Atch 2 QASP.pdf

RANGE MAINTENANCE, CIVIL ENGINEERING,

AND SUPPORT (TO INCLUDE

ADMINISTRATIVE SUPPORT, SUPPLY/FUELS,

COMMUNICATIONS, AND

TRANSPORTATION)

AT

AVON PARK AIR FORCE RANGE (APAFR)

FA481421R0002

QUALITY ASSURANCE SURVEILLANCE PLAN

Multi-Functional Team Members:

____________________________________ Date: ______________ Commander/Director

____________________________________ Date: ______________ Contracting Officer Representative

____________________________________ Date: ______________ Contract Administrator

___________________________________ Date: ______________ Quality Assurance Program Coordinator

___________________________________ Date: ______________ Contracting Officer

___________________________________ Date: ______________ Contractor (After Award)

TABLE OF CONTENTS

Subject para

1. Overview 1

2. Description of Services 2

3. Organizational Structure 3

4. Contract Quality Requirements 4

5. Performance Assessment Approach 5

6. Performance Assessment Documentation 6

7. Duties and Responsibilities 7

8. Performance Objectives 8

1. OVERVIEW

1.1 Purpose. The purpose of this Quality Assurance Surveillance Plan (QASP) is to identify the methods and procedures the Government will use to insure it receives the services under contract as identified in the Performance Work Statement (PWS). This plan will focus on the level of performance required by the PWS, not the methodology or process. This Quality Assurance Surveillance Plan is a living document and shall be revised or modified by members of the multi-functional team as circumstances warrant, throughout the life of the contract, to ensure adequate oversight of contractor performance is maintained.

1.2 Intent. The intent of this plan is to rely on the Contractor’s Quality control, thus changing the Government’s role from “oversight” to “insight”. Performance Objectives (PO) will be periodically monitored and the CQC program evaluated but the Contractor is left as free as possible to develop the most efficient methodology to meet and exceed the required thresholds of service.

1.3 Compliance with AFI 63-101 Integrated Life Cycle Management, 30 June 2020:

1.3.1. A Quality Assurance Surveillance Plan. The Quality Assurance Surveillance Plan is an evolving document whose development begins with acquisition planning, and finalized as the acquisition progresses.

The members of the multi-functional team sign the Quality Assurance Surveillance Plan. This plan identifies:

1.3.2. Objective(s) in having the service provided, i.e., to provide quality housing maintenance to military members.

1.3.3. Results the multi-functional team is striving to achieve in managing the acquisition, e.g., cost savings, efficiencies, and improved customer service.

1.3.4. A distribution of the roles and responsibilities among the multi-functional team members.

1.3.5. A strategy, methods and tools the multi-functional team will use to assess the contractor’s performance against the performance thresholds, measurements, metrics, and incentives identified in the contract. Performance thresholds must be measurable in terms of quality and timeliness of performance.

1.3.6. A management approach, methods and tools the multi-functional team will routinely use to validate the objectives and goals identified as part of the Quality Assurance Surveillance Plan, i.e.

benchmarking, etc.

1.3.7. An incentive plan may be the management approach, methods and tools used to validate the objective and goals of the multi-functional team.

2. DESCRIPTION OF SERVICES

2.1 Scope of Work. The contractor shall provide all personnel, equipment, tools, materials, vehicles, supervision, and other items and services necessary to perform Range Maintenance; Civil Engineering – Civil Engineering Operations (CEO), Roads and Grounds Maintenance, Infrastructure Maintenance, Preventive Maintenance, Refuse Collection, Custodial Services, Resource Advisor; Support, Administration, Supply/Fuels, Communications, Transportation Services, and Environmental Program Support at APAFR, Florida. The contractor shall perform to the standards in the contract as well as all local, state, and federal regulations. The contractor is encouraged and expected to use innovative approaches to efficiently and effectively accomplish the PWS requirements in a timely manner, at reduced costs, and in a way, which fosters pride and ownership in the work performed.

2.2 Contract. The contract type is Firm Fixed-Price.

3. ORGANIZATIONAL STRUCTURE

Performance Objective Area Evaluator

Section I. Description of Services

PO-1 Maintain and repair targets and target areas on five weapons ranges on conventional and tactical ranges.

COR

PO-2 Receive, unload, process, transport, and store all target materials obtained by the government for placement on APAFR weapons ranges.

COR

PO-3 Establish, operate and manage satellite accumulation points within Contractor’s functional areas.

COR

PO-4 Comply with the version of the DOD and AF directives, instructions, regulations, policies and other documents in effect on the date of issuance of this contract, including but not limited to the documents cited in the basic contract.

COR

PO-5 Maintain good housekeeping and safety standards in accordance with industry standards

COR

PO-6 Operate a Hazardous Waste Management Program that is NOV-free. COR PO-7 Provide legally acceptable documentation for hazardous waste turn in activities

COR

PO-8 Conduct a compliance assessment at each SAP each time waste is picked up from the SAP.

COR

PO-9 Inspect low volume SAPs semi-annually. COR PO-10 Recommend corrective actions; provide the SAP Manager feedback, and a copy of the checklist.

COR

PO-11 Provide copies of the results in writing to the SAP Manager and CEIE within 24 hours of the assistance visit.

COR

PO-12 Respond to and/or schedule work in accordance with the established work categorization and priorities.

COR

PO-13 Immediately respond to and complete emergency work orders. COR PO-14 Maintain a minimum success rate of planned versus accomplished work each week.

COR

PO-15 Accomplish preventive maintenance COR PO-16 All physical plant services and functions for facilities, systems, equipment and utilities shall be operable and available to user

COR

PO-17 Fire extinguisher and alarm systems emergency services.

Responses are timely.

COR

PO-18 Perform Initial Status Check and Inspections. Inspections are performed and recorded in a timely manner.

COR

PO-19 Perform Operational Tests, Preventive, and Corrective Maintenance of Fire Protection Systems. - Operational tests are performed and recorded. Recharging is performed when necessary. Discrepancies are noted. Repairs are made when necessary.

COR

PO-20 Implement and manage a program to identify materials with the potential of containing asbestos and/or lead based paint prior to any disturbance and exposure.

COR

PO-21 All base utility and infrastructure systems shall be operable and available to user

COR

PO-22 Runways, assault strips, and taxiways will be usable and FOD free when airfield is open for flying operations.

COR

PO-23 Real property roads will be free of obstructions, pot-holes, and wash boarding.

PO-24 Aircraft arresting systems will be inspected when range is open for use by tail hook equipped aircraft.

COR

PO-25 Airfield lighting and beacon will be operational when airfield is open for flying operations.

COR

PO-26 Comply with requirements of ETLs and CTLs for designs COR PO-27 Maintain current, on-line data for ACES-PM project records, (active/inactive)

COR

PO-28 Input accurate Automated Civil Engineer Systems (ACES) data COR PO-29 Develop project folders that are organized and easily located COR PO-30 Inputs for project Program Calls prepared, staffed, coordinated and forwarded to 23 CES, Moody AFB, GA

COR

PO-31 Prepare accurate statement of work, specifications, government cost estimates, delivery orders, and other paperwork

COR

PO-32 Accurate and complete project designs and required contracting documents submitted

COR

PO-33 Accomplish daily inspections of all projects and contracts under construction

COR

PO-34 Maintain up to date Mission Data Layers (MDL) with features, attributes, & metadata for CE Mission Data Sets (MDS). Service provider shall partner with the government at start of each performance period to determine or prioritize which MDL require maintaining

COR

PO-35 Update record drawings COR PO-36 Collect and Dispose of Solid Waste in accordance with the established schedule.

COR

PO-37 Maintain equipment in good workable condition. Trucks should be washed and free of odors. Dumpsters will be serviced and maintained for acceptable appearance.

COR

PO-38 Provide Reports and Records with all required information in a timely manner. Collection report contains the dumpster fill level of .25, .50, .75, or full. Total tonnage weight and landfill tickets on the 20 CY roll-off are submitted in the month that it is emptied or within 24 hours when directed by COR.

COR

PO-39 All custodial services will be accomplished within specified time frames and in accordance with custodial services industry general guidelines

COR

PO-40 Maintain Semi-Improved Grounds

a. Mow Airfield semi-improved areas

b. Trim Airfield semi-improved areas

c. Trim Taxiway, Runway Edge Lights and Signs.

COR

PO-41 Develop, implement, revise, and comply with the approved IPM Plan. Plan developed timely, submitted, and approved. Pests are under control. Typical household variety pests are not present.

Rodents and other vermin are aggressively controlled. Invasive species are effectively controlled. All pesticides are disposed of properly at an approved off base disposal area.

COR

PO-42 Develop and maintain accurate budgets and financial forecasts COR PO-43 Maintain status of funds according to unique and specific budget COR PO-44 Follow best management practices for billing and provide follow-on resolution of improperly submitted invoices

PO-45 Time and attendance inputs verified/completed prior to pay period cut off time.

COR

PO-46 Correspondence will be completed within agreed upon delivery dates with minimal errors.

COR

PO-47 Provide an effective supply and fuels service program that ensures customers receive products and services with minimal errors and delays.

COR

PO-48 Prompt notification will be made to APAFR customers for all communications/ information systems outages.

COR

PO-49 Maintain Desktop Computers, telephone systems, and LMRs and respond to help calls for APAFR customers.

COR

PO-50 Network will remain fully operational during the hours of 0700 hours through 1700 hours, Monday through Friday.

COR

PO-51 Mail Server will remain operational 24 hours a day seven days a week (including holidays).

COR

PO-52 Promptly resolve all computer security incidents. COR PO-53 Information Assurance Awareness, Computer Based Training (CBT) is completed prior to issuing LAN access.

COR

PO-54 Mark buried cables for digging clearance COR PO-55 Maintain required in-service rates on APAFR customer Land Mobile

Radios (LMR).

COR

PO-56 Maintain a percentage of vehicles available for all vehicles listed in Appendix D-9

COR

PO-57 Perform liaison duties by providing all vehicle data information to MacDill AFB for entry into the Registered Equipment Management System (REMS) account for all appropriated fund vehicles

COR

PO-58 Perform initial assessment and maintain a record of all suspected vehicle misuses, abuses, and accidents; forward unresolved cases to appropriate authority

COR

PO-59 Perform maintenance on all X- registration vehicles listed in Appendix D to achieve safe and serviceable condition

COR

PO-60 Respond to mobile maintenance/service calls COR PO-61 Scheduled Lube Oil Filter and Annual Maintenance Actions performed within provided timeframe

COR

PO-62 Minimum number of delayed parts hours (delayed code C) maintained

COR

4. CONTRACT QUALITY REQUIREMENTS

4.1 Quality Program. The Contractor shall develop, maintain, enforce and document a Quality Control Plan (QCP). The QCP shall ensure the government receives the level of quality that is consistent with the requirements specified in the contract and each task order.

5. PERFORMANCE ASSESSMENT APPROACH

5.1 Purpose. This section details the method(s) used to verify Contractor compliance with PWS requirements. The key elements of this process are the Contractor's quality program and Government identified Performance Objectives. The Performance Objectives from Paragraph 8.0 of this Quality Assurance Surveillance Plan (QASP) dictate the minimum inspection requirements Quality Assurance

Personnel (COR) must accomplish on a periodic basis. This QASP provides the procedures on how to conduct the evaluations for Performance Objectives and how to document them in a correct and effective manner.

5.2 Performance Assessment Approach. To facilitate the Performance assessment of the Contractor's quality program, Quality Assurance Personnel (COR) will verify Contractor compliance with designated Performance Objectives. Quality Assurance Personnel consists of the CORO. The intent of the Performance assessment approach is to gain confidence in the Contractor’s ability to provide satisfactory services and then adjusting the level of Performance assessment to a point that maintains confidence. This Performance assessment approach is subject to change based on the Contractor’s performance.

5.3 Annual Review. The COR must review Quality Assurance Surveillance Plan Performance Objectives, assess their applicability and recommend the addition or subtraction of Performance Objectives as conditions warrant. This review must be accomplished annually as a minimum.

5.4 Special Audits. The COR must be alert to conditions that would warrant a special quality audit. Any time the COR observes that a functional area is out of acceptable tolerance or that the technical expertise is not available, a request for a functional area quality audit should be addressed to the Contracting Officer.

5.5 Performance Assessment Folders. A performance assessment folder (inspection file) must be developed and maintained by the primary COR. This folder is typically contained in hard copy, but may be maintained in a computer database provided there is adequate back up of the data to preclude accidental loss.

The contract administrator will review the COR’s surveillance no less than semi-annually 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 and FC. The Performance assessment folder must contain the following information, but and may contain other sections or information that the COR finds necessary.

5.5.1 Section 1. COR Appointment Letter, Primary and Alternate), Letter to Contractor.

5.5.2 Section 2. COR Phase I, Phase II , and Refresher Training (Training Certificates).

5.5.3 Section 3. Copy of Contract, to include all attachments and modifications

5.5.4 Section 4. Copy of Performance Work Statement (PWS)

5.5.5 Section 5. Copy of memos for record

5.5.6 Section 6. Performance Assessment Reports

5.5.7 Section 7. Customer Complaint Record

5.5.8 Section 8. Corrective Action Reports

5.5.9 Section 9. Copies of receipt and acceptance documents processed

5.5.10 Section 10. Copy of Quality Assurance Surveillance Plan

5.5.11 Section 11. Copy of Contractor’s Quality Control Plan

5.5.12 Section 12. Copy of all Requisitions (AF Form 9s)

5.5.13 Section 13. Copy of surveillance activity checklist or COR schedule

5.5.14 Section 14. Miscellaneous documentation

5.6 Deficiency Identification. Effective contract Performance assessment relies on two methods for identification of unacceptable performance – Contractor Identified Discrepancies (CIDs) and Government Identified Discrepancies (GIDs).

5.6.1 Contractor Identified Discrepancies (CIDs). CIDs are generated when contract employees detect discrepancies during performance of routine daily services or through the contractor’s Quality Control Program. When CIDs are reviewed by the applicable COR, that person will take the following actions:

5.6.1.1 Review corrective actions taken by the contractor to resolve a discrepancy.

5.6.1.2 Determine whether the discrepancy has been corrected. If the discrepancy has been resolved, review the corrective action taken and any applicable procedures the contractor has established to preclude recurrence of the problem.

5.6.1.3 If a CID has not been resolved and the Contractor has established an Estimated Completion Date (ECD) for resolution of the discrepancy, the COR will monitor the Contractor’s efforts in resolving the discrepancy. If the COR determines the estimated completion date for resolution of the discrepancy is excessive based on the nature of the discrepancy, the CO will be notified. The CO can then evaluate the recommendation to determine the appropriate course of action.

5.6.1.4 If a CID has not been resolved and the COR determines that the Contractor has not established an ECD for resolution of the discrepancy or has failed to perform a follow-up action for resolution of a discrepancy, the COR will issue a Corrective Action Report (CAR); see para 6.1. The Contractor will be given a suspense date to provide corrective action to the Government’s findings and describe the Contractor’s plan to preclude repeat deficiencies.

5.7 Government Identified Discrepancies (GIDs). GIDs are generated as a result of COR’s inspection of contractor performance that identifies noncompliance with contractual requirements (Customer Complaint).

The quality assurance person will record a GID on a Customer Complaint Record (CCR) and Corrective Action Report (CAR); see para 6.1. Before a CCR and CAR are generated, the Contractor will be given the opportunity to show whether the discrepancy has already been identified. If documentation exists which substantiates that the contractors quality program has identified the discrepancy and timely corrective action is being taken to address the discrepancy, a CCR and CAR will not be initiated.

5.8 Customer Complaints. When customer complaints are to be used as the method of Performance assessment, the following must be accomplished:

a. The COR will educate customers of the service being provided by the contractor.

b. The customer feedback form shall include clear and simple instructions to the customer on recording their comments. The form should allow for both positive and negative comments.

c. If immediate response to a complaint is needed, the COR will provide the customer with instructions on how to proceed.

d. The COR will gather all completed customer feedback forms.

e. The COR will conduct an investigation to determine the validity of any negative comments received.

f. If the COR determines that the negative comment is not valid, the customer will be informed of the reason(s) why and carry on further correspondence if necessary.

For validated negative comments, coordinated with the Contracting Officer, the COR will notify the Contractor to allow the opportunity for investigation and comment. The COR will refer to the procedure in paragraph 6 to determine whether it is necessary to initiate a CAR.

g. The COR will also notify the customer of the corrective action taken by the contractor, if applicable.

h. The COR, with assistance from the Contracting Officer (CO), will conduct trend analysis of validated negative comments.

5.9 Performance Feedback. Documentation is required to record, evaluate, and report contractor’s performance. On a monthly basis, the COR will complete a narrative summary of contractor performance and forward it to the Contractor, CORC, and CO that includes the following assessment elements. The COR will also keep the FC informed of all performance assessments. This information is strictly a tool to provide the contractor a snap shot view of their performance.

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 and health standards).

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

Business Relations Assess the integration and coordination of all activity needed to execute the contract, specifically the timeliness, completeness and quality of problem identification, corrective action plans, proposal submittals, the contractor’s history of reasonable and cooperative behavior, customer satisfaction, timely award and management of subcontracts, and whether the contractor met small/small disadvantaged, woman-owned, Historically Underutilized Business Zones (HYBZones), veteran-owned, and service disabled veteran-owned business participation goals.

Management of Key Personnel

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

5.9.1 Performance Ratings. Contractor ratings and criteria are described below:

Performance Rating

Criteria

Exceptional Performance meets contractual requirements and exceeds many to 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 to the government benefits. 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 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.

6. PERFORMANCE ASSESSMENT DOCUMENTATION

6.1 Corrective Action Report (CAR) Used by COR to document contract requirement findings and subsequent corrective actions to be taken. See attached CAR and instructions for filling it out.

6.1.1 The COR identifying the discrepancy is responsible for completing the CAR utilizing the instructions attached. If there are other questions as to how the CAR is completed, that individual should consult the CO.

6.1.2 Consult the assigned Contract Administrator to give them the opportunity to assist and advise how the CAR is to be worded. Forward a copy of the initiated CAR to the Contracting Officer.

6.1.3 The FC/D will elevate any CARs that cannot be resolved with the contractor to the Contracting Officer for resolution.

6.1.4 Categories of Findings. A finding is any Government-identified noncompliance with contract requirements that specifies that an activity or action did not take place or was not performed to the quality or timeliness standard required by the contract. A finding can be categorized as either Major or Minor.

Findings will be documented on a CAR and must also be tracked in the activity log; see paragraph 5.5.13 regarding Section 13 of the Performance Assessment folder. Major/Minor Findings are defined as follows:

6.1.4.1 Major Finding. A conclusion that identifies a condition having a significant adverse effect on the quality of the activity under review such as:

a. Failure to meet a Performance Threshold.

b. Significant mission degradation in any Contractor operated function.

c. A situation that is likely to result in hazardous or unsafe conditions for individuals (or any other

Government resource) coming into contact with the work.

d. Failure to provide adequate corrective action to preclude reoccurrence of government identified findings.

e. Failure to provide corrective action to deficiencies identified by the Contractor within a prescribed suspense period

f. Any failure to adhere to security regulations that results in a security incident.

6.1.4.2 Minor Finding. A departure from established standards having little bearing on service provided.

However, if the same minor finding is repeatedly identified, it may be an indication that Major Finding (d) above is occurring or has occurred because the contractor quality system has not acted to prevent recurrence.

In this case, the Minor Finding should be elevated to the level of a Major Finding and a new CAR initiated.

6.2 Performance Assessment Report. COR must document Performance assessment as it is accomplished. The Performance Assessment Report is an official government record of inspections of the performance objectives and other inspection items contained in this QASP.

6.2.1 The Performance Assessment Report is attached to this QASP.

6.2.2 Completed Performance Assessment Reports will be maintained in the COR performance assessment folder until monthly submission to the contracting officer requires them to be stored in the contract performance assessment file. At the completion of the contract, the FC/D will contact the CO for disposition instructions of the performance assessment reports. These reports can be maintained in hard-copy form as long as there is ample backup to preclude loss of data.

7. DUTIES AND RESPONSIBLILITIES:

7.1.1 REPORTING REQUIREMENTS

COR Inputs to the FC/D. The COR is required to report detailed results of Performance Objective verifications to the FC/D on a monthly basis. The FC/D will compile COR inputs in a Letter of Acceptance (LOA) that includes an overall performance rating (satisfactory or unsatisfactory), identified deficiencies (regardless of who identified the deficiency- see para 5.6 and 5.7) and COR comments.

7.1.2 FUNCTIONAL COMMANDER

Identifying mission essential services, to include developing the necessary documents in accordance with DoDI 3020.37, Continuation of Essential DoD Contractor Services During Crisis.

Assigning primary and alternate Quality Assurance (QA) personnel unless another Quality Assurance organization or method can satisfy performance assessment requirements (e.g., Program Management Office).

Reviewing contractor performance documentation, prepared by Quality Assurance personnel, on a regular basis to ensure performance is compatible with contract and mission objectives while supporting a higher level of contractor performance, and fostering synergistic partnership.

7.1.3 CONTRACTING OFFICER REPRESENTATIVES

Individuals designated to perform quality assessment functions, and manage performance in accordance with the Quality Assurance Surveillance Plan. They serve as on-site technical managers assessing contractor performance against contract performance standards using the services summary.

Evaluating and documenting contractor’s performance in accordance with the Quality Assurance Surveillance Plan .

Notify the Contracting Officer of any significant performance deficiencies, Maintain surveillance documentation, Recommend improvements to the Quality Assurance Surveillance Plan and Performance Work Statement throughout the life of the contract.

7.1.4 CONTRACTING OFFICER/CONTRACT ADMINISTRATOR

Responsible for contract management implementation of the Quality Assurance Surveillance Plan after contract award by the multi-functional team. Integrates the goals and objectives identified by the multi-functional team, oversight and performance management, and performance measurement in accordance with the Quality Assurance Surveillance Plan.

Delegates authority for inspection and/or acceptance in accordance with terms of the contract and informs the contractor of the names, duties, and limitations of authority for all quality assurance personnel assigned to the contract.

7.1.5 QUALITY ASSURANCE PROGRAM COORDINATOR

Mission support group or AFMC/AFSPC Center-level individual, normally from the contracting activity, selected to coordinate and manage the Performance Management Assessment Program (Quality Assurance Program). Supports the multi-functional team in the development of contract requirements specifically ensuring that requirements are clearly stated and enforceable. Trains COR on the contracting requirements associated with the quality assurance program.

7.1.6 MULTI-FUNCTIONAL TEAM

This is a customer-focused team instituted under the authority of the senior leadership. Every functional representative within the multi-functional team brings to the table their unique level of expertise. This expertise is vital to the success of the team. However, the functional perspective each person brings to the acquisition must always be subordinate to the greater perspective of the mission. The purpose of the multi-functional team is to create an environment that shapes and executes an acquisition. The emphasis is on teamwork, trust, common sense and agility. These stakeholders are responsible for the acquisition throughout the life of the requirement. For complex, multi-functional service acquisitions, membership should include all stakeholders impacted by the services performed, as well as the contractor. This may include subgroup(s) responsible for routine tasks associated with the service acquisition process. For less complex, single-function service acquisitions, membership in this group may include as few members as: the contracting officer (Purchasing /Administrative)/Program Manager; CORC; QA personnel (Functional Area Evaluators (Administrative &Assistance Services (A&AS))); the functional/technical representative; subject matter expert; and the contractor who provides the service upon award of the contract. The duties and responsibilities of the team include. :

Fostering partnership with industry to ensure exchanges of information among the service industry and other business experts occur. Ensuring the key stakeholders participate in developing, implementing and executing the acquisition strategy.

Providing support to senior leadership as required (i.e., performance metrics, data, briefings).

Making sure that correspondence and presentations are accurate, timely and of high quality. Also, provides reports that provide early warnings of significant variances in cost, schedule or performance to senior leadership. Completing and reporting annual performance reviews in accordance with the

MOASP.

Researching the commercial market to ensure the multi-functional team is using the most efficient and effective assessment methods, techniques, and best commercial practices in performance of the contract.

Developing, implementing and executing a performance-based acquisition strategy, to include performance metrics, that supports a higher level of contractor performance, fosters synergistic partnership, accommodates changing or unforeseen mission needs and leverages commercial best practices.

Ensuring the acquisition strategy aligns mission performance needs with performance-based work statements and acquisition approaches designed to deliver the desired mission support results.

Managing risk to ensure mission performance is within cost and schedule constraints.

Developing, implementing and executing a source selection, if applicable, that provides an integrated assessment of the offeror’s proposal and ensures a best value source selection based on the requirements of the Request for Proposal.

Planning, programming, and budgeting adequate funds to ensure the execution is within approved funding baseline.

Developing, implementing and managing milestones to ensure the acquisition supports mission requirements within the approved funding baseline.

Completing and reporting annual performance reviews in accordance with the Management of Oversight of the Acquisition of Services Process (MOASP).

Identifying opportunities to improve performance throughout the life of the acquisition. This includes benchmarking against industry, identifying initiatives, assessing the risk associated with these initiatives, using the Quality Assurance Surveillance Plan to implement initiatives, and monitoring the success of implementation.

Assessing and managing contractor performance data, to include submitting Contractor Performance Assessment Reporting System (CPARS) reports. (Web Based CPARS Training https://www.cpars.gov/allapps/cpcbtdlf.htm)

Developing, implementing, and executing performance measurement and management in accordance with the Quality Assurance Surveillance Plan.

Ensuring the requiring office and contractor understand the unique programs impacting an acquisition, e.g. Air Force Hazardous Materials Management Process (HMMP), safety, security, environmental, etc.

Approving the deviation authorized in AFI 63-101.

Recommend changes to the Quality Assurance Surveillance Plan.

8. PERFORMANCE OBJECTIVES

8.0 Performance Objectives. The following is a list of the contractual Performance Objectives to be validated by COR. Each Performance Objective includes a government-determined Performance Threshold and the COR that is used to perform the verification. The Performance Objectives are arranged according to the functional area they are associated with. Functional areas not listed were omitted because they did not have Performance Objectives identified as critical. The performance objectives in this paragraph represent the minimum items that must have Performance assessment accomplished on a periodic basis. Any Performance assessment of PWS requirements not required by the QASP must still be documented in the Performance Assessment Log as described in paragraph 6.2.

The contractor service requirements are summarized into performance objectives that relate directly to mission essential items. The performance threshold briefly describes the minimum acceptable levels of service required for each requirement. These thresholds are critical to mission success.

The Contractor monthly payments will be adjusted based upon the performance thresholds established in the SS for any performance objective that the number of allowable defects is exceeded for a given month.

a. Range Maintenance

Ref No Para Performance Objective Performance Threshold Surveillance method

PS-1 1.1

to

1.1.2

Maintain and repair targets and target areas on five weapons ranges on conventional and tactical ranges.

Complete 95% of required target repairs and maintenance activities during scheduled range maintenance

Customer Complaint

PS-2 1.1.5

to

1.1.5.7

Receive, unload, process, transport, and store all target materials obtained by the government for placement on APAFR weapons ranges.

100% of the time Periodic

a. Civil Engineering – Environmental Program Support

Ref No

Para Performance Objective Performance Threshold Surveillance method

PS-3 1.2.1.1 Establish, operate and manage satellite accumulation points within Contractor’s functional areas.

100% of the time Periodic

PS-4 1.2.1.1.5 Comply with the version of the DOD and AF directives, instructions, regulations, policies and other documents in effect on the date of issuance of this contract, including but not limited to the documents cited in the basic contract.

99% of the time Periodic

PS-5 1.2.1.1.5.

Maintain good housekeeping and safety standards in accordance with industry standards

Good housekeeping and safety standards must be compliant 90% of the time.

Periodic

PS-6 1.2.1.1.6 Operate a Hazardous Waste Management Program that is NOV-free.

100% of the time Periodic

PS-7 1.2.1.1.6.

Provide legally acceptable documentation for hazardous waste turn in activities

Documentation provided within 3 calendar days of request 100% of the time.

Periodic

PS-8 1.2.1.1.9 Conduct a compliance assessment at each SAP each time waste is picked up from the SAP.

99% of the time Customer Complaint

PS-9 1.2.1.1.9 Inspect low volume SAPs semi-annually.

100% Semi-annually Periodic

PS-10 1.2.1.1.9 Recommend corrective actions; provide the SAP Manager feedback, and a copy of the checklist.

98% of the time

Periodic

PS-11 1.2.1.1.9 Provide copies of the results in writing to the SAP Manager and CEIE within 24 hours of the assistance visit.

98% of the time Periodic

i. Facility and Infrastructure Operations & Maintenance and Management

Ref No Para Performance Objective Performance Threshold Surveillance method

PS-12 1.2.2.1

.2

Respond to and/or schedule work in accordance with the established work categorization and priorities.

Work is scheduled and accomplished IAW established categories and priorities 90% of the time.

COR approved deviations will not apply to completion rate.

Random Sampling

PS-13 1.2.2.1

.2.1

Immediately respond to and complete emergency work orders.

Emergency factor must be eliminated within 4 hours of notification.

Customer Complaint

PS-14 1.2.2.1

.2.6

Maintain a minimum success rate of planned versus accomplished work each week.

90% of planned/scheduled work is accomplished each week.

Random Sampling

PS-15 1.2.2.1

.3

Accomplish preventive maintenance

90% of scheduled preventive maintenance is accomplished during the scheduled maintenance period.

Remaining PM shall be carried forward to the next month and completed 100% of the time.

Random Sampling

PS-16 1.2.2.2

.1

All physical plant services and functions for facilities, systems, equipment and utilities shall be operable and available to user

Available and operable 98% of the time Customer

Complaint

Ref No Para Performance Objective Performance Threshold Surveillance method

PS-17 1.2.2.2

.7.1

Fire extinguisher and alarm systems emergency services.

Responses are timely.

Repairs are completed within two hours unless approved otherwise by QA.

Customer Complaint

PS-18 1.2.2.2

.7.2

Perform Initial Status Check and Inspections. Inspections are performed and recorded in a timely manner.

Every fire protection system is checked and inspected.

Accurate report submitted within ten calendar days after inspection.

Periodic

PS-19 1.2.2.2

.7.4

Perform Operational Tests, Preventive, and Corrective Maintenance of Fire Protection Systems. - Operational tests are performed and recorded.

Recharging is performed when necessary. Discrepancies are noted. Repairs are made when necessary.

Fire protection systems are operational at all times.

Random Sampling

PS-20 1.2.2.2

.11

Implement and manage a program to identify materials with the potential of containing asbestos and/or lead based paint prior to any disturbance and exposure.

No more than one validated exposure allowed per year. Periodic

PS-21 1.2.2.3

.1

All base utility and infrastructure systems shall be operable and available to user

Available and operable 98% of the time

Customer Complaint

PS-22 1.2.2.3

.3.2

Runways, airstrips, and taxiways will be passable and free of obstruction and FOD when runway is open for flying operations.

Usable and FOD free 100% of the time when airfield is open for flying operations.

Customer Complaint

PS-23 1.2.2.3

.4

Real property roads will be free of obstructions, pot-holes, and wash boarding.

No more than three validated customer complaints per month.

Periodic

PS-24 1.2.2.3

Aircraft arresting systems will be inspected when range is open for use by tail hook equipped aircraft.

Inspection completed one hour prior to first tail hook mission 100% of the time.

Customer Complaint

PS-25 1.2.2.3

Airfield lighting and beacon will be operational when the airfield is open for flying operations

Corrective action initiated within two hours 100% of the time. System returned to service with no validated complaints.

ii. Programming and Engineering Services

PS-26 1.2.3.1

.1 &

1.2.3.4 .3.1

Comply with requirements of ETLs and CTLs for designs

100% of time Random Sampling

PS-27 1.2.3.5

.1 &

1.2.3.2 .4.2

Maintain current, on-line data for ACES-PM project records, (active/inactive)

Within 3 workdays of any changes to project information

Random Sampling

PS-28 1.2.3.1

.2 &

1.2.3.6 .1

Input accurate Automated Civil Engineer Systems (ACES) data

ACES data maintained at 95% accuracy.

Random Sampling

PS-29 1.2.3.2

.4.3

Develop project folders that are organized and easily located

95% of folders reviewed contain required documents and are current

Periodic

PS-30 1.2.3.2

.4..3.5

Inputs for project Program Calls prepared, staffed, coordinated and forwarded to 23 CES, Moody AFB, GA

Submitted within provided suspense period 100% of the time and with all, i.e., 100% of required documents

Random Sampling

PS-31 1.2.3.4 Prepare accurate statement of work, specifications, government cost estimates, delivery orders, and other paperwork

Submit on-time, 100% of time Random Sampling

PS-32 1.2.3.4

.2

Accurate and complete project designs and required contracting documents submitted

Actions completed within original established schedule 90% of the time

Periodic

PS-33 1.2.3.4

.13.5

Accomplish daily inspections of all projects and contracts under construction

100% of time Periodic

PS-34 1.2.3.4

.14.3

Maintain up to date Mission Data Layers (MDL) with features, attributes, & metadata for CE Mission Data Sets (MDS). Service provider shall partner with the government at start of each performance period to determine or prioritize which MDL require maintaining

Maintain minimum CIP required data layers with 95% accuracy.

Periodic

PS-35 1.2.3.4

.14.3.1

1.2.3.4 .14.4

Update CIP, MDS, & MDL & record drawings

Within 30 days of receipt of as-built drawings100% of time

iii. Facility Operations - Refuse Collection

PS-36 1.2.4.1

.1 &

1.2.4.2

Collect and Dispose of Solid Waste in accordance with the established schedule.

95% of the time Customer Complaint

PS-37 1.2.4.1

.8 &

1.2.4.3

Maintain equipment in good workable condition. Trucks should be washed and free of odors. Dumpsters will be serviced and maintained for acceptable appearance.

95% of the time Periodic

PS-38 1.2.4.4 Provide Reports and Records with all required information in a timely manner. Collection report contains the dumpster fill level of .25, .50, .75, or full. Total tonnage weight and landfill tickets on the 20 CY roll-off are submitted in the month that it is emptied or within 24 hours when directed by COR.

90% of the time Periodic

iv. Facility Operations - Custodial Services

Ref No Para Performance Objective Performance Threshold Surveillance method

PS-39 1.2.5 All custodial services will be accomplished within specified time frames and in accordance with custodial services industry general guidelines

No more than 5 validated customer complaints per month

Customer Complaint

v. Facility Operations - Grounds Maintenance

Ref No Para Performance Objective Performance Threshold Surveillance method

PS-40 1.2.6 Maintain Semi-Improved Grounds

a. Mow Airfield semi-improved areas

b. Trim Airfield semi-improved areas

c. Trim Taxiway, Runway Edge Lights and Signs.

No more than five validated customer complaints per month

Customer

vi. Facility Operations - Pest Control Services

PS-41 1.2.7 Develop, implement, revise, and comply with the approved IPM Plan. Plan developed timely, submitted, and approved. Pests are under control. Typical household variety pests are not present.

Rodents and other vermin are aggressively controlled.

Invasive species are effectively controlled. All pesticides are disposed of properly at an approved off base disposal area.

Validated customer complaints shall not exceed 2 per month.

Customer Complaint

vii. Resource Advisor

Ref No Para Performance Objective Performance Threshold Surveillance method

PS-42 1.2.8 Develop and maintain accurate budgets and financial forecasts

Budgets and plans are accurate and complete 100% of the time.

Periodic

PS-43 1.2.8 Maintain status of funds according to unique and specific budget

Records are accurate 95% of the time.

Periodic

PS-44 1.2.8 Follow best management practices for billing and provide follow-on resolution of improperly submitted invoices

95% of the time. Periodic

b. Support

i. Administration

Ref No Para Performance Objective Performance Threshold Surveillance method

PS-45 1.3.1.2

.16

Time and attendance inputs verified/completed prior to pay period cut off time.

Completed 100% of the time by pay period cut off time and with 100% accuracy.

Customer Complaint

PS-46 1.3.1.4

1.3.1.5

Correspondence will be completed within agreed upon delivery dates with minimal errors.

Correspondence completed 100% on time with no more than 5% requiring correction.

All correspondence requiring correction corrected and resubmitted within one workday 100% of the time.

Customer

ii. Supply/Fuels method

PS-47 1.3.2 Provide an effective supply and fuels service program that ensures customers receive products and services with minimal errors and delays.

No more than 4 customer complaints per month.

Customer Complaint

iii. Communications

Ref No Para Performance Objective Performance Threshold Surveillance method

PS-48 1.3.3 Prompt notification will be made to APAFR customers for all communications/ information systems outages.

Initial notifications will be made within five minutes of the time the outage is reported by the customer 90% of the time and within 30 minutes 100% of the time.

Customer Complaint

PS-49 1.3.3 Maintain Desktop Computers, telephone systems, and LMRs and respond to help calls for APAFR customers.

Respond to Help Calls within four hours and resolve problem within two workdays with no more than two failures per month.

Customer Complaint

PS-50 1.3.3 Network will remain fully operational during the hours of 0700 hours through 1700 hours, Monday through Friday.

No more than six hours of unscheduled downtime in any single month. No more than 26 hours of downtime for the entire year.

Customer Complaint

PS-51 1.3.3 Mail Server will remain operational 24 hours a day seven days a week (including holidays).

No more than six hours of unscheduled downtime in any single month. No more than 26 hours of downtime for the entire year

Customer Complaint

PS-52 1.3.3 Promptly resolve all computer security incidents.

Corrective action initiated within two hours of incident report 100% of the time.

Incident resolved with no validated complaints.

Customer Complaint

PS-53 1.3.3 Information Assurance Awareness, Computer Based Training (CBT) is completed prior to issuing LAN access.

100% of the time. Random Sampling

PS-54 1.3.3 Mark buried cables for digging clearance

Respond to request for cable marking within one hour for emergency/cable cuts and within one week for routine requests

PS-55 1.3.3.3

.2

Maintain required in-service rates on APAFR customer Land Mobile Radios (LMR).

95% in-service rate. Periodic

iv. Transportation Services

Ref No Para Performance Objective Performance Threshold Surveillance method

PS-56 1.3.4 Maintain a percentage of vehicles available for all vehicles listed in Appendix D-9

90% monthly average vehicle in-commission rate (VIC) on assigned vehicles

Customer Complaint

PS-57 1.3.4 Perform liaison duties by providing all GO/GFVGR vehicle data information to MacDill AFB for entry into the Air Force approved FMIS

Forward vehicle information to MacDill AFB within 1 working day of acceptance of vehicle

Periodic

PS-58 1.3.4 Perform initial assessment and maintain a record of all suspected vehicle misuses, abuses, and accidents; forward unresolved cases to appropriate authority

Resolve locally or forward to appropriate authority within 1 working day from notification

Periodic

PS-59 1.3.4 Perform maintenance on all non-registered (X-reg) GO/GFVGR equipment items listed in Appendix D to achieve safe and serviceable condition

Initiate repair action within 5 working days of receipt;

complete repair within 10 working days after receipt of parts

Customer Complaint

PS-60 1.3.4 Respond to mobile maintenance/service calls

Respond within 2 hours of notification with no more than two failures per month

Random Sampling

PS-61 1.3.4 Scheduled GO/GFVGR actions performed within provided timeframe

Zero GO/GFVGR (not caused by the government) overdue scheduled maintenance actions per month

Random Sampling

PS-62 1.3.4 Maintain minimum number of GO/GFVGR vehicle repeat maintenance deficiencies

No more than two repeat maintenance discrepancies (same system failure) during a month. Discrepancies can be based on documentation errors as well as failed system/component

Customer Complaint

9. PERFORMANCE METRICS. Used to track contractor progress towards meeting stated performance objectives. The multi-functional team in assessing contractor performance validates that the performance metrics align with the performance-based work statement and overall mission support objectives.

ATTACHMENTS:

CORRECTIVE ACTION REPORT (CAR)

CUSTOMER COMPLAINT RECORD

PERFORMANCE ASSESSMENT REPORT (PAR)

(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

Continuation Sheet (Number to correspond with applicable Item Number on reverse)

Corrective Action Report (CAR) Instructions

Block 1. Enter Contractor Name.

Block 2. Enter Contract Number.

Block 3. Enter Contract Name or Type of Services.

Block 4. Enter Functional Area of the Contract.

Block 5. Enter the assigned suspense date given the contractor to provide a response to the CAR. A date must be entered for a Major CAR. A date is optional at the discretion of the Quality Assurance Personnel (COR) initiating the CAR if the finding is Minor.

Block 6. All CARs will be tracked with a Control Number. The functional commander/functional director is the Issuing Authority for…