Attachment 5 - USFK QASP.docx

Attachment 5 – USFK QASP v2.3 January 2025 United States Forces Korea (USFK) Travel Management Company Services (TMC) Quality Assurance Surveillance Plan (QASP)

January 2025 – v2.3 This Document is controlled by the Defense Travel Management Office (DTMO) A printed copy of this document is an uncontrolled copy

INTRODUCTION:

1.1 This Quality Assurance Surveillance Plan (QASP) is pursuant to the requirements listed in the Performance Work Statement (PWS) entitled United States Forces Korea (USFK) Travel Management Company Services (TMC). This plan sets forth the procedures and guidelines that will be used to ensure the required performance standards and services levels are achieved by the Contractor.

PURPOSE:

1.1. 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 PWS and the Contractor’s Quality Control Plan (QCP), and to ensure that the Government pays only for the level of services received.

1.2. 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.

PERFORMANCE MANAGEMENT APPROACH:

1.3. The PWS structures the acquisition around “what” service and 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 Defense Travel Management Office (DTMO), the Contracting Officer Representative (COR) and the Quality Assurance Evaluators (QAEs) 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.

1.4. The Government will utilize a QASP to monitor the quality of the Contractor’s performance. The oversight provided in the task order and QASP will help to ensure that service levels reach and maintain the required levels throughout the contract term. The QASP 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. This 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 any identified and stated constraints.

PERFORMANCE MANAGEMENT STRATEGY:

1.5. The Contractor is responsible for the quality of all work performed. The Contractor measures that quality through the Contractor’s own Quality Control Plan (QCP). The QCP includes 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 Quality Control Plan (QCP) will set forth the staffing and procedures for self-inspecting the quality, timeliness, responsiveness, customer satisfaction, and other performance requirements in 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 QCP.

1.6. 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.

ROLES AND RESPONSIBILITIES:

1.7. To fully understand the roles and responsibilities of the parties, it is important to first define the distinction in terminology between QCP and the QASP. The Contractor, and not the Government, is responsible for management and quality control actions necessary to meet the quality standards set forth in the contract. The QASP on the other hand, is put in place to provide Government surveillance oversight of the Contractor’s efforts to assure that they are timely, effective, and are delivering the results specified in the contract.

1.8. Contracting Officer (CO). An individual duly appointed with the authority to enter into or administer contracts and make related determination and findings on behalf of the Government. The CO are designated via a written warrant, which sets forth limitations of authority. The CO shall ensure performance of all necessary actions for effective contracting, ensure compliance with the contract terms, and shall safeguard the interest of the United States in the contractual relationship. The CO shall also ensure that the contractor receives impartial, fair, and equitable treatment under this contract and determines the final assessment of the Contractor’s performance.

1.9. Contractor Officer’s Representatives (COR). An individual appointed in writing by the CO to act as their authorized representative to assist in administering the contract. The COR will be appointed in writing by the CO. The limitations of authority are contained in a written letter of appointment.

1.10. Alternate Contracting Officer’s Representative (ACOR). An individual appointed in writing by the CO to act as their authorized representative, in the absence of the COR, to assist in administering the contract. The ACOR will be appointed in writing by the CO. The limitations of authority are contained in a written letter of appointment.

1.11. Lead Quality Assurance Evaluator (LQAE). An individual appointed in writing by the COR to maintain liaison with the COR and the Contractor and to monitor Contractor performance. The Services and Agencies may also designate an LQAE at the headquarters level.

1.12. Quality Assurance Evaluator (QAE). An individual appointed in writing by the COR to maintain liaison with the COR and the Contractor and to monitor Contractor performance at local sites.

IDENTIFICATION OF REQUIRED PERFORMANCE STANDARDS:

6.1 The required performance standards and/or quality levels are included in the PWS and in the “Performance Requirements Summary.” If the Contractor does not meet the required service and performance levels defined, such deficiencies will be identified and documented based on program impacts and technical severity with either a Corrective Action Plan (CAP), Negative Event Report and/or in the Contractor Performance Assessment Reporting System (CPARS) in accordance with contract terms and conditions. Similarly, if the Contractor exceeds the service or performance levels defined, such performance will also be documented in CPARS as well. The contract requirements listed in the table below, Performance Requirements Summary (PRS), summarize specific work scope to be performed under this contract. The performance requirements associated with each contract requirement are as shown in the PRS and include:

1. Required Service. The required services to be evaluated are identified in the Performance Requirements Summary.

1.14. Performance Standard. The performance standard for each required service is identified in the Performance Requirements Summary. Performance standards define desired services. The Government performs surveillance to determine if the contractor exceeds, meets or does not meet these standards. The table below identifies the Critical Performance Elements and the respective PWS section, performance threshold standard and the method of surveillance.

1.7.3.24.7 1.7.3.24.8

Required Security Microsoft Excel Listing and annual Personnel Training (Certificates of Completion)

1.7.3.25.2

1.8.4

(a) – (g)

Provide callers with expected wait times within 90 seconds of the initial call greeting 100% of the time.

Provide callers the option to request a call back or leave a voicemail while on hold 100% of the time.

Maintain a monthly service level of 70% of total calls offered within thirty (30) seconds (total calls offered include calls abandoned after 30 seconds) that are assisted by agent(s) (prime and subcontractors) during business hours.

Maintain a monthly after-hours service level of 70% of total calls offered within thirty (30) seconds (total calls offered include calls abandoned after 30 seconds) that are assisted by agent(s) (prime and subcontractor) Maintain the remaining 30% of call hold times under 60 seconds.

Maintain abandoned call percentage rate at or below 5% of total monthly calls for business hours and after business hours.

Respond to 95% of phone calls/emails within one (1) hour for urgent travel assistance during and after business hours.

Respond to 95% of phone calls/emails within one (1) business day for non-urgent travel assistance.

Periodic surveillance by the COR and customer feedback.

Premium Class is not issued without receiving a signed authenticated travel authorization.

Reporting is accurate.

1.9.17

100% of the time.

Do not issue Premium Class without receiving a signed authenticated travel authorization.

Premium Class reporting of transactions is accurate 95% of the time.

Periodic surveillance, customer feedback and the Premium Class Travel Reporting Tool (PCTRT).

Attachment 7

Attachment 7

Attachment 7

Attachment 7

Book new or change confirmed individual travel requests for travel within 72 hours in one (1) hour of receipt of the request.

Book new or change confirmed individual travel requests for travel beyond 72 hours within one (1) business day of receipt of the request.

1.10.1

Travel requests are processed timely and accurately 95% of the time.

Periodic surveillance and customer feedback.

Book new or change confirmed group travel requests for travel within 72 hours in one (1) business day of receipt of the request.

Book new or change confirmed group travel requests for travel beyond 72 hours within three (3) business days.

Process urgent PNRs within one (1) hour.

Process non-urgent PNRs and cancelled PNRs within one (1) business day.

Process Ticketed PNRs immediately.

1.10.1 (a), (b), (c) Attachment 2 – United States Forces Korea (USFK) TMC Orientation and User Guide

Travel requests are processed timely and accurately 95% of the time.

Periodic surveillance and customer feedback.

1.13.1.1

Table 2

Performance Requirements Summary

METHODOLOGIES TO MONITOR PERFORMANCE:

1.15. 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:

Customer Feedback

Quarterly Quality Assurance Evaluation Report

Periodic Surveillance

1.16. Regardless of the surveillance method, the COR will always contact the Contractor’s Program Manager or on-site representative when a defect is identified and inform them of the specifics of the problem. The COR, with assistance from the QAE, and other key Government personnel, will be responsible for monitoring the Contractor’s performance in meeting the performance standards in the performance requirement summary.

1.17. Surveillance results may be used as the basis for actions against the Contractor. In such cases, the Inspection of Services clause in the contract becomes the basis for the CO’s actions.

RATINGS:

8.1 Use the CPARS and Past Performance Information Retrieval System (PPIRS) metric tools to measure the quality and timely reporting of past performance information.

1. Contractor performance will be rated using the CPARS in accordance with Federal Acquisition Regulation (FAR) 42.1503. Metrics and methods are designed to determine if performance exceeds, meets, or does not meet a given standard and acceptable quality level. Use the rating scale in the ratings table below to determine a positive, neutral, or negative outcome. Use the notes to properly complete CPARS rating documentation.

1.19. CPARS Ratings Table

Performance Rating Criteria

Unacceptable

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.

DOCUMENTING PERFORMANCE:

1.20. Acceptable Performance. The Government will document positive performance. The most common format used for this action will be via CPARs. Any report may become a part of the supporting documentation for fixed fee payments, award fee payments, or other actions.

1.21. Unacceptable Performance. When unacceptable performance occurs, the COR will inform the Contractor. This will normally be in writing unless circumstances necessitate verbal communication. In any case the COR will document the discussion and place it in the COR file.

1.22. When the COR determines formal written communication is required, the COR will prepare a Contract Discrepancy Report (CDR), and present it to the Contractor’s Program Manager or on-site representative. A CDR template is listed in Attachment 1 of this QASP.

1.23. The Contractor shall be required to acknowledge receipt of the CDR in writing. The CDR will specify if the Contractor is required to prepare a corrective action plan to document how the Contractor shall correct the unacceptable performance and avoid a recurrence. The CDR will also state how long after receipt the Contractor has to present this corrective action plan to the COR. The Government will review the Contractor's corrective action plan to determine acceptability.

1.24. Any CDR will become a part of the supporting documentation for contract payment deductions, fixed fee deductions, award fee non-payment when applicable. The Government will use any completed CDR as part of an overall evaluation of Contractor performance when determining present or future contractual actions.

ATTACHMENT 1 – CONTRACT DISCREPANCY REPORT (CDR) TEMPLATE

CONTRACT DISCREPANCY REPORT

3. TO (Contractor and Manager's Name)

4. FROM (Name of COR)

5. DISCREPANCY OR PROBLEM (Describe in detail. Include reference to PWS Directive; attach continuation sheet if necessary.)

6. Contractor CDR Response Due by:

7. SIGNATURE OF CONTRACTING OFFICER

8. CONTRACTOR RESPONSE

8c. ADDRESS CAUSE, CORRECTIVE ACTION AND ACTIONS TO PREVENT RECURRENCE. Fully respond to the issue(s) identified at Block 6 above. Attach continuation sheet(s) as necessary.

9. GOVERNMENT REVIEW OF RESPONSE

COR: Fully address if Contractor response acceptable, partially acceptable, if there is any impact on the contract deliverables and what if any, additional corrective action needed.

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