{"component": "clause", "props": {"groups": [{"samples": [{"hash": "jikg4gGrL99", "uri": "/contracts/jikg4gGrL99#red", "label": "People & Culture Business Partner Job Description", "score": 30.4504089355, "published": true}, {"hash": "dwtxhnCeE4n", "uri": "/contracts/dwtxhnCeE4n#red", "label": "Job Description", "score": 29.9686317444, "published": true}, {"hash": "9Vbp3cdiaXi", "uri": "/contracts/9Vbp3cdiaXi#red", "label": "Job Description", "score": 23.8583164215, "published": true}], "snippet_links": [], "size": 5, "snippet": "I.T Culture", "hash": "3b55bfa7ba534510d4ca82f66582c08c", "id": 1}, {"samples": [{"hash": "jxRmyXnPEhY", "uri": "/contracts/jxRmyXnPEhY#red", "label": "Not Applicable", "score": 19.0, "published": true}], "snippet_links": [{"key": "settlement-of", "type": "clause", "offset": [42, 55]}], "size": 1, "snippet": "\u2018(The migration story of) people from the settlement of \u2587\u2587\u2587\u2587\u2587 Laway to \u2587\u2587\u2587\u2587\u2587\u2587 \u2587\u2587\u2587\u2587 has not been told by those very people from there", "hash": "034025bc4b27b5670a922a9563d412e6", "id": 2}, {"samples": [{"hash": "iROvIRAM552", "uri": "/contracts/iROvIRAM552#red", "label": "Quality Partnership Agreement", "score": 25.4201431274, "published": true}], "snippet_links": [{"key": "the-meeting", "type": "clause", "offset": [84, 95]}, {"key": "the-information", "type": "clause", "offset": [147, 162]}, {"key": "board-member", "type": "definition", "offset": [242, 254]}, {"key": "any-other-person", "type": "definition", "offset": [258, 274]}], "size": 1, "snippet": "Non-disclosable documentation/information and restricted to participants present at the meeting themselves only. Participants must not disseminate the information outside of the meeting. Red information should not be discussed with any other Board member or any other person from the same organisation who is not present at the meeting in which the information is discussed.", "hash": "c17e67c53fc4e95b906a8f7313873558", "id": 3}, {"samples": [{"hash": "5yw949YsBuk", "uri": "/contracts/5yw949YsBuk#red", "label": "Collective Bargaining Agreement", "score": 34.0192489624, "published": true}], "snippet_links": [{"key": "effective-january", "type": "clause", "offset": [28, 45]}, {"key": "in-effect", "type": "clause", "offset": [72, 81]}, {"key": "through-december", "type": "clause", "offset": [82, 98]}, {"key": "in-the-event", "type": "clause", "offset": [109, 121]}, {"key": "negotiations-for-a", "type": "clause", "offset": [122, 140]}, {"key": "new-agreement", "type": "definition", "offset": [141, 154]}, {"key": "by-january", "type": "clause", "offset": [179, 189]}, {"key": "the-provisions", "type": "clause", "offset": [199, 213]}, {"key": "in-this-agreement", "type": "definition", "offset": [224, 241]}, {"key": "by-mutual-agreement", "type": "definition", "offset": [263, 282]}, {"key": "conclusion-of", "type": "clause", "offset": [293, 306]}, {"key": "signed-this", "type": "definition", "offset": [345, 356]}, {"key": "day-of", "type": "clause", "offset": [357, 363]}, {"key": "city-of", "type": "clause", "offset": [372, 379]}, {"key": "employees-shall", "type": "clause", "offset": [416, 431]}, {"key": "uniform-and-equipment", "type": "clause", "offset": [443, 464]}, {"key": "in-accordance-with", "type": "clause", "offset": [486, 504]}, {"key": "uniforms-and-equipment", "type": "clause", "offset": [537, 559]}, {"key": "property-of-the-city", "type": "clause", "offset": [577, 597]}, {"key": "uniform-items", "type": "clause", "offset": [660, 673]}, {"key": "to-be-determined", "type": "definition", "offset": [678, 694]}, {"key": "chief-of-police", "type": "definition", "offset": [729, 744]}, {"key": "the-final-determination", "type": "definition", "offset": [746, 769]}, {"key": "by-the-department", "type": "clause", "offset": [845, 862]}, {"key": "new-hires", "type": "definition", "offset": [870, 879]}, {"key": "sworn-personnel", "type": "clause", "offset": [917, 932]}, {"key": "by-the-employee", "type": "clause", "offset": [959, 974]}, {"key": "serviceable-condition", "type": "definition", "offset": [1009, 1030]}, {"key": "employee-option", "type": "clause", "offset": [1292, 1307]}, {"key": "and-key", "type": "definition", "offset": [1342, 1349]}], "size": 1, "snippet": "This agreement shall become effective January 1, 2025, and shall remain in effect through December 31, 2027. In the event negotiations for a new agreement have not been completed by January 1, 2028, the provisions contained in this agreement may remain in effect by mutual agreement until the conclusion of the negotiations for a new agreement. SIGNED THIS DAY OF , 2025. CITY OF \u2587\u2587\u2587\u2587\u2587\u2587 \u2587\u2587\u2587\u2587\u2587\u2587 POLICE GUILD Existing Employees shall have their uniform and equipment allotment maintained in accordance with the approved Uniform List. Said uniforms and equipment shall remain the property of the City. The style, color, material, quality, and manufacturer of all uniform items are to be determined jointly between the Guild and the Chief of Police. The final determination will be made by the Chief of Police. The following items shall be provided by the Department to all new hires and/or purchased or replaced for all sworn personnel should the item be deemed by the Employee\u2019s supervisor to no longer be in a serviceable condition, or if they never were issued the listed item. \u25cf 3 pair of wool trousers \u25cf 3 long sleeve wool shirts \u25cf 3 short sleeve wool shirts \u25cf 1 water resistant winter coat \u25cf 1 sweater \u25cf 1 badge \u25cf 1 duty belt with 4 keepers \u25cf 1 inner belt \u25cf 1 set of duty belt suspenders (Employee option) \u25cf 2 sets of handcuffs with cases and key (optional double cuff case) \u25cf 1 OC-10 canister and holder \u25cf 1 approved baton and holder", "hash": "6a68e69a3a0a868021e783433e790704", "id": 4}, {"samples": [{"hash": "5HKnUzGLtnX", "uri": "/contracts/5HKnUzGLtnX#red", "label": "Collective Bargaining Agreement", "score": 19.0, "published": true}], "snippet_links": [{"key": "when-an-employee", "type": "clause", "offset": [0, 16]}, {"key": "new-machinery", "type": "clause", "offset": [80, 93]}, {"key": "modification-to", "type": "clause", "offset": [95, 110]}, {"key": "change-in", "type": "clause", "offset": [133, 142]}, {"key": "a-promotion", "type": "clause", "offset": [217, 228]}, {"key": "same-shift", "type": "clause", "offset": [236, 246]}, {"key": "the-job", "type": "clause", "offset": [281, 288]}, {"key": "immediately-upon", "type": "clause", "offset": [384, 400]}, {"key": "physical-impairment", "type": "definition", "offset": [444, 463]}, {"key": "the-employee", "type": "clause", "offset": [468, 480]}, {"key": "within-ten-years", "type": "definition", "offset": [484, 500]}, {"key": "normal-retirement-age", "type": "definition", "offset": [508, 529]}, {"key": "circle-rate", "type": "definition", "offset": [567, 578]}, {"key": "order-of-seniority", "type": "definition", "offset": [644, 662]}, {"key": "in-accordance-with", "type": "clause", "offset": [663, 681]}, {"key": "in-case-of", "type": "clause", "offset": [694, 704]}, {"key": "rate-of", "type": "clause", "offset": [723, 730]}], "size": 1, "snippet": "When an employee begins to perform a lower-rated job due to the introduction of new machinery, modification to existing machinery or change in production methods, he will continue to be paid his rate until he refuses a promotion on the same shift to a job which is not higher than the job from which he was originally demoted. If he refuses such a transfer, his rate shall be reduced immediately upon such refusal unless such refusal is due to physical impairment, or the employee is within ten years of the normal retirement age. If several employees carrying a red circle rate are considered for a promotion, they shall be offered the job by order of seniority in accordance with Clause but, in case of refusal, only the rate of the most junior eligible red circle employee shall be reduced.", "hash": "86173d9576928be84ab234ab1b843745", "id": 5}, {"samples": [{"hash": "lIuFUeDvRFg", "uri": "/contracts/lIuFUeDvRFg#red", "label": "Collective Agreement", "score": 17.0, "published": true}], "snippet_links": [{"key": "red-circled", "type": "definition", "offset": [26, 37]}, {"key": "the-job", "type": "clause", "offset": [53, 60]}], "size": 1, "snippet": "Employees' wages shall be red circled,however, above the job of rate may have their rates adjusted to job rata during", "hash": "71d55a49cf0273456aca845c7f6f5509", "id": 6}, {"samples": [{"hash": "cbHXLHSCftC", "uri": "/contracts/cbHXLHSCftC#red", "label": "Memorandum of Understanding", "score": 23.0495855466, "published": true}], "snippet_links": [{"key": "except-as-provided-in", "type": "clause", "offset": [0, 21]}, {"key": "this-mou", "type": "definition", "offset": [22, 30]}, {"key": "the-city-will", "type": "clause", "offset": [32, 45]}, {"key": "to-developer", "type": "clause", "offset": [110, 122]}, {"key": "upon-completion", "type": "clause", "offset": [123, 138]}, {"key": "open-space", "type": "clause", "offset": [169, 179]}, {"key": "improvements-and-amenities", "type": "clause", "offset": [204, 230]}, {"key": "as-shown", "type": "definition", "offset": [231, 239]}, {"key": "obligation-to-reimburse", "type": "clause", "offset": [265, 288]}, {"key": "subject-to-the", "type": "definition", "offset": [292, 306]}, {"key": "receipt-of-a", "type": "clause", "offset": [307, 319]}, {"key": "written-request", "type": "definition", "offset": [320, 335]}, {"key": "in-accordance-with", "type": "clause", "offset": [355, 373]}, {"key": "the-developer-must", "type": "clause", "offset": [384, 402]}, {"key": "request-for-reimbursement", "type": "clause", "offset": [420, 445]}, {"key": "days-after", "type": "definition", "offset": [465, 475]}], "size": 1, "snippet": "Except as provided in this MOU, the City will reimburse Twenty-Six Thousand Five Hundred Dollars ($26,500.00) to Developer upon completion and initial acceptance of the open space, pathway and public use improvements and amenities as shown on Exhibit A. The City\u2019s obligation to reimburse is subject to the receipt of a written request from the Developer in accordance with this MOU. The Developer must submit a written request for reimbursement within ninety (90) days after dedication, completion and initial acceptance of the open space, pathway and public use improvements as shown in Red on Exhibit A.", "hash": "ffc2b9908c4e9d8a4661da4dc56950a0", "id": 7}, {"samples": [{"hash": "bPNbIlGELpj", "uri": "/contracts/bPNbIlGELpj#red", "label": "Not Applicable", "score": 22.4811763763, "published": true}], "snippet_links": [{"key": "a-half", "type": "clause", "offset": [250, 256]}], "size": 1, "snippet": "YELLOW bees wax, sixteen ounces; White resin, eight ounces; Turpentine varnish, six ounces; \u2587\u2587\u2587\u2587\u2587\u2587\u2587\u2587\u2587\u2587, three ounces. DARK BLUE. White bees wax, sixteen ounces; White resin, eight ounces: Turpentine varnish, six ounces; Blue verditer, ten ounces and a half.", "hash": "6d91b49cacd11dbe0da07f3e0e4dca1c", "id": 8}, {"samples": [{"hash": "qBk0wAUtEz", "uri": "/contracts/qBk0wAUtEz#red", "label": "Contract", "score": 19.3340187073, "published": true}], "snippet_links": [{"key": "management-system", "type": "clause", "offset": [13, 30]}, {"key": "a-policy", "type": "clause", "offset": [44, 52]}, {"key": "corporate-commitment", "type": "clause", "offset": [62, 82]}, {"key": "upper-management", "type": "definition", "offset": [126, 142]}, {"key": "the-management", "type": "clause", "offset": [163, 177]}, {"key": "development-and-implementation", "type": "clause", "offset": [194, 224]}, {"key": "process-improvements", "type": "definition", "offset": [228, 248]}, {"key": "management-approach", "type": "clause", "offset": [339, 358]}, {"key": "full-spectrum", "type": "definition", "offset": [437, 450]}, {"key": "contractor-management", "type": "clause", "offset": [490, 511]}, {"key": "customer-relations", "type": "clause", "offset": [608, 626]}, {"key": "actively-involved", "type": "definition", "offset": [648, 665]}, {"key": "management-of-the", "type": "clause", "offset": [669, 686]}, {"key": "applicable-to", "type": "definition", "offset": [844, 857]}, {"key": "technical-and", "type": "clause", "offset": [858, 871]}, {"key": "on-time", "type": "definition", "offset": [991, 998]}, {"key": "lessons-learned", "type": "definition", "offset": [1059, 1074]}, {"key": "adverse-incidents", "type": "clause", "offset": [1100, 1117]}, {"key": "at-risk", "type": "definition", "offset": [1139, 1146]}, {"key": "government-property", "type": "definition", "offset": [1155, 1174]}, {"key": "activity-requirements", "type": "clause", "offset": [1314, 1335]}, {"key": "continuous-process", "type": "definition", "offset": [1684, 1702]}, {"key": "the-organization", "type": "definition", "offset": [1727, 1743]}, {"key": "customer-service-program", "type": "clause", "offset": [1853, 1877]}, {"key": "habitability-requirements", "type": "clause", "offset": [2058, 2083]}, {"key": "production-plan", "type": "definition", "offset": [2101, 2116]}, {"key": "schedule-and-cost", "type": "clause", "offset": [2158, 2175]}, {"key": "production-work", "type": "definition", "offset": [2225, 2240]}, {"key": "adverse-impact", "type": "definition", "offset": [2515, 2529]}, {"key": "adverse-conditions", "type": "clause", "offset": [2799, 2817]}, {"key": "of-management", "type": "clause", "offset": [2864, 2877]}, {"key": "quality-and-safety-requirements", "type": "clause", "offset": [6339, 6370]}, {"key": "work-scope", "type": "clause", "offset": [6427, 6437]}, {"key": "training-requirements", "type": "clause", "offset": [6459, 6480]}, {"key": "other-production", "type": "definition", "offset": [6594, 6610]}, {"key": "serious-personal-injury", "type": "definition", "offset": [6744, 6767]}, {"key": "examples-include", "type": "clause", "offset": [6770, 6786]}, {"key": "not-limited", "type": "clause", "offset": [6795, 6806]}, {"key": "failure-to-maintain", "type": "clause", "offset": [6830, 6849]}, {"key": "safety-violations", "type": "clause", "offset": [6885, 6902]}, {"key": "contractor-actions", "type": "clause", "offset": [7946, 7964]}, {"key": "contractor-recommendations", "type": "clause", "offset": [8054, 8080]}, {"key": "application-of", "type": "clause", "offset": [8203, 8217]}, {"key": "improve-performance", "type": "clause", "offset": [8238, 8257]}, {"key": "the-customer", "type": "definition", "offset": [8279, 8291]}, {"key": "additional-cost", "type": "definition", "offset": [8379, 8394]}, {"key": "the-program", "type": "clause", "offset": [8435, 8446]}, {"key": "all-other-areas", "type": "definition", "offset": [8463, 8478]}, {"key": "relate-to", "type": "definition", "offset": [8640, 8649]}, {"key": "data-requirements", "type": "clause", "offset": [8741, 8758]}, {"key": "fully-operational", "type": "definition", "offset": [8888, 8905]}, {"key": "contract-completion", "type": "definition", "offset": [8909, 8928]}, {"key": "to-operate", "type": "definition", "offset": [8952, 8962]}, {"key": "all-equipment", "type": "clause", "offset": [8963, 8976]}, {"key": "contractor-work", "type": "clause", "offset": [9014, 9029]}, {"key": "assistance-to", "type": "clause", "offset": [9040, 9053]}, {"key": "production-schedules", "type": "clause", "offset": [9193, 9213]}, {"key": "availability-end-date", "type": "definition", "offset": [9289, 9310]}, {"key": "quality-assurance-program", "type": "clause", "offset": [9352, 9377]}, {"key": "response-time", "type": "clause", "offset": [9400, 9413]}, {"key": "days-or-less", "type": "clause", "offset": [9420, 9432]}, {"key": "contractual-commitments", "type": "clause", "offset": [9538, 9561]}, {"key": "technical-direction", "type": "clause", "offset": [9685, 9704]}, {"key": "cost-overruns", "type": "definition", "offset": [9730, 9743]}, {"key": "schedule-slippage", "type": "clause", "offset": [9747, 9764]}, {"key": "by-the-contractor", "type": "clause", "offset": [9863, 9880]}, {"key": "contractual-requirements", "type": "definition", "offset": [9901, 9925]}, {"key": "corrective-actions", "type": "definition", "offset": [9958, 9976]}, {"key": "technical-details", "type": "clause", "offset": [10026, 10043]}, {"key": "in-place", "type": "clause", "offset": [10120, 10128]}, {"key": "ability-to", "type": "clause", "offset": [10183, 10193]}, {"key": "unused-material", "type": "clause", "offset": [10233, 10248]}, {"key": "in-compliance-with", "type": "definition", "offset": [10267, 10285]}, {"key": "minor-deficiencies", "type": "definition", "offset": [10403, 10421]}, {"key": "in-accordance-with", "type": "clause", "offset": [10487, 10505]}, {"key": "work-item", "type": "definition", "offset": [10506, 10515]}, {"key": "repair-requirements", "type": "clause", "offset": [10557, 10576]}, {"key": "minor-discrepancies", "type": "clause", "offset": [10582, 10601]}, {"key": "minor-faults", "type": "clause", "offset": [10824, 10836]}, {"key": "system-integrity", "type": "clause", "offset": [11075, 11091]}, {"key": "no-communication", "type": "clause", "offset": [14231, 14247]}, {"key": "the-government", "type": "clause", "offset": [14253, 14267]}, {"key": "contract-issues", "type": "clause", "offset": [14329, 14344]}, {"key": "technical-information", "type": "definition", "offset": [14506, 14527]}, {"key": "faulty-information", "type": "clause", "offset": [14551, 14569]}, {"key": "missed-milestones", "type": "clause", "offset": [14607, 14624]}, {"key": "issued-by", "type": "definition", "offset": [14777, 14786]}, {"key": "final-disposition", "type": "definition", "offset": [14974, 14991]}, {"key": "quality-issues", "type": "definition", "offset": [15070, 15084]}, {"key": "the-original", "type": "definition", "offset": [16154, 16166]}, {"key": "contractor-use", "type": "definition", "offset": [16209, 16223]}, {"key": "caused-by", "type": "clause", "offset": [16287, 16296]}, {"key": "technical-documentation", "type": "definition", "offset": [16308, 16331]}], "size": 1, "snippet": "Contractor\u2019s management system demonstrates a policy of total corporate commitment from the deck plate supervision up through upper management. It is evident that the management is effective in development and implementation of process improvements as seen through products such as execution planning and production efforts. The proactive management approach facilitates a totally coordinated and integrated production effort across the full spectrum of government and contractor entities. Contractor management (deck plate & above) is pro-active, continually implementing process improvements and enhancing customer relations. Upper management is actively involved in management of the availability, efficiently coordinating all production efforts. In assessing the contractor's management, evaluators will consider, among other things, facts applicable to Technical and Schedule sub-factors. Contractor\u2019s management system delivers effective planning and production actions that result in on time completion. The management system is effective in utilizing lessons learned to identify and preclude adverse incidents that place personnel at risk, damage government property, impact schedule, cost or quality. Management is responsive to availability fluctuation and incorporates ship\u2019s force and other government activity requirements. The contractor manages, schedules and tracks all availability activities, identifying problems and coordinating resolutions while maintaining schedule. In assessing the contractor's management, evaluators will consider, among other things, facts applicable to Technical and Schedule sub-factors. Contractor\u2019s management system actively engages in continuous process improvements throughout the organization as evidenced by products such as execution planning and production efforts. Management fosters a cooperative customer service program that anticipates and identifies the needs of Ship\u2019s Force and other Government activities (subs, AIT, SIMA, NNSY and Ship\u2019s force). Contractor integrates ship\u2019s work, training and habitability requirements into the overall production plan, maximizing efficiencies and maintaining schedule and cost. The Contractor is effective in coordinating all production work/efforts (subs, AIT, SIMA and Ship\u2019s Force) In assessing the contractor's management, evaluators will consider, among other things, facts applicable to Technical and Schedule sub-factors. Management has not demonstrated effective planning and production actions resulting in adverse impact to cost and/or schedule. Govt. intervention is required to prevent adverse incidents that place personnel at risk, damage government property, impact schedule, cost or quality. Contractor failed to successfully incorporate lessons learned, which resulted in repetitive adverse conditions. Customers are not satisfied with the results of management\u2019s decisions. All production efforts are not effectively coordinated. In assessing the contractor's management, evaluators will consider, among other things, facts applicable to Technical and Schedule sub-factors. Contractor\u2019s management system demonstrates a policy of total corporate commitment from the deck plate supervision up through upper management. It is evident that the management is effective in development and implementation of process improvements as seen through products such as execution planning and production efforts. The proactive management approach facilitates a totally coordinated and integrated production effort across the full spectrum of government and contractor entities. Contractor management (deck plate & above) is pro-active, continually implementing process improvements and enhancing customer relations. Upper management is actively involved in management of the availability, efficiently coordinating all production efforts. In assessing the contractor's management, evaluators will consider, among other things, facts applicable to Technical and Schedule sub-factors. Contractor\u2019s management system delivers effective planning and production actions that result in on time completion. The management system is effective in utilizing lessons learned to identify and preclude adverse incidents that place personnel at risk, damage government property, impact schedule, cost or quality. Management is responsive to availability fluctuation and incorporates ship\u2019s force and other government activity requirements. The contractor manages, schedules and tracks all availability activities, identifying problems and coordinating resolutions while maintaining schedule. In assessing the contractor's management, evaluators will consider, among other things, facts applicable to Technical and Schedule sub-factors. Contractor\u2019s management system actively engages in continuous process improvements throughout the organization as evidenced by products such as execution planning and production efforts. Management fosters a cooperative customer service program that anticipates and identifies the needs of Ship\u2019s Force and other Government activities (subs, AIT, SIMA, NNSY and Ship\u2019s force). Contractor integrates ship\u2019s work, training and habitability requirements into the overall production plan, maximizing efficiencies and maintaining schedule and cost. The Contractor is effective in coordinating all production work/efforts (subs, AIT, SIMA and Ship\u2019s Force) In assessing the contractor's management, evaluators will consider, among other things, facts applicable to Technical and Schedule sub-factors. Management has not demonstrated effective planning and production actions resulting in adverse impact to cost and/or schedule. Govt. intervention is required to prevent adverse incidents that place personnel at risk, damage government property, impact schedule, cost or quality. Contractor failed to successfully incorporate lessons learned, which resulted in repetitive adverse conditions. Customers are not satisfied with the results of management\u2019s decisions. All production efforts are not effectively coordinated. In assessing the contractor's management, evaluators will consider, among other things, facts applicable to Technical and Schedule sub-factors. \u2587\u2587\u2587-\u2587\u2587 \u2587\u2587-\u2587\u2587 \u2587\u2587-\u2587\u2587 \u2587\u2587-\u2587\u2587 50-0 Management system does not work effectively, requiring Govt. intervention to prevent avoidable incidents such as violations of quality and safety requirements. Systems do not provide adequate response to changes in work scope, operational or crew training requirements, and have major impact to schedule or cost. Customers are dissatisfied with many process. Subcontractors and all other production efforts (AIT, \u2587\u2587\u2587\u2587 and ship\u2019s force) are not coordinated. Contractor fails to preclude avoidable incidents such as fire, flooding or serious personal injury. (Examples include but are not limited to tag out violations, failure to maintain fire watches or docking incidents. Safety violations are of extreme importance). In assessing the contractor's management, evaluators will consider, among other things, facts applicable to Technical and Schedule sub- factors. Management system does not work effectively, requiring Govt. intervention to prevent avoidable incidents such as violations of quality and safety requirements. Systems do not provide adequate response to changes in work scope, operational or crew training requirements, and have major impact to schedule or cost. Customers are dissatisfied with many process. Subcontractors and all other production efforts (AIT, \u2587\u2587\u2587\u2587 and ship\u2019s force) are not coordinated. Contractor fails to preclude avoidable incidents such as fire, flooding or serious personal injury. (Examples include but are not limited to tag out violations, failure to maintain fire watches or docking incidents. Safety violations are of extreme importance). In assessing the contractor's management, evaluators will consider, among other things, facts applicable to Technical and Schedule sub- factors. \u25a1Were contractor actions and decisions in keeping with the Navy d esire to reduce cost/time of maintenance? \u25a1Were contractor recommendations focused on efficiency as well as effectiveness, including use of lean mfr. process? \u25a1Did contractor demonstrate effective application of lessons le arned to improve performance and efficiency? \u25a1Did the customer\u2019s housekeeping expectations exceed the requir ements in NAVSEA Std Items, resulting in additional cost? \u25a1The contractor\u2019s over all approach to the program is reflected in all other areas of CPARS. Without effective, proactive management the scores in CPARS categories would be directly affe cted NOTE - These elements will also be examined as they relate to executio n planning. TECHNICAL (20%) \u25a1Reports, execution planning products, procedures and data requirements were comprehensive, accurate and timely. Reports effectively identified all potential problem areas. \u25a1All disturbed systems were fully operational at contract completion. Ship\u2019s force was able to operate all equipment as designed. No CasReps submitted on contractor work. Superior assistance to meet ship\u2019s force needs during the availability (i.e. temp A/C, power, ventilation). \u25a1 No contractor-responsible material issues affecting production schedules. Few minor issues were communicated and quickly resolved without impact to availability end date and internal milestones. \u25a1 Comprehensive quality assurance program utilized. QDR average response time was 2 days or less and the greater majority provided acceptable responses. \u25a1 Many major deficiencies with no effort to meet contractual commitments. \u25a1 Reports were submitted significantly late, or not at all, with major deficiencies. \u25a1Contractor unresponsive to provided technical direction resulting in significant cost overruns or schedule slippage. \u25a1Ship unable to meet scheduled commitments due to faulty systems/equipment specified for repairs by the contractor. \u25a1 Not able to meet contractual requirements. Serious problems for which the corrective actions were ineffective. \u25a1No attempt to follow supplied technical details. Corrective actions were ineffective. \u25a1 No apparent safeguards for material in place. Numerous items lost, damaged, or unaccounted for. No ability to track material and no effort to return unused material. \u25a1 Contractor not in compliance with their own QA Program. \u25a1Reports, execution planning products, procedures and data requirements submitted on time with minor deficiencies. Corrected reports reissued satisfactorily and promptly. \u25a1Repair in accordance with work item specifications completed on time and met repair requirements with minor discrepancies. \u25a1Material correctly inventoried, stored and tracked during availability. The few issues noted were properly disclosed and corrective actions were taken to avoid re-occurrence. \u25a1 QA program successfully utilized with only minor faults. QDR response time was, on average, within 5 days of issuance. \u25a1Timely submittals of all reports, execution planning products, procedures and data requirements with no major deficiencies. Noted discrepancies were minor and did not affect system integrity. Excellent work-aroundsto support ship\u2019s force during repair availability. \u25a1 No contractor-responsible material issues affecting production schedules. Few minor issues were communicated and quickly resolved without impact to availability end date. Comprehensive QA program utilized . QDR response time was, on average, within 3 days of issuance. \u2587\u2587\u2587-\u2587\u2587 \u2587\u2587-\u2587\u2587 \u2587\u2587-\u2587\u2587 \u2587\u2587-\u2587\u2587 50-0 \u25a1Reports, execution planning products, procedures and data requirements were comprehensive, accurate and timely. Reports effectively identified all potential problem areas. \u25a1All disturbed systems were fully operational at contract completion. Ship\u2019s force was able to operate all equipment as designed. No CasReps submitted on contractor work. Superior assistance to meet ship\u2019s force needs during the availability (i.e. temp A/C, power, ventilation). \u25a1 No contractor-responsible material issues affecting production schedules. Few minor issues were communicated and quickly resolved without impact to availability end date and internal milestones. \u25a1 Comprehensive quality assurance program utilized. QDR average response time was 2 days or less and the greater majority provided acceptable responses. \u25a1Timely submittals of all reports, execution planning products, procedures and data requirements with no major deficiencies. Noted discrepancies were minor and did not affect system integrity. Excellent work-aroundsto support ship\u2019s force during repair availability. \u25a1 No contractor-responsible material issues affecting production schedules. Few minor issues were communicated and quickly resolved without impact to availability end date. Comprehensive QA program utilized . QDR response time was, on average, within 3 days of issuance. \u25a1Reports, execution planning products, procedures and data requirements submitted on time with minor deficiencies. Corrected reports reissued satisfactorily and promptly. \u25a1Repair in accordance with work item specifications completed on time and met repair requirements with minor discrepancies. \u25a1Material correctly inventoried, stored and tracked during availability. The few issues noted were properly disclosed and corrective actions were taken to avoid re-occurrence. \u25a1 QA program successfully utilized with only minor faults. QDR response time was, on average, within 5 days of issuance. \u25a1 Many major deficiencies with no effort to meet contractual commitments. \u25a1 Reports were submitted significantly late, or not at all, with major deficiencies. \u25a1Contractor unresponsive to provided technical direction resulting in significant cost overruns or schedule slippage. \u25a1Ship unable to meet scheduled commitments due to faulty systems/equipment specified for repairs by the contractor. \u25a1 Not able to meet contractual requirements. Serious problems for which the corrective actions were ineffective. \u25a1No attempt to follow supplied technical details. Corrective actions were ineffective. \u25a1 No apparent safeguards for material in place. Numerous items lost, damaged, or unaccounted for. No ability to track material and no effort to return unused material. \u25a1 Contractor not in compliance with their own QA Program. \u25a1 Little or no communication with the Government regarding performance on the contract. Very slow response to contract issues. \u25a1Reports, execution planning products, procedures and data requirements were submitted late with both minor and major deficiencies. \u25a1 Slow response to provided technical information or failure to identify faulty information timely resulted in cost overruns and missed milestones. \u25a1Many discrepancies requiring ship\u2019s force to modify standard operating configurations. Two or more CasReps, on systems worked by the contractor, were issued by ship\u2019s force. \u25a1 Corrective actions have not been identified or appear only marginally effective. \u25a1 Several CFE material issues have had an adverse impact to schedule or cost. Letters for final disposition were late or inaccurate. \u25a1 QA program is insufficient as noted by significant quality issues affecting various systems or components. \u25a1 Little or no communication with the Government regarding performance on the contract. Very slow response to contract issues. \u25a1Reports, execution planning products, procedures and data requirements were submitted late with both minor and major deficiencies. \u25a1 Slow response to provided technical information or failure to identify faulty information timely resulted in cost overruns and missed milestones. \u25a1Many discrepancies requiring ship\u2019s force to modify standard operating configurations. Two or more CasReps, on systems worked by the contractor, were issued by ship\u2019s force. \u25a1 Corrective actions have not been identified or appear only marginally effective. \u25a1 Several CFE material issues have had an adverse impact to schedule or cost. Letters for final disposition were late or inaccurate. \u25a1 QA program is insufficient as noted by significant quality issues affecting various systems or components. \u25a1Did contractor utilize any innovative processes that benefit ed the Government? \u25a1How well did the contractor deliver on the original specific ation package? \u25a1How well did the contractor use economic workarounds to avoi d missed milestones and/or rework caused by inadequate technical documentation? 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