20th SFG Training QASP 1.pdf

(Ver May 2018)

QUALITY ASSURANCE SURVEILLANCE PLAN (QASP)

20th Special Forces Group Training (SFG)

For

20th (SFG) Alabama National Guard

Issued 12 March 2021 ii

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

3 IDENTIFICATION OF REQUIRED PERFORMANCE STANDARDS/QUALITY LEVELS

4 METHODOLOGIES TO MONITOR PERFORMANCE

4.1 Surveillance Techniques

4.2 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: QUALITY ASSURANCE MONITORING FORM

(Ver. May 2018) 1

1 INTRODUCTION

This QASP is pursuant to the requirements listed in the performance work statement (PWS) entitled 20th

Special Forces Group Training (SFG) This plan sets forth the procedures and guidelines the 20th Special

Forces Group (SFG) 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 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 Alabama USPFO 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 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

(Ver. May 2018) 2 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 Contracting Officer will monitor performance and review performance reports furnished by the contractor to determine how the contractor is performing against communicated performance objectives. 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 (KO) is responsible for monitoring contract compliance, contract administration, cost control and for resolving any differences between the observations documented by the 20th SFG and the contractor. The KO will act as the government authority for performance management. The number of 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 KO.

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. If the contractor meets the required service or performance level, it will be paid the monthly amount agreed on in the contract. Failure to meet the required service or performance level will result in a deduction from the monthly amount.

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 method of surveillance will be customer feedback

4.1.1 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.

4.1.2 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 Contracting Officer as opposed to the contractor.

4.1.3 Customer complaints, to be considered valid, must set forth clearly and in writing. The detailed nature of the complaint must be stated, document signed and forwarded to the Contracting Officer.

Upon receipt of a complaint, the Contracting Officer will investigate and document the findings on the monitoring form.

(Ver. May 2018) 3

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

4.2 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 while providing negative incentives for performance shortfalls. For certain critical activities such as those involving all the required training curricumul, 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.

5.1

QUALITY ASSURANCE DOCUMENTATION

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, Performance Requirements Summary.

5.2 Monitoring Forms

The government’s QA surveillance, accomplished by the Contract Specialist , will be reported using the monitoring form in Attachment 2. The form, when completed, will document the government’s assessment of the contractor’s performance under the contract to ensure that the required quality levels are being achieved.

5.2.1 The Contracting Officer will retain a copy of all completed QA surveillance forms.

6 ANALYSIS OF QUALITY ASSURANCE ASSESSMENT

6.1 Determining Performance

6.1.1 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 requirements, it 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 a deduction from the monthly payment.

6.2 Reporting

6.2.1 At the end of each ordering period, the Contract Specialist will prepare a written report for the KO summarizing the overall results of the quality assurance surveillance of the contractor’s performance. This written report, which includes the completed quality assurance monitoring form

(Attachment 2), will become part of the QA documentation and official file. 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

The Performance Management Feedback Loop

(Ver. May 2018) 4

6.3.1 The Government may require the contractor’s project manager, or a designated alternate, to meet with the Contracting Officer and Government IPT personnel as deemed necessary to discuss performance evaluation. The Government 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 Government personnel as often as required or per the contractor’s request.

The agenda of the reviews may include:

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

Issues arising from the performance monitoring processes

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

6.3.3 The Government/Contracting Officer and 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 at the convenience of the KO.

Performance Requirements Summary (PRS)

This PRS includes performance objectives the Government will use to determine contractor performance and will compare contractor performance to the Acceptable Quality Level (AQL).

Performance

Objective

Performance Standard Acceptable Quality

Levels (AQL)

Surveillance Method / By

Whom

5.6.1 Realistic

Scenarios

Provide, realistic training scenarios, including rates of speed (for driving courses), limited only by safety considerations

Contractor shall ensure that each

95% of students successfully completes of the course instruction

Customer Feedback

5.6.2 Program of

Instruction (POI)

Program of Instruction (POI) shall be consistent with current Afghanistan and other current combat or other high risk operational threat profiles

IAW PWS

Contractor shall ensure that each

95% of students successfully completes of the course instruction

5.6.3 Material Provide each student with

electronic copies of case studies, video clips, PowerPoint presentations, and any or electronic information presented during the course

Meets the standard

90% of the time

5.7.1 Site

Requirements

Training site shall consist of multiple driving tracks paved and unpaved multi-lane road.

One track shall be a minimum of three quarters of a mile to facilitate all required driving training

Contractor provide training site at 98% consistency

Customer Feedback

5.7.2 Meals The contractor will provide

one lunch meal per training day for each course

Contractor provide at

98% consistency

Customer Feedback

5.7.3 Lodging Maintain agreement with

acceptable local motels (at training site) for student lodging during each course, with double occupancy pricing, and block off rooms

Contractor will provide acceptable lodging at

98% compliance

5.8.1 Training

Cycles

Breakdown of the training cycle for each course will be no less than 10% classroom training and no less than 75% scenario-based training.

Contractor will provide at 85% compliance

Customer Feedback

5.9.2 Instructor

Experience

Provide instructors who have at least one year of documented experience in providing this specific type of training

Contractor will provide at 95% compliance

Customer Feedback

5.9.3

Instructor/Student

Ratio

The contractor will meet a minimum 1:3 Instructor to

Contractor will provide at 90% compliance

Customer Feedback

5.9.4 Role

Players

The contractor will provide vetted and trained role players for all courses

Contractor will provide at 90% compliance

(Ver. May 2018) 6

ATTACHMENT 2: QUALITY ASSURANCE MONITORING FORM

PERFORMANCE OBJECTIVE 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): Meets Standards

Does Not Meet Standards

Narrative of Performance During Survey Period:

PREPARED BY: ___________________________________ DATE: _________________