Inform key personnel – program management, contracts, business development – of the importance past performance considerations have become.

Select a common control point for reviewing and responding to past performance evaluations. Obtain all evaluations on current contracts as well as those completed in the last three years.

If you receive a discussion question after submission of a proposal, react immediately. Provide clear evidence why the evaluation was inaccurate, incomplete or unreasonable or how corrective action has been taken.

Meet with the customer immediately after award to reach a mutual understanding on the criteria that will be used for evaluation and what performance areas will be stressed.

For each new contract, understand the specific rating system that will be used and identify opportunities to obtain the best evaluation.

Request a pre-assessment meeting prior to evaluation and provide a detailed briefing to the customer on your performance and how well contract requirements were met.

Respond promptly and strongly to all past performance evaluations that are inaccurate or unfair. Obtain services of the best in the organization, treating it like an important proposal, including "red teaming" the response before submission. Seek review above the contracting officer level if necessary.

Consider filing a "claim" seeking a declaration of satisfactory performance if other remedies have been exhausted.

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