Revised Attachment 2 - Quality Assurance Surveillance Plan QASP.pdf

Attachment 2 – Quality Assurance Surveillance Plan (QASP)

Solicitation No. 86615621R00004

Global Investors and Market Advisors

Quality Assurance Surveillance Plan (QASP) Global Investors and Market Advisor

8/12/2021

Version 1.0

1 Vision

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 Representative

3 IDENTIFICATION OF REQUIRED PERFORMANCE STANDARDS/QUALITY

LEVELS

4 METHODOLOGIES TO MONITOR PERFORMANCE

4.1 Surveillance Techniques

4.3 Acceptable Quality Levels

5 QUALITY ASSURANCE DOCUMENTATION

5.1 The Performance Management Feedback Loop

6 ANALYSIS OF QUALITY ASSURANCE ASSESSEMENT

6.1 Determining Performance

6.4 Surveillance Matrix

Appendix 1 - Surveillance Matrix

Appendix 2 - Corrective Action Report (CAR)

Appendix 3 - Customer Complaint Record

Appendix 4 - Performance Assessment Report (PAR)

Quality Assurance Surveillance Plan (QASP)

Global Investors and Market Advisor

1 Vision Statement

Strengthen and expand the network of Global Investors in the Ginnie Mae Securities.

With the tremendous increase in global demand and the changing dynamics of the global capital markets, Ginnie Mae requires a global advisor to maintain Ginnie Mae as a market leader and attracting global financial capital.

1 INTRODUCTION

This Quality Assurance Surveillance Plan (QASP) is pursuant to the requirements listed in the Performance Work Statement (PWS) entitled Global Investors and Market Advisor. This plan sets forth the procedures and guidelines Ginnie Mae Office of Capital Markets will use in ensuring the required performance standards or service 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 Ginnie Mae Office of Capital Markets 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 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 Contractor will be responsible for making required changes in processes and practices to ensure performance is managed effectively.

2 ROLES AND RESPONSIBILITIES

The following personnel shall oversee and coordinate surveillance activities.

2.1 The Contracting Officer

The Contracting Officer (CO) is responsible for monitoring contract compliance, contract administration, and cost control and for resolving any differences between the observations documented by the Contracting Officers Representative (COR) 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 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 Contracting Officers Representative The COR is designated in writing by the CO to act as his or her authorized representative to assist 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 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 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 in Appendix 1, "Surveillance Matrix". If the Contractor meets the required service or performance level, it will be paid the monthly amount agreed on in the contract.

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:

▪ Visual Inspection and review upon delivery of Global Market Analysis

▪ Visual Inspection and review upon delivery of Global Investor Intelligence Reports

▪ Visual Inspection and review upon delivery of Ginnie Mae Briefing documents

4.2 Acceptable Quality Levels

The Acceptable Quality Levels (AQLs) included in Appendix 1, "Surveillance Matrix", for Contractor performance are structured to allow the Contractor to manage how the work is performed. For certain critical activities such as those involving Global Market Analysis, Global Investor Intelligence Reports, Ginnie Mae Briefing documents, and Client Engagement the desired performance level is established at 98 percent. Other levels of performance are keyed to the relative importance of the task to the overall mission performance.

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 Appendix 1.

6 ANALYSIS OF QUALITY ASSURANCE ASSESSEMENT

6.1 Determining Performance

The Government will 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.

6.2 Surveillance Matrix

The Surveillance Matrix (Appendix 1) is the list of performance objectives and standards that must be performed by the Contractor. This matrix details the method of surveillance the COR will use to validate and inspect these performance elements. Inspection of each element will be documented in the COR file.

Performance objectives define the desired outcomes. Performance standards define the level of service required under the contract to successfully meet the performance objective. The inspection methodology defines how, when, and what will be assessed in measuring performance. The Government performs surveillance, using this QASP, to determine the quality of the Contractor's performance as it relates to the performance element standards. The PRS should be used to form the foundation of the COR's inspection checklist.

In evaluating the quality of contractor’s performance, the following performance ratings may be used.

Performance Rating

Criteria

Excellent / Outstanding

Performance meets contractual requirements and exceeds many to the Government’s benefit. 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 was highly effective.

Very Good Performance meets contractual requirements and exceeds some to the Government’s benefit. The contractual performance of the element or sub-element being assessed was accomplished with some minor problems for which corrective actions taken by the contractor was 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 a serious problem(s) for which the contractor’s corrective actions appear or were ineffective.

Appendix 1 - Surveillance Matrix

Statements Standards/AQLs Inspections Ratings

5.1 Global Advisory Services

The purpose of this task is to provide a full range of advisory services to Ginnie Mae to assist Ginnie Mae’s in accomplishing the objectives of the Global Investor program. The Contractor is responsible for advising Ginnie Mae on any and all fluctuations affecting the Global MBS Market which should cause harm to Ginnie Mae’s portfolio of $2 trillion invested by hundreds of institutions worldwide.

Standard(s): Inspection applies to all standards

5.1.1 Global Markets Analysis

The Contractor shall prepare a Global Market Analysis (GMA) report in writing addressing investor community characteristics in terms of demand, decision making process, and potential global macroeconomic issues that will affect the foreign holding of Ginnie Mae securities and Ginnie Mae’s global competitiveness on a set monthly schedule. This report will provide comprehensive analysis on current and future trends of economic, financial, and geo-political situations that will affect institutional investors and their MBS holdings.

The Global Markets Analysis data publication

What: Review of the draft of the publication along with backup data for content

How: Visual review of content and formatting

Frequency: After completion of task

Who: COR should provide a monthly snapshot of the US mortgage market with a strong emphasis on Ginnie Mae’s role from a policy and capital markets perspective. This report should contain latest data and analyses of policy, regulatory, or industry developments affecting Ginnie Mae, the housing mortgage market, or global institutional investors such as Official Institutions, Sovereign Wealth institutions, pensions, private-sector institutions that have or are considering investment allocation in the Mortgage-Backed Securities (MBS) sector, including but not limited to mortgage originations, Mortgage-Backed Securities (MBS) issuances, delinquencies, credit availability, first-time homebuyers, prepayments.

In order to provide regular monthly updates and customized analysis of current trends, market outlook, and changing market dynamics related to the general market, the Government has a requirement to provide monthly reporting of any impact on Ginnie Mae and Ginnie Mae Securities. The publication should cover the broad US mortgage market with a strong emphasis on Ginnie Mae’s role from a public policy, industry, regulatory, and capital markets perspective.

Performance Standards:

STD: Draft document delivered by the 15th of the month for review and approval by Contracting Officer Representative (COR).

Global Market Analysis will be delivered in .PDF format along with back-up data utilized to produce report.

AQL: Two (2) business day deviation from standard.

STD: Provide Final document for publication by the 20th day of the month. Global Market Analysis will be delivered in .PDF format along with back-up data utilized to produce report.

5.1.2 Global Investor Intelligence

The Contractor shall perform investigation and data gathering about current and potential global investors and shall produce comprehensive global reports by obtaining market-based and market driven perspectives of global investors in the fixed-income or structured finance market segment and understanding their preferences and needs. The Government has the need for analytical reporting focusing on investors, the drivers of their demands and the primary factors affecting their investment decisions. Analytical reports on global investors should include a list

What: Global Investor Reports, Briefing Documents, Talking Points, White Papers, Publications

How: Visual review of report

Frequency: Upon completion of task

Who: COR of institutional and non-institutional investors (as available), the driver of investor demands, and primary factors that affect their investment decisions as well as on Ginnie Mae’s investment holdings by major Ginnie Mae investors broken down in different categories that include, but not limited to, product type, structure, and region.

The Contractor shall conduct in-depth study on selected subject areas identified by Ginnie Mae for making decisions on managing global investor relations. The information and decision-making factors that investors or fund managers use to judge Ginnie Mae securities’ competitiveness will need to be clearly articulated. The intelligence gathered will assist Ginnie Mae Office of Capital Market to understand investors’ intent to buy, hold, and sell Ginnie Mae securities. Primary categories of investors will include, but not limited to central banks, insurance companies, sovereign wealth funds, and international institutional investment firms.

Specific tasks include:

• Prepare comprehensive global intelligence reports.

• Prepare Ginnie Mae overview and value proposition.

• Conduct investigations and analyze fund management portfolios of selected countries, institutional investors, and monetary authorities that may be involved in the MBS, treasury notes, and other securities markets.

• Conduct policy research and policy exchange activities on cutting edge issues that can bring long term growth of Ginnie Mae products and strengthen Ginnie Mae’s global leadership in the housing finance and MBS markets.

STD: Draft and Final document delivery will be delivered on a quarterly basis. Reports will be provided Word, Excel, Power Point and/or .PDF as determined by the Contractor when producing the report. Provide back-up data utilized to produce report.

AQL: 2 business day deviation from delivery due date.

5.1.3 Global Engagement Strategies

The Contractor shall increase Ginnie Mae’s reach to the global investor community by increasing access to global official and private institutions investor community. The Contractor shall focus on addressing and responding to the needs of global investors by providing effective strategic planning and education on Ginnie Mae Securities with semi-annual updates to be delivered by Ginnie Mae leadership to Official Institutions, Sovereign Wealth Funds, Public and Private Pension Funds, Banks, Insurance Companies, and other Global Investments Consultants. The Contractor shall assist in setting up face-to-face communication with investors and portfolio managers in private and public forums in the U.S. and other countries to discuss issues and policies related to Ginnie Mae products and housing market. The Contractor shall also identify forums, roundtable discussions and conferences for Ginnie Mae’s participation as keynote speaker and also to participate in investor or non-investors, U.S.

government or non-U.S. government, third party discussions that lead to knowledge building for Ginnie Mae management team to make decisions on product development.

Specific tasks include:

• Facilitate face-to-face meetings with Senior Level Officials from Central Banks, Sovereign Wealth Funds, Pension Funds, Insurance Companies, Institutional Investors and Global

MBS Market leaders.

• Conduct joint seminars, forums, or conferences in collaboration with academic institutions and international think tanks, in the U.S. and overseas locations to discuss with Ginnie Mae partners and investors on findings or trends from Ginnie Mae and Contractor’s studies.

• Produce presentations for Ginnie Mae staff to deliver during 1-1 meetings with investors and at industry roundtables and conferences.

• Assist in face-to-face communication with investors and portfolio managers in private and public forums in the U.S. and other countries to discuss issues and policies related to Ginnie Mae products and housing market.

• Participate in investor or non-investors, U.S.

Government or non-U.S. Government, third party discussions that lead to knowledge building for Ginnie Mae management team to make decisions on product development.

STD: The Contractor shall deliver four (4) new regional point of contacts including but not limited to Central Banks, Sovereign Wealth Funds, Pension Funds, Insurance Companies, Institutional Investors and Global MBS Market leaders and set one (1) visit to a region within the base year with 4 additional new regional point of contacts and three (3) visits per subsequent option years for a total of twenty

(20) new point of contacts and thirteen (13) visits.

AQL: 20 new regional point of contact and 13 visits (travel to or virtual) from standard.

STD: Identify and participate in 2 Ginnie Mae approved Forums and Conferences for Ginnie Mae personnel as keynote speakers within the base year with 2 Forums and Conferences per subsequent option years for a total of 10 Forums and Conferences.

AQL: Participation in five (5) Forums or Conferences from standard.

5.1.3.1 Global Program Management and Support Services

The Contractor shall assist in Strategic Development Action Planning to expand Ginnie Mae’s access to global decisionmakers who have political and financial influence in purchasing and holding Ginnie Mae securities.

Specific tasks include:

• Prepare business development action plans with specific recommendations on Ginnie Mae market development and investor engagement plan.

• Perform yearly assessment of Office of Capital Market’s global market development plans based on metrics established at the beginning of each project year.

• Participate in collaborative discussions, knowledge-sharing sessions, and project meetings with Ginnie Mae Office of Capital Market.

• Build Ginnie Mae Global Intelligence Network by compiling a Global Investors Database.

The database will include, but is not limited to, central banks, sovereign wealth funds, institutional investors, banks, money managers and academics. This database should include a minimum company contact information, name and title of person or persons met during meetings, when visited, etc.

• Submit to COR a Monthly Project Status Report for Global Engagement Strategies providing the activities performed and actual progress. The Monthly Project Status Report shall be current as of the last business day of the month.

• The monthly status report shall include:

o A brief, factual summary description of client engagement progress made during the monthly reporting period. Identify significant problems and their impacts, causes, proposed corrective actions, and the effect that such corrective actions will have on the accomplishments of the contract objectives.

o A schedule status and/or degree of completion of tasks/activities by time intervals.

o A monthly Program Status Report on deliverables, budget status, personnel, performance evaluation, and contract related issues.

STD: Yearly Program Status are submitted fifteen (15) business days before the end of the performance year.

AQL: 2 business day deviation from standard.

STD: Monthly Program Status are submitted within 5 business days after the end of the reporting month with a monthly meeting between

Ginnie Mae and The Contractor to review program status, discuss accomplishments and challenge’s and to set priorities for the upcoming month(s).

AQL: 2 business day deviation from standard.

Appendix 2 - Corrective Action Report (CAR)

CORRECTIVE ACTION REPORT (CAR)

(If more space is needed, use reverse, and identify by number)

1. CONTRACTOR

2. CONTRACT NUMBER

3. TYPE OF SERVICES

4. FUNCTIONAL AREA

5. SUSPENSE DATE

6. CONTROL NUMBER

7. DEFICIENCY MAJOR MINOR

FINDING:

FINDING IMPACT:

Please respond with a written corrective action plan that details the corrective action of the cited deficiency, the cause of the deficiency, and actions taken to prevent recurrence by Suspense Date in Block 5. If date was not entered in Block 5, the contractor is not required to provide a response.

8. QUALITY ASSURANCE PERSONNEL (COR)

TYPED NAME AND GRADE

SIGNATURE AND DATE

9. ISSUING AUTHORITY

TYPED NAME AND GRADE

SIGNATURE AND DATE

10. COR RESPONSE TO CONTRACTOR CORRECTIVE ACTION AND ACTION TAKEN TO PREVENT RECURRENCE

11. COR DETERMINATION

ACCEPTED REJECTED

12. CLOSE DATE

Appendix 3 - Customer Complaint Record

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

RECEIVED/VALIDATED BY

Appendix 4 - Performance Assessment Report (PAR)

PERFORMANCE ASSESSMENT REPORT (PAR)

(If more space is needed, use reverse, and identify by number)

1. CONTRACT/TASK ORDER NUMBER 2. CONTRACTOR 3. TYPE OF SERVICES

4. QUALITY ASSURANCE PERSONNEL (COR) SIGNATURE AND DATE

5. COR PHONE 6. SUSPENSE DATE

I. PERFORMANCE

7. DEFICIENCY (CHECK ALL BOXES THAT APPLY)

NEW

REPEAT

NO DEFICIENCY NOTED

8. SERVICES SUMMARY or PWS PARAGRAPH ITEM REVIEWED

9. BRIEF DESCRIPTION OF DEFICIENCY (IF DEFICIENCY BOX WAS

CHECKED)

10. DETAILED PERFORMANCE ASSESSMENT

II. CONTRACTOR VALIDATION

11. CONTRACTOR REPRESENTATIVE CONCUR NON-

CONCUR

12. CORRECTIVE ACTION ESTIMATED COMPLETION DATE

13. CONTRACTOR REPRESENTATIVE CORRECTIVE ACTION AND PREVENTION OF RECURRENCE OR REASON FOR NON-

CONCURRENCE OF COR CITED DEFICIENCY

III. ACTION CORRECTED

14. CONCUR NON-CONCUR COR SIGNATURE AND DATE

15. COR REMARKS (REQUIRED)

6. CONTRACTOR REPRESENTATIVE REMARKS