A05_QASP.pdf

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 Bastendorff Beach Restrooms and Garbage Maintenance. This plan sets forth the procedures that the Bureau of Land Management, Coos Bay Office, will use in ensuring the required performance standards 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 identify required documentation and 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 ensure 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 project 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 Bureau of Land Management, Coos Bay Office, 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, if 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 if 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 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 subcontractors. 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. 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 also 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 determinations 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 (CO/KO)

The CO is responsible for monitoring contract compliance, contract administration, and cost control, and resolving any differences between observations documented by the Bureau of Land Management, Coos Bay Office, Tim Parker (COR)or staff assigned as program manager and the contractor. The CO will designate one full-time COR as the government authority for performance management. The number of additional representatives serving as designated inspectors depends on the complexity of the services measured, as well as the contractor’s performance, and must be identified and designated by the CO.

2.2 The COR

The COR is designated in writing by the CO to act as their authorized representative in administering a contract. COR limitations are contained in the written appointment letter. The COR is responsible for technical administration of the project and ensures proper government surveillance of the contractor’s performance. The COR is not empowered to make any contractual commitments or authorize any contractual changes on the government’s behalf.

Any changes the contractor deems may affect contract price, terms, or conditions must be referred to the CO for action. The COR 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.

3 IDENTIFICATION OF REQUIRED PERFORMANCE STANDARDS/QUALITY LEVELS

The required performance standards and/or quality levels are included in the PWS and Bastendorff Restroom Inspection Form. If the contractor meets the required performance level, it will be paid the monthly amount agreed on in the contract. Failure to meet the required performance level will result in a deduction in funds proportional to the lack of service rendered.

4 METHODOLOGIES TO MONITOR PERFORMANCE

4.1 Surveillance Techniques

To minimize the performance management burden, simplified surveillance methods shall be used by the government to evaluate contractor performance. The primary method of surveillance are:

• Randomized Monitoring- The contract’s COR or their designated inspectors shall conduct randomized monitoring of conducted work. The inspections form is contained below. To be valid, inspections will be conducted within an hour of the restroom servicing. After serving a restroom the contractor is required to complete the serving log. This document is posted inside each restroom and asks for the cleaner’s initials, the date, and the time that they finished cleaning the restroom.

• The contractor’s staff is expected to attempt to begin work no earlier 15 minutes before the schedule cleaning time or 15 minutes after the scheduled cleaning time. Completion times of all work must be between 8:00 am and 3:00 pm to enable government staff have an opportunity for inspections.

• It is recognized that unforeseen events may delay or prevent cleaning from occurring. In these cases, the contractor is expected to contact the COR before the scheduled cleaning via a provided phone number. (The government should also not be billed for missed services.)

1.1 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 CO or COR, as opposed to the contractor.

Customer complaints, to be considered valid, must set forth clearly and in writing or sent through email to the COR. The COR will accept those customer complaints and investigate.

Customer feedback from phone calls, will be retained, but not considered valid.

Acceptable Quality Levels

The acceptable quality levels (AQLs) can be found in Basendorff Restroom Inspection Form.

2 QUALITY ASSURANCE DOCUMENTATION

2.1 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 Basendorff Restroom Inspection Form.

4.2 Monitoring Forms

The government’s QA surveillance, will be conducted by the COR and Designated Inspectors. All Basendorff Restroom Inspection Forms will be kept on file by the COR.

ANALYSIS OF QUALITY ASSURANCE ASSESSMENT

4.3 Determining Performance

4.3.1 The 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 requirement of 90%, the service will be recorded as a failure. All Designated Inspectors will be trained on inspecting by the COR.

4.4 Reporting

All inspections by the COR or Designated Inspectors will be retained for 10 years.

Inspections that receive a failing score, below 90%, will be sent to the contractor and CO.

The contractor is expected to use failing score to adjust the billing for that particular failed cleaning. It is understood that this monitoring program seeks to retain a high level of service to the public, rather than to reduce expenditures.

Reviews and Resolution

4.4.1 The COR and CO may require the contractor to meet with COR in person or online to review performances to create a plan for improvements when needed. The COR is also required to meet with the contractor, when requested, to discuss issues or impediments to the contract.

4.4.2 All inspections are available to the contractor upon request and an end of the year summary of inspections will also be given to the contractor.

BASENDORFF QUALITY ASSURANCE MONITORING PROGRAM

The inspection criteria are derived from the Statement of Work. Data from the inspections will be used for approving funds and for providing data for future awards. Each inspection will consist of two zones.

The South Zone will consist of the three southern parking lots and the southern most CXT vault toilet.

The North Zone will consist of the northern most parking lot and the northern CXT vault toilet.

SURVEY PAERIOD: Each month at least three surveys will be conducted. The COR may elect to conduct additional surveys.

SURVEILLANCE METHOD: Random sampling will be used for the surveys. Inspection will occur within one hour of restroom cleaning completion. The time of the cleanings is scheduled with the COR and may occur between 8:00 am and 3:00 pm.

SCORING AND BILLING: While all scores will be recorded, a score of less than 90% will be considered failing. The contractor will be contacted if this occurs and provided the survey. The billing amount will be reduced by the percentage that is less than 100%. If a failing score is earned, the COR will contact the contractor and provide the scoring sheet. The contractor is expected to reducing the bill by the reviewed

Examples of Billing Calculations:

Score 94%: The cleaning will be considered fully compliant and no deduction in payments will made. (If the cleaning rate is $40 dollars, the billable amount will be $40 dollars.)

Score 87%: The cleaning will be considered failed. The total agreed upon billable amount will be reduced by 13%. (If the cleaning rate is $80 dollars, the billable amount in this example would be $60.60) If a failing score is earned, the COR will contact the contractor and provide the Inspection Form. The contractor will reduce the billed amount by the calculated amount listed on the Inspection Form.

Bastendorff Restroom Inspection Form

South Zone: South CXT and South Three Parking Lots

Date of Inspection:_________ Time of Inspection: Time Cleaned: __________ Cleaned by: ________

. Description of Service Comments Available

Score

Score

Earned

Grab bars, door handles (both inside and outside), including the inside and outside of the risers, seats, and covers appear washed and disinfected.

Floor is swept and washed. 5

Interior walls are not soiled and show signs of weekly cleaning.

Cobwebs have been removed from inside and outside of vault restroom up to 10’.

Toilet paper dispensers at 75% full capacity. 5

Trash cans emptied and new liners provided. 6

Walkway swept and free of trash. 2

Trash, up to 15 feet from restroom has been collected.

South three parking lots free of trash 5

Servicing log has been completed 5

Total

Restroom: North CXT and North Parking Lot

Date of Inspection:_________ Time of Inspection: Time Cleaned: __________ Cleaned by: ________

Description of Service Comments Available

Score

Score

Earned

Grab bars, door handles (both inside and outside), including the inside and outside of the risers, seats, and covers appear washed and disinfected.

Floor is swept and washed. 5

Interior walls are not soiled and show signs of weekly cleaning.

Cobwebs have been removed from inside and outside of vault restroom up to 10’.

Toilet paper dispensers at 75% full capacity. 5

Trash cans emptied and new liners provided. 6

Walkway swept and free of trash. 2

Trash, up to 15 feet from restroom has been collected.

North parking lot free of trash 5

Servicing log has been completed 5

Total

Total Inspection Score: ______ Pass/Fail: _____ Daily Billing Rate: ________

Adjusted Billable Amount:_____ Contractor contacted on: ______________