Attachment 2 - QASP for Iraq 7-21-23.pdf

Attachment 2 – QASP for CWD Program in Iraq

United States Department of State Bureau of Political-Military Affairs

Office of Weapons Removal and Abatement

Conventional Weapons Destruction Program in Iraq

Quality Assurance Surveillance Plan (QASP)

July 21, 2023

Attachment 2 – QASP for CWD Program in Iraq

Table of Contents

1.0 INTRODUCTION

1.1 PURPOSE

1.2 PERFORMANCE MANAGEMENT APPROACH

2.0 ROLES AND RESPONSIBILITIES

2.1 The Contracting Officer

2.2 The Contracting Officer’s Representative

3.0 METHODOLOGIES TO MONITOR PERFORMANCE

3.1 Surveillance Techniques

3.2 Customer Feedback

4.0 QUALITY ASSURANCE DOCUMENTATION

5.0 ANALYSIS OF QUALITY ASSURANCE ASSESSMENT

5.1 Determining Performance

5.2 Reporting

5.3 Reviews and Resolution

6.0 PERFORMANCE STANDARDS

CWD Program in Iraq Attachment 2: QASP

1.0 INTRODUCTION

This quality assurance surveillance plan (QASP) is pursuant to the requirements listed in the task order entitled Conventional Weapons Destruction Program in Iraq. This plan sets forth the procedures and guidelines the Bureau of Political-Military Affairs Office of Weapons Removal and Abatement (PM/WRA) will use in ensuring the required performance standards or services levels are achieved by the contractor.

1.1 PURPOSE

A. 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 Performance Work Statement (PWS) and the contractor’s quality control plan (QCP), and to ensure that the government pays only for the level of services received.

B. 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

A. 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 task order. The contractor will develop and implement a performance management system with processes to assess and report its performance to the designated government representative. The contractor’s QCP will set forth the staffing and procedures for self-inspecting the quality, timeliness, responsiveness, customer satisfaction, and other performance requirements within the PWS. This QASP enables the government to take advantage of the contractor’s QC program.

B. The government representative(s) will monitor performance and review performance reports furnished by the contractor to determine how the contractor is performing against communicated performance objectives. The government will make determinations based on performance measurement metric data and notify the contractor of those decisions. The contractor will be responsible for making required changes in processes and practices to ensure performance is managed effectively.

2.0 ROLES AND RESPONSIBILITIES

2.1 The Contracting Officer

A. 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 Officer’s Representative (COR)/Government Technical Monitor (GTM), and the Contractor. The CO will designate, at a minimum, one full-time COR from AF/RPS.

B. The number of additional representatives serving as Government Technical Monitors (GTMs) depends on the complexity of the services measured, as well as the Contractor’s performance, and must be identified and designated by the CO.

2.2 The Contracting Officer’s Representative

The COR is designated in writing by the CO to act as his or her authorized representative to assist in administering a contract. Limitations on COR authority 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 Quality assurance (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.

3.0 METHODOLOGIES TO MONITOR PERFORMANCE

3.1 Surveillance Techniques

A. 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 include;

1. Random monitoring, which will be performed by the COR, their designated inspector, and/or the GTM.

2. 100% Inspection – Each month, the COR will review the generated documentation and file all documentation as well as any communication about the generated documentation into the PM/WRA contract file.

3. Periodic Inspection – As security permits, the COR, their designated inspector, and/or the GTM will perform periodic inspections, in the form of on-site program management reviews (PMRs), on at least annually and no more than a quarterly basis.

3.2 Customer Feedback

A. The contractor is expected to establish and maintain professional communication between its employees and customers. The primary objective of this communication is customer satisfaction. Customer satisfaction is the most significant external indicator of the success and effectiveness of all services provided and can be measured through customer complaints.

B. Performance management drives the contractor to be customer focused through initially and internally addressing customer complaints and investigating the issues and/or problems but the customer always has the option to communicate complaints to the CO, COR, or GTM, as opposed to the contractor.

C. Customer complaints, to be considered valid, must include the following:

1. Be set forth clearly in writing, detailing the nature of the complaint,

2. Be signed, and;

3. Be forwarded to the CO, COR, or GTM.

D. Customer feedback may also be obtained from the results of formal or informal customer satisfaction surveys.

4.0 QUALITY ASSURANCE DOCUMENTATION

The Government’s QA surveillance, accomplished by the COR, their designated inspector, and/or the GTM, will be captured using the COR and PMR checklists. These documents, when completed, will document the government’s assessment of the Contractor’s performance under the contract to ensure that the required results are being achieved.

PM/WRA will retain copies of all completed QA surveillance forms.

5.0 ANALYSIS OF QUALITY ASSURANCE

ASSESSMENT

5.1 Determining Performance

The Government will use the monitoring methods cited above to determine whether the performance standards have been met. If the Contractor has not met the minimum requirements, it may be asked to develop a corrective action plan to show how and by what date it intends to bring performance up to the required levels.

5.2 Reporting

After each PMR, the program officer or GTM will prepare a written report for the COR summarizing the overall results of the QA surveillance of the Contractor’s performance. This written report, which includes formal and informal recommendations, will become part of the QA documentation. It will enable the Government to demonstrate whether the Contractor is meeting the stated objectives and/or performance standards, including cost/technical/scheduling objectives.

5.3 Reviews and Resolution

A. The COR may require the Contractor’s project manager, or a designated alternate, to meet with the CO, COR, and other government IPT personnel as deemed necessary to discuss performance evaluation. The COR will define a frequency of in-depth reviews with the contractor, including appropriate self-assessments by the contractor; however, if the need arises, the contractor will meet with the COR as often as required or per the contractor’s request. The agenda of the reviews may include:

1. Monthly performance assessment data and trend analysis

2. Issues and concerns of both parties

3. Projected outlook for upcoming months and progress against expected trends, including a corrective action plan analysis

4. Recommendations for improved efficiency and/or effectiveness

B. The COR and GTM will coordinate and communicate with the Contractor to resolve issues and concerns regarding marginal or unacceptable performance.

C. The COR and contractor should jointly formulate tactical and long-term courses of action.

Decisions regarding changes to metrics, thresholds, or service levels should be clearly documented.

6.0 PERFORMANCE STANDARDS

The requirements of this task order are to manage and deploy Local National (LN) Clearance Teams to conduct minefield and unexploded ordnance (UXO) survey and clearance; manage and deploy Community Liaison teams to support the LN teams and conduct Explosive Ordnance Risk Education (EORE); and run a project management office (PMO) equipped to manage the tasks and requirements under this task order Each year, the number of teams needed will be discussed and negotiated prior to award.

At a minimum, the Contractor shall continue to provide to the COR, CTM, and the POL-MIL Section of U.S. Embassy Baghdad, one electronic copy of an activity report on a weekly and monthly basis. Reports should contain, at a minimum, information and figures on:

a) All activities undertaken that week/month;

b) Location of activities on a map along with grid coordinates

c) Safety, procedural, or disciplinary violations;

d) The location, number, and type of explosive hazards cleared that day/week/month (if applicable)

e) Square meters surveyed and cleared that day/week/month

f) Number of risk education recipients that day/week/month

g) Any setbacks caused by, for example, weather, procedural matters or by any host government entity, and steps the Contractor took to solve or mitigate these problems or setbacks that week.

h) All PMO activities with detailed explanation of coordination efforts between the contractor (headquarters and field level personnel), PM/WRA, and other relevant stakeholders.

The Contractor shall continue to provide to the CO, COR, CTM, and the Political-Military (POL-MIL) Section of U.S. Embassy Baghdad, one paper or electronic copy of a comprehensive monthly summary including the information discussed in monthly reports, as well as:

a) dollar amount obligated to the task order, to-date;

b) amount of funds expended during the reporting month;

c) total dollar amount expended to date under the task order;

d) total unexpended funds on the task order;

e) Estimate to completion (ETC);

f) A comprehensive summary of destruction and advisement outputs;

g) Anticipated issues or setbacks to contract activities and proposed solutions;

h) Steps taken to build the Iraqi capacity.

The following reports are also to be submitted by the Contractor:

a. Adverse Incident Reports

b. Lessons Learned Report

c. Transition Plans

d. Final Report

e. Close-Out Plan

f. Security Plan

6.0 PERFORMANCE STANDARDS