47QFAA21Q0058 - RFQ Amendment 01 Attachment B - QASP.pdf

QUALITY ASSURANCE SURVEILLANCE PLAN (QASP)

Northwest Oregon District Law Enforcement Vehicle Outfitting

Issued September 2021

QUALITY ASSURANCE SURVEILLANCE PLAN

(QASP)

1 INTRODUCTION

This QASP is pursuant to the requirements listed in the performance work statement (PWS) entitled Northwest Oregon District Law Enforcement Vehicle Outfitting. This plan sets forth the procedures and guidelines the Bureau of Land Management (BLM) 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 / service 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 procurement team, 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 BLM 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 purchase order 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 purchase order 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 the designated Government representative. 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

The Contracting Officer (CO) is responsible for monitoring purchase order compliance, purchase order administration, and cost control and for resolving any differences between the observations documented by the CO and the Contractor. The number of any 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 CO.

2.2 The Project Inspector

The project inspector (PI) is the district ranger assigned to the vehicle being modified or a designee they provide. The PI or designee will forward any concerns to the CO. The PI is the POC for the

Contractor. The PI's contact information can be found on Section C.1 of the PWS.

3 IDENTIFICATION OF REQUIRED PERFORMANCE STANDARDS/QUALITY

LEVELS

The required performance standards and / or quality levels are included in the PWS. If the

Contractor meets the required service or performance level, they will be paid the agreed upon purchase order amount. Failure to meet the required service or performance level will result the

Contractor re-performing work.

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:

⮚ Random monitoring, may be accomplished by the CO-designated PI.

⮚ 100% Inspection – When Contractor claims work is complete, the CO or designee will verify before payment is made.

4.2 Acceptable Quality Levels

All parts and equipment shall be installed in accordance with the PWS.

QUALITY ASSURANCE DOCUMENTATION

4.3 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.

4.4 Monitoring Forms

The Government’s QA surveillance, if accomplished by the CO / PI, will be reported using the monitoring form in Attachment 2. The forms, when completed, will document the Government’s assessment of the Contractor’s performance under the purchase order to ensure that the required results by BLM are being achieved.

The identified POC will retain a copy of all completed QA surveillance forms.

5 ANALYSIS OF QUALITY ASSURANCE ASSESSMENT

5.1 Determining Performance

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.

5.2 Reporting

At the end of each month, the CO may 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.

5.3 Reviews and Resolution

5.3.1 The CO may require the Contractor’s project manager, or a designated alternate, to meet with the CO and other Government procurement team personnel as deemed necessary to discuss performance evaluation. The CO 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 CO as often as required or per the

Contractor’s request. The agenda of the reviews may include:

⮚ 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

⮚ Issues arising from the performance monitoring processes

5.3.2 The CO must coordinate and communicate with the Contractor to resolve issues and concerns regarding marginal or unacceptable performance.

5.3.3 The CO 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 purchase order modification at the convenience of the CO.

6 ATTACHMENT 1: PERFORMANCE REQUIREMENTS SUMMARY

Performance

Objective Standard

Acceptable Quality

Levels

Incentive /

Disincentive

Remove all aftermarket equipment

Remove all equipment in accordance with the

PWS

100% complete, 100% accurate, 100% timely, in compliance with county, state, federal policy

Contractual remedy, and past performance rating

Dispose materials if approved by the PI

Remove all unwanted materials and dispose of off-site

100% complete, 100% accurate, 100% timely, in compliance with county, state, federal policy

Contractual remedy, and past performance rating

Install equipment Securely install all equipment

100% complete, 100% accurate, 100% timely, in compliance with county, state, federal policy

Contractual remedy, and past performance rating

7 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): ❒ Meets Standards

❒ Does Not Meet Standards

Narrative of Performance During Survey Period:

PREPARED BY: ___________________________________ DATE: _________________