Attachment J3 - Incentive Fee Plan.pdf

Cafeteria Services

The Criminal Justice Information Services (CJIS) Division

Department of Justice

Federal Bureau of Investigation

CJIS Division Campus

Incentive Fee Plan

TABLE OF CONTENTS

1 INTRODUCTION

1.1 PURPOSE

1.2 PERFORMANCE MANAGEMENT APPROACH

1.3 PERFORMANCE MANAGEMENT STRATEGY

2 IDENTIFICATION OF REQUIRED PERFORMANCE STANDARDS/QUALITY

3 METHODOLOGIES TO MONITOR PERFORMANCE

3.1 SURVEILLANCE TECHNIQUES

3.2 CUSTOMER FEEDBACK

3.3 ACCEPTABLE QUALITY LEVELS

4 QUALITY ASSURANCE DOCUMENTATION

4.1 THE PERFORMANCE MANAGEMENT FEEDBACK LOOP

4.2 MONITORING FORMS

5 ANALYSIS OF QUALITY ASSURANCE ASSESSMENT

5.1 DETERMINING PERFORMANCE

5.2 REPORTING

5.3 REVIEWS AND RESOLUTION

ATTACHMENT 1

ATTACHMENT 2

ATTACHMENT 3

1 INTRODUCTION

This incentive fee plan is pursuant to the requirements listed in the performance work statement

(PWS) entitled the FBI CJIS Division Food Service Contract. This plan sets forth the procedures and guidelines the CJIS Division will use in ensuring the required performance standards or services levels are achieved by the Contractor. The Contract Officer Representative (COR) will be the Fee Determination Official (FDO). The COR will review and consider the Contractors performance when determining the incentive fee earned. The COR will work with the

Contracting Officer (CO) to rectify any issues and the CO will be the final approving official for incentive fees that are provided to the Contractor.

1.1 PURPOSE

The purpose of the incentive fee plan is to describe the systematic methods used to monitor performance and to identify the required documentation and the resources to be employed. The incentive fee plan provides a means for evaluating whether the Contractor is meeting the performance standards/quality levels identified in the PWS and to ensure that the Government provides incentives for the level of services received.

1.2 PERFORMANCE MANAGEMENT APPROACH

1.2.1 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 incentive fee plan will define the performance management approach the CJIS Division has taken to monitor and manage the contractor’s performance to ensure the expected outcomes or performance measures 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.

1.2.2 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 objectives. 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 expected critical outcomes are being achieved and/or the desired performance levels are being met.

1.3 PERFORMANCE MANAGEMENT STRATEGY

1.3.1 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 shall set forth the staffing and procedures for self-inspecting the quality, timeliness, responsiveness, customer satisfaction, and other performance requirements in the PWS. The

Contractor shall develop and implement a performance management system with processes to assess and report its performance to the designated government representative. This incentive fee plan 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 shall be responsible for making required changes in processes and practices to ensure performance is managed effectively.

2 IDENTIFICATION OF REQUIRED PERFORMANCE STANDARDS/QUALITY

LEVELS

The required performance standards and quality levels are included in the PWS and in

Attachment 1, “Performance Requirements Summary.” The Contractor will be eligible to earn a monetary incentive up to $37,500 each quarter based on the overall percentage of performance standards met. The incentive fee will start at $0 each quarter and increase as the required service or performance level is met.

3 METHODOLOGIES TO MONITOR PERFORMANCE

3.1 SURVEILLANCE TECHNIQUES

In an effort to minimize the performance management burden, simplified surveillance methods will be used by the Government to evaluate contractor performance when appropriate. The primary methods of surveillance are:

Random monitoring, which will be performed by the COR or designated POC via the customer comment cards randomly distributed.

100% Inspection – Each quarter, the COR or designated Point of Contact (POC), will review the generated documentation and enter summary results into the Surveillance Activity

Checklist.

3.2 CUSTOMER FEEDBACK

The Contractor shall 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 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. If the complaint is determined to be valid the vendor must submit a remediation plan in writing to the COR no later than 24 hours following the conclusion of the investigation. The plan can be submitted via email and must address the complaint in its entirety. Customer feedback will also be obtained from the results of the formal customer satisfaction card and may also be obtained from random customer complaints.

3.3 ACCEPTABLE QUALITY LEVELS

The acceptable quality levels (AQLs) included in Attachment 1, Performance Requirements

Summary Table, for contractor performance is structured to allow the Contractor to manage how the work is performed. For certain critical activities such as those involving customer measures, management and food service, sanitation and reporting, 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 the CJIS Division.

4 QUALITY ASSURANCE DOCUMENTATION

4.1 THE PERFORMANCE MANAGEMENT FEEDBACK LOOP

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

4.2 MONITORING FORMS

The government’s QA surveillance, accomplished by the COR or designated POC, will be reported using the monitoring forms in Attachment 2. The forms, when completed, will document the government’s assessment of the contractor’s performance under the contract to ensure that the required results performance requirements are being achieved.

4.2.1 The COR will retain a copy of all completed QA surveillance forms.

5 ANALYSIS OF QUALITY ASSURANCE ASSESSMENT

5.1 DETERMINING PERFORMANCE

Government will 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’s may result in no incentive fee being provided for the quarterly payment, refer to Attachment 1.

5.2 REPORTING

At the end of each month, the Program Manager shall 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 reports and the completed Daily Inspection Form (Attachment 2), shall 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

5.3.1 The Program Manager may require the contractor’s project manager, or a designated alternate, to meet with the COR and other government 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:

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

Issues arising from the performance monitoring processes

5.3.2 The CO must coordinate and communicate with the Contractor to resolve issues and concerns regarding marginal or unacceptable performance.

5.3.3 The CO, COR and Contractor should jointly formulate tactical and long-term courses of action. Decisions regarding changes to metrics, thresholds, or service levels must be clearly documented. Changes to service levels, procedures, and metrics will be incorporated as a contract modification at the convenience of the CO.

ATTACHMENT 1

PERFORMANCE MONITORING TECHNIQUES CJIS CAFETERIA SERVICES

Performance

Categories

Required

Services

(Tasks)

Performance

Standards

Accepta ble

Quality

Levels

Methods of

Surveillance

Incentive (Positive and/or Negative)

(Impact on

Contractor

Payments) Customer

Service

(30% of incentive fee)

Meet 30% or better customer participation

(adjusted yearly as needed)

Based on CJIS population

(adjusted quarterly as needed)

100% 100%

Inspection

Up to $6,250 added to incentive fee if measure is met

Obtain a satisfaction rating of 60% or higher on the customer satisfaction cards

Based on COR and/or designated

POC Inspection

100% 100%

Inspection

Up to $6,250 added to incentive fee if measure is met and negative findings are mitigated to the satisfaction of the

COR.

Based on

Customer

Satisfaction

Cards Measures

See Attachment#2

Inspection Sheets

100% 100%

Inspection

Up to $6,250 added to incentive fee if measure is met and negative findings are mitigated to the satisfaction of the

COR

Sanitation

(30% of incentive fee)

Obtain a pass rating from WV

Health Dept and/or a pass rating from the

FBI CJIS

Division Safety

Officer

Per inspection documentation received by the

WV Health Dept

100% Random

Monitoring as scheduled by the COR

$1,875 added to each quarterly incentive fee following inspection if deliverable is met

Based on

Inspection Sheet for Safety &

Sanitation

See Attachment #2

Inspection Sheets

100% 100%

Inspection

$1,875 added to incentive fee if satisfactory inspection and any negative findings are mitigated to the satisfaction of the COR

Management and Food

Services (30% of incentive fee)

Keep food price competitive an average of at least 10% to surrounding food establishments that have comparable services and food.

Based on comparison of surrounding food establishments with comparable services and food

100% Random

Monitoring as needed at COR discretion

$5,625 added to incentive fee if food price is competitive an average of at least 10% to the surrounding area comparable facilities

Based on

Inspection Sheet management and food services

See Attachment #2

Inspection Sheets

100% 100%

Inspection

$5,625 added to the incentive fee if satisfactory inspection and any negative findings are mitigated to the satisfaction of the COR

Reporting

(10% of incentive fee)

Submission of reports to the

COR as outlined in the schedule, completed, and outstanding tasks monthly

100% of reports accurately depict current status

100% 100%

Inspection

Monthly

$1,875 added to the incentive fee if submitted on time

Based on

Inspection Sheet for Reporting

See Attachment #2

Inspection Sheet

100% 100%

Inspection

$1,875 Added to incentive fee based on no unmitigated negative findings

ATTACHMENT 2

Monitoring Form CJIS Cafeteria Services

CUSTOMER MEASURES

Customer Service Yes No N/A Are customer interactions acceptable

(friendly, clearly and well mannered)?

Are the needs, questions, and concerns of the customer responded to? Is there someone available to answer questions immediately?

Is the food provided in a timely manner?

Are there long lines of 5 or more people at one register? If so, what is the contractor’s response and what are the methods taken to alleviate the long lines?

Are there long lines at one food service area? If so, what is the contractor’s response and what are the methods taken to alleviate the long lines?

MANAGEMENT AND FOOD SERVICES

Management Yes No N/A Is there a manager present during service times?

Are staffing levels on the line adjusted to meet customer demand? Note** If more than 5 people in line has the additional line been opened?

Are items and all signs legible and easy to read?

Are all prices listed accurately?

Personnel Yes No N/A Are staff uniforms (and aprons) neat, clean and presentable?

If staff member is absent were replacement personnel brought in to fill needed area to ensure excellent customer service?

Food Service Yes No N/A

Menus Yes No N/A Are the food prices reasonable and comparable to pricing found in the market?

Is the food freshly prepared?

Are there a variety of foods and beverages available?

Is sustainable packaging being utilized?

Is bulk item area full and clean? Note at least 50% full

Is there an adequate supply of food?

Are there disposable items for self serve foods such as cups, lids, bags, plastic forks, straws, knives, napkins, etc.?

SAFETY AND SANITATION

Safety Yes No N/A Receive a pass rating from the FBI CJIS

Division Safety Officer.

Sanitation Yes No N/A

Cleaning and Janitorial

Services

Yes No N/A

Are the floors clean, free of dust and debris, paying particular attention to the corners?

Are countertops clean and free of food?

(clean as you go)

If microwave is used in serving area it’s clean?

Is grease removal being followed as outlined in the PWS?

Are sinks free of dust, dirt and debris?

Are floor drains clean? Surface vents unclogged?

Do trashcans (in the serving area) have plastic liners? Are they emptied regularly?

Are walls, ceilings, cabinets, equipment and wall mounted fixtures free of dust, dirt, grease and debris?

ATTACHMENT 3

Customer Satisfaction Card

Please Rate your overall satisfaction with your most recent visit. If you provide a 1 and/or 2, please elaborate.

1. Highly Dissatisfied

2. Dissatisfied 3. Neither Satisfied nor Dissatisfied

4. Satisfied 5. Highly Satisfied

Having attentive and courteous employees'

The portion size of your food.

The taste of your food.

Temperature of your food

Price of your food

Cleanliness of Service Area

Provided timely service.