Post-Award Management Guide

Kick-off Meeting

The post-award kick-off meeting sets the tone for the entire contract. This is typically held within 30 days of award and brings together the contractor's leadership, the Contracting Officer (CO), the Contracting Officer's Representative (COR), program managers, and other key stakeholders. Think of it as the contractor's first impression in an operational context — arrive prepared, professional, and with a clear plan.

Key Agenda Items

• - Introductions and roles — who is responsible for what on both sides
• - Review of the contract scope, deliverables, and performance standards
• - Communication protocols — reporting frequency, escalation procedures, and points of contact
• - Invoicing procedures — which system to use, billing cycle, supporting documentation requirements
• - Security requirements — clearances, building access, IT system access, and onboarding timelines
• - Transition-in plan — schedule for assuming responsibilities from the incumbent or government team
• - Quality Assurance Surveillance Plan (QASP) — how the government will measure your performance

Performance Management

Performance management is not just about doing the work — it is about documenting that you are doing it well. The government evaluates contractor performance through the QASP, and your results are recorded in CPARS (Contractor Performance Assessment Reporting System). These evaluations follow you for years and directly affect your competitiveness on future proposals.

Building a Strong Performance Record

• - Maintain a "brag file" — document every accomplishment, efficiency gain, and customer compliment in real time
• - Track performance metrics proactively. If the contract has SLAs, dashboard them for the government
• - Address problems before the COR notices them. Self-reporting issues builds trust; hiding them destroys it
• - Hold regular status meetings (weekly or bi-weekly) and send written summaries afterward
• - Respond to the CPARS evaluation within 14 days. Every statement in your response should be backed by evidence

CPARS Rating Scale

Invoice Submission

Cash flow is the lifeblood of any government contractor, and invoicing is where you convert performance into revenue. Federal contracts use standardized invoicing systems — most commonly the Wide Area Workflow (WAWF) or the Invoice Processing Platform (IPP). Invoices must be submitted correctly, on time, and with the right supporting documentation to avoid delays.

Invoice Requirements by Contract Type

Contract Modifications

Government contracts are rarely static. Over a multi-year performance period, scope changes, funding adjustments, and administrative updates are handled through formal contract modifications. Understanding the two types of modifications — and knowing when each applies — is essential for protecting your interests and maintaining compliance.

Bilateral vs. Unilateral Modifications

Critical Rules for Modifications

• - Never perform out-of-scope work without a signed modification. Verbal direction from the COR is not authorization
• - Only the CO can authorize modifications. The COR, program manager, and end users cannot commit government funds
• - If directed to perform changed work, submit a Request for Equitable Adjustment (REA) promptly to recover costs
• - Track every modification against the original contract value to ensure you do not exceed the ceiling or funded amount

Option Periods

Most government contracts include option periods — additional years of performance that the government can exercise at its discretion. A typical structure is a one-year base period followed by four one-year option periods, creating a potential five-year contract. Option exercise is not guaranteed; the government evaluates whether continuing with the current contractor serves its best interest.

Factors in Option Exercise Decisions

• - Contractor performance — strong CPARS ratings significantly increase option exercise likelihood
• - Pricing — option period prices must still represent fair and reasonable pricing
• - Continued need — the government must still require the services or supplies
• - Funding availability — options can only be exercised if funds are available
• - Market conditions — the CO may conduct a quick market check to confirm the option pricing remains competitive

The CO must notify the contractor of option exercise within the timeframe specified in the contract (typically 60-90 days before the current period ends). As the contractor, proactively remind the CO when the option exercise window approaches. Prepare an option exercise justification package summarizing your performance, cost savings, and value delivered — make the decision easy for the CO.

Transition Planning

Every contract eventually ends — whether through option period expiration, task order completion, or transition to a new contractor. Professional transition planning protects your reputation, ensures continuity for the customer, and often determines whether you receive a favorable final CPARS evaluation. Begin transition planning at least 90 days before the expected end date.

Transition Checklist

• - Knowledge transfer — document processes, procedures, system access, and institutional knowledge
• - Property disposition — return all government-furnished equipment and property per contract terms
• - Data and records — transfer all contract-related data, reports, and documentation to the government
• - Personnel — notify employees of transition, provide WARN Act notices if applicable, and coordinate with incoming contractor on employee retention
• - Subcontractor closeout — settle all subcontractor payments and release claims
• - Final invoicing — submit the final invoice and reconcile all payments

Even if you lose the recompete, handle the transition with professionalism and grace. The government contracting community is small. The CO, COR, and program staff will remember how you managed the transition — and they may be the evaluators on your next proposal for a different contract.