Attachment 3 - NDSEG QASP.pdf

QUALITY ASSURANCE SURVEILLANCE PLAN FOR

Air Force Research Laboratory (AFRL)

National Defense Science and Engineering Graduate Fellowship Program (NDSEG)

CONTRACT: FA9550-25-C-XXXX

Coordination and Review:

ELLEN ROBINSON Date Program Manager, NDSEG

VALENCIA THORNTON Date Contracting Officer

Prepared by Air Force Office of Scientific Research

(AFOSR)

FA9550-25-F-XXXX

Surveillance Plan

14 Jan 2025

INTRODUCTION

This Quality Assurance Surveillance Plan (QASP) has been developed in compliance with Air Force Instruction (AFI) 63-124, Performance-Based Service Acquisitions (PBSA). It is designed to meet the needs of the organization, assess contract success, assess and document contractor performance in accordance with the requirements set forth in the Performance Work Statement (PWS). The Surveillance plan also provides the Contracting Officer’s Representative (COR) an effective and systematic surveillance method for each listed service. This surveillance plan implements the Multi-Functional Team (MFT) concept. The goal of the Multi-Functional Team is to give all members/stakeholders the ability to maintain the highest quality service to our customers and propose/initiate improvements throughout the life of the contract. Under this concept, continual contract assessment will focus on ensuring that the contract, as written, continues to meet the needs of the customer. The signatures, on the attached charter signature page, indicate membership in the MFT. Changes of team members will require an amendment to the charter signature page.

Success for this contract is defined as the contractor’s successful completion of the performance objectives in accordance with the contract and the Performance Work Statement (PWS). This QASP describes the method(s) used to evaluate contractor provided services in meeting performance objectives and performance thresholds. This QASP is a living document and shall be revised or modified as circumstances warrant, throughout the life of the contract, to ensure adequate oversight of contractor performance is maintained.

1. OBJECTIVE

The objective of the subject contract is to provide administration of awards to selected highly qualified Ph.D. science and engineering students performing research of their choice compatible with the interests of the Department of Defense (Air Force, Army, Navy, and Space Force).

This surveillance plan will provide oversight capability to ensure that the contractor is delivering products and services that conform to contract requirements. It will also identify the methods used for evaluation and surveillance of the contractor. Contracting Officer’s Representative (COR) will use 100% inspection and customer complaint surveillance methods to evaluate the contractor’s performance.

2. GOALS OF THE MULTI-FUNCTIONAL TEAM (MFT)

2.1. The MFT strives to achieve efficiencies in the contract performance and improve customer support. The team is composed of stakeholders in the acquisition process. The goal of the team is to define the requirement in performance-based terms, ensure contractor compliance with contract requirements and ensure that the contract, as written, continues to meet the needs of the functional organization. In addition, another goal is implementation and execution of the acquisition strategy to ensure support of the mission. The role of the MFT entails planning, programming, and budgeting for adequate funds, ensuring program execution within the approved funding, developing acquisition milestones, managing execution to ensure the contract supports mission requirements within the approved scheduled baseline, and ensuring the program maintains accountability, planning and management of this service.

3. ROLES AND RESPONSIBILITIES

3.1. Chief of the Contracting Office (COCO):

3.1.1. Serves as Business Advisor to AFOSR Director and Technical Directors (as approved).

3.1.2. Develops and implements acquisition strategies for service acquisitions.

3.1.3. Provides oversight of the Multi-Functional Team in planning, assessing Contractor performance, and managing the acquisition throughout the life of the requirement.

3.1.4. Updates the AFOSR Director and Technical Directors annually on the health of the service acquisitions.

3.1.5. Ensures personnel on the Multi-Functional Team receive the approved level of training to meet local needs.

3.2. Functional Director/Commander (FD/FC):

3.2.1. Assigns competent and capable functional experts to the Multi-Functional Team who will be available full time or as warranted by the procurement cycle. Functional experts assigned to the Multi-Functional Team shall:

3.2.1.1. Maintain functional knowledge.

3.2.1.2. Establish priority for continuing education.

3.2.1.3. Provide functional continuity and stability.

3.2.2. Ensure requirements documents developed by the Multi-Functional Team satisfy mission requirements, are performance based, foster innovation, and define metrics. Metrics should provide meaningful measurements of the contractor progress aimed at attaining desired outcomes. Identify mission essential services and develop the necessary documents in accordance with DoDI 3020.37, Continuation of Essential DoD Contractor Services During Crisis.

3.2.3. Assign primary and alternate QA personnel, unless another QA organization or method is used to satisfy surveillance requirements (e.g., centralized performance management office). QA personnel must be appointed and trained prior to assuming QA responsibility.

This written appointment must be forwarded to the Contracting Officer (CO).

3.2.4. Review the COR documentation on a regular basis to ensure performance is compatible with contract and mission objectives.

3.3. Contracting Officer (CO):

3.3.1. Participates in all Multi-Functional Team meetings.

3.3.2. Maintains the contract file, including records of training provided by contracting personnel.

3.3.3. Delegates authority for inspection and/or acceptance to COR in accordance with the terms and conditions of the contract. Informs the contractor of the names, duties, and limitations of authority for all Contracting Officer’s Representative assigned to the contract.

3.4. Contract Negotiator/ Specialist/Administrator:

3.4.1. Participates in all team meetings and is responsible for taking minutes and maintaining a written record of team meetings, action items and milestones.

3.4.2. Ensures open communication is maintained between all parties during the life of the contract.

3.4.3. Issues contract modifications as necessary.

3.4.4. Takes approved action should unacceptable contract performance occur.

3.5. Quality Assurance Program Coordinator (CORC):

3.5.1. Trains CORs.

3.5.2. Maintains records of COR appointments and documents Phase I and Phase II training.

3.5.3. Participates in the Multi-Functional Team meetings and any other team meetings, as requested.

3.5.4. Provides Functional Directors and Functional Commanders training.

3.6. Contracting Officer’s Representative (COR):

3.6.1. Participates (unless off-site) in the Acquisition Strategy Panel (ASP) and Multi-Functional Team meetings, evaluating proposals, assisting the Functional Director/Commander in preparing the Performance Work Statement (PWS) and Quality Assurance Surveillance Plan (QASP).

3.6.2. Performs inspections to evaluate and document the contractor’s performance, notifies the

Contracting Officer of any significant performance deficiencies.

3.6.3. Maintains quality assurance file and recommends improvements to the surveillance procedures and PWS throughout the life of the contract.

3.7. Legal, Finance, and Engineering POCs: Other POCs shall coordinate, review and provide input as needed by the multifunctional team.

3.8. Contractor:

3.8.1. Complies fully with the terms and conditions of the contract.

3.8.2. Participates as a member of the multi-functional team in the post-award management phase.

3.8.3. Maintains and implements a Quality Control Plan (QCP) that compliments the surveillance plan.

3.8.4. Ensures that non-conforming contract services are identified and correct. QCP is revised to prevent recurrence.

3.8.5. Tenders to the Government for acceptance only those services that conform to contract requirements.

3.8.6. Recommends any changes to the contract that will provide more effective operations or eliminate unnecessary costs.

3.8.7. Participates in all team meetings and is responsible for taking minutes and maintaining a written record of team meetings, action items and milestones.

3.9. Multi-Functional Team (MFT): This is a customer-focused team composed of stakeholders in the acquisition process. The team provides support to the Air Force Executive Leadership (AFEL) as required, promotes good business decisions to meet customer requirements, fosters partnerships with industry to ensure exchanges of information with the contractor and other business experts, develops a performance-based acquisition strategy to include performance metrics, develops Performance Based Service Acquisition (PBSA) requirements, develops technical requirements and the independent Government cost estimate.

The team is also responsible for managing contract performance in accordance with the

Surveillance plan, assessing and documenting contractor performance, identifying opportunities to improve performance, and completing and reporting annual performance reviews in the Contract Performance Assessment Reporting System (CPARS) as required and managing the acquisition in accordance with the Management Oversight of the Acquisition Service Process (MOASP).

All members of the functional team are responsible for determining if the contract continues to support the needs of the organization and notifying the Contracting Officer if it does not. In this context, members of the MFT should consider whether there are tasks covered by the contract which are no longer required, whether there are needs related to the contract’s purpose which are not covered by the contract but could or should be, and whether they have received any customer complaints regarding contract scope. All members of the MFT assist in contract assessment, determining whether or not the contract, as written, continues to effectively meet the needs of the customer. After contract award, the contractor may become a member of the MFT.

4. PERFORMANCE MANAGEMENT

4.1. Market research will be conducted as approved to circumstances.

4.2. Multi-Functional Team meetings will be scheduled throughout the life of the contract. Attendees at specific team meetings will vary based on the circumstances or issues to be covered at each meeting. The goal of the Multi-Functional Team is to give all members/stakeholders the ability to maintain the highest quality representative service to our customers and propose/initiate improvements throughout the life of the contract. Continual contract assessment will be focused on ensuring that the contract, as written, continues to meet the needs of the customer. Team members will consider whether the contract includes tasks which are no longer required; whether there are needs related to the contract’s purpose which are not covered by the contract; and whether any customer complaints regarding contract scope have been received. The success of the contract is dependent upon a combined effort of all members of the Multi-Functional Team.

4.3. All performance assessment data will be reviewed. If performance improvement is necessary, the corrective action will be requested from the contractor.

4.4. There will be no positive incentive other than award of the option years, and any negative incentive will be accomplished via the Inspection of Services clause or entry of approved reports in CPARS.

4.5. The Surveillance Procedures included within this Surveillance plan will be used to measure the contractor’s performance on this acquisition. Procedures for reductions in fee or price when services do not meet contract requirements will be accomplished via the Government’s rights under the Inspection of Services Clause.

SURVEILLANCE PLAN SURVEILLANCE PROCEDURES

5.0. Service Summary Table and Method of Assessment:

Table 1:

Performance Objective PWS Paragraph

Performance Threshold Method of Surveillance

1. Develop and implement 1.4.a & 2.2.1 outreach strategies to attract eligible, highly qualified applicants to promote the NDSEG program.

100% compliance outreach plan 100% Inspection is established and identifies strategies to attract STEM community members.

2. Distribute, receive, log, 2.2.2 process, sort, and track application materials

100% compliance 100% Inspection

3. Coordinate evaluation and 2.2.3 selection process of applicants

100% notification within five 100% Inspection business days of panel results

4. Provide post-board panel 2.2.3.2 & review results to DoD 2.2.8.4.9 agencies

100% compliance -Within 30 100% Inspection days of convening panel results posted for DoD review

5. Notify NDSEG applicants 2.2.3.3 of panel review results

100% compliance -Within seven 100% Inspection days of DoD awards

6. Administer payment of 2.2.4 stipends and academic expenses

100% notification of fellows’ 100% Inspection monthly payments to GPM

100% compliance - Disbursement of monthly payments by the 5th day of month

100% compliance safeguards

7. Administer and 2.2.5 coordinate Deferral Process

100% notification within three 100% Inspection business days of deferral request to GPM

8. Administer and coordinate Mentoring Program

1.15 & 2.2.6 100% compliance 100% Inspection

9. Gather, store, and maintain data of NDSEG Fellowship Program

2.2.7 100% compliance 100% Inspection

10. Provide regular and ad hoc reports on NDSEG program (financial, technical, official taskers)

2.2.8 100% compliance 100% Inspection

11. Administer NDSEG 2.2.10.1-4 fellows travel to align with JTR guidance

100% compliance 100% Inspection

All deliverables must include in email subject line: contract number, CDRL number, CDRL title, and date (DDMMMYY).

PERFORMANCE ASSESSMENT INTRODUCTION

5.1. These surveillance procedures have been developed to implement Air Force Instruction (AFI) 63-124, Performance-Based Service Acquisition (PBSA). It is designed to provide the Contracting Officer’s Representative (COR) instructions on how to perform surveillance and document findings on this contract.

5.1.1. Under the Inspection of Services clause, the COR has the right to inspect any aspect of the contractor performance at any time during the contract performance, whether or not it is included on the Services Summary (SS) included in this Surveillance plan. NonSS items are to be developed by the COR.

5.1.2. Any nonconformance with contract requirements is a “deficiency.” The term

“deficiency” is used to refer to a service output in the SS that does not meet the outputs associated with the standard.

5.1.3. This Surveillance plan is based on the premise that the contractor, and not the

Government, is responsible for the management and quality control actions to meet the terms of the contract. Performance Threshold contained in the SS recognizes that the contractor is not a perfect manager, and that unforeseen and uncontrollable problems do occur. Good management and use of an adequate quality control plan will allow the contractor to operate within the specified Performance Thresholds. CORs are to be objective, fair, and consistent in evaluating contractor performance against the standards.

5.1.4. The team will use the following approach to assess the contractor’s performance against the performance thresholds/metrics identified in the contract.

5.1.5. The Services Summary (Table 1) summarizes the performance objectives and performance thresholds required by the Government in the contractor’s performance.

These performance objectives will directly relate to mission essential items. The performance thresholds briefly describe the minimum acceptable levels of service required for each objective and are critical to mission success.

5.1.6. CORs will perform quality assurance procedures contained herein.

6. PERFORMANCE SURVEILLANCE: The methods of surveillance that will be used are explained below:

6.1. Customer Complaint: When the customers discover unacceptable performance or a deficiency in service, he/she will prepare a customer complaint form, identifying the discrepancy. The customer will keep one copy and forward a copy to the COR either manually or electronically. Customer complaints may be submitted on the Customer Complaint Record (CCR). If a customer notifies the COR of a complaint, the COR shall notify the CO who will determine the approved action. The CCR will then be submitted to the contractor for its corrective action (CA). When the contractor documents the corrective action proposed to prevent future deficiencies, the COR will evaluate the proposed CA and forward the record to the Contracting Officer for final disposition. The Contracting Officer will, in turn, send copies of dispositioned CCRs to the COR and the contractor for their records.

6.2. Periodic Surveillance: When periodic surveillance is used as the method of assessment, inspection shall be performed at the frequency identified for each Services Summary item. Valid deficiencies shall be forwarded to the contractor for its corrective action.

When the contractor documents the corrective action proposed to prevent future deficiencies, the COR will evaluate the proposed corrective action, and forward the information to the Contracting Officer for his/her records.

6.3. 100% Inspection: When 100% inspection is used as the method of assessment, all performance will be inspected each time the task is performed to ensure compliance. The results will be recorded on the Inspection Record. Valid deficiencies shall be forwarded to the contractor for their corrective action. When the contractor documents the corrective action proposed to prevent future deficiencies, the COR will evaluate the proposed corrective action, and forward the information to the Contracting Officer for his/her records.

6.4. Random Inspection: Not applicable to this acquisition.

7. Performance Ratings. The ratings used for the surveillance report are described by one of the following five adjectives: Exceptional, Very Good, Satisfactory, Marginal and Unsatisfactory. These terms are subjective and are not derived through use of any mathematical computations or formulas.

The COR will rate each one of the above assessment elements explained in paragraph 6.4.1 above, using one of the following ratings in their narrative summary. The criteria for each rating are reflected below:

a. Exceptional. Indicates performance meets contractual requirements and exceeds many to the

Government’s benefit. The contractual performance of the element or sub element being evaluated was accomplished with few minor problems for which corrective actions taken by the contractor were highly effective.

b. Very Good. Indicates performance meets contractual requirements and exceeds some to the

Government’s benefit. The contractual performance of the element or sub element being evaluated was accomplished with some minor problems for which corrective actions taken by the contractor was effective. Satisfactory. Indicates 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.

c. Marginal / Unacceptable. Indicates performance does not meet some contractual requirements.

The contractual performance of the element or sub element being evaluated 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.

d. Unsatisfactory / Unacceptable. Indicates 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.

8. UNACCEPTABLE PERFORMANCE. The COR must always notify the contractor of deficiencies observed. This may be accomplished in person or electronically, but any verbal communication must be supplemented in writing. The Contractor should sign the document upon notification by the COR. If the contractor refuses to sign, an annotation will be made by the COR of this refusal.

9. CONTRACTING OFFICER NOTIFICATION.

9.0. If at any time the COR identifies a “Major nonconformance,” which IAW FAR Part 46.101, means a nonconformance, other than critical, that is likely to result in failure of the supplies or services, or to materially reduce the usability of the supplies or services for their intended purpose, the COR shall document their findings and notify the Contracting Officer in writing.

Email is acceptable, but deficiencies should be followed up in writing on a designated form in the Surveillance plan.

9.1. When the COR identifies a “Minor nonconformance” which IAW FAR Part 46.101, means a nonconformance that is not likely to materially reduce the usability of the supplies or services for their intended purpose, or is a departure from established standards having little bearing on the effective use or operation of the supplies or services, the COR shall document the findings in writing and send information to the Contracting Officer.

10. REMEDIES FOR UNACCEPTABLE PERFORMANCE.

10.0. In accordance with the contract Inspection/Acceptance clause located at FAR 52.2124(a), if any of the services do not conform to contract requirements, the Government may require the Contractor to perform the services again in conformity with contract requirements, at no cost to the Government. Corrective action may include but is not limited to termination of Contractor personnel and recruitment of qualified substitute personnel within established timeframes. When the deficiency in services cannot be corrected by re-performance, the Government may:

10.1.1. Require the Contractor to take necessary action to ensure that future performance conforms to contract requirements; and

10.1.2. Reduce the contract price to reflect the reduced value of the services performed. This may include a reduction in the number of paid hours to reflect the total nonperformance period.

10.1.3. If the Contractor fails to promptly perform the services again or to take the necessary action to ensure future performance is in conformity with contract requirements, the Government may:

10.1.3.1. By contract or otherwise, perform the services and charge to the Contractor any cost incurred by the Government that is directly related to the performance of such service; or

10.1.3.2. Decrease the invoice amount relative to performance

10.1.3.3. Issue a Cure Notice

10.1.3.4. Issue a Show Cause Notice

10.1.3.5. Terminate the contract

10.1.4. The Contracting Officer will determine the action to be taken against the contractor, such as reductions in fee/price in accordance with the Inspection/Acceptance clause. The CO’s disposition of the deficiency will be annotated on the CCR form, and the COR and contractor will be notified of the action.

11.0. COR INSPECTION REPORT. COR shall submit an assessment report and attach all Corrective

Action Reports, Performance Assessment Reports, and validated customer complaints to the CO and FD no later than 5 working days following the month in which the actual surveillance occurred. The report shall be signed and dated by the COR and provided to the FD regularly for review, prior to sending the information to the Contracting Officer. Validated customer complaints and all documentation will be used to support Contractor ratings in the Contractor Performance Rating System (CPARS).

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

Customer Complaint Record Template, Feb 05 (SAF/AQCP) One copy each for Complainant, COR, Contractor, and Contracting Officer

Customer Complaint Record Template, Feb 05 (SAF/AQCP One copy each for Complainant, COR, Contractor, and Contracting Office

Attachment 4

Corrective Action Report (CAR) Template, Feb 05 (SAF/AQCP)

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 Contracting Officer’s Representative (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 his/her contract Quality Assurance Evaluators (QAEs) generating CARs. By providing the control number to the COR originating the CAR, the Issuing Authority demonstrates concurrence with the finding.

The control number will be made up of the first two letters of the name of the site or contract, the last two digits of the calendar year, and a three digit number starting with 001 and progressing upward throughout the calendar year (e.g., WP04-001).

Block 7.

1. Check the block that indicates whether the identified deficiency is assigned as a Major or Minor finding. See Surveillance plan (COR), paragraph 6.1.4, for the definitions of Major and Minor findings and associated explanations.

2. Finding: Clearly state the details of the finding followed by a reference to the stated contractual requirement.

The reference must state the portion of the contract, part, section, paragraph and subparagraph and must make a complete brief quotation of the contract reference.

3. State the impact that the finding has or could have on the accomplishment of the mission that the contract provides.

4. When determining how long to give the contractor to respond to the identified finding, the normal is 10 working days. The suspense date should reflect this unless the finding requires a greater amount of time to come to solution. Major findings require a contractor response. Minor findings may require a contractor response at the discretion of the COR initiating the CAR and/or the Issuing Authority.

Blocks 8 and 9. Contract CORs initiating a CAR must sign in Block 8 and the Issuing Authority signs in Block 9.

Each annotates the date at the time of signature.

Block 10. Upon review of the contractor’s reply, the originator of the CAR will enter comments regarding acceptance or rejection of the contractor’s response. This block may also contain any comments regarding followon inspections conducted or needed at a later date to validate that the finding has not reoccurred.

Block 11. The COR selects Accept or Reject after reviewing the contractor’s response.

Block 12. The COR enters a close date after advising the Issuing Authority that the contractor’s response is acceptable and the Issuing Authority concurs. The Issuing Authority will then forward the closed CAR to the contractor and report accordingly in the monthly Certificate of Service (COS) or other aCORlicable contracting officer services report. This routing remains the same if the contractor response is unacceptable and the CAR remains open until an acceptable response is received except that the Issuing Authority forwards the open CAR back to the contractor for additional information.

Continuation Sheet. The Continuation Sheet is to be used to expand on any information that will not fit in the aCORlicable numbered block.

FA9550-25-F-XXXX

Surveillance Plan

CONTRACT DISCREPANCY REPORT (CDR)

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

1. CONTRACT NUIMBER

2. DATE

3. TO: (Contractor’s and Manager’s names)

4. FROM: (Name of COR)

5. DISCREPANCY OR PROBLEM: (Describe in detail. Include reference to PWS requirement(s). If more space is needed, use reverse and identify by n

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.

6. SIGNATURE OF COR

7. TO: (COR)

8. FROM: (Contractor)

9. CONTRACTOR RESPONSE AS TO CAUSE, CORRECTIVE ACTION, AND ACTIONS TO PREVENT RECURRENCE (Use reverse if needed.)

10. SIGNATURE OF CONTRACTOR REPRESENTATIVE DATE

11. COR EVALUATION (Acceptance, partial acceptance, rejection. Continue on reverse if needed.)

12. TO: (Contracting Officer)

13. FROM: (COR)

14. GOVERNMENT ACTIONS (Reduced payment, cure notice, show cause, other.)

15. CONTRACTING OFFICER NAME: (TYPED OR PRINTED)

16. CONTRACTING OFFICER SIGNATURE AND DATE

Contract Deficiency Report (CDR) Template, May 06 Copy of completed form will be provided to COR and Contractor

MULTI-FUNCTIONAL TEAM MEMBERSHIP

SIGNATURE PAGE

CONTRACT SUPPORT TO THE AIR FORCE OFFICE OF SCIENTIFIC RESEARCH (CSA)

Contract Number

The Multi-Functional Team (MFT) is formed in accordance with AFI 63-124 for all service acquisitions with an annual contract value above $100,000.00

The MFT functions as a team and exists throughout the life of the requirement. Each member is responsible for acquisition planning, development and market research. The group also works to define requirements, develop the solicitation, and execute performance management for the contract.

This signature page identifies the members of the MFT. By signing below, members are indicating their role as a participant of the MFT.

FUNCTIONAL DIRECTOR DATE

CONTRACTING OFFICER DATE

QUALITY ASSURANCE PROGRAM COORDINATOR DATE

CONTRACT SPECIALIST

DATE

CONTRACTING OFFICER’S REPRESENTATIVE

DATE

CONTRACTOR DATE

MULTI-FUNCTIONAL TEAM MEMBERSHIP