14. QASP - FINAL.pdf

QUALITY ASSURANCE SURVEILLANCE PLAN (QASP)

Mobile At-Sea Sensor System (MATSS)

Pearl Harbor Naval Shipyard (PHNSY) supports the operation of the Mobile At-sea Sensor System (MATSS) platform. MATSS is home ported at Joint Base Pearl Harbor Hickam (JBPHH), Oahu, HI. The MATSS platform is a towed vessel owned by the Pacific Missile Range Facility (PMRF), which is used to support PMRF at sea testing several times a year. MATSS is a 256-ft long manned-ocean-going-towed vessel used by PMRF to provide over-the-horizon data collection and range safety operations from remote locations in the Pacific Ocean. The vessel primarily operates in a 1,000 nm radius from Oahu. The MATSS Hull, Mechanical and Electrical (HM&E) program falls into three broad categories of maintenance, operations, and configuration control. Historically, all of these were accomplished by collaboration between PMRF, Naval Surface Warfare Center Carderock Division (NSWCCD), and the O&M Contractor. Moving forward, it is expected that the Operational and Maintenance (O&M) Contractor shall perform the maintenance and operations tasking with the Government performing configuration control efforts. In recent years, MATSS has come into a normalized DON Technical Authority (TA) construct with PMS 300 Planning Yard (BPY) established as the vessel planning yard and the SEA 05D Technical Warrant Holder (TWH) for Combatant Craft and Boat established as the TWH performing oversight.

Issued 22-MAR-2022

TABLE OF CONTENTS

1 INTRODUCTION

1.1 Purpose

1.2 Performance Management Approach

1.3 Performance Management Strategy

2 ROLES AND RESPONSIBILITIES

2.1 The Contracting Officer

2.2 The Contracting Officer’s Representative

3 IDENTIFICATION OF REQUIRED PERFORMANCE STANDARDS/QUALITY LEVELS

4 METHODOLOGIES TO MONITOR PERFORMANCE

4.1 Surveillance Techniques

4.2 Customer Feedback

4.3 Acceptable Quality Levels

5 QUALITY ASSURANCE DOCUMENTATION

5.1 The Performance Management Feedback Loop

5.2 Monitoring Forms

6 ANALYSIS OF QUALITY ASSURANCE ASSESSMENT

6.1 Determining Performance

6.2 Reporting

6.3 Reviews and Resolution

ATTACHMENT 1: PERFORMANCE REQUIREMENTS SUMMARY

ATTACHMENT 2: SAMPLE QUALITY ASSURANCE MONITORING FORM

QUALITY ASSURANCE SURVEILLANCE PLAN

(QASP)

1 INTRODUCTION

This Quality Assurance Surveillance Plan (QASP) is pursuant to the requirements listed in the performance work statement (PWS) entitled MATSS HM&E. This plan sets forth the procedures and guidelines PMRF will use in ensuring the required performance standards or services levels are achieved by the contractor.

1.1 Purpose

1.1.1 The purpose of the QASP is to describe the systematic methods used to monitor performance and to identify the required documentation and the resources to be employed. The QASP provides a means for evaluating whether the contractor is meeting the performance standards/quality levels identified in the PWS and the contractor’s Quality Control Plan (QCP) , and to ensure that the government pays only for the level of services received.

1.1.2 This QASP defines the roles and responsibilities of all members of the integrated product team (IPT), identifies the performance objectives, defines the methodologies used to monitor and evaluate the contractor’s performance, describes quality assurance documentation requirements, and describes the analysis of quality assurance monitoring results.

1.2 Performance Management Approach

1.2.1 The PWS structures the acquisition around “what” service or quality level is required, as opposed to “how” the contractor should perform the work (i.e., results, not compliance). This QASP will define the performance management approach taken by PHNSY C400 to monitor and manage the contractor’s performance to ensure the expected outcomes or performance objectives communicated in the PWS are achieved. Performance management rests on developing a capability to review and analyze information generated through performance assessment. The ability to make decisions based on the analysis of performance data is the cornerstone of performance management; this analysis yields information that indicates whether expected outcomes for the project are being achieved by the contractor.

1.2.2 Performance management represents a significant shift from the more traditional quality assurance (QA) concepts in several ways. Performance management focuses on assessing whether outcomes are being achieved and to what extent. This approach migrates away from scrutiny of compliance with the processes and practices used to achieve the outcome. A performance-based approach enables the contractor to play a large role in how the work is performed, as long as the proposed processes are within the stated constraints. The only exceptions to process reviews are those required by law (federal, state, and local) and compelling business situations, such as safety and health. A “results” focus provides the contractor flexibility to continuously improve and innovate over the course of the contract as long as the critical outcomes expected are being achieved and/or the desired performance levels are being met.

1.3 Performance Management Strategy

1.3.1 The contractor is responsible for the quality of all work performed. The contractor measures that quality through the contractor’s own Quality Control (QC) program. QC is work output, not workers, and therefore includes all work performed under this contract regardless of whether the work is performed by contractor employees or by subcontractors. The contractor’s Quality Control Plan (QCP) will set forth the staffing and procedures for self-inspecting the quality, timeliness, responsiveness, customer satisfaction, and other performance requirements in the PWS. The contractor will develop and implement a performance management system with processes to assess and report its performance to the designated government representative.

The contractor’s QCP will set forth the staffing and procedures for self-inspecting the quality, timeliness, responsiveness, customer satisfaction, and other performance requirements in the PWS. This QASP enables the government to take advantage of the contractor’s QC program.

1.3.2 The government representative(s) will monitor performance and review performance reports furnished by the contractor to determine how the contractor is performing against communicated performance objectives. The government will make determination regarding incentives based on performance measurement metric data and notify the contractor of those decisions. The contractor will be responsible for making required changes in processes and practices to ensure performance is managed effectively.

2 ROLES AND RESPONSIBILITIES

2.1 The Contracting Officer

The contracting officer (PCO) is responsible for monitoring contract compliance, contract administration, and cost control and for resolving any differences between the observations documented by the Contracting Officer's Representative (COR)/Task Order Manager (TOM) and the contractor. The PCO will designate in writing the COR/TOM as the government authority for performance management. The number of additional representatives serving as technical inspectors depends on the complexity of the services measured, as well as the contractor’s performance, and must be identified and designated by the PCO.

2.2 The Contracting Officer’s Representative/Task Order Manager (TOM)

The Contracting Officer’s Representative (COR)/Task Order Manager (TOM) is designated in writing by the PCO to act as his or her authorized representative to assist in administering a contract. COR/TOM limitations are contained in the written appointment letter. The COR/TOM is responsible for technical administration of the project and ensures proper government surveillance of the contractor’s performance. The COR/TOM is not empowered to make any contractual commitments or to authorize any contractual changes on the government’s behalf.

Any changes that the contractor deems may affect contract price, terms, or conditions shall be referred to the PCO for action. The COR/TOM will have the responsibility for completing QA monitoring forms used to document the inspection and evaluation of the contractor’s work performance. Government surveillance may occur under the inspection of services clause for any service relating to the contract.

2.3 Technical Point of Contact (TPOC)

The Technical Point of Contact is not a formally designated position within the contract and will be staffed by PMRF or PMRF designated government personnel who will be the on-site personnel overseeing the work performed by the contractor on a day to day basis. The TPOC will be responsible for overseeing the technical accuracy and effectiveness of the contractors performance and providing information and contractor feedback to the COR/KO on all metrics identified in this QASP. The TPOC is not empowered to make any contractual commitments or to authorize any contractual changes on the government’s behalf. Any changes that the contractor deems may affect contract price, terms, or conditions shall be referred to the PCO for action.

3 IDENTIFICATION OF REQUIRED PERFORMANCE STANDARDS/QUALITY LEVELS

The required performance standards and/or quality levels are included in the PWS and in Attachment 1, “Performance Requirements Summary Table.” The Contractor will receive a rating of EXCEPTIONAL if the Contractor’s performance meets contractual requirements and exceeds many to the Government's benefit. The contractual performance of the element or sub-element being evaluated may be accomplished with few minor problems for which corrective actions taken by the Contractor were highly effective. The Contractor will receive a rating of VERY GOOD if performance meets contractual requirements and exceeds some to the Government's benefit.

The contractual performance of the element or sub-element being evaluated may be accomplished with some minor problems for which corrective actions taken by the Contractor were effective. The Contractor will receive a rating of SATISFACTORY if performance meets contractual requirements. The contractual performance of the element or sub-element may only contain some minor problems for which corrective actions taken by the Contractor appear, or were, satisfactory. The Contractor will receive a rating of MARGINAL if performance does not meet some contractual requirements. The contractual performance of the element or sub-element being evaluated may reflect a serious problem for which the Contractor has not yet identified corrective actions. The Contractor's proposed actions appear only marginally effective, or were not fully implemented The Contractor will receive a rating of UNSATISFACTORY if performance does not meet most contractual requirements and recovery is not likely in a timely manner. The contractual performance of the element or sub-element may contain a serious problem(s) for which the Contractor's corrective actions appear or were ineffective.

4 METHODOLOGIES TO MONITOR PERFORMANCE

4.1 Surveillance Techniques

In an effort to minimize the performance management burden, simplified surveillance methods shall be used by the government to evaluate contractor performance when appropriate. The primary methods of surveillance are (include those that apply)

Random monitoring, which shall be performed by the COR/TOM.

100% Inspection – Each month, the COR/TOM, with the assistance of the TPOC, shall review the generated documentation and enter summary results into the Surveillance Activity Checklist (attached).

Periodic Inspection – COR/TOM, with the assistance of the TPOC, typically performs the periodic inspection on a monthly basis.

4.2 Customer Feedback

The contractor is expected to establish and maintain professional communication between its employees and customers. The primary objective of this communication is customer satisfaction.

Customer satisfaction is the most significant external indicator of the success and effectiveness of all services provided and can be measured through customer complaints.

Performance management drives the contractor to be customer focused through initially and internally addressing customer complaints and investigating the issues and/or problems but the customer always has the option to communicate complaints to the PCO and/or COR/TOM, as opposed to the contractor.

Customer complaints, to be considered valid, must set forth clearly and in writing the detailed nature of the complaint, must be signed, and must be forwarded to the COR/TOM. The COR/TOM will accept those customer complaints and investigate.

Customer feedback may also be obtained either from the results of formal customer satisfaction surveys or from random customer complaints.

4.3 Acceptable Quality Levels

The acceptable quality levels (AQLs) included in Attachment 1 Performance Requirements Summary Table, for contractor performance are structured to allow the contractor to manage how the work is performed. For certain critical activities such as those involving accurate reporting, staffing of personnel, maintenance requirements, in-port operations, and at-sea operations, the desired performance level is established at 100 percent. Other levels of performance are keyed to the relative importance of the task to the overall mission performance of the MATSS Vessel.

5 QUALITY ASSURANCE DOCUMENTATION

5.1 The Performance Management Feedback Loop

The performance management feedback loop begins with the communication of expected outcomes. Performance standards are expressed in the PWS and are assessed using the performance monitoring techniques shown in Attachment 1.

5.2 Monitoring Forms

The government’s QA surveillance, accomplished by the COR/TOM will be reported using the monitoring forms in Attachment 2. The forms, when completed, will document the government’s assessment of the contractor’s performance under the contract to ensure that the required results [or service or quality levels] are being achieved.

5.2.1 The COR/TOM will retain a copy of all completed QA surveillance forms.

6 ANALYSIS OF QUALITY ASSURANCE ASSESSMENT

6.1 Determining Performance

6.1.1 Government shall use the monitoring methods cited to determine whether the performance standards/service levels/AQLs have been met. If the contractor has not met the minimum requirements, the contractor may be asked to develop a corrective action plan to show how and by what date it intends to bring performance up to the required levels. Failure to meet the AQL may result in an UNSAT CPARS Likewise, if the contractor exceeds the performance standards, an EXCELLENT CPARS rating can be awarded.

6.2 Reporting

6.2.1 At the end of each month, the COR/TOM will prepare a written report summarizing the overall results of the quality assurance surveillance of the contractor’s performance. This written report, which includes the contractor’s submitted monthly report and the completed quality assurance monitoring forms (Attachment 2), will become part of the QA documentation. It will enable the government to demonstrate whether the contractor is meeting the stated objectives and/or performance standards, including cost/technical/scheduling objectives.

6.3 Reviews and Resolution

6.3.1 The COR/TOM may require the contractor’s project manager, or a designated alternate, to meet with the PCO, TPOC, PM and other government IPT personnel as deemed necessary to discuss performance evaluation. The PCO will define a frequency of in-depth reviews with the contractor, including appropriate self-assessments by the contractor; however, if the need arises, the contractor will meet with the PCO, COR/TOM, TPOC, or PM as often as required or per the contractor’s request. The agenda of the reviews may include, but are not limited to:

Monthly performance assessment data and trend analysis

Issues and concerns of both parties

Projected outlook for upcoming months and progress against expected trends, including a corrective action plan analysis

Recommendations for improved efficiency and/or effectiveness

Quality of work performed

Management and execution of the Safety Program

General cleanliness and upkeep of the barge

6.3.2 The PCO must coordinate and communicate with the contractor to resolve issues and concerns regarding marginal or unacceptable performance.

6.3.3 The PCO, COR/TOM, TPOC and PM and the contractor should jointly formulate tactical and long-term courses of action. Decisions regarding changes to metrics, thresholds, or service levels should be clearly documented. Changes to service levels, procedures, and metrics will be incorporated as a contract modification issued by PCO as soon as practicable.

ATTACHMENT 1: PERFORMANCE REQUIREMENTS SUMMARY

Required Services (Tasks)

Performance Standards

Acceptable Quality Levels

Methods of

Surveillance

Submit Monthly Status Reports (Report 1). PWS para [4.1.5.5] and [4.4.1.7]

100% of reports accurately depict current status and submitted by the 7th day of the following month as prescribed in PWS paragraph

9.

95%

File reviews, periodic inspections, random monitoring, customer feedback/complaints

Administer quality control program including subcontractor management in accordance with

QCP

Contractor is in compliance with

QCP 99% of the time 99%

File reviews, periodic inspections, random monitoring, customer feedback/complaints

Create, maintain, and update Reports 2-9.

PWS para [4.1.1.4], [4.1.5.1], [4.1.5.2], [4.1.5.3], [4.1.5.6], [4.3.8], [4.3.13], [4.4.1.9], [9]

100% of reports must be created, updated, and/or maintained accurately in accordance with (IAW) their associated PWS paragraphs. All reports must be completed within the timeframes outlined in PWS paragraph 9.

100% Random monitoring, customer feedback/complaints

Maintenance requirements of the MATSS vessel. PWS para. [4.1]

Maintenance of the MATSS vessel must be completed IAW the requirements listed in PWS paragraphs [4.1.1] through [4.1.5] and all subparagraphs.

100% Random monitoring, periodic inspections, customer feedback/complaints

Preventative Maintenance Schedule. PWS Para. [4.1.2]

Within 60 calendar days from the contractor beginning work onsite, the Contractor shall provide a preventative maintenance schedule.

100% 100% inspection, customer feedback/complaints.

Corrective Maintenance PWS 4.1.3.1

The contractor shall notify the govt of any issue requiring corrective maintenance within 2 business days

90% Random monitoring, periodic inspections, customer feedback/complaints

Corrective Maintenance

PWS 4.1.3.3

The contractor shall provide notification of any corrective maintenance action that cannot be accomplished within 10 business days or within the scope of the contract and funding allocated

100% 100% inspection, customer feedback/complaints.

Planned Maintenance System (PMS) - Maintenance Plan PWS Para.

[4.1.5.3]

The contractor shall perform all preventative maintenance within 5 days of the scheduled due date in accordance with the Contractor provided preventative maintenance schedule

90% 100% inspection, customer feedback/complaints.

Planned Maintenance System (PMS) - Maintenance Summary Log PWS Para. [4.1.5.4]

Within 1 working days of any maintenance action the Contractor shall document the action in the maintenance log.

95% Inspection, customer feedback/complaints

In-port Operations.

PWS para. [4.2]

In-port operations must be completed IAW PWS paragraphs

[4.2.1] through [4.2.8] and all subparagraphs.

100% Random monitoring, periodic inspections, customer feedback/complaints

In-port Operations PWS para. [4.2.3]

The MATSS vessel is maintained in a ready state and able to get underway within 17 days of notification.

100% Inspection, customer feedback/complaints

At-Sea Operations.

PWS para. [4.3]

At-Sea Operations must be accomplished IAW PWS paragraphs [4.3.1] through [4.3.14] and all subparagraphs. Supporting personnel must be qualified IAW

PWS paragraph [7.6] and all subparagraphs.

100% Random monitoring, customer feedback/complaints

At-Sea Operations.

PWS para. [4.3]

There shall be no (0) at sea operations in which MATSS is unable to support as required through contractor action or inaction for any of the task items identified in the PWS.

100% Continuous Monitoring

Project Management (PM) Support. PWS para. [4.4]

Project Management support must be accomplished IAW PWS paragraph 4.4.1 and subparagraphs [4.4.1.1] through

[4.4.1.18].

99% Random monitoring, periodic

Vessel Modification Support. PWS para.

[4.5]

Vessel Modification Support must be accomplished IAW PWS paragraphs [4.5.1] through [4.5.4] and all subparagraphs.

99% Random monitoring, periodic inspections, customer feedback/complaints

Weight Handling Equipment. PWS para. [4.6]

Weight Handling Equipment support must be provided IAW

PWS paragraphs [4.6.1] through [4.6.5]

99% Random monitoring, periodic inspections, customer feedback/complaints

Weight Handling Equipment. PWS para. [4.6]

The Contractor shall not lapse in the required certification of equipment or operating personnel.

100%

Random monitoring, periodic inspections, customer feedback/complaints

Personnel Qualifications. PWS para. [6]

All trained and technically qualified contractor personnel to perform the contractual tasks must be secured by the contract within 60 days of contract award per PWS para. [6.1.1]. All personnel must satisfy the requirements of PWS paragraphs [6.1.2] through [6.3.4.3] and all subparagraphs

100% Random monitoring, periodic inspections, customer feedback/complaints

Hours of Operation.

PWS para. [8]

Contractor personnel must at a minimum perform work IAW the timeframes listed IAW PWS paragraphs [8.1] through [8.2] and all subparagraphs.

100% Random monitoring, periodic inspections, customer feedback/complaints

Government Furnished Equipment (GFE). PWS para.

[10]

Contractor must manage all Government Furnished Facilities, Utilities, and Equipment IAW PWS paragraphs [10.1] through [10.3] and all subparagraphs.

100% Random monitoring, periodic

ATTACHMENT 2: SAMPLE QUALITY ASSURANCE

MONITORING FORM

SERVICE or STANDARD:

SURVEY PERIOD:

SURVEILLANCE METHOD (Check):

Random Sampling 100% Inspection Periodic Inspection Customer Complaint

LEVEL OF SURVEILLANCE (Check):

Monthly Quarterly As needed

PERCENTAGE OF ITEMS SAMPLED DURING SURVEY PERIOD: ______ %

ANALYSIS OF RESULTS:

Observed Service Provider Performance Measurement Rate: ______%

Service Provider’s Performance (Check): Exceptional

Very Good

Satisfactory

Marginal

Unsatisfactory

Narrative of Performance During Survey Period:

PREPARED BY: ___________________________________ DATE: _________________