3. Attachment 2 - (QASP) Laboratory Assistant.pdf

QUALITY ASSURANCE SURVEILLANCE PLAN

FOR

Laboratory Assistant (2 FTEs)

(Kadena Air Base)

15 Dec 2020

1. PURPOSE.

This Quality Assurance Surveillance Plan (QASP) has been developed as identified in Air Force Instruction (AFI) 63-138, Acquisition of Services. This QASP has been develop to evaluate contractor actions while implementing the Performance Work Statement (PWS). This plan will be used by the Contracting Officer Representative (COR) and the Functional Requirement Evaluator Designee (FRED) to ensure contractor compliance on the Laboratory Assistant contract. This plan prescribes the objective in having the services, the goals of multi-functional team (MFT), team members and their roles and responsibilities, and how multi-functional team will assess the contractor performance and manage the contract to obtain efficiencies, improve performance, and cost savings throughout its life cycle.

2. OBJECTIVE.

This QASP is designed to provide the Multi-functional team a vehicle to ensure delivery of the desired mission support services within cost and on schedule. The QASP will also provide the COR an effective systematic surveillance method for each item listed in the Performance Work Statement (PWS), specifically on the Service Summary (SS). The premise of commercial contracting is for the Contractor to assume responsibility for the work they produce. The government will also rely on the Contractor's submitted Quality Control Plan (if applicable) for ensuring contractual requirements are met.

3. RESULTS.

The results in managing this acquisition through this QASP, is to provide Team Kadena with Laboratory Assistant that are acceptable and timely while protecting Government resources.

4. MULTI-FUNCTIONAL TEAM ROLES & RESPONSIBILITIES.

The following government officials will participate in performance management of this contract through use of the Management and Oversight of Acquisition of Services Process (MOASP) and the contractor. Their roles and responsibilities of the multi-functional team are described as follows:

4.1. COR: Is responsible for monitoring, assessing, recording and reporting on contractor compliance with the terms and conditions of the contract. These individuals will have primary responsibility for completing quality assurance monitoring forms that will be used to document the inspection and evaluation of the contractor’s performance. The COR will maintain surveillance documentation, notify the Contracting Officer (CO) of any significant performance deficiencies and recommend improvements to the QASP and Performance Work Statement (PWS) throughout the life of the acquisition.

4.2. The Contracting Officer (CO): Has overall responsibility for overseeing the contractor’s performance. The CO will also be responsible for the day-to-day monitoring of the contractor’s performance in the areas of contract compliance, contract administration, cost control, and property control; reviewing the COR assessment of the contractor’s performance; and resolving all differences between the COR version and the contractor’s version of events. The CO is the only person with the authority to direct the contractor in the performance of their duties under the contract and to make interpretations of and changes to the contract. The CO will:

facilitate meetings of the Multi-Functional Team advise the Multi-Functional Team on quality assurance surveillance plan development manage the listing of QA personnel assigned to the contract, indicating their areas of responsibilities, limitation of authority, and ensure that the contractor is notified of such advise the Multi-Functional Team when developing incentives, remedies, performance objectives, and performance thresholds maintain in the contract file, documentation of training provided to members of the Multi- Functional Team

4.3. The FRED: Has the responsibility for developing the PWS and QASP and ensuring they satisfy mission requirements, are performance-based, foster innovation, and define metrics.

Complete Surveillance Assessment Report prepared by the COR on a monthly basis and submit to COR. The FRED is also responsible for identifying mission critical services and developing the necessary documents IAW DoDI 3020.37, Continuation of Essential DoD, Contractor Services during Crisis. The COR is responsible for reviewing contractor’s performance documentation ensuring contract compliance.

4.4. The Contracting Squadron Commander (CSC) and/or The Director of Business Operations (DBO): Serves as the Business Advisor to senior leadership; i.e wing commander and group commanders .and implementing acquisition strategies for services acquisitions; providing oversight of the Multi-functional Team in planning, assessing contractor performance, and managing the acquisition throughout the life of the requirement IAW the FAR, DFARS and AAFARS. Also provide Management and Oversight of the Acquisition of Services Process (MOASP) reports on service acquisitions to the MAJCOM for consolidation. The CSC will provide a health of services acquisitions to senior leadership on an annual basis. The CSC or DBO will:

Ensures a Quality Assurance Program Coordinator (QAPC) is appointed to integrate the contract quality requirements into the quality assurance program.

Ensures functional area leadership receives tailored training for PBSA and Quality Assurance (QA).

Ensures QAPC individual training plans are tailored to the local mission and local QAPC responsibilities.

Ensures consistent guidance to customers given by the QAPC and other functional areas such as Acquisition Centers of Excellence or similar offices.

4.5. The Quality Assurance Program Coordinator (QAPC): Develops, manages and implements the Kadena AFB Quality Assurance Program; supports the Multi-Functional Team in the development of contract requirements, ensuring requirements are clearly stated and enforceable;

aids in development of the Service Summary (SS) and QASP and provides training to all CORs.

4.6. The Contract Administrator (CA):

The focal point for issues regarding the contract; prepares and processes modifications to the contract; assists the CO in ensuring contractor performance meets contract standards; records and transcribes minutes for meetings.

4.6.1. Will perform Quality Assurance (QA) personnel assessment on a periodic basis as determined by the CO. The contract administrator (CA) will verify that the COR is accomplishing their surveillance according to this QASP. The CA also will perform COR assessments on a periodic basis as determined by the CO; verify that the COR are accomplishing assessments in accordance with this QASP. If deficiencies are discovered in the QA surveillance procedures, the contracting officer will notify the COR and additional training will be provided for QA personnel. The CA will ensure that the COR is documenting their surveillances on a timely basis.

4.7. The Contractor: Is the service provider and will ensure that a government acceptable quality control system is provided and maintained. The contractor is required to provide all services identified in the PWS not just those identified in the SS. The contractor will also provide support to Senior Leadership as required (e.g., performance metrics, briefings).

5. COR/QAE APPOINTMENT AND TRAINING:

5.1. A primary and alternate COR will be appointed for this contract. The FC/FD is the designating authority.

5.2. Each COR will be available to receive Phase 1 & Phase 2 training provided by the contracting office before they can perform contractor surveillance.

5.3. Each COR will be available to receive Annual Refresher training provided by the QAPC.

The COR will contact the QAPC for the annual training dates.

6. GENERAL:

Government surveillance will be conducted by inspections that mirror the market research findings. COR documentation of contractor performance should be accomplished as the observation is completed, thus preventing loss of information. All documentation generated in the performance of this plan will be marked, "For Official Use Only".

The intent of this plan is to primarily rely on the contractor’s internal quality control processes, changing the government’s role from “oversight” to “insight”. The team’s original surveillance approach may not stay the same throughout the duration of the contract; therefore, all government evaluators should be prepared to periodically update the surveillance approach when necessary. The goal of our surveillance approach is to gain confidence in the contractor’s way of doing business and then adjust the level of insight to a point that maintains that confidence.

6.1. Performance Management: This section identifies the use of performance measurement information to effective positive change in organizational culture, systems, and processes, by helping to set agreed upon performance goals, allocating and prioritizing resources, informing managers to either confirm or change current policy or program directions to meet those goals, and sharing results of performance in pursuing those goals.

6.1.1. On-going market research is conducted to ensure the contract requirements remain current with commercial standards, practices and industry performance evaluation methods.

6.1.2. COR Records Review: The contract administrator will review the COR’s surveillance files no less than quarterly to ensure surveillance is properly conducted and documented, and contractor performance is within acceptable levels. This review will be documented and acknowledged by the CO.

6.1.3. Performance Feedback: Documentation is required to record, evaluate, and report contractor’s performance. On a monthly basis, the FRED will complete a Surveillance Assessment Report and forward it to the COR NLT 5th of each month that includes the Service Summary Tasks listed below.

Performance Element Description

Quality of Service

Assess the contractor’s conformance to contract requirements, specifications, and standards of good workmanship (e.g., commonly accepted technical, professional, environmental, or safety health standards).

Schedule

Assess the timeliness of the contractor against the completion of the contract, task orders, milestones, and delivery schedule, administrative requirements (e.g., efforts that contribute to or effect the schedule variance).

Business Relations

Assess the integration and coordination of all activities needed to execute the contract, specifically the timeliness, completeness and quality of problem identification, corrective action plans, proposal submittals, the contractor’s history or reasonable and cooperative behavior, customer satisfaction, timely award and management of subcontracts, and whether the contractor met small/small disadvantaged and woman owned business participation goals.

Management of Key Personnel

Assess the contractor’s performance in selecting, retaining, supporting, and replacing, when necessary, key personnel.

Cost Control Assess the contractor’s performance in cost increase/decrease on labor hours or materials.

6.3.1 Contractor Performance Assessment Ratings (CPAR). Contractor ratings and criteria are described below:

Performance Rating

Criteria

Exceptional Performance meets contractual requirements and exceeds many of the government’s benefits. The contractual performance of the element or sub-element being assessed was accomplished with few minor problems for which corrective actions taken by the contractor were highly effective.

Very Good Performance meets contractual requirements and exceeds some of the government benefits. The contractual performance element or sub-element being assessed was accomplished with some minor problems for which corrective actions taken by the contractor were highly effective.

Satisfactory Performance meets contractual requirements. The contractual performance of the element or sub-element contains some minor problems for which corrective actions taken by the contractor appear or were satisfactory.

Marginal Performance does not meet some contractual requirements. The contractual performance of the element or sub-element being assessed reflects 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.

Unsatisfactory 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 contains serious problem(s) for which the contractor’s corrective actions appear or were ineffective.

7. PERFORMANCE ASSESSMENT.

7.1. ONE-HUNDRED PERCENT INSPECTION

The COR will inspect and evaluate the contractor’s performance each time it is performed. The results of the contractor’s overall performance is evaluated to determine acceptability of the service provided.

7. 2. PERIODIC INSPECTION

These items are inspected using periodic surveillance MONTHLY as determined by the COR.

The results of the periodic surveillance inspections may be used as the basis for actions (other than payment deductions) toward the contractor. In such cases the Inspection of Services clause becomes the basis for the contracting officer’s actions. The schedules (if applicable) are submitted to the contract administrator for review prior the month being inspected.

7. 3. CUSTOMER COMPLAINT

The COR is the point of contact and must collect all customer complaints. The AF Form 714, Customer Complaint Record, or a similar locally devised form may be used for this purpose (see attachment). All complaints and any resulting resolution of such complaints must be documented with the information required on the customer complaint form. Customer complaint forms become a permanent part of the COR surveillance records.

The COR is the point of contact and shall collect all customer complaints. COR shall ensure there is sufficient number of complaint forms available to their customers. The COR shall furnish written instructions/customer training to each organization/personnel receiving the contractors service. Instructions should clearly explain what service/level of service the customers should expect from the contractor, based on what is in the contract.

7. 4. QUALITY INDEX

An indicator of quality similar to a quality metric that measures what is being performed; For example, it could be construed that by measuring the in-commission rate of a system, you have measured the supply system’s ability to provide parts when needed and therefore, supply system performance.

7. 5. THIRD PARTY AUDITS

Contractor evaluation by a third party organization that is independent of the government and the contractor. All documentation supplied to, and produced by, the third party should be made available to the government by the third party.

7. 6. TREND ANALYSIS

Data gathered from all other evaluation sources and methods to build a database upon which to monitor the contractor’s on-going performance over time. Data used to analyze contract conformance.

7. 7. CONTRACTOR METRICS

Metrics used to measure performance objectives stated in the PWS; e.g., a bar chart. These metrics are usually developed and maintained by the contractor.

SS# Performance Objective PWS

Paragraph Performance Threshold

Method of Assessment

1 Provides primary, preventative, and therapeutic healthcare services on telephone

1.1.1 No more than 2

discrepancies on services provided during peer/preceptor

Monthly

2 License/certification: Nurse applicants must be a current U.S. LICENSED Registered Nurse. Active, current, valid and unrestricted license to practice nursing in accordance with State Board requirements.

1.2.2 and 1.2.12

Zero Discrepancies 100% Compliance

3 Demonstrate strong customer service skills and foster development of those skills throughout the entire PCM team

1.1.2

No more than 2 valid customer/patient complaints quarterly

Monthly

4 Specific Tasks Women’s Health: provides for acute and chronic health problems, but offer health counseling services and referrals to relevant services

1.1.6 No more than 2 valid

customer/patient complaints

Monthly

5 Specific Tasks Family Health Nurse: provides treatment of patients with common acute and chronic conditions, illnesses, or minor trauma.

1.1.5 No more than 2 valid

customer/patient complaints

Monthly

6 Specific Tasks Pediatric Nurse: provides care to childhood immunizations, developmental screenings,

1.1.7 No more than 2 valid

customer/patient complaints

Monthly medication prescription, school physicals, treatment of common illnesses and well-child exams.

8. CONTRACT MANAGER NOTIFICATION:

The COR will ensure that the contract manager/project manager is informed of contract performance status. The contract manager/project manager should also be informed of any contract discrepancies noted during COR surveillance.

9. DISCREPANCY REPORTING:

The COR will notify the contract manager/project manager of any discrepancies noted during the COR’s inspections. This notification is for discrepancy correction only and does not indicate concurrence to the discrepancy by the contractor. The COR will also notify the CA of all discrepancies noted during the surveillance. The frequency and method of notification to the CA will be provided to the COR during phase two training.

10. NON-SS ITEMS:

Everything that is written into the PWS is required to be provided by the contractor, thus everything in the PWS is subject to government surveillance. Attached to this QASP is a list of non-SS items that is also subject to be inspected by the COR.

11. CERTIFICATION OF SERVICES:

Certification of services is performed by the COR. At the end of each billing period, the contractor is required to input invoice information to the COR. The FRED accesses and verifies the accuracy of service provider’s data. If data is correct, COR certifies the invoice and payment is made by the Defense Finance Accounting System (DFAS). If the COR encounters errors in contractor’s invoice, COR consults with on FRED/site manager to mutually resolve the issue. If the contractor disagrees with COR, the matter is forwarded to the CO for resolution. Before certifying the invoice for payment, the COR should have objective evidence in the COR file to show that the services being paid for are satisfactory.

Certification of services is performed by COR via Wide Area Work Flow (WAWF) system. At the end of each billing period, service provider inputs invoice information in the WAWF system. WAWF automatically notifies appropriate COR via email of pending invoice. COR accesses WAWF and verifies accuracy of service provider’s data. If data is correct, COR certifies invoice and payment is conducted by Defense Finance Accounting System (DFAS). If COR encounters errors in service provider’s invoice, COR consults with on site manager to mutually rectify data. If service provider disagrees with COR, issue is forwarded to the CO for resolution.

12. PERFORMANCE METRICS (MOASP):

12.1. Assumption of Workload Review: All services acquisitions with a value in excess of $150,000 will be reviewed by the appropriate designated official within 30 days of the contractor’s full assumption of contract workload (for example, end of transition, phase-in, or similar event). The purpose of the review is to determine if the contractor successfully completed transition, is fully operational, and is within other performance parameters required by the contract. 18th Contracting Squadron Commander (18 CONS CC) or DBO shall conduct and document the assumption of workload review.

12.2. Annual Performance Review: All services acquisitions with a value in excess of $150,000 will be reviewed annually. This review is to be conducted not later than 30 days prior to issuing the notification of the Government’s intent to fund the follow-on year. 18 CONS CC or DBO shall conduct and document the annual performance review in cost, schedule and/or other significant performance measures required by the contract. If significant variations exist, include an explanation of the causes for the variance and an assessment of the contractor’s corrective action plan.

12.3. Any significant changes in anticipated cost/price, schedule, or performance expectations are subject to a special review at the direction of the l8 CONS CC or DBO.

12.4. Key Performance Indicators. Some of the performance objectives identified on the SS will also be identified as key performance indicators (KPIs). These KPIs will be tracked and used toward MOASP reporting.

13. CONTRACTOR RATING (Partnering):

The COR and the CA will perform a periodic (monthly or quarterly) joint contractor rating using the common DoD Rating System. This rating will be used to ‘partner’ with the contractor and provide them with a process for continual contract service improvement. This rating is NOT to be confused with the established Contractor’s Performance Assessment Rating (CPAR).

14. CONTRACTOR RATING (CPARS):

Contractor’s Performance Assessment Rating (CPAR) is applicable to all service contracts valued over $1,000,000. Guidance on CPARS is available from the Department of Defense Contractor Performance Assessment Reporting System (CPARS) Policy Guide (dated Oct 2010) and the 18 CONS CPARS representative.

15. REVIEW & ACCEPTANCE:

The following Multi-Functional Team member signatures indicate their review and acceptance of the Quality assurance surveillance plan for Laboratory Assistant. These signatures indicate coordination on this quality assurance surveillance plan at the time of development. These team members are not the only individuals on the Multi-Functional Team but are the individuals that will have continual interface with this contract. No further Multi-Functional Team coordination is needed unless the intent of the Quality assurance surveillance plan is changed.

16. CONTRACTOR MANPOWER REPORTING

The contractor shall report ALL contractor labor hours (including subcontractor labor hours) required for performance of services provided under this contract for the Air Force via a secure data collection site. The contractor is required to completely fill in all required data fields at http://www.ecmra.mil.

16.1. Reporting inputs will be for the labor executed during the period of performance for each Government fiscal year (FY) which runs 1 October through 30 September. While inputs may be reported any time during the FY, all data shall be reported no later than 31 October of each calendar year. Contractors may direct questions to the CMRA help desk.

Print Name: Mr. Don Hoover Print Name: A1C Chester Hill Contracting Officer Contract Administrator

Print Name: Mr. Erwin Fernandez Print Name: TSgt Angela Arvizu QA Program Coordinator COR

CUSTOMER COMPLAINT RECORD

DATE/TIME OF COMPLAINT

SOURCE OF COMPLAINT

ORGANIZATION

BUILDING NUMBER

INDIVIDUAL

PHONE NUMBER

NATURE OF COMPLAINT

CONTRACT REFERENCE

VALIDATION

DATE/TIME CONTRACTOR INFORMED OF COMPLAINT

ACTION TAKEN BY CONTRACTOR