Attach 3 Quality Assurance Surveillance Plan.pdf

Section 1: Introduction This Quality Assurance Surveillance Plan (QASP) is pursuant to the requirements listed in the performance work statement (PWS) entitled DRD Janitor Contract. This plan sets forth the procedures and guidelines that the USDA, USFS-R2-WRNF-Dillon Ranger District will use in ensuring the required performance standards or services levels are achieved by the contractor.

1.1 Purpose

The purpose of the QASP is to describe the systematic methods used to measure performance and to identify the reports required and the resources to be employed. The QASP provides a means for evaluating whether the contractor is meeting the performance standards identified in the PWS. This QASP is designed to define roles and responsibilities, identify the performance objectives, define the methodologies used to monitor and evaluate the contractor’s performance, describe quality assurance reporting, and describe the analysis of quality assurance monitoring results.

1.2 QASP Relation to the Contract

1.2.1 QASP Revisions

The Contracting Officer Representative (COR) may make revisions or changes to the QASP procedures and surveillance methods or increase or decrease the degree of surveillance methods at any time during the contract performance period. Changes to the Metric must be incorporated into the PWS, Performance Requirement Summary (PRS) and QASP by a bilateral modification to the contract that is issued by the Contracting Officer (CO). A copy of the QASP is provided to the contractor to enable the contractor to enhance its Quality Control (QC) program to perform in accordance with its Quality Control Plan (QCP).

1.2.2 Surveillance of Performance Progression

As the performance period progresses, the levels of surveillance may be altered for service areas where performance is either consistently excellent or unsatisfactory. If consistently good performance, then the amount of surveillance may be reduced. If observations reveal consistent deficiencies, increased surveillance may be implemented.

1.3 QASP Relation to the Quality Control Plan (QCP)

The QCP is a required element of contract and the Contractor shall adhere to its established quality control processes and procedures in managing and performing work as described in the contract. While the QCP represents the way in which the Contractor will ensure its quality and timeliness of services, as defined in the PWS, the QASP represents the way in which the Government personnel specified in Section 3: Contractor and Government Responsibilities, Paragraph 3.2, Government Responsibilities will evaluate the contractor’s performance. The contractor’s QC program and the residual organization’s QASP should be complementary programs that ensure successful contractor performance.

Section 2: Performance Description Performance of the contractor will be monitored through the surveillance methods described in Section 4:

Surveillance Methods to Perform Quality Assurance to assess the Contractor’s performance against PWS requirements.

2.1 Performance Standards and Acceptable Quality Levels (AQLs) For selected activities in the PWS, the PRS provides a performance standard and an AQL. A performance standard is the expected level of contractor performance. An AQL defines the level of performance that is satisfactory. Depending on the service evaluated and the evaluation method selected, performance standards and AQLs may be stated as a number of occurrences or as a percentage. Performance standards and AQLs for random sampling and 100 percent inspection are generally stated as percentages. For periodic inspections, performance standards may be stated as either percentages or as absolute numbers.

The contract requires the Contractor to perform all work as specified. Any inaccuracies or omissions in services or products are referred to as “defects” on the part of the Contractor. The Contractor shall be responsible for all identified defects and may be required to perform the work at no cost to the government. The AQLs take into account that in some instances an allowable level of deficiencies (deviations) is possible while overall performance continues to meet the government’s desired level of service.

2.1.1 Allowable Deviation

The AQLs define the level or number of performance deficiencies the Contractor is permitted to reach under this contract. AQLs take into account the difference between an occasional defect and a gross number of defects. AQLs can be expressed as a percentage of or as an absolute number (e.g., three per month). There may be instances where 100 percent compliance is required, and no deviation is acceptable (e.g., where safety is involved).

2.1.2 Substantially Complete

In some cases, service outputs are evaluated using subjective values (e.g., excellent, satisfactory, unsatisfactory). The criteria for acceptable performance and for defects must be defined for these service outputs. The concept of “substantially complete” should be the basis for inspections based on subjective scales.

Work is considered “substantially complete” where there has been no significant departure from the terms of the contract and no omission of essential work. In addition, the Contractor has performed the work required to the best of its ability and the only variance consists of minor omissions or deficiencies.

2.2 Non-Performance

Non-performance occurs when the contractor’s performance does not meet the AQL for a given requirement.

Requirements may contain multiple performance elements, and therefore, deficiencies may occur in one or more aspects of performance (e.g., timeliness, accuracy, completeness, etc.) or subject areas of effort.

When surveillance indicates that the contractor's service output is not in compliance with the contract requirements, the Contracting Officer’s Representative (COR) must determine whether the Contractor or the Government caused the deficiency. If the cause of the defect rests with the Government, corrective action must be taken through Government channels. If the cause of the defect is due to action or inaction by the contractor, the contractor is responsible for correction of the problem at no additional expense to the Government.

2.2.1 Documentation

Documentation of work non-performed or unacceptable work is essential for tracking Contractor performance.

The COR will document deficient work by compiling facts describing the inspection methods and results and to substantiate nonconformance with the contract. A sample documentation reporting form is provided in Appendix B. The documentation, with any recommendations, will be forwarded to the CO. In the case of the Contractor, the COR will decide whether to elevate the problem to the CO for corrective action.

2.2.2 Remedial Actions

The Federal Acquisition Regulation allows for penalties in the event that the Contractor fails to perform the required services. Penalties are defined as those actions taken under the direction of the CO against the contractor within the general provisions of the contract for nonconformance to the PWS and PRS.

Section 3: Contractor and Government Responsibilities

3.1 Contractor Responsibility

The Contractor is responsible for delivering products or services in accordance with the contract. Implementing its QCP, which describes the Contractor’s methods for ensuring all products and services under the contract meet established performance standards and AQLs. Maintaining, and providing for audit, quality control records and reports and all records associated with the investigation and complaint resolutions. Appointing a single quality control point-of-contact to act as a central recipient of communication from the COR or CO.

3.2 Government Responsibility

3.2.1 Contracting Officer (CO)

The CO is responsible for administering and monitoring contract compliance, contract administration, and cost control and for resolving any differences between the observations documented by COR and the contractor’s performance. The CO may delegate various day-to-day contract administration duties to a Administering ACO (ACO) and/or the COR for performance management and administrative actions such as invoice approval and issuance of Contract Discrepancy Reports may be, and normally are, delegated by the CO to the COR. The CO shall approve any revisions to the QASP processes or standards.

3.2.2 Contracting Officer Representative (COR)

The COR, is designated in writing, by the CO. The COR will ensure that the QA function is properly executed, plays a key role in contract administration and performs the contract surveillance and monitoring. Some key contract administration duties include, but are not limited to, performs surveillance as required by this QASP;

make recommendations to the CO for issuance of Contract Discrepancy Reports or letters of commendation and acceptance or rejection of completed work and for administrative actions based on unsatisfactory or non-performed work, and revisions or changes to the QASP; and assists the CO in identifying necessary contract modifications and preparing reports of Contractor performance and cost.

The COR may use the form(s) included in the Appendices to perform the inspection or other forms as approved by the CO. The Contractor overall guidance is also provided by FAR clause C.1.3.3. in Section C.1.3. of the contract.

Section 4: Surveillance Methods to Perform Quality Assurance

4.1 Surveillance Methods

The surveillance methods used in the QA process are the Government’s tools to monitor the Contractor’s products and services. The best means of determining whether the Contractor has met all contract requirements is to inspect the Contractor’s service products and analyze the results. Further, documented inspection results are an effective tool in contract administration that can confirm the successful achievement of all performance requirements or highlight areas where defects exist and improvements are necessary.

The Contractor shall implement and maintain a documented quality control system that identifies and results in correction of potential and actual problem areas throughout the entire scope of the contract. Three copies of the Contractor's Quality Control Plan (QCP) shall be provided to the Contracting Officer five (5) working days prior to commencement of work under this contract (the Government will consider an interim plan for the first 30 days of operation). The QCP or interim plan shall be implemented on the first day of contract performance.

The Government will make final review and acceptance of the QCP and any subsequent changes. The Contractor's Quality Control system shall include, as a minimum, the following to cover all custodial operations, including work by subcontractors.

4.2 Analysis and Results

When the inspections and validations have been completed, the COR will perform an analysis of the Contractor’s performance. The purpose of the analysis is to ensure Government is receiving high-quality products and services from the Contractor. The COR will review the results, rate the Contractor’s compliance with the performance standards and AQLs, and characterize the Contractor’s overall performance. Analysis of all types of contract monitoring will result in one of the following outcomes:

Below Average Average Above Average

White River National Forest Dillon Ranger District Janitorial Services

PERFORMANCE REQUIREMENTS STANDARD SUMMARY TABLES

Daily and Weekly Performance Requirements Standard Summary

Required Services

Performance Standards Monitoring Method

Performance Standards & AQL & Incentives

Restrooms High Traffic floor surfaces, including cracks, corners and crevices are free of dust, dirt, and other debris. Obvious dust, dirt and debris are cleaned up from lower traffic areas.

All surfaces, including floors, partitions, walls, fixtures, are cleaned and disinfected. All porcelain fixtures and metal surfaces are clean and bright.

There are no dust, spots, stains, rust, mold, scale, encrustation or excess moisture. Glass surfaces are bright and clean without smudges, streaks or have a cloudy appearance. Corners, crevices and seams are clean and free of dirt or debris. Restrooms have an overall pleasant odor.

Tile floors and baseboards are clean and free of dust, dirt, smudges, stains, debris and mopping residue.

Restroom supplies such as toilet paper, paper towels, and liquid soap are fully stocked.

All waste paper receptacles and sanitary napkin receptacles are emptied, clean, disinfected, and deodorized. Trashcan liners are replaced with new ones.

Restrooms have a pleasant odor.

All floors are cleaned of excessive buildup, spillage, and spots removed along with smears and stains. Spot cleaned areas blend in with the surrounding area.

All daily and weekly services will be subject to visual checks by the COR.

Random Checks of checklists turned in – poor performance will result in a more stringent and additional inspections

All required services are performed and no more than five (5) customer complaints are received and substantiated by the COR per calendar month. 95% AQL

Full payment will be received for acceptable work. Rework of unacceptable work will be permitted if the schedule allows for this. If the unacceptable work is not reworked, a deduction will be made.

Incentives/Disincentives:

+full payment for acceptable work +less stringent inspections for good performance + good evaluation for good performance

- Rework of unacceptable work -Additional inspection for poor performance

- Deduction of payment percent for service

- Poor evaluation on poor performance.

Daily and Weekly Performance Requirements Standard Summary (cont.)

Services

Performance Standards Monitoring Method

Performance Standards & AQL & Incentives

Vacuuming and Spot Carpet Cleaning

Lunch Room and Conference Rooms

Entryway

Floors, corners, and areas under furniture are clean and free of trash, dirt and debris.

Furniture, baseboards, and other surfaces are free of equipment markings from vacuum.

Spot clean carpeted areas as necessary. Spot cleaned areas blend in appearance with surrounding areas.

Clean all tables, leaving no dust, debris, smudges, stains or streaks.

Sweep clear of all debris.

All daily and weekly services will be subject to visual checks by the COR.

Random Checks of checklists turned in – poor performance will result in a more stringent and additional inspections

All required services are performed and no more than five (5) customer complaints are received and substantiated by the COR per calendar month. 95%

AQL

Full payment will be received for acceptable work. Rework of unacceptable work will be permitted if the schedule allows for this. If the unacceptable work is not reworked, a deduction will be made.

Incentives/Disincentives:

+full payment for acceptable work +less stringent inspections for good performance + good evaluation for good performance

- Rework of unacceptable work -Additional inspection for poor performance

- Deduction of payment percent for service

- Poor evaluation on poor performance.

Weekly Performance Requirements Standard Summary

Services

Performance Standards Monitoring Method

Performance Standards & AQL & Incentives

Dusting

Vacuum all offices.

Furnace Rooms

Interior Wall surfaces

Restroom Stalls

Surfaces over 72”

Lunch Room sink

Reachable horizontal and vertical surfaces including but not limited to furniture, signs, wall hangings, photographs, fire alarm boxes and reception area exhibits are free of cobwebs, dust, dust streaks, and marks left by dusting equipment. Office Equipment such as typewriters, adding machines, calculators, computer terminals, or similar instruments shall not be dusted because of possibility of damage or mis-operation. Corners and crevices of dusting areas are free of dust and debris.

Floors, corners, and areas under furniture are clean and free of trash, dirt and debris. Furniture, baseboards, and other surfaces are free of equipment markings from vacuum.

Floors and baseboards are clean and free of dust, dirt, stains, and debris.

Surfaces shall be clean and free from dirt, grime, smudges, stains are spot cleaned.

Surfaces are clean without smudges or streaks

Reachable horizontal and vertical surfaces including but not limited to furniture, signs, wall hangings, photographs, fire alarm boxes and reception area exhibits are free of cobwebs, dust, dust streaks, and marks left by dusting equipment.

Surface is clean and bright, free of dust, spots, stains, and streaks. Nozzles are clean and free of encrustation.

All weekly services will be subject to visual checks by the

COR.

Random Checks of Check Lists turned in – poor performance will result in a more stringent and additional inspections

All required services are performed and no more than five (5) customer complaints are received and substantiated by the COR per calendar month. 95% AQL

Full payment will be received for acceptable work. Rework of unacceptable work will be permitted if the schedule allows for this. If the unacceptable work is not reworked, a deduction will be made.

Incentives/Disincentives:

+full payment for acceptable work +less stringent inspections for good performance +good evaluation for good performance

-rework of unacceptable work -additional inspection for poor performance -deduction of payment percent for service -poor evaluation on poor performance

Performance Requirements Standard Summary

Services

Performance Standards Monitoring Method

Performance Standards & AQL & Incentives

Office window cleaning

Light fixtures

Clean both sides of all windows. Window glass, inside and outside, is clean and free of dirt, grime, streaks, oxidation buildup, spots, excess moisture and shall not be cloudy. Windowsills, sashes, woodwork and other surrounds of interior glass are free of drippings and water marks.

Clean both sides of all light fixtures. Should be clean and free of dirt, grime, streaks.

All services are subject to visual inspection by the

COR.

Random samplings will be done.

All required services are performed and no more than two (2) customer complaints concerning the semi-annual services are received per job. AQL 98%.