors; 2) Contractor Performance Assessment Reports (CPARS); 3) Questionnaires sent to cognizant Government Program Managers, Administrative Contracting Officers, Procurement Contracting Officers, and contractors; and 4) List additional sources.

3.1.2.2 Data Gathered.
(Insert Offeror A’s Name) proposed (insert quantity) relevant contracts. The PCAG team located (insert quantity) additional contracts of which (insert quantity) were relevant contracts. A total of (insert quantity) contracts were deemed relevant and evaluated for (Insert Offeror A’s Name).

The prime offeror, major subcontractors, and their respective involvement, are listed in the tables below:

Prime: (Insert Name of Offeror A) (List that portion of the effort the prime performs)
Subcontractors:
(Insert Name of Subcontractor) (List that portion of the effort this sub performs)
(Insert Name of Subcontractor) (List that portion of the effort this sub performs)

Repeat for each major subcontractor

3.1.2.3 Programs/Contracts Evaluated

The PCAG evaluated the following programs/contracts performed by (Insert Name of Offeror A): (List by title major programs/contracts performed and evaluated by the PCAG.)

The PCAG relied upon the sources of data, described in paragraph 3.1.2.2 “Data Gathered” above, to assign performance confidence ratings for each offeror. Explain what data carried the most weight, such as: The PCAG made a determination that the CPARs carried more weight than the questionnaires. The CPARs are the result of a coordinated review process. Prior to issuance of a final CPAR, the contractor has an opportunity to provide inputs/clarifications to the CPARs. The Government, normally the System Program Director or the Program Executive Officer makes the final decision on the CPAR rating. On the other hand, the questionnaires reflect the opinion of one or a few individuals. In the event adverse data was reflected in a questionnaire, the PCAG gave the contractor an opportunity to provide clarification.

The PCAG used the following considerations in assigning the performance confidence ratings to each offeror (Note: tailor these considerations for your source selection). The offeror’s overall work record; the number and severity of problems; the effectiveness of any corrective actions; and programmatics such as product similarity, complexity, contract type and phase of the program. The offerors’ consolidated confidence rating with their strong points, weak points, and supporting rationale follow:

3.1.2.4 Confidence Rating
(Insert Name of Offeror A) was assigned a confidence rating of (insert High Confidence, Significant Confidence, Satisfactory Confidence, Unknown Confidence, Little Confidence, No Confidence, as appropriate). The team analyzed a total of (insert quantity) relevant contracts. Of the (insert quantity) contracts evaluated, CPARs existed on (insert quantity) contracts. The CPARs reflected ratings ranging from (insert color or narrative performance rating) to (insert color or narrative performance rating). Furthermore, approximately (insert percentage) of the CPARs reflected color ratings ranging from (insert color or narrative performance rating) to (insert color or narrative performance rating). The remaining (insert percentage) of the CPARs reflected CPAR ratings of (insert color or narrative performance rating). The PCAG also reviewed (insert quantity) questionnaires.

Strong Points, Positive Performance
The PCAG identified the following positive aspects of performance:
(Use bullet statements to list strong points.)

Weak Points, Negative Performance
The PCAG identified the following negative aspects of performance:
(Use bullet statements to list weak points.)

3.1.2.5 Summary

Given the strong and weak points identified above, the PCAG believed the confidence rating of (insert High Confidence, Significant Confidence, Satisfactory Confidence, Unknown Confidence, Little Confidence, No Confidence, as appropriate) was justified. (Explain and discuss in one or two paragraphs the significant strong and weak points, causes, and corrective action taken by the contractor)

3.1.3 COST/PRICE (Offeror A)

The offeror’s final proposed costs or prices were evaluated against the criteria of (include reasonableness, realism, affordability, etc. as applicable). Describe the cost/price analysis techniques used and appropriateness in determining price reasonableness and completeness. Describe realism analysis techniques as well as the assessment of balanced pricing and any associated risks. The contract type is (insert contract type) for (insert type of acquisition). (Address techniques used to evaluate cost or price such as Total Evaluated Price or Probable Cost and cost/risk assessment, if required).

Attachment A lists the government advisory reports received including audit, field pricing, technical, or any other report. (Include the respective report number and date if applicable. If informal assistance was used briefly state the scope and the recommendations given.)

Attachment B identifies all personnel who participated in the cost/price analysis and realism analysis. (Include the names, titles, and organizations of each person)

3.1.3.1 Overview

3.1.3.1.1 Scope of the Cost or Price Factor
(Explain what was included in the Cost or Price Factor, such as “Production and installation at target quantities, warranty, etc. Note if Risk has been dollarized and if Other Government Costs (OGC) are included.)

3.1.3.1.2 Cost or Price Evaluation
The following methods were used to evaluate the proposed costs/prices: (briefly state what method or methods were used). The criteria that the offerors’ proposals were required to meet are: (Incorporate evaluation criteria from RFP)

3.1.3.2 Summary of Proposed and Evaluated Cost/Price
Below is a summary of proposed and evaluated prices:
(Summarize proposed and evaluated costs/prices)

If required (for all ACAT programs when a government probable cost/price analysis is conducted; optional for all others unless directed by the SSA), identify LOW, MODERATE, or HIGH risk rating and explain why in a summary sentence, as defined in MP5315.3, paragraph 5.5.4 and Table 2).

A more detailed breakout of the evaluated cost/price follows:
(Provide detailed breakout of the type of evaluation (e.g., probable cost; probable life cycle cost) and an explanation of the quantification of cost, schedule or performance risk)

3.1.3.3 Other Government Costs (OGC).
(Use only if applicable)
OGC was a major element of the decision criteria. The following summarizes the items covered within the OGC portions. The prices for the items were derived from current Government contracts, Government estimates, and/or stock list.

OGC consists of Government furnished products including equipment requested by each competitor as follows: (Insert top-level bullet list of OGC, such as “GBL shipping for GFP”, “Government flight test support”, “GFE”, etc.)

The evaluated price of the OGC is summarized as follows: (List OGC and evaluated price)

The major cost drivers for OGC are: (Identify as appropriate)

3.1.3.4 Identified Risk.
(Use only if a schedule risk assessment is performed.)

3.1.3.5 Summary
The cost/price is fair and reasonable, realistic, etc. based on (provide rationale) or the cost/price is not fair and reasonable, realistic, etc. based on (provide rationale).

3.2 (Insert Name of Offeror B)

3.2.1 MISSION CAPABILITY AND PROPOSAL RISK FACTORS

3.2.1.1 Subfactor 1 – (Insert subfactor title)
(Insert a description of what Offeror B proposes and summarize the SSET evaluation of that proposal. Identify the color rating. Identify any strengths or deficiencies that support the color rating. Identify significant weaknesses and relate them to risk.)

Strengths:

Uncertainties:

Deficiencies:

Weaknesses:

Risk:

3.2.1.2 Subfactor 2 – (Insert subfactor title)
(Insert a description of what Offeror B proposes and summarize the SSET evaluation of that proposal. Identify the color rating. Identify any strengths or deficiencies that support the color rating. Identify significant weaknesses and relate them to risk.)

Strengths:

Uncertainties:

Deficiencies:

Weaknesses:

Risk:

3.2.1.3 Subfactor 3 – (Insert subfactor title)
(Insert a description of what Offeror B proposes and summarize the SSET evaluation of that proposal. Identify the color rating. Identify any strengths or deficiencies that support the color rating. Identify significant weaknesses and relate them to risk.)

Strengths:

Uncertainties:

Deficiencies:

Weaknesses:

Risk:

3.2.1.4 Subfactor 4 – (Insert subfactor title)
(Insert a description of what Offeror B proposes and summarize the SSET evaluation of that proposal. Identify the color rating. Identify any strengths or deficiencies that support the color rating. Identify significant weaknesses and relate them to risk.)

Strengths:

Uncertainties:

Deficiencies:

Weaknesses:

Risk:

3.2.1.5 Subfactor 5 – (Insert subfactor title)
(Insert a description of what Offeror B proposes and summarize the SSET evaluation of that proposal. Identify the color rating. Identify any strengths or deficiencies that support the color rating. Identify significant weaknesses and relate them to risk.)

Strengths:

Uncertainties:

Deficiencies:

Weaknesses:

Risk:

3.2.1.6 Subfactor 6 – (Insert subfactor title)
(Insert a description of what Offeror B proposes and summarize the SSET evaluation of that proposal. Identify the color rating. Identify any strengths or deficiencies that support the color rating. Identify significant weaknesses and relate them to risk.)

Strengths:

Uncertainties:

Deficiencies:

Weaknesses:

Risk:

3.2.2 PERFORMANCE CONFIDENCE ASSESSMENT (Offeror B)

3.2.2.1 Overview
The Performance Confidence Assessment Group (PCAG) followed the same methodology described in paragraph 3.1.2.1 above.

3.2.2.2 Data Gathered.
(Insert Offeror B’s Name) proposed (insert quantity) relevant contracts. The PCAG team located (insert quantity) additional contracts of which (insert quantity) were relevant contracts. A total of (insert quantity) contracts were deemed relevant and evaluated for (Insert Offeror B’s Name).

The prime offeror, major subcontractors, and their respective involvement, are listed in the tables below:

Prime: (Insert Name of Offeror B) (List that portion of the effort the prime performs)
Subcontractors:
(Insert Name of Subcontractor) (List that portion of the effort this sub performs)
(Insert Name of Subcontractor) (List that portion of the effort this sub performs)

Repeat for each major subcontractor

3.2.2.3 Programs/Contracts Evaluated

The PCAG evaluated the following programs/contracts performed by (Insert Name of Offeror B): (List by title major programs/contracts performed and evaluated by the PCAG.)

The PCAG relied upon the sources of data, described in paragraph 3.2.2.2 “Data Gathered” above, to assign performance confidence ratings for each offeror. Explain what data carried the most weight, such as: The PCAG made a determination that the CPARs carried more weight than the questionnaires. The CPARs are the result of a coordinated review process. Prior to issuance of a final CPAR, the contractor has an opportunity to provide inputs/clarifications to the CPARs. The Government, normally the System Program Director or the Program Executive Officer makes the final decision on the CPAR rating. On the other hand, the questionnaires reflect the opinion of one or a few individuals. In the event adverse data was reflected in a questionnaire, the PCAG gave the contractor an opportunity to provide clarification.

The PCAG used the following considerations in assigning the performance confidence ratings to each offeror (Note: tailor these considerations for your source selection). The offeror’s overall work record; the number and severity of problems; the effectiveness of any corrective actions; and programmatics such as product similarity, complexity, contract type and phase of the program. The offerors’ consolidated confidence rating with their strong points, weak points, and supporting rationale follow:

3.2.2.4 Confidence Rating
(Insert Name of Offeror B) was assigned a confidence rating of (insert High Confidence, Significant Confidence, Satisfactory Confidence, Unknown Confidence, Little Confidence, No Confidence, as appropriate). The team analyzed a total of (insert quantity) relevant contracts. Of the (insert quantity) contracts evaluated, CPARs existed on (insert quantity) contracts. The CPARs reflected ratings ranging from (insert color or narrative performance rating) to (insert color or narrative performance rating). Furthermore, approximately (insert percentage) of the CPARs reflected color ratings ranging from (insert color or narrative performance rating) to (insert color or narrative performance rating). The remaining (insert percentage) of the CPARs reflected CPAR ratings of (insert color or narrative performance rating). The PCAG also reviewed (insert quantity) questionnaires.

Strong Points, Positive Performance
The PCAG identified the following positive aspects of performance:
(Use bullet statements to list strong points.)

Weak Points, Negative Performance
The PCAG identified the following negative aspects of performance:
(Use bullet statements to list weak points.)

3.2.2.5 Summary

Given the strong and weak points identified above, the PCAG believed the confidence rating of (insert High Confidence, Significant Confidence, Satisfactory Confidence, Unknown Confidence, Little Confidence, No Confidence, as appropriate) was justified. (Explain and discuss in one or two paragraphs the significant strong and weak points, causes, and corrective action taken by the contractor)

3.2.3 COST/PRICE (Offeror B)

The offeror’s final proposed costs or prices were evaluated against the criteria of (include reasonableness, realism, affordability, etc. as applicable). Describe the cost/price analysis techniques used and appropriateness in determining price reasonableness and completeness. Describe realism analysis techniques as well as the assessment of balanced pricing and any associated risks. The contract type is (insert contract type) for (insert type of acquisition). (Address techniques used to evaluate cost or price such as Total Evaluated Price or Probable Cost and cost/risk assessment, if required).

Attachment A lists the government advisory reports received including audit, field pricing, technical, or any other report. (Include the respective report number and date if applicable. If informal assistance was used briefly state the scope and the recommendations given.)

Attachment B identifies all personnel who participated in the cost/price analysis and realism analysis. (Include the names, titles, and organizations of each person)

3.2.3.1 Overview
The cost/price team followed the same methodology described in paragraph 3.1.3.1 above.

3.2.3.2 Summary of Proposed and Evaluated Cost/Price
Below is a summary of proposed and evaluated prices:
(Summarize proposed and evaluated costs/prices)

If required (for all ACAT programs when a government probable cost/price analysis is conducted; optional for all others unless directed by the SSA), identify LOW, MODERATE, or HIGH risk rating and explain why in a summary sentence, as defined in MP5315.3, paragraph 5.5.4 and Table 2).

A more detailed breakout of the evaluated cost/price follows:
(Provide detailed breakout of the type of evaluation (e.g., probable cost; probable life cycle cost) and an explanation of the quantification of cost, schedule or performance risk)

3.2.3.3 Other Government Costs (OGC).
(Use only if applicable)
OGC was a major element of the decision criteria. The following summarizes the items covered within the OGC portions. The prices for the items were derived from current Government contracts, Government estimates, and/or stock list.

OGC consists of Government furnished products including equipment requested by each competitor as follows: (Insert top-level bullet list of OGC, such as “GBL shipping for GFP”, “Government flight test support”, “GFE”, etc.)

The evaluated price of the OGC is summarized as follows: (List OGC and evaluated price)

The major cost drivers for OGC are: (Identify as appropriate)

3.2.3.4 Identified Risk.
(Use only if a schedule risk assessment is performed.)

3.2.3.5 Summary
The cost/price is fair and reasonable, realistic, etc. based on (provide rationale) or the cost/price is not fair and reasonable, realistic, etc. based on (provide rationale).

Repeat Evaluation Results for each offeror

4. COMPARATIVE ANALYSIS OF OFFERS

(This section should include a comparative analysis of all offers received that were included in the competitive range. If a competitive range determination was not made, the PAR must address all offerors. If any offerors were excluded from the competitive range, the rationale should be included. The analysis shall identify strengths, uncertainties, deficiencies, and weaknesses, as well as the resulting evaluation ratings. Include a discussion of the results of the past performance evaluation and the cost/price evaluation. When completed, this section should contain an overall, integrated assessment of cost or price, past performance, mission capability, and proposal risk.)

4.1 MISSION CAPABILITY/PROPOSAL RISK FACTORS

The following is a comparative analysis of the technical aspects of all offerors’ proposals.

4.1.1 Subfactor 1 – (Insert subfactor title)
(Name of offeror A) was rated (insert BLUE, GREEN, YELLOW, or RED) for subfactor (insert subfactor title) (Name of offeror A) was assigned (insert LOW, MODERATE, or HIGH) risk.

(Name of offeror B) was rated (insert BLUE, GREEN, YELLOW, or RED) for subfactor (insert subfactor title) ) (Name of offeror B) was assigned (insert LOW, MODERATE, or HIGH) risk.

(Repeat as necessary for each offeror)

The primary differences among offerors were:

(Use separate paragraphs to contrast and compare offerors. Discuss how they met or exceeded requirements and how it will benefit the Air Force).

Due to the differences identified above, (insert name of offeror) had the strongest proposal for subfactor (Insert subfactor title).

(Insert offeror name) was assessed as (insert LOW, MODERATE, or HIGH) as (summarize in a few sentences why they received the rating)

4.1.2 Subfactor 2 – (Insert subfactor title)
(Name of offeror A) was rated (insert BLUE, GREEN, YELLOW, or RED) for subfactor (insert subfactor title) (Name of offeror A) was assigned (insert LOW, MODERATE, or HIGH) risk.

(Name of offeror B) was rated (insert BLUE, GREEN, YELLOW, or RED) for subfactor (insert subfactor title) ) (Name of offeror B) was assigned (insert LOW, MODERATE, or HIGH) risk.

(Repeat as necessary for each offeror)

The primary differences among offerors were:

(Use separate paragraphs to contrast and compare offerors. Discuss how they met or exceeded requirements and how it will benefit the Air Force).

Due to the differences identified above, (insert name of offeror) had the strongest proposal for subfactor (Insert subfactor title).

(Insert offeror name) was assessed as (insert LOW, MODERATE, or HIGH) as (summarize in a few sentences why they received the rating)

4.1.3 Subfactor 3 – (Insert subfactor title)
(Name of offeror A) was rated (insert BLUE, GREEN, YELLOW, or RED) for subfactor (insert subfactor title) (Name of offeror A) was assigned (insert LOW, MODERATE, or HIGH) risk.

(Name of offeror B) was rated (insert BLUE, GREEN, YELLOW, or RED) for subfactor (insert subfactor title) ) (Name of offeror B) was assigned (insert LOW, MODERATE, or HIGH) risk.

(Repeat as necessary for each offeror)

The primary differences among offerors were:

(Use separate paragraphs to contrast and compare offerors. Discuss how they met or exceeded requirements and how it will benefit the Air Force).

Due to the differences identified above, (insert name of offeror) had the strongest proposal for subfactor (Insert subfactor title).

(Insert offeror name) was assessed as (insert LOW, MODERATE, or HIGH) as (summarize in a few sentences why they received the rating)

4.1.4 Subfactor 4 – (Insert subfactor title)

(Name of offeror A) was rated (insert BLUE, GREEN, YELLOW, or RED) for subfactor (insert subfactor title) (Name of offeror A) was assigned (insert LOW, MODERATE, or HIGH) risk.

(Name of offeror B) was rated (insert BLUE, GREEN, YELLOW, or RED) for subfactor (insert subfactor title) ) (Name of offeror B) was assigned (insert LOW, MODERATE, or HIGH) risk.

(Repeat as necessary for each offeror)

The primary differences among offerors were:

(Use separate paragraphs to contrast and compare offerors. Discuss how they met or exceeded requirements and how it will benefit the Air Force).

Due to the differences identified above, (insert name of offeror) had the strongest proposal for subfactor (Insert subfactor title).

(Insert offeror name) was assessed as (insert LOW, MODERATE, or HIGH) as (summarize in a few sentences why they received the rating)

4.1.5 Subfactor 5 – (Insert subfactor title)

(Name of offeror A) was rated (insert BLUE, GREEN, YELLOW, or RED) for subfactor (insert subfactor title) (Name of offeror A) was assigned (insert LOW, MODERATE, or HIGH) risk.

(Name of offeror B) was rated (insert BLUE, GREEN, YELLOW, or RED) for subfactor (insert subfactor title) ) (Name of offeror B) was assigned (insert LOW, MODERATE, or HIGH) risk.

(Repeat as necessary for each offeror)

The primary differences among offerors were:

(Use separate paragraphs to contrast and compare offerors. Discuss how they met or exceeded requirements and how it will benefit the Air Force).

Due to the differences identified above, (insert name of offeror) had the strongest proposal for subfactor (Insert subfactor title).

(Insert offeror name) was assessed as (insert LOW, MODERATE, or HIGH) as (summarize in a few sentences why they received the rating)

4.1.6 Subfactor 6 – (Insert subfactor title)
(Name of offeror A) was rated (insert BLUE, GREEN, YELLOW, or RED) for subfactor (insert subfactor title) (Name of offeror A) was assigned (insert LOW, MODERATE, or HIGH) risk.

(Name of offeror B) was rated (insert BLUE, GREEN, YELLOW, or RED) for subfactor (insert subfactor title) ) (Name of offeror B) was assigned (insert LOW, MODERATE, or HIGH) risk.

(Repeat as necessary for each offeror)

The primary differences among offerors were:

(Use separate paragraphs to contrast and compare offerors. Discuss how they met or exceeded requirements and how it will benefit the Air Force).

Due to the differences identified above, (insert name of offeror) had the strongest proposal for subfactor (Insert subfactor title).

(Insert offeror name) was assessed as (insert LOW, MODERATE, or HIGH) as (summarize in a few sentences why they received the rating)

4.1.7 Overall Comparison of Mission Capability Factor
A summary of the proposal color ratings and proposal risk ratings for Mission Capability subfactors 1, 2, 3, 4, 5, and 6 are shown below.

OFFERORS
SUBFACTORS A B C etc.

1 (Insert Subfactor Title) (Insert Color) (Insert Color) (Insert Color)
(Insert Risk) (Insert Risk) (Insert Risk)

2 (Insert Subfactor Title) (Insert Color) (Insert Color) (Insert Color)
(Insert Risk) (Insert Risk) (Insert Risk)

3 (Insert Subfactor Title) (Insert Color) (Insert Color) (Insert Color)
(Insert Risk) (Insert Risk) (Insert Risk)

4 (Insert Subfactor Title) (Insert Color) (Insert Color) (Insert Color)
(Insert Risk) (Insert Risk) (Insert Risk)

5 (Insert Subfactor Title) (Insert Color) (Insert Color) (Insert Color)
(Insert Risk) (Insert Risk) (Insert Risk)

6 (Insert Subfactor Title) (Insert Color) (Insert Color) (Insert Color)
(Insert Risk) (Insert Risk) (Insert Risk)

4.2 PAST PERFORMANCE FACTOR

Summarize the Performance Confidence Assessment for each offeror:

The following is a summary and comparative analysis of the Performance Confidence Assessment ratings for each offeror.

(Insert offeror A name) was assessed as (insert High Confidence, Significant Confidence, Satisfactory Confidence, Unknown Confidence, Little Confidence, No Confidence as appropriate) as (summarize in a few sentences why they received the rating).

(Insert offeror B name) was assessed as (insert High Confidence, Significant Confidence, Satisfactory Confidence, Unknown Confidence, Little Confidence, No Confidence as appropriate) as (summarize in a few sentences why they received the rating).

4.3 COST OR PRICE FACTOR

4.3.1 Summary of Proposed and Evaluated Cost/Price for Each Offeror
Below is a summary of proposed and evaluated costs/prices:

A more detailed breakout of the evaluated cost/price follows:

4.3.2 Summary of Other Government Costs (OGC) for Each Offeror
(Use only if applicable)
OGC was a major element of the decision criteria. The following summarizes the items covered within the OGC portions. The prices for the items were derived from current Government contracts, Government estimates, and/or stock list.

OGC consists of Government furnished products including equipment requested by each competitor as follows: (Insert top-level bullet list of OGC, such as “GBL shipping for GFP”, “Government flight test support”, “GFE”, etc.)

The evaluated price of the OGC is summarized as follows: (List OGC and evaluated price by offeror)

The major cost drivers for OGC are: (Identify as appropriate)

4.3.3 Summary of Identified Schedule Risk for Each Offeror
(Use only if a schedule risk assessment is performed.)

4.3.4 Summary
Offeror (insert name of Offeror) has the strongest cost or price because (state rationale).

4.3.5 Adequate Price Competition Determination

5. CONTRACTUAL CONSIDERATIONS

5.1 Results of Questions and Answers (Q&As)
(Use this paragraph if draft proposals were submitted in a phased approach or informal questions and answers were used prior to the use of official Exchange Notices (ENs). Briefly summarize the number of Q&As per offeror and the procedures used.)

5.2 Results of EN Clarifications and Communications
(Briefly summarize the number of Clarification and Communication ENs per offeror and the procedures used.)

5.3 Results of the EN Discussions
(Briefly summarize the number of Discussion ENs per offeror and the procedures used. Describe the discussion process used, the charts presented, and confirm that updated decision briefing charts showing the results of the discussions were provided to each respective offeror.)

5.4 Differences in Contract Features
(Briefly describe key contract features that were discussed and whether or not all critical contractual issues have been resolved. Unique clauses or features should be addressed and any exceptions to terms and conditions must be discussed. Suggest a final closing paragraph such as:)

The final proposals received from each offeror have no significant differences in the contract provisions. No waivers or deviations to standard FAR/DFARS/AFFARS clauses were requested by any offeror. All contracts are awardable, affordable, and executable.

6. SIGNATURE PAGE

This report represents an integrated “best value” assessment of proposals for the (insert Program title). The evaluation was conducted at the (insert office symbol) Source Selection Facility at (insert AFB or other facility) between (insert date) and (insert date). This document and the decision briefing presented on (insert date) are offered in support of the SSA’s source selection decision.

Attachment A – List of Government Advisory Reports
Attachment B – List of Participants in Cost/Price Evaluation

__________________________________

Name, Rank, Service
Title
SSET CHAIR

Date: ____________________________

__________________________________

Name, Rank, Service
CONTRACTING OFFICER

Date: ____________________________

APPROVED (if applicable):

Name, Rank, Service
Title
SSAC Chairperson

Date: ____________________________

APPENDIX A
PROPOSAL ANALYSIS REPORT (PAR) OUTLINE
By Evaluation Factor

1. INTRODUCTION

1.1 Discussion of Requirement
1.2 Source Selection Procedures
1.3 Evaluation Criteria
1.4 Offerors

2. DESCRIPTION OF PROPOSALS

2.1 (Insert Name of Offeror A)
2.1.1 Key Mission Capability Features
2.1.2 Key Contract Features

2.2 (Insert Name of Offeror B)
2.2.1 Key Mission Capability Features
2.2.2 Key Contract Features

Repeat as necessary for each offeror

3. EVALUATION RESULTS

3.1 Mission Capability and Proposal Risk Factors

3.1.1 (Insert Name of Offeror A)
3.1.1.1 Subfactor 1 – (Insert subfactor title)
Strengths:
Uncertainties:
Deficiencies:
Weaknesses:
Risk:
3.1.1.2 Subfactor 2 – (Insert subfactor title)
Strengths:
Uncertainties:
Deficiencies:
Weaknesses:
Risk:
3.1.1.3 Subfactor 3 – (Insert subfactor title)
Strengths:
Uncertainties:
Deficiencies:
Weaknesses:
Risk:
3.1.1.4 Subfactor 4 – (Insert subfactor title)
Strengths:
Uncertainties:
Deficiencies:
Weaknesses:
Risk:
3.1.1.5 Subfactor 5 – (Insert subfactor title)
Strengths:
Uncertainties:
Deficiencies:
Weaknesses:
Risk:
3.1.1.6 Subfactor 6 – (Insert subfactor title)
Strengths:
Uncertainties:
Deficiencies:
Weaknesses:
Risk:

3.1.2 (Insert Name of Offeror B)
3.1.2.1 Subfactor 1 – (Insert subfactor title)
Strengths:
Uncertainties:
Deficiencies:
Weaknesses:
Risk:
3.1.2.2 Subfactor 2 – (Insert subfactor title)
Strengths:
Uncertainties:
Deficiencies:
Weaknesses:
Risk:
3.1.2.3 Subfactor 3 – (Insert subfactor title)
Strengths:
Uncertainties:
Deficiencies:
Weaknesses:
Risk:
3.1.2.4 Subfactor 4 – (Insert subfactor title)
Strengths:
Uncertainties:
Deficiencies:
Weaknesses:
Risk:
3.1.2.5 Subfactor 5 – (Insert subfactor title)
Strengths:
Uncertainties:
Deficiencies:
Weaknesses:
Risk:
3.1.2.6 Subfactor 6 – (Insert subfactor title)
Strengths:
Uncertainties:
Deficiencies:
Weaknesses:
Risk:

Repeat Evaluation Results for each additional offeror as necessary

3.2 PERFORMANCE CONFIDENCE ASSESSMENT

3.2.1 Overview
3.2.2 Data Gathered
3.2.2.1 Offeror A
3.2.2.2 Offeror B
Repeat as necessary for each offeror
3.2.3 Programs/Contracts Evaluated
3.2.3.1 Offeror A
3.2.3.2 Offeror B
Repeat as necessary for each offeror
3.2.4 Confidence Rating
3.2.4.1 Offeror A
Strong Points, Positive Performance
Weak Points, Negative Performance
3.2.4.2 Offeror B
Strong Points, Positive Performance
Weak Points, Negative Performance
Repeat as necessary for each offeror
3.2.5 Summary

3.3 COST/PRICE

3.3.1 Overview
3.3.1.1 Scope of the Cost or Price Factor
3.3.1.2 Cost or Price Evaluation
3.3.2 Offeror A
3.3.2.1 Summary of Proposed and Evaluated Cost/Price
3.3.2.2 Other Government Costs (OGC)
3.3.2.3 Identified Risk
3.3.2.4 Summary

3.3.3 Offeror B
3.3.3.1 Summary of Proposed and Evaluated Cost/Price
3.3.3.2 Other Government Costs (OGC)
3.3.3.3 Identified Risk
3.3.3.4 Summary

Repeat Evaluation Results for each additional offeror as necessary

4. COMPARATIVE ANALYSIS OF OFFERS

4.1 MISSION CAPABILITY/PROPOSAL RISK FACTORS
The following is a comparative analysis of the technical aspects of all offerors’ proposals.
4.1.1 Subfactor 1 – (Insert subfactor title)
4.1.2 Subfactor 2 – (Insert subfactor title)
4.1.3 Subfactor 3 – (Insert subfactor title)
4.1.4 Subfactor 4 – (Insert subfactor title)
4.1.5 Subfactor 5 – (Insert subfactor title)
4.1.6 Subfactor 6 – (Insert subfactor title)
4.1.7 Overall Comparison of Mission Capability Factor

4.2 PAST PERFORMANCE FACTOR

4.3 COST OR PRICE FACTOR
4.3.1 Summary of Proposed and Evaluated Cost/Price for Each Offeror
4.3.2 Summary of Other Government Costs (OGC) for Each Offeror
4.3.3 Summary of Identified Schedule Risk for Each Offeror
4.3.4 Summary
4.3.5 Adequate Price Competition Determination

5. CONTRACTUAL CONSIDERATIONS

5.1 Results of Questions and Answers
5.2 Results of EN Clarifications and Communications
5.3 Results of the EN Discussions
5.4 Differences in Contract Features

6. SIGNATURE PAGE
SSET Chair
Contracting Officer
SSAC Chair (if applicable)

Attachment A – List of Government Advisory Reports
Attachment B – List of Participants in Cost/Price Evaluation

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