Johnston Atoll Contractor Performance.
Abstract
Johnston Atoll's operation and maintenance contractor has not sustained the high levels of performance desired. Between 1987 and 1991, the contractor's performance rating dropped from 92 to 70 out of a possible 100 points. In 1991, the Army added a 3-percent contract base fee and increased the award fee percentages to encourage improved timeliness and quality in the contractor's performance. Our analysis of performance scores and award fees from 1992 to 1994 showed that the contractor's overall performance did not improve relative to Army expectations, even though it received almost $5 million more in fees. According to Army program officials, the contractor's performance in terms of the volume of chemical agent destroyed improved throughout the period, but not at the rate expected. The contractors award fee structure, delays in making award fee determinations, and strained and ineffective communications have not encouraged the contractor to achieve high performance levels. However, the Army and the contractor have recently taken steps to improve facility operations and alleviate an ineffective and unproductive working relationship. Both Army and contractor program officials agree that use of joint problem-solving approaches have contributed to improved operations. However, these management improvements could be enhanced if the Army were to formally adopt a management team approach called partnering, at the Johnston Atoll facility. We have been reviewing test results and operations at the Army's prototype chemical weapons incinerator on Johnston Atoll, the first of nine planned facilities administered by the U.S. Army Chemical Demilitarization and Remediation Activity.
Document Details
- Document Type
- Technical Report
- Publication Date
- Oct 06, 1995
- Accession Number
- ADA344787
Entities
Organizations
- United States Government Accountability Office