Attachment 4 J-C2 QASP.pdf

*NOTE: This must be included for ALL services contracts, to include task and call orders issued against existing IDIQs or GSA schedules

Attachment #2 J-C2 QASP

QUALITY ASSURANCE SURVEILLANCE PLAN (QASP)

1. Solicitation / Contract Title: HQ003421R0071, Base Operations and Support (BOS) Services

2. Purpose:

This Quality Assurance Surveillance Plan (QASP) provides systematic methods to evaluate performance and identify the required documentation and resources to be employed for the stated contract. This QASP explains the following:

What will be monitored;

How monitoring will take place;

Who will conduct the monitoring; and How monitoring efforts and results will be documented.

This QASP does not detail how the contractor accomplishes the work. Rather, the QASP is created with the premise that the contractor is responsible for management and quality control actions to meet the terms of the contract. It is the Government’s responsibility to be objective, fair, and consistent in evaluating performance.

In addition, the QASP should recognize that unforeseen and uncontrollable situations may occur.

This QASP is considered a “living document” and the Government may review and revise it on a regular basis.

Updates shall ensure that the QASP remains a valid, useful, and enforceable document. Copies of the original QASP and revisions shall be provided to the contractor and Government officials implementing surveillance activities.

3. Performance Management Approach

The PWS structures the acquisition around “what” service or quality level is required, as opposed to “how” the contractor should perform the work (i.e., results, not compliance). This QASP will define the performance management approach taken by Raven Rock Mountain Complex (RRMC) to monitor and manage the contractor’s performance to ensure the expected outcomes or performance objectives communicated in the PWS are achieved. Performance management rests on developing a capability to review and analyze information generated through performance assessment. The ability to make decisions based on the analysis of performance data is the cornerstone of performance management; this analysis yields information that indicates whether expected outcomes for the project are being achieved by the contractor.

Performance management represents a significant shift from the more traditional Quality Assurance (QA) concepts in several ways. Performance management focuses on assessing whether outcomes are being achieved and to what extent. This approach migrates away from scrutiny of compliance with the processes and practices used to achieve the outcome. A performance-based approach enables the contractor to play a large role in how the work is performed, as long as the proposed processes are within the stated constraints. The only exceptions to process reviews are those required by law (federal, state, and local) and compelling business situations, such as safety and health. A “results” focus provides the contractor flexibility to continuously improve and innovate over the course of the contract as long as the critical outcomes expected are being achieved and/or the desired performance levels are being met.

4. Performance Management Strategy:

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-

*NOTE: This must be included for ALL services contracts, to include task and call orders issued against existing inspecting the quality, timeliness, responsiveness, customer satisfaction, and other performance requirements within the PWS. The contractor will develop and implement a performance management system with processes to assess and report its performance to the designated government representative. The contractor’s QCP will set forth the staffing and procedures for self-inspecting the quality, timeliness, responsiveness, customer satisfaction, and other performance requirements in the PWS. This QASP enables the government to take advantage of the contractor’s QC program.

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 determination regarding incentives 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.

5. Roles and Responsibilities:

The following personnel shall oversee and coordinate surveillance activities:

Contracting Officer (KO) – The KO shall ensure performance of all necessary actions for effective contracting, ensure compliance with the contract terms, and shall safeguard the interests of the United States in the contractual relationship. The KO shall also ensure that the contractor receives impartial, fair, and equitable treatment under this contract. Determine the final assessment of the contractor’s performance. The KO is the only one empowered to make any contractual commitments or to authorize any contractual change on the Government’s behalf.

Contracting Officer’s Representative (COR) – The COR is responsible for providing continuous technical oversight of the contractor’s performance. The COR uses the QASP to conduct the oversight/surveillance process. The COR shall keep a Quality Assurance file that accurately documents the contractor’s actual performance. The purpose is to ensure that the contractor meets the performance standards contained in the contract. The COR is responsible for reporting early identification of performance problems to the KO. The COR is required to provide an annual performance assessment to the KO which will be used in documenting past performance. The QASP is the primary tool for documenting contractor performance. The COR is not empowered to make any contractual commitments or to authorize any contractual change on the Government’s behalf.

Quality Assurance Representative (QAR) – The QAR is designated in writing by the KO to serve as a technical inspector for a particular area of the BOS Contract (Custodial, Dining Facility, Logistics, and Transportation). QAR limitations are contained in the written appointment letter. The QAR is responsible for technical inspections of the services and ensures proper government surveillance of the contractor’s performance. The QAR 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 KO for action. The QAR will have the responsibility for completing QA monitoring forms used to document the inspection and evaluation of the contractor’s work performance.

6. Primary Method of Surveillance:

The government evaluator will conduct periodic inspections on all work tasks required by the contract to ensure contractor compliance with the Performance Work Statement (PWS). Additionally, this person will record results of inspection, noting the date and time of inspection. If inspection indicates unacceptable performance, notify the Program Manager (PM) of the deficiencies, which the PM shall correct. The Contractor shall be given one business day after notification to correct the deficiencies. The evaluator shall not issue a receiving report accepting the services for the contract until all deficiencies have been corrected.

Customer Feedback

The contractor is expected to establish and maintain professional communication between its employees and

*NOTE: This must be included for ALL services contracts, to include task and call orders issued against existing 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.

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 KO or COR, as opposed to the contractor.

Customer complaints, to be considered valid, must set forth clearly and in writing the detailed nature of the complaint, must be signed, and must be forwarded to the COTR/COR. The COTR/COR will accept those customer complaints and investigate using the Quality Assurance Monitoring Form – Customer Complaint Investigation, identified in Appendix 3.

Customer feedback may also be obtained either from the results of formal customer satisfaction surveys or from random customer complaints.

7. Performance Standards:

Management and Administration o Create and execute daily and project work plans, o Identify resources needed and assigning individual responsibilities, o Managing day-to-day operational aspects as identified within with PWS, o Submit bi-weekly briefing email to the COR within required timelines with an AQL of 95%.

Custodial Support Services o Provide basic cleaning services for all applicable areas identified within the PWS utilizing best industry practices, o Maintain ramps and entrances to ensure that trash, debris, and other discarded materials do not accumulate, o Ensure all spaces within the buildings shall be clean in accordance with the performance requirements specified herein and show no signs of negligent custodial practices, o Provide solid waste pickup and disposal services throughout the facility as described within the PWS, o Collect, separate, bag and deposit soiled laundry from designated areas inside the facility, o Custodial support to include special attention given to highly touched environmental surfaces such as hand rails, tables and counters in lunch rooms and common areas, the employee showers in the restrooms, sink fixtures and counter tops, light fixtures, doorknobs, door panels, restroom dispensers (soap, towel, tissue, sanitary-napkins, hand, etc.), phones, elevator buttons, counter tops of public areas, to just name a few.

Dining Facility Support Services o Prepare a full service Breakfast/Lunch during normal workdays o Prepare weekend and/or evening meals during special events and/or exercises, o Personnel shall maintain compliance with sanitation and food safety standards, o Perform daily dining facility administration functions using basic office and automated food service data processing equipment, o Conduct weekly and monthly physical inventories of subsistence and expendable and non-expendable supplies and equipment for input into automated food service data processing equipment, o Clean food service equipment and utensils to meet standards within PWS, o Dispose of garbage, refuse and grease within 2 hours following the end of each scheduled meal serving period and prior to closing for the day, o Perform all administrative functions located in accordance with the PWS.

Logistics Support Services o Provide labor support to manage and operate the facility supply management program, warehouse storage program, and various related logistics programs, o Provide management and labor support services during the extended hours of 6:00AM – 4:30PM, *NOTE: This must be included for ALL services contracts, to include task and call orders issued against existing during normal duty days or by exception approved by the COR, throughout the facility, o Provide at least minimal staffing to meet critical mission requirements: 6:00AM – 8:00AM and

3:30PM – 4:30PM,

o Manage the supply and inventory processes for the facility in accordance with all applicable laws, regulations, and procedures. This includes, but is not limited to: accepting supply requests from customers, documenting supply and inventory transactions, managing the inventory, and reconciling supply and inventory discrepancies.

Transportation Support Services o Provide all labor and supervision necessary to provide Transportation Services listed in the PWS, except for that which the contract clearly states, is to be furnished by the Government Completes project setup in document management software within required timelines per PWS with an AQL of 85%, o Ensure responsibility of dispatching vehicles as needed or as scheduled. Continuous usage of a vehicle by an individual will be dispatched for a 30-day period, o Ensure all maintenance is performed as directed by GSA, o Maintain motor vehicle to standards of appearance and kept clean, o Provide drivers to pick up and deliver GSA vehicles for maintenance and repairs as directed by GSA.

o Obtain repair estimates as required by GSA for vehicles involved in accidents, o Ensure that all vehicles utilized are mechanically safe, o Ensure responsibility of fueling the vehicles that contract employees operate, o Provide continuous shuttle bus service from the parking area to the security building and from the security building to the interior doors, Monday through Friday, excluding Federal Holidays, from 0530

– 0900, 1200 – 1300, and 1430 – 1800. Occasionally, there may be a facility requirement to extend Shuttle Bus hours or begin them earlier, o Provide a driver Monday through Friday, excluding Federal Holidays to transport and/or pick up mail, classified material, UPS and USPS Packages from Fort Detrick and deliver Lab Specimens to the Fort Detrick Medical Lab on or about 1000 and to and from the National Capital Region (NCR).

8. Analysis of Quality Assurance Assessment:

Determining Performance Government shall use the monitoring methods cited to determine whether the performance standards/service levels/AQLs have been met. If the contractor has not met the minimum requirements, it may be asked to develop a corrective action plan to show how and by what date it intends to bring performance up to the required levels. Failure to meet the AQL may result in a deduction from the monthly payment, using the deduction percentages shown in Appendix 1.

Reporting At the end of each month, the QAR will prepare a written report for the COR summarizing the overall results of the quality assurance surveillance of the contractor’s performance. This written report, which includes the contractor’s submitted monthly report and the completed quality assurance monitoring forms, 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.

Reviews and Resolution The COR may require the contractor’s project manager, or a designated alternate, to meet with KO and other government IPT personnel as deemed necessary to discuss performance evaluation. The KO/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 COR as often as required or per the contractor’s request.

The agenda of the reviews may include:

Monthly performance assessment data and trend analysis Issues and concerns of both parties Projected outlook for upcoming months and progress against expected trends, including a corrective action

*NOTE: This must be included for ALL services contracts, to include task and call orders issued against existing plan analysis Recommendations for improved efficiency and/or effectiveness Issues arising from the performance monitoring processes]

The QAR must coordinate and communicate with the contractor to resolve issues and concerns regarding marginal or unacceptable performance.

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. Changes to service levels, procedures, and metrics will be incorporated as a contract modification at the convenience of the PCO/ACO.

9. Mandatory or regulatory compliance items:

The contractor will provide initial proof of compliance with regulatory and compliance items contained in the contract. The Contracting Officer's Representative (COR) and the Contracting Officer (KO) will evaluate the initial submission and will conduct ad hoc reviews of the contractor's compliance throughout the remainder of the contract. The contractor will monitor compliance as required by FAR 52.222-50, Combating Trafficking in Persons, and report any issues to the KO.

10. Acceptable Quality Level (AQL):

The AQLs included in Performance Requirements Summary Table, for contractor performance are structured to allow the contractor to manage how the work is performed while providing negative incentives for performance shortfalls. For certain critical activities such as those involving Security, the desired performance level. Other levels of performance are keyed to the relative importance of the task to the overall mission performance at

RRMC.

11. Evaluation Method:

The COR will document the time of verbal notification to the contractor. The COR will document the official time and date of notification on the performance standards listed in Section 5 Performance Standards. The COR will review and validate Contractor’s Monthly deliverable reports.

12. Performance Ratings:

In evaluating the quality of contractor’s performance, the following performance ratings may be used (same as CPARS ratings).

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 no problems and contractor actions were highly effective.

Very Good Performance meets contractual requirements and exceeds some to the government benefits.

The contractual performance was accomplished with few minor problems for which corrective actions taken by the contractor were effective.

Satisfactory Performance meets contractual requirements. The contractual performance contains some minor problems for which corrective actions taken by the contractor were satisfactory.

Marginal Performance does not meet some contractual requirements. The contractual performance reflects a serious problem for which the contractor has not yet identified corrective actions.

The contractor’s proposed actions appear 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 contains serious problem(s) for which the contractor’s corrective actions appear or were ineffective.

*NOTE: This must be included for ALL services contracts, to include task and call orders issued against existing

Appendix 1 – Performance Requirements Summary (PRS)

Performance Objective Standard Performance

Threshold Method of Surveillance

PRS #1

The contractor shall provide Custodial Support Services per Part 5.2 of the PWS.

The contractor provided Custodial Service Tasks identified in Part 5.2 of the PWS.

95% and no more than one customer complaint per report.

PM or COR will conduct semi-weekly periodic surveillance and conduct 100% review of customer complaints.

PRS #2

The contractor shall provide Full Service Dining Facility Services per Part 5.3 of the PWS.

The contractor provided Full Service Dining Facility Service Tasks identified in Part 5.3 of the PWS.

95% and no more than one customer complaint per report

PM or COR will conduct semi-weekly periodic surveillance and conduct 100% review of customer complaints.

PRS #3

The contractor shall provide Logistics Support Services per Part 5.4 of the PWS.

The contractor provided Logistics Service Tasks identified in Part 5.4 of the PWS.

95% and no more than one customer complaint per report

PM or COR will conduct semi-weekly periodic surveillance and conduct 100% review of customer complaints.

PRS #4

The contractor shall provide Transportation Services per Part 5.5 of the PWS.

The contractor provided Transportation Service Tasks identified in Part 5.5 of the PWS.

95% and no more than one customer complaint per report

PM or COR will conduct semi-weekly periodic surveillance and conduct 100% review of customer complaints.

*NOTE: This must be included for ALL services contracts, to include task and call orders issued against existing

Appendix 2 – Performance Assessment Report

PERFORMANCE ASSESSMENT REPORT (PAR)

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

1. CONTRACT/TASK ORDER

NUMBER

2. CONTRACTOR 3. TYPE OF SERVICES

4. QUALITY ASSURANCE PERSONNEL (COR) SIGNATURE AND DATE

5. COR PHONE 6. SUSPENSE DATE

I. PERFORMANCE

7. DEFICIENCY (CHECK ALL BOXES THAT APPLY)

NEW

REPEAT

NO DEFICIENCY NOTED

8. SERVICES SUMMARY or PWS PARAGRAPH ITEM

REVIEWED

9. BRIEF DESCRIPTION OF DEFICIENCY (IF DEFICIENCY

BOX WAS CHECKED)

10. DETAILED PERFORMANCE ASSESSMENT

II. CONTRACTOR VALIDATION

11. CONTRACTOR REPRESENTATIVE

CONCUR NON-CONCUR

12. CORRECTIVE ACTION ESTIMATED COMPLETION

DATE

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

FOR NON-CONCURRENCE OF COR CITED DEFICIENCY

III. ACTION CORRECTED

14. CONCUR NON-CONCUR COR SIGNATURE AND DATE

15. COR REMARKS (REQUIRED)

6. CONTRACTOR REPRESENTATIVE REMARKS

*NOTE: This must be included for ALL services contracts, to include task and call orders issued against existing

Appendix 3 – Customer Complaint Record

CUSTOMER COMPLAINT RECORD

DATE/TIME OF COMPLAINT

SOURCE OF COMPLAINT

ORGANIZATION

BUILDING

NUMBER

INDIVIDUAL

PHONE NUMBER

NATURE OF COMPLAINT

CONTRACT REFERENCE

VALIDATION

DATE/TIME CONTRACTOR INFORMED OF COMPLAINT

ACTION TAKEN BY CONTRACTOR

RECEIVED/VALIDATED BY

*NOTE: This must be included for ALL services contracts, to include task and call orders issued against existing

Appendix 4 – Corrective Action Report

CORRECTIVE ACTION REPORT (CAR)

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

1. CONTRACTOR

2. CONTRACT NUMBER

3. TYPE OF SERVICES

4. FUNCTIONAL AREA

5. SUSPENSE DATE

6. CONTROL NUMBER

7. DEFICIENCY MAJOR MINOR

FINDING:

FINDING IMPACT:

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

8. QUALITY ASSURANCE PERSONNEL (COR)

TYPED NAME AND GRADE

SIGNATURE AND DATE

9. ISSUING AUTHORITY

TYPED NAME AND GRADE

SIGNATURE AND DATE

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

11. COR DETERMINATION

ACCEPTED REJECTED

12. CLOSE DATE