United States Environmental Protection Agency Ottce of Solid Waste and Emergency Response EPA DIRECTIVE NUMBER: 9242.5-02A Model Performance Standards for Superfund~Project Officers, Deputy Project Officers, and Work Assignment Managers/Delivery Officers /3 12/MT/90 TITLE: APPROVAL DATE: EFFECTIVE DATE: ORIGINATING OFFICE: S FINAL D DRAFT LEVEL OF DRAFT rj A — Signed by AA or DAA Q B — Signed by Office Director d C — Review & Comment REFERENCE (other documents): OSWER OSWER OSWER DIRECTIVE DIRECTIVE ------- B.CDA Washington. DC 20460 *=TM QSWER Directive Initiation R< 2. Oriolnator Information Name of Contact Parson Mail Code Offica Superfund Document Coordinator OS-245 OERR 1. Directive Numoer »QUGSt 9242.5-02A Telephone Code (202) 260-9760 3. Title Model Performance Standards for Superfund Project Officers, Deputy Project Officers, and Work Assignment Managers/Delivery Officers 4. Summary of Directive (include bnef statement of purpose) IThe purpose of this memorandum is to provide you with revised model performance standards and suggested weights. These should assist you and your staff in developing individual performance standards for personnel serving in Superfund contract management positions. / 5. Keywords Model performance standards and suggested weights 6a. Does This Directive Supersede Previous Directive(s)? i \ ! v 1 No Yes Ji — i 1 1 b Does it Supplement Previous Oirectrve(s)? ' ! I 1 No Yes 7 Draft level ^__^ i I A - Signed by AA'OAA 1 1 8 •- Signed by Office Director C - What directive (number, title) What directive (number, title) For Review & Comment \ 0 - 'n Development f—I 8. Document to be distributed to States by Headquarters? [ |Yw This Request Me«u OSWER Olrectlvea System Format Standards. 9. Signature of Lead Office Directives Coordinator ' iDate %hh^ 10. Name andTitle ot Approving Orficiay / / Henry L. Longest II, Director /Office of Emergency and Remedial Response FEB 2 4 I9S2 Date 12/15/90 EPA Form 1315-17 (Rev. S-«7) Previous editions are obsolete. OSWER OSWER OSWER O VE DIRECTIVE DIRECTIVE DIRECTIVE ------- UNITED STATES ENVIRONMENTAL PROTECTION AGENCY WASHINGTON, D.C. 20460 DEC I 3 1990 OFFICE OF SOLID WASTE AND EMERGENCY RESPONSE OSWER DIRECTIVE 9242.5-02A MEMORANDUM SUBJECT: Model Performance Standards for Superfund Project Officers, Deputy Project Officers,/and VJork Assignment Managers/Delivery Order Officers FROM: Henry L. Longest II, Director Office of Emergency and Remedial Response if TO: Director, Waste Management Division Regions I, IV, V, and VII Director, Emergency and Remedial Response Division Region II Director, Hazardous Waste Management Division Regions III, VI, VIII and IX Director, Hazardous Waste Division Region X Director, Environmental Services Division Regions I, II, IV, VI, VII, VIII, and X Director, Environmental Sciences Division Region V PURPOSE: The purpose of this memorandum is to provide you with revised model performance standards and suggested weights. These should assist you and your staff in developing individual performance standards for personnel serving in Superfund contract management positions. BACKGROUND: Many key Superfund activities are supported by contractors who provide such services as technical assistance, engineering design, and emergency response assistance. We must ensure that the contractor support we receive is reliable, cost- effective, and meets program needs. Contract management oversight is an integral tool for accomplishing this purpose. Significant management and fiscal oversight responsibilities are placed on our Superfund contract managers, and their performance standards should reflect these important responsibilities. The model performance standards, which were first issued in September 1988 (OSWER DIRECTIVE 9242.5-02), have been revised to reflect recommendations made regarding completion of contractor performance evaluations. The March 28, 1990 Report of Audit on Superfund Cost-Plus-Award-Fee Contracts, by the EPA Office of Printed on Recycled Paper ------- the Inspector General, recommended that performance agreements for EPA employees participating in the award fee evaluation process include the requirement to complete award fee evaluations in a timely manner. To maximize the effectiveness of the award fee process, all involved parties must provide detailed and timely input to the evaluation panel. Language requiring timely completion of contractor performance evaluations should be incorporated into the performance agreements of Superfund contract managers. The attached model performance standards provide suggested language and emphasize the importance of completing thorough and timely contractor performance evaluations. OBJECTIVE: To provide consistent performance standards for Superfund contract managers that reflect their important responsibilities, especially regarding completion of thorough and timely contractor performance evaluations. IMPLEMENTATION: All staff with contract responsibilities are required to have performance standards that reflect those responsibilities. The model performance standards provide generic criteria for determining performance of Project Officers (POs), Deputy Project Officers (DPOs), and Work Assignment Managers/Delivery Order Officers (WAMs/DOOs). The attached model performance standards are neither mandatory, nor are they all inclusive. They have been developed to assist you in preparing performance standards that meet your programmatic needs. The level of effort required to perform the role of PO or DPO will vary among Regions, depending on administrative support available and the size and scope of contract work. In smaller Regions, we believe the PO and DPO standards should reflect a weight of 50% to 75% of the total performance standard. In larger Regions, contract responsibilities should reflect 75% to 100% of the total performance standard. We believe that the standards for WAMs/DOOs should be weighted at 25% to 40% of their total performance standard. This recognizes that a major part of the work of an OSC or RPM is done through contractors, and that they should be rated on their successful management of those contractors. Questions or comments regarding the model performance standard should be directed to John Comstock at FTS 245-4026. Attachments ------- MODEL PROJECT OFFICER PERFORMANCE STANDARD CRITICAL JOB ELEMENT; Provides oversight of Superfund technical contracts from procurement through completion. OBJECTIVE 91: To prepare all technical planning documents and budget information for the initial procurement process. Outstanding The employee initiates precise procurement requests; prepares or reviews precise Statements of Work and detailed contract budget estimates; develops precise technical evaluation criteria and performs accurate, fair, and comprehensive technical evaluations of proposals in accordance with the Agency's source evaluation and selection procedures, often exceeding necessary procurement lead times. Consistently anticipates need for procurements and ensures that all paperwork is submitted well in advance of need. Consistently anticipates project problems or requirements and accommodates them in the planning process. Activities are performed prior to established deadlines with little need for revision, and work products are well organizechand well written. Fullv Successful With some direction, produces required procurement requests; prepares or reviews Statements of Work and contract budget estimates; develops technical evaluation criteria and performs comprehensive technical evaluations of proposals in accordance with Agency source evaluation and selection procedures, within necessary procurement lead times. Provides creative solutions to project problems or requirements as they arise. Activities are completed within established deadlines, and work products are organized and written so that they only occasionally need minor revisions. Unsatisfactory Even with some direction, the employee produces procurement requests, Statements of Work, or budget estimates that are late, poorly planned, or disorganized. Technical evaluation criteria may be incomplete, poorly written, or inappropriate to the tasks; technical evaluations of proposals may disregard elements of Agency source evaluation and selection procedures, often with insufficient lead time to accommodate established procurement milestones. ------- Project problems are solved slowly, passed to other staff for solution, or not resolved. Activities often are completed after established deadlines, and work products require major revisions. OBJECTIVE #2; To provide overall oversight, planning and prioritization for contracted projects, including technical and fiscal direction, coordination, and evaluation. Outstanding The employee provides appropriate planning for budget and schedule deadlines and consistently ensures that the labor mix meets the knowledge, skills, and abilities required for the project; that all planned tasks are within the scope of the contract; and that provisions of the conflict of interest and key personnel clauses are enforced. Consistently reviews and evaluates contractor financial reports, including monthly invoices, contractor status reports, and other supporting documentation, to identify discrepancies. Carefully reviews reasonableness of vouchers and establishes procedures to ensure that DPOs or WAMs/DOOs closest to the work review vouchers in a timely manner. Ensures voucher review procedures are timely and consistent with the Prompt Payment Act. Coordinates with Contracting Officer (CO) to resolve fiscal problems as soon as they are identified. Establishes and reliably maintains precise, timely, and appropriate project management records that document contractor performance, and promptly provides information to the CO to assist in award fee processing, appeal actions, protests, default actions, or contract closeouts prior to established schedules. Establishes procedures to ensure that WAMs/DOOs consistently complete contractor performance evaluations in a thorough and timely manner. Sets priorities for work assignments, tasks and resources to achieve the optimal effectiveness of Regional staff and fiscal resources. Fully Successful With some direction, the employee plans budget and schedule deadlines and ensures that the labor mix meets the knowledge, skills, and abilities required for the project; that planned tasks are within the scope of the contract; and that provisions of the conflict of interest and key personnel clauses are enforced. With some assistance, reviews and evaluates contractor financial reports, including monthly invoices, status reports, and other supporting documentation, to identify major discrepancies. Coordinates with the CO to resolve fiscal problems with minimal delay. Maintains, with minor revisions, project management records that document contractor performance, and provides information to the CO as needed to assist in award fee processing, appeal actions, protests, default actions, or contract closeouts within established schedules. Establishes procedures to ensure WAMs/DOOs complete contractor performance evaluations on-schedule. With some guidance, sets priorities for work assignments, tasks, and resources to achieve an appropriate level of effectiveness of Regional staff and fiscal resources, within appropriate deadlines. ------- Unsatisfactory Even with some direction, the employee periodically fails to adequately plan budget and schedule deadlines and to ensure that the labor mix meets the knowledge, skills, and abilities required for the project; that planned tasks are within the scope of the contract; and that the provisions of the conflict of interest and key personnel clauses are enforces. Often fails to review and evaluate contractor financial reports, and does not coordinate with the CO to resolve fiscal problems when they are identified. Maintains unreliable or inaccessible project management records that document contractor performance, and often does not provide information to the CO as needed to assist in award fee processing, appeal actions, protests, default actions, or contract closeouts within established schedules. Often fails to set adequate priorities for work assignments tasks, and resources, resulting in an inadequate level of effectiveness of Regional staff and fiscal resources, and beyond appropriate deadlines. OBJECTIVE #3: To provide functional oversight of Deputy Project Officers (DPOs) and Work Assignment Managers/Delivery Order Officers (WAMs/DOOs). Outstanding The employee consistently and effectively monitors work of DPOs or WAMs/DOOs, including contractor evaluation, through regularly scheduled meeting and telephone contacts. Assists regularly scheduled meetings and telephone contacts. Assists DPOs and WAMs/DOOs with planning or problem- solving to achieve optimal project performance. Consistently reviews and evaluates contractor deliverables and monthly contractor progress reports, providing clear, direct comments. Consistently ensures that DPOs and WAMs/DOOs monitor contractor performance against work plan budgets and schedules. Necessary corrective action is taken promptly. Performance is characterized by anticipation of management problems and DPO and WAM/DOO needs; allows DPO or WAMs/DOOs to anticipate and solve problems creatively, yet is prepared to provide guidance promptly if the need arises. Fully Successful With some direction, the employee monitors work of DPOs or WAMs/DOOs through periodic meetings and telephone contacts. On request, assists DPOs and WAMs/DOOs with planning or problem-solving to maintain project performance. Regularly reviews and evaluates contractor monthly progress reports and deliverables, providing comments that require little revision. Ensures that DPOs and WAMs/DOOs monitor contractor performance against work plan budgets and schedules. Performance is characterized by prompt response to management problems and a willingness and ability to provide guidance or information on request; allows DPOs or WAMs/DOOs to solve problems and, as necessary or on request, provides guidance with minimal delay. ------- Unsatisfactory Even with some direction, the employee meets infrequently with DPOs or WAMs/DOOs and often fails to monitor their activities and needs. Provides late and vague comments on contractor monthly progress reports and deliverables. Fails to ensure that DPOs and WAMs/DOOs monitor contractor performance against work plan budgets and schedules. Performance is characterized by delayed response to management problems, lack of or delayed problem-solving assistance to DPOs and WAMs/DOOs when it is needed, and in attention to detail. ------- MODEL DEPUTY PROJECT OFFICER PERFORMANCE STANDARD CRITICAL JOB ELEMENT: Provides Regional or contract area oversight of Superfund technical contracts. OBJECTIVE #1; To prepare all technical planning documents and budget information at the Regional or contract area level for the initial procurement process. Outstanding The employee is proactive in providing guidance to Work Assignment Managers/Delivery Order Officers on how to rewrite an acceptable work assignment. Ensures that Statements of Work and work assignments are precise and within the scope of the contract. Consistently reviews budget estimates and confirms budgetary allotment for them; performs accurate, fair, and comprehensive technical evaluations of proposals in accordance with the Agency's source evaluation and selection procedures, often exceeding necessary procurement lead times. Consistently anticipates project problems or requirements and accommodates them in the Regional or contract area planning process. Activities are performed prior to established deadlines with little need for revision, and work products are well organized and well written. Fullv Successful With some direction, reviews required procurement requests; ensures that Statements of Work, work assignments, and budget estimates are within the scope of the contract and budget; and performs comprehensive technical evaluations of proposals in accordance with Agency source evaluation and selection procedures as requested. Provides creative solutions to project problems or requirements as they arise in the Regional or contract area planning process. Activities are completed within established deadlines, and work products are organized and written so that they only occasionally need minor revisions. Unsatisfactory Even with some direction, the employee produces procurement requests, Statements of Work, work assignments, and budget estimates that are late, poorly planned, or disorganized. Often fails to establish budgetary allotment for project. Requested technical evaluations of proposals may disregard elements of Agency source evaluation and selection procedures, often with ------- insufficient lead time to accommodate established procurement milestones. Project problems are solved slowly, passed on to the Project Officer (PO) for solution, or not resolved. Activities often are completed after established deadlines, and work products require major revisions. OBJECTIVE #2; To provide overall Regional or contract area oversight, planning, and prioritization for contracted projects, including technical and fiscal direction, coordination, and evaluation. Outstanding The employee proactively establishes procedures and initiates appropriate plans at the Regional or contract area level to meet budget and schedule deadlines. Consistently ensures that the labor mix meets the knowledge, skills, and abilities required for the project; that all planned tasks are within the scope of the contract and that provisions of the key personnel and conflict of interest clauses are enforced. Establishes and implements timely procedures to evaluate contractor financial reports, including monthly invoices, status reports and other supporting documentation, to identify discrepancies. Voucher review procedures are thorough, timely, and consistent with the Prompt Payment Act. Promptly notifies PO of any financial problems and works closely to resolve them as soon as they are identified. Establishes and reliably maintains precise, timely, and appropriate project management records that document contractor performance, and promptly provides information to the PO as needed to assist in appeal actions, protests, default actions, or contract closeouts. Sets priorities for tasks and resources to achieve the optimal effectiveness of Regional staff and fiscal resources, often in advance of appropriate deadlines. Fully Successful With some direction, the employee plans at the Regional or contract area level to meet budget and schedule deadlines and ensures that the labor mix meets the knowledge, skills, and abilities required for the project; that planned tasks are within the scope of the contract; and that provisions of the conflict of interest and key personnel clauses are enforced. When requested by the PO, reviews and evaluates contractor financial reports, including monthly invoices, status reports, and other supporting documentation, to identify major discrepancies. Notifies PO of any financial problems and, when requested, works closely to resolve them with minimal delay. Maintains, with minor revisions, project management records that document contractor performance, and provides information to PO on request to assist in appeal actions, protests, default actions, or contract closeouts. With some guidance, sets priorities for tasks and resources to achieve an appropriate level of effectiveness of Regional staff and fiscal resources, within appropriate deadlines. ------- Unsatisfactory Even with some direction, the employee periodically fails at the Regional or contract area level to adequately plan for budget and schedule deadlines and to ensure that the labor mix meets the knowledge, skills, and abilities required for the project; that planned tasks are within the scope of the contract; and that the provisions of the conflict of interest and key personnel clauses are enforced. Often fails to review and evaluate contractor financial reports to identify major discrepancies are requested by PO, and does not coordinate with the PO to resolve fiscal problems when they are identified. Maintains unreliable or inaccessible project management records that document contractor performance, and often does not provide information to the PO as needed to assist in appeal actions, protests, default actions, or set adequate priorities for tasks and resources, resulting in an inadequate level of effectiveness of Regional staff and fiscal resources, and beyond appropriate deadlines. OBJECTIVE #3; To provide functional oversight of Work Assignment Managers/Delivery Order Officers (WAMs/DOOs). Outstanding The employee consistently and effectively monitors and reviews work of WAMs/DOOs through regularly scheduled meetings and telephone contacts. Assists WAMs/DOOs with planning or problem-solving to achieve optimal performance. Proactively identifies training needs and ensures that WAMs/DOOs have the tools and information necessary to manage their contractors. Consistently reviews and evaluates work assignments/delivery orders, Statements of Work, and work assignment amendments prepared by WAMs/DOOs; contractor deliverables; and monthly contractor progress reports, providing clear, direct comments. Consistently ensures that WAMs/DOOs monitor contractor performance against work plan budgets and schedules. Consistently ensures that WAMs/DOOs complete contractor performance evaluations in a thorough and timely manner. Performance is characterized by anticipation of management problems and WAM/DOO needs; allows WAMs/DOOs to anticipate and solve problems creatively, yet is prepared to promptly provide guidance if the need arises. Fullv Successful With some direction, the employee monitors work of WAMs/DOOs through periodic meetings and telephone contacts. On request, assists WAMs/DOOs with planning or problem-solving to maintain project performance. Regularly reviews and evaluates work assignments/delivery orders, Statements of Work, and work assignment amendments prepared by WAMs/DOOs; contractor deliverables; and monthly contractor progress reports. Ensures that WAMs/DOOs monitor contractor performance against work plan budgets and schedules. Ensures that WAMs/DOOs complete contractor performance evaluations on-schedule. Performance is characterized by a willingness and ability to provide guidance fO ------- or information on request DPO allows WAMs/DOOs to solve problems and, as necessary, provides guidance with minimal delay. Unsatisfactory Even with some direction, the employee meets infrequently with WAMs/DOOs and often fail: to monitor their activities and needs. Provides late and vague comments on work assignments/delivery orders, Statements of Work, and work assignment amendments prepared by WAMs/DOOs; contractor deliverables; and monthly contractor progress reports. Fails to ensure that WAMs/DOOs monitor contractor performance against work plan budgets and schedules. Performance is characterized by delayed response to management problems, lack of or delayed problem-solving assistance to WAMs/DOOs when it is needed, and inattention to detail. ------- MODEL WORK ASSIGNMENT MANAGER/DELIVERY ORDER OFFICER PERFORMANCE STANDARD CRITICAL JOB ELEMENT; Develops and manages work assignments/delivery orders to ensure they comply with the overall contract, and ensures contracted activities or tasks are completed in a thorough and timely manner, and at the most cost-effective price. OBJECTIVE #1; To initiate work assignments/delivery orders by preparing a Statement of Work and, if necessary, work assignment amendments that clearly define essential task components and deliverables and are within the scope of the overall contract Statement of Work. Outstanding The employee consistently prepares Statements of Work and work assignment amendments that are carefully planned and clearly define the project's objectives, task schedules, milestones to be met for each task, the deliverables to be produced, and the date of delivery. Statements of Work reflect the scope of the contract and rarely need revision. Furthermore, each Statement of Work contains site-specific requirements and guidance on the scope of the work with sufficient technical information to allow the contractor to respond with a cost-effective work plan. Work indicates excellent attention to detail and creative problem-solving. Actively and consistently processes work assignment documents in a timely way so that project activities proceed smoothly. Fully Successful With some direction, the employee prepares Statements of Work and work assignment amendments that are well-planned and clearly define the project's objectives, task schedules, milestones to be met for each task, the deliverables to be produced, and the date of delivery. Generally provides work assignment documents so that project activities can proceed within a reasonable schedule. Unsatisfactory Even with some direction, the employee prepares Statements of Work and work assignment amendments that are inefficiently planned and poorly defined in that they may not include major tasks and milestones, the period of teh performance or deliverables. Shows little Initiative to ensure that project ------- activities proceed smoothly; DPO or PO must request necessary work assignment documents. OBJECTIVE #2: To manage and monitor technical performance of assigned work assignments/delivery orders. Outstanding The employee consistently manages work assignments efficiently with few adjustments in methodology or tasks. Actively examines contractor-submitted work plan to ensure that it reflects technical scope, schedule, and budget estimates. Meets regularly with PO, DPO, and contractors to discuss work assignment/delivery order progress and provides creative and useful solutions to problems. Consistently reviews incurred costs of assigned tasks for reasonableness and provides routine feedback to PO or DPO concerning problems identified. Establishes routine procedures to ensure that informal agreements with contractors are well-documented and that contractor work rarely proceeds under a misunderstanding following a meeting. Reliably maintains precise management records to assess information on the work status of a work assignment/delivery order; reviews and evaluates contractor deliverables, and accepts or rejects them promptly with well-documented, action-oriented comments; and submits a final report to the PO or DPO promptly at project completion that includes a summary of tasks completed and ensures timely processing of all documentation necessary for contractor performance evaluation award fee processing and work assignment/delivery order closeout. Consistently completes contractor performance evaluations in a timely and thorough manner. Fully Successful With some direction, the employee manages work assignments with few adjustments in methodology or tasks. Meets periodically with PO, DPO, and contractors to discuss work assignment/delivery order progress, and solves problems with some assistance from the PO and DPO. Maintains, with minor revisions, management records to assess information on the work/status of a work assignment/delivery order; reviews and evaluates contractor deliverables, and accepts or rejects them with documented comments; and submits a final report to the PO or DPO within a reasonable time following project completion that includes a summary of tasks completed and ensures the timely processing of all documentation necessary for contractor performance evaluation award fee processing and work assignment/delivery order closeout. Completes contractor performance evaluations on-schedule. Unsatisfactory Even with some direction, the employee manages work assignments with frequent adjustments in methodology or tasks, and relies on PO or DPO to solve problems. Meets infrequently with PO, DPO, and contractors and discusses, but often does not solve, problems. Maintains unreliable or inaccessible ------- management records to assess information on the work status of a work assignment/delivery order; inadequately reviews and evaluates contractor deliverables, and accepts or rejects them with vague and poorly documented comments; and submits final report to the DO or DPO after substantial delay following project completion that may not include an accurate summary of project tasks, thus delaying contractor performance evaluation award fee processing and work assignment/delivery order closeout. OBJECTIVE #3; To manage and monitor budget and schedule performance on assigned work. Outstanding The employee consistently manages work assignments/delivery orders efficiently and within budget and time constraints. Establishes and maintains precise, timely, and appropriate project management records that document contractor budget and requested by the PO or DPO, consistently analyzes financial reports and anticipates problems that may affect schedules or deliverables; initiates proper actions to control budgets and deliverables; initiates proper actions to control budgets and meet changing project conditions; and obtains timely clearance for subcontractors and consultants. Regularly communicates with contractors to ensure that budgets and schedules are being met. Consistently and promptly reviews and evaluates contractor deliverables, and accepts or rejects them promptly with well-documented, action-oriented comments. Submits final report, including a budget summary, to PO or DPO promptly at project completion. Fully Successful With some direction, the employee manages work assignments/delivery orders within budgetary and time constraints. Maintains, with minor revisions, project management records that document contractor budget and schedule status of a work assignment/delivery order. When requested by the PO or DPO, may identify financial and other problems that may affect schedules or deliverables; with some assistance, takes proper action to control budgets and meet changing project conditions. Obtains clearance for subcontractors and consultants. Periodically communicates with contractors to ensure that budgets and schedules are being met. Review and evaluates contractor deliverables, and accepts or rejects them with documented comments. Submits final report, including a budget summary, to PO or DPO at project completion. Unsatisfactory Even with some direction, the employee manages work assignments/delivery orders with frequent adjustments to budget and schedule. Maintains unreliable or inaccessible project management records that document contractor budget and schedule status of a work assignment/delivery order. When request by the PO or DPO, often fails to identify financial and other problems that may affect schedules or deliverables. Often takes inadequate action to control budgets and meet changing project conditions. Often fails to obtain clearance for A ------- subcontractors and consultants. Meets infrequently with contractors, making it difficult to ensure that budgets and schedules are being met. Provides late and vague comments on contractor deliverables. Submits final report to PO or DPO, after substantial delay, following project completion; it often does not include accurate budget summaries. OBJECTIVE #4; To ensure the integration of contractor efforts to achieve program goals for contract projects. Outstanding The employee consistently manages work assignments/delivery orders with a recognition of other contractor efforts in the program, ensuring that tasks are well-coordinated to provide optimal efficiencies. Promotes and enthusiastically supports coordination among projects. Fully Successful With some direction, the employee manages work assignments/delivery orders so that they do not inhibit progress of other contractor efforts in the program, seeking to coordinate tasks when possible. Supports coordination among projects. Unsatisfactory Even with some direction, the employee manages work assignments/delivery orders without regard for progress or activities of other contractor efforts in the program. Does not attempt or discourages coordination among projects. ------- |