B08_SOL_Attachment_D_-_Quality_Assurance_Surveillance_Plan_(QASP)_(1).pdf

140D0424Q0502 Attachment D - Quality Assurance Surveillance Plan (QASP)

QUALITY ASSURANCE SURVEILLANCE PLAN (QASP)

PIPELINE ASSESSMENT GROUP (PAG)

Revision

8/20/2024

TABLE OF CONTENTS

1 INTRODUCTION

1.1 Purpose

1.2 Performance Management Approach

1.3 Performance Management Strategy

2 GOVERNMENT ROLES AND RESPONSIBILITIES

2.1 The Contracting Officer

2.2 Contract Specialist

2.3 The Contracting Officer’s Representative

2.4 Other Key Government Personnel

3 CONTRACTOR REPRESENTATIVE

4 IDENTIFICATION OF REQUIRED PERFORMANCE STANDARDS/QUALITY LEVELS

5 METHODOLOGIES TO MONITOR PERFORMANCE

5.1 Surveillance Techniques

5.2 Customer Feedback

5.3 Acceptable Quality Levels

6 QUALITY ASSURANCE DOCUMENTATION

6.1 The Performance Management Feedback Loop

6.2 Monitoring Forms

7 ANALYSIS OF QUALITY ASSURANCE ASSESSMENT

7.1 Determining Performance

7.2 Reporting

7.3 Reviews and Resolution

ATTACHMENT 1: PERFORMANCE REQUIREMENTS SUMMARY (PRS) MATRIX

ATTACHMENT 2: SAMPLE QUALITY ASSURANCE MONITORING FORM

ATTACHMENT 3: CONTRACT DEFICIENCY REPORT (CDR)

QUALITY ASSURANCE SURVEILLANCE PLAN

(QASP)

1 INTRODUCTION

This quality assurance surveillance plan (QASP) is pursuant to the requirements listed in the performance work statement (PWS) entitled VRS PIPELINE ASSESSMENT GROUP (PAG). This plan sets forth the procedures and guidelines Peace Corps will use to ensure the Contractor achieves the required performance standards or service levels.

1.1 Purpose

1.1.1 This Quality Assurance Surveillance Plan (QASP) provides a systematic method to evaluate performance 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.

1.1.2 This QASP does not detail how the contractor accomplishes the work. Instead, 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.

1.1.3 This QASP is a “living document,” and the Government may review and revise it regularly. However, the Government shall coordinate changes with the contractor. Updates shall ensure that the QASP remains a valid, practical, and enforceable document. Copies of the original QASP and revisions shall be provided to the contractor and Government officials implementing surveillance activities.

The following FAR clauses may apply depending on contract type:

➢ 52.212-4 –Contract Terms and Conditions – Commercial Items, or

➢ 52.212-4 alternate 1 –Contract Terms and Conditions – Commercial Items

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 QASP will define the performance management approach taken by Volunteer Recruitment and Selection 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 the 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 the Contractor is achieving expected outcomes for the project.

1.2.2 Performance management represents a significant shift from the more traditional quality assurance

(QA) concepts in several ways. Performance management assesses whether outcomes are being achieved and to what extent. This approach eliminates scrutiny of compliance with the processes and practices used to achieve the outcome. A performance-based approach enables the Contractor to play a prominent 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 as long as the expected critical outcomes are achieved and/or the desired performance levels are 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 quality control (QC) program. QC is work output, not workers, and therefore includes all work performed under this contract regardless of whether Contractor employees or Subcontractors perform the work. 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 shall 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 use 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 performs against communicated performance objectives.

The Government will determine incentives based on performance measurement metric data and notify the

Contractor of those decisions. The Contractor shall make the required changes in processes and practices to manage performance effectively.

2 GOVERNMENT ROLES AND RESPONSIBILITIES

The following personnel shall oversee and coordinate surveillance activities.

2.1 The Contracting Officer

2.1.1 The Contracting Officer (CO) is responsible for monitoring contract compliance, contract administration, and cost control and resolving any differences between the observations documented by the contracting officer's representative (COR) and the Contractor. The CO shall also assure that the contractor receives impartial, fair, and equitable treatment under this contract. The CO will designate a COR as the

Government authority for performance management. The number of additional representatives serving as technical points of contact (TPOC) depends on the complexity of the services measured and the Contractor’s performance. The COR and any TPOCs must be identified and designated by the CO.

2.2 Contract Specialist

2.2.1 The Contract Specialist (CS) acts as an acquisition consultant and serves as a liaison between the contract office and TO BE DETERMINED.

2.3 The Contracting Officer’s Representative

2.3.1 The CO designated the COR in writing to act as their authorized representative to assist in administering the contract. COR responsibilities and limitations are outlined the COR appointment memo.

2.4 Other Key Government Personnel

2.4.1 This may include Performance Monitors, Inspectors, etc., who act on behalf of the COR to monitor performance.

3 CONTRACTOR REPRESENTATIVE

The following employees of the contractor serve as the contractor’s Program Manager for this contract.

Communication should occur with them during QASP development. It will help if they review the draft QASP and accept the final version.

Program Manager - TBD

Telephone: TBD

Email: TBD

Other Contractor Personnel - TBD

Telephone: TBD

Email: TBD

4 IDENTIFICATION OF REQUIRED PERFORMANCE STANDARDS/QUALITY LEVELS

4.1 Required Performance Standards

4.1.1 The required performance standards and/or quality levels are included in the PWS and Attachment 1, “Performance Requirements Summary (PRS) matrix.” If the Contractor meets the required service or performance level, it will be paid the monthly amount agreed on in the contract.

5 METHODOLOGIES TO MONITOR PERFORMANCE

5.1 Surveillance Techniques

5.1.1 To minimize the performance management burden, the Government shall use simplified surveillance methods to evaluate Contractor performance when appropriate. The primary methods of surveillance are:

➢ ANALYSIS OF CONTRACTOR'S PROGRESS REPORTS – The COR may evaluate cost, schedule, etc.

➢ DIRECT OBSERVATION – The Government will observe the Contractor perform preventative maintenance and draft/submit inspection reports in accordance with the Performance Work Statement

(PWS). The method can be performed periodically or through 100% surveillance. Reviews may be scheduled Daily, Weekly, Monthly, Quarterly, Annually or Unscheduled, as required.

➢ MANAGEMENT INFORMATION SYSTEMS (MIS) – The Government may evaluate outputs through the use of management information reports. This includes Notice of Findings and

Recommendation (NFR) that track tasks, plans, and projects to completion, consolidated results, performance trend and root cause analysis, monitor corrective actions, and review/write policies and training plans. Support proper Power BI, Dashboard, Workforce Management Tool, Peace Corps

Customer Relationship Management (CRM) tool, telephony software, or example, utilization by lead refinement, training, briefings, assisting, and answering inquiries from the Government. Recommend process improvement and implementation strategies. Reviewed upon completion of system development.

➢ PERFORMANCE REPORTING – The COR may evaluate metrics for a periodic or specific time period. Sustain and enhance all Power BI and Dashboard modules and provide data analytic support to satisfy evolving PWS requirements. These are developed metrics or metrics found in MIS.

➢ PERIODIC INSPECTION – The Government will inspect less than 100% of a designated deliverable or performed service on a periodic basis. This surveillance method is appropriate for a deliverable or performed service that occurs infrequently and where 100% inspection is neither required nor practical.

Reviews may be scheduled Daily, Weekly, Monthly, Quarterly, Annually or Unscheduled, as required.

➢ PROGRESS OR STATUS MEETINGS—The COR provides data analytic support and captures the quality assurance requirements needed for static, repeatable reports, their development, and setting the data library with the foundation for building ad hoc reporting capabilities.

➢ VALIDATED USER/CUSTOMER COMPLAINTS – The COR may assess various communication methods from users of the service to identify deficiencies. Complaints are then investigated and validated. Reviews may be scheduled Weekly, Monthly, Quarterly, Annually or Unscheduled, as required.

➢ 100% INSPECTION – The Government will inspect 100% of each deliverable or service performed.

The surveillance method is appropriate where 100% inspection is required and is practical (Daily, Weekly, Monthly, Quarterly, Annually or Unscheduled, as required.).

5.1.2 The following are examples (not exhaustive) of alternative methods for surveillance:

➢ RANDOM SAMPLING—The Government will randomly sample less than 100% of a designated deliverable or performed service. This surveillance method is appropriate for infrequently occurring deliverables or performed services where 100% inspection is neither required nor practical.

➢ USER SURVEY – The COR may combine elements of Validated User Complaints and Random

Sampling. Random surveys are conducted to solicit user satisfaction.

➢ PERIODIC SAMPLING – The COR may take a sample when a deficiency is suspected. This is a follow-up to the MIS analysis. Sample results are applicable only to the specific work inspected.

Because the sample is not entirely random, this surveillance will not be applied to total activity performance.

5.2 Customer Feedback

5.2.1 The Contractor must 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.

5.2.2 Performance management drives the Contractor to be customer-focused through initially and internally addressing customer complaints and investigating the issues and/or problems. However, the customer always has the option to communicate complaints to the COR instead of the Contractor.

5.2.3 To be considered valid, customer complaints must clearly and in writing state the detailed nature of the complaint, be signed, and be forwarded to the COR. The COR will accept those customer complaints and investigate.

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

5.3 Acceptable Quality Levels

5.3.1. The acceptable quality levels (AQLs) included in Attachment 1 (PRS) matrix for Contractor performance are structured to allow the Contractor to manage how the work is performed. For certain critical activities, 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.

6 QUALITY ASSURANCE DOCUMENTATION

6.1 The Performance Management Feedback Loop

6.1.1 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.

6.2 Monitoring Forms

6.2.1 The Government’s QA surveillance, accomplished by the COR, will be reported in writing. The COR will document the Government’s assessment of the Contractor’s performance under the contract to ensure that the required results are achieved.

6.2.2 The COR will retain a copy of all completed QA surveillance reports.

7 ANALYSIS OF QUALITY ASSURANCE ASSESSMENT

7.1 Determining Performance

7.1.1 The Government will use the monitoring methods cited to determine whether the performance standards/service levels/AQLs have been met. If the Contractor still needs to meet 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.

7.2 Reporting

7.2.1 At the end of each month, the COR will prepare a written report 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, 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 technical/scheduling objectives.

7.3 Reviews and Resolution

7.3.1 The COR may require the Contractor’s program manager or a designated alternate to meet with other

Government personnel as 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 shall 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

7.3.2 The COR or Government designee will coordinate and communicate with the Contractor to resolve issues and concerns regarding marginal or unacceptable performance.

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

ATTACHMENT 1: PERFORMANCE REQUIREMENTS SUMMARY (PRS) MATRIX

REFERENCE

PERFORMANCE

OBJECTIVE

PERFORMANCE

STANDARD

PERFORMANCE

THRESHOLD

INCENTIVE /

DISINCENTIVE

6.1.2 Answering phone

line

Maintain minimal staffing to accomplish the daily mission requirements.

At least a 95% compliance rate is to be calculated daily. The source of this data will be maintained by the Contractor using contact log data.

Less than acceptable performance may be used in the annual

CPARS rating.

6.1.3 Answering general

email

Respond to all incoming requests within 24 hours.

At least a 95% compliance rate is to be calculated monthly. The source of this data will be maintained by the

Contractor using contact log data.

Less than acceptable performance may be used in the annual

CPARS rating.

6.1.4 Provided Leads

Contact all provided leads within two business days of receipt. Provided the lead has a phone number and an email, then each lead will be attempted at least three times via phone, three times via text and two emails.

At least a 90% compliance rate is to be calculated monthly. The source of this data will be maintained by the

Contractor using the contact log data.

Less than acceptable performance may be used in the annual

CPARS rating.

6.1.5

Respond to online chat between 9 am and 9 pm (in the lead time zone)

Respond to all inquiries that get directed from the website chat in live time during business hours and answer those chat inquiries that come in after hours within 24 hours or on the next business day if there are more than 24 consecutive non-working hours.

At least a 90% compliance rate is to be calculated monthly. The source of this data will be maintained by the

Contractor using contact log data.

Less than acceptable performance may be used in the annual

CPARS rating.

6.1.6

Contact Returned

Peace Corps

Volunteers

The Contractor shall contact that list within one week of receiving it, following the script provided by VRS. The

Contractor shall contact other leads as provided by the

Peace Corps (if it is a bulk upload, the exact requirement can be discussed with the

COR.

At least a 90% compliance rate is to be calculated monthly. The source of this data will be maintained by the

Contractor using contact log data.

Less than acceptable performance may be used in the annual

CPARS rating.

6.1.7

Linked In and

Handshake

Outreach

Compile and send messages to leads via LinkedIn and

Handshake to a minimum of five groups out weekly and respond to all incoming leads within 24 hours or on the next business day if there are more than 24 consecutive non-working hours.

At least a 90% compliance rate is to be calculated monthly. The source of this data will be maintained by the

Contractor using contact log data.

Less than acceptable performance may be used in the annual

CPARS rating.

6.1.8 Recruiter Inbox

Contractor shall respond within 24 hours or the next business day.

At least a 90% compliance rate is to be calculated monthly. The source of this data will be maintained by the

Contractor using contact log data.

Less than acceptable performance may be used in the annual

CPARS rating.

6.1.9 Disqualified

Notification

Contractor shall inform leads who are disqualified (under current regulations) as to their disqualification and ensure their applicant’s record provides a detailed explanation.

100% compliance rate -monthly. The source of this data will be maintained by the

Contractor using contact log data.

Less than acceptable performance may be used in the annual

CPARS rating.

6.1.10 Low Leads

Notification

The PM shall provide VRS written notification when the number of leads available by the assigned source falls below the threshold to sustain operations.

95% compliance rate -weekly. The source of this data will be maintained by the Contractor using contact log data. If leads are exhausted before a new list is received, the VRS will direct prospecting effort.

Less than acceptable performance may be

6.1.11 Operations

Contractors shall attempt to contact each applicant by telephone to congratulate them on their decision to apply to the Peace Corps and provide them with a means of communication if they need any assistance within 48 hours when a new application is received.

95% compliance rate -weekly. The source of this data will be maintained by the Contractor using contact log data.

Less than acceptable performance may be used in the annual

CPARS rating.

6.1.11.3 New Record

Creation

Contractors shall create a new record in cases where the applicant does not appear in the system, perform the qualification process, and adequately disposition the record.

100% compliance rate -monthly. The source of this data will be maintained by the

Contractor using contact log data.

Less than acceptable performance may be used in the annual

CPARS rating.

6.1.17 Events

The Contractor shall attend events when requested and shall follow up with all attendees.

100% compliance rate -monthly. The source of this data will be maintained by the

Contractor using contact log data.

Less than acceptable performance may be used in the annual

CPARS rating.

6.1.18

Reports

(Contract Log

Data)

The Contractor shall electronically submit daily, monthly, quarterly, or annual recruitment data analysis data analysis to include informational packets, on request.

100% compliance rate -monthly. The source of this data will be maintained by the

Contractor using contact log data.

Less than acceptable performance may be

6.1.18.1 Meeting Minutes

The Contractor shall prepare and submit meeting minutes for all meetings attended by the Contractor and submitted to the COR within five business days after the conclusion of the meeting.

100% compliance rate - as required. The source of this data will be maintained by the

Contractor using contact log data.

Less than acceptable performance may be used in the annual

CPARS rating.

6.1.18.3.2 Trip Reports

Following each trip, the

Contractor shall prepare and deliver Trip/After Action

Reports to the COR.

100% compliance rate - as required. The trip report shall be completed in accordance with Peace

Corps guidance.

Less than acceptable performance may be

ATTACHMENT 2: SAMPLE QUALITY ASSURANCE MONITORING FORM

SERVICE or STANDARD:

SURVEY PERIOD:

SURVEILLANCE METHOD (Check):

Random Sampling 100% Inspection Periodic Inspection Customer Complaint

Direct Observation Management Information System (MIS) User Survey

Validated User/Customer Complaints Analysis of contractor's progress reports

Periodic Sampling Progress or Status Meetings Performance reporting

LEVEL OF SURVEILLANCE (Check):

Daily Weekly Monthly Quarterly Annually Unscheduled, as required

PERCENTAGE OF ITEMS SAMPLED DURING SURVEY PERIOD: ______ %

ANALYSIS OF RESULTS:

Observed Service Provider Performance Measurement Rate: ______%

Service Provider’s Performance (Check): Meets Standards

Does Not Meet Standards

Narrative of Performance During Survey Period:

PREPARED BY: ___________________________________ DATE: _________________

ATTACHMENT 3: CONTRACT DEFICIENCY REPORT (CDR)

The COR may initiate a CDR at any time, including whenever the number of monthly recorded defects for a performance standard exceeds the allowable number of defects, anytime unacceptable performance is determined critical in nature and requires formal corrective action, and whenever an unfavorable trend is detected in contractor performance.

Contract Number: <insert number>

Contractor Project Manager: <insert name>

From: <insert name of COR>

Date and time observed discrepancy:

Contract Discrepancy:

<Describe in detail. Identify any attachments.>

Corrective action plan:

A written corrective action plan < is / is not > required.

< If a written corrective action plan is required, include the following. > The contractor shall provide the COR with the Corrective Action Plan not later than < # days after receipt of this

CDR. >

Prepared by: <Enter COR’s name>

COR’s Signature Date

Received by: <Enter contractor project manager’s name>

Contractor Program Manager’s Signature Date