ATTACHMENT B - AITC Generator Fuel System Maintenance and Repair Services QASP.docx

QUALITY ASSURANCE SURVEILLANCE PLAN (QASP)

Office of Information & Technology (OIT) Austin Information & Technology Center (AITC)

Generator Fuel System Maintenance and Repair Services i

TABLE OF CONTENTS

QUALITY ASSURANCE SURVEILLANCE PLAN

(QASP)

INTRODUCTION

This quality assurance surveillance plan (QASP) is pursuant to the requirements listed in the performance work statement (PWS) entitled Generator Fuel System Maintenance and Repair Services. This plan sets forth the procedures and guidelines the is ensuring the required performance standards or services levels are achieved by the contractor.

Purpose 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.

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 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 [insert name of program office/monitoring activity] 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.

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-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 QC program.

1.3.2 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.

ROLES AND RESPONSIBILITIES

The Contracting Officer 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 [Insert title of government authority for performance management: "contracting officer's representative (COR), "administrative contracting officer (ACO)," "quality assurance representative (QAR),” or "program manager (PM)"] and the contractor. The CO will designate one full-time COR as the government authority for performance management. The number of additional representatives serving as technical inspectors depends on the complexity of the services measured, as well as the contractor’s performance, and must be identified and designated by the CO.

The Contracting Officer’s Representative The contracting officer’s representative (COR) is designated in writing by the CO to act as his or her authorized representative to assist in administering a contract. COR limitations 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 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.

IDENTIFICATION OF REQUIRED PERFORMANCE STANDARDS/QUALITY LEVELS

The required performance standards and/or quality levels are included in the PWS and in Attachment 1, “Performance Requirements Summary.” [Adjust the following sentences to reflect the instant acquisition.] If the contractor meets the required service or performance level, it will be paid the monthly amount agreed on in the contract. If the contractor exceeds the service or performance level, it is eligible to receive an incentive or award fee as stated in the contract. Failure to meet the required service or performance level will result in a deduction from the monthly amount.

METHODOLOGIES TO MONITOR PERFORMANCE

Surveillance Techniques 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 are [include those that apply]

· Random monitoring, which shall be performed by the COR designated inspector.

· 100% Inspection – Each month, the COR shall review the generated documentation and enter summary results into the Surveillance Activity Checklist.

· Periodic Inspection – COR typically performs the periodic inspection on a monthly basis.

Customer Feedback 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.

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], 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 COR. The COR will accept those customer complaints and investigate using the Quality Assurance Monitoring Form – Customer Complaint Investigation, identified in Attachment 3.

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

Acceptable Quality Levels The acceptable quality levels (AQLs) included in Attachment 1, 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 [insert names of any critical services], the desired performance level is established at 100 percent. Other levels of performance are keyed to the relative importance of the task to the overall mission performance at [insert name of government activity receiving services].

QUALITY ASSURANCE DOCUMENTATION

The Performance Management Feedback Loop The performance management feedback loop begins with the communication of expected outcomes. Performance standards are expressed in the PWS and are assessed using the performance monitoring techniques shown in Attachment 1.

Monitoring Forms The government’s QA surveillance, accomplished by the [insert COR, ACO, QAR, or PM], will be reported using the monitoring forms in Attachments 2 and 3. The forms, when completed, will document the government’s assessment of the contractor’s performance under the contract to ensure that the required results [or service or quality levels] are being achieved.

The [insert COR, ACO, QAR, or PM] will retain a copy of all completed QA surveillance forms.

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. [Insert when appropriate: Failure to meet the AQL may result in a deduction from the monthly payment, using the deduction percentages shown in Attachment 1. Likewise, if the contractor exceeds the performance standards, an incentive or award fee will be paid, in accordance with the incentive fee or award fee plan included in the contract.] Reporting At the end of each month, the [Insert title of person who will prepare the report – COR, ACO, QAR, or PM] will prepare a written report for the [Insert title of government representative responsible for overall monitoring of performance – COR, ACO, QAR, or PM] 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 (Attachment 2), 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 [insert title of government representative responsible for overall monitoring of performance – COR, ACO, QAR, or PM] may require the contractor’s project manager, or a designated alternate, to meet with the [insert CO, ACO, COR, QAS, or PM] and other government IPT personnel as deemed necessary to discuss performance evaluation. The [insert CO, ACO, COR, QAR, or PM] 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 [insert COR, ACO, QAR, or PM] 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 plan analysis

· Recommendations for improved efficiency and/or effectiveness

· [Insert if appropriate: 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 [insert COR, ACO, QAR, or PM] 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.

ATTACHMENT 1: PERFORMANCE REQUIREMENTS SUMMARY

PERFORMANCE STANDARDS TABLE

PERFORMANCE

OBJECTIVE

STANDARD

ACCEPTABLE

QUALITY

LEVEL

SURVEILLANCE

METHOD

Efficient and effective in meeting requirements.

Meets technical needs and mission requirements.

Offers quality services/products.

Personnel possess necessary knowledge, skills, certifications, and abilities to perform tasks.

Sufficient number of personnel to accomplish the mission.

Responsiveness to customer.

Products completed, reviewed, delivered in timely manner.

Notifies customer in advance of potential problems.

Timely submission of invoices.

ATTACHMENT 2: SAMPLE QUALITY ASSURANCE

MONITORING FORM

PERFORMANCE EVALUATION SURVEY

CONTRACTOR: TBD

CONTRACT NUMBER/ TITLE:

PERIOD COVERED:

GOVERNMENT REQUIRING ACTIVITY

EXCELLENT

ABOVE

AVERAGE

AVERAGE

POOR

A. MEETING TECHNICAL NEEDS:

1. What level of understanding does the contractor have of the technical needs and the mission requirements?

2. What level of efficiency and effectiveness does the contractor demonstrate in meeting the requirements?

3. Overall, how well does the contractor meet the technical needs and mission requirements?

4. Overall, the quality of the products/services provided are….

B. MANAGEMENT

1. How current is the expertise of those contractors performing requested tasks?

2. Do contractor personnel possess the necessary knowledge, skills and ability to accomplish assigned tasks?

3. Are the staffing levels assigned by contractor appropriate for accomplishing the mission?

4. How well does the contractor meet the established small business participation goals on contract?

5. How responsive is the contractor to the customer?

C. PROJECT MILESTONES AND SCHEDULE

1. How well does the contractor meet the established milestones and project dates?

2. How timely are services provided and delivered?

3. How well does the contractor notify me in advance about potential milestones and scheduling problems so that I have enough time to correct them?

4. How timely was the contractor's submission of monthly invoices?

** Ratings for a Performance Objective are calculated by adding the individual scores under a Performance Objective and dividing it by the number of sub-objectives under that Performance Objective ****Poor ratings must be explained in Section II (Narrative Clarification) below

II NARRATIVE CLARIFICATION

(USE ADDITIONAL SPACE AS REQUIRED)

Typed Name And Title of Contracting Officer's Representative/Date