You thought everything was fine... The customer never raised a major issue, invoices were paid, and site visits ended with handshakes. Then the CPAR comes back and instead of “Exceptional,” your rating is just “Satisfactory.” It’s a gut check for many contractors: the realization that the government’s written record of performance doesn’t always match the day-to-day conversations you thought you were having.

That record is the Contractor Performance Assessment Report (CPAR), a formal evaluation of your performance over a given period. Those evaluations live in the Contractor Performance Assessment Reporting System (CPARS) at CPARS.gov, where contracting officers later pull them during source selections. Simply put: the CPAR is the report, CPARS is the system that stores it. And because FAR Subpart 42.15 requires agencies to prepare and upload these evaluations, CPARS becomes the government’s authoritative source of past performance, consulted every time future awards are on the line.

If the rating stung, the remedy starts now, not at appeal. The gap between “we thought it was great” and what lands in the CPAR usually comes down to visible, scoreable routines. Here are five things you can start doing today to convert exceptional delivery into documented Exceptional performance.

1) Define “Exceptional” at kickoff—and align to the contract

Treat the post-award meeting as the starting line for CPARS, not a box to check. Begin by anchoring expectations to the official rating definitions in the FAR. FAR 42.1503 includes Table 42-1 (“Evaluation Rating Definitions”), the five-level scale from Exceptional to Unsatisfactory, and Table 42-2 for the Small-Business Subcontracting evaluation factor. Require everyone to reference these definitions during kickoff and agree on what artifacts will substantiate “Exceptional” for each factor (technical, schedule, cost control, management/business relations; and, if applicable, subcontracting).

2) Replace the “final exam” with periodic midterms

Calibrate deliberately. Make CPARS a standing line item in monthly or quarterly reviews. Use those sessions to confirm expectations, surface and resolve risks, and log customer acknowledgments of milestones, so the final write-up mirrors reality rather than memory. The point isn’t theatrics; it’s a contemporaneous record that supports an objective evaluation. FAR policy already sets an annual-and-completion cadence for evaluations; mirror that rhythm on the contractor side and assemble the file as you go.

Working tool:

Bring a one-page “rating evidence matrix” to each review including two or three proof points per factor (SLA dashboard excerpts, signed acceptances, closed corrective-action items). The matrix keeps discussion tethered to facts and accelerates CPAR drafting later.

3) Treat “business relations” as a rated deliverable

Many teams hit schedule and cost and still land at “Satisfactory.” The miss often hides in how the work was conducted—responsiveness, clarity, and collaboration—captured under management or business relations. CPARS doesn’t just score outputs, but scores the manner of delivery. Explicitly operationalize the “soft” work: close loops within 24 hours, issue precise minutes of meeting, publish decision logs, and maintain a visible status cadence. Day-to-day professionalism becomes visible performance, reading that way in the narrative.

Guardrails worth adopting:

• A single running decisions register with owners and due dates.

• A standard 24-hour written recap after each review.

• A public risk register with current mitigations and agreed thresholds for escalation.

4) Build the evidence trail and mind subcontracting

The strongest CPAR narratives are easy to write because the evidence already exists. Keep living artifacts: KPI dashboards tied to the SOW, risk logs with mitigations, milestone sign-offs, and end-user notes. This comports with the FAR’s emphasis on objective, fact-based evaluations supported by program and contract data.

Don’t overlook the fifth factor. When a subcontracting plan is required, evaluators must address small-business subcontracting, including reduced or untimely payments to small-business subcontractors. Set the cadence early with subs—reporting templates, invoice cut-offs, and escalation paths—so back-office friction doesn’t erode an otherwise strong record.

Two files to keep current:

• A subcontracting-plan tracker (targets, actuals, corrective actions).

• A payment-timeliness log with variance reasons and resolution dates.

5) Close the loop professionally—and train for fluency

When the draft CPAR arrives, respond with evidence, not adjectives. Provide context anchored in contemporaneous documentation, maintain a neutral tone, and stay within response timelines. These evaluations support future award decisions; treat the exchange as part of the acquisition record, not an argument.

Fluency is teachable. The CPARS Guidance distills process and roles closely aligned to FAR 42.15, and the CPARS Training Center hosts modules, job aids, and flowcharts that sharpen both government and industry practice. For a quick, policy-plus-practice walk-through, Defense Acquisition University’s CPAR/CPARS material is concise and practical. Defense Acquisition University The earlier write-up pointed readers to the DAU CPARS Overview webinar alongside user manuals, resources worth circulating during onboarding and pre-award prep.

The BLUF (Bottom Line Up Front)

CPARS isn’t bureaucratic overhead; it’s the government’s durable memory of how work was performed when it counted. Define “Exceptional” early, calibrate often, make business relations operational, document reality as it happens, and respond with measured facts. Do those five things with discipline and the narrative tends to write itself—accurately, and at the exceptional level practitioners intend.