CSMC Perf Plan II 28 May 09.doc

Air Force Space Command

Contract for Space & Missile Capabilities

(CSMC)

Performance Plan 12 May 2009

EXECUTIVE SUMMARY

The Contract for Space and Missile Systems Capabilities (CSMC) is the contract vehicle of choice for procuring unclassified, Advisory and Assistance Services (A&AS) that directly supports HQ AFSPC. This Performance Plan outlines how the multi-functional team (HQ AFSPC warfighter, HQ AFSPC/A7Z and 21 CONS/LGCCB) will monitor, assess, document and report, cradle-to-grave contractor performance at both the contract and task order level.

HQ AFSPC/A7Z is the Program Management Office (PMO) for CSMC A&AS acquisition activities. 21 CONS/LGCCB is the responsible contracting office.

This performance plan complies with AFI 63-124, Performance Based Services Acquisition.

TABLE OF CONTENTS

1.0 Overview

1.1 Performance Management

1.2 Performance Assessment

2.0 Contract Objective

2.1 Contract type

3.0 Contractor Quality Program

4.0 Duties and Responsibilities

4.1 Multi-Functional Team

4.2 Functional Commander/Functional Director (FC/FD)

4.3

HQ AFSCP/A7Z

4.4 Contracting Officer

4.5 Quality Assurance Personnel

5.0

5.1

5.2 Managing Contract Performance

5.3.

Contractor Performance Assessment Report

5.4 Market Research Best Practices

6.0 Performance Assessment

6.1 Purpose

6.2 Approach

6.3 Metrics

7.0 Surveillance

7.1 Service Delivery Summary (SDS)

7.2 SDS Goals

7.3 Contract Level SDS

7.4 Task Order SDS

8.0 Service Summary

9.0 Performance Assessment and Reporting Requirements

9.1 Monthly Assessment

10.0 Performance Deficiency Resolution

10.1 Discrepancy Identification

10.2 Performance Assessment Report

10.3 Progress Meetings

11.0 Contractor Performance Assessment Reporting (CPAR)

11.1 Roll-up CPAR

11.2 CPAR Supporting Documentation

11.3 Annual DCMA Quality Assessment

1.0. OVERVIEW

This performance plan prescribes how the multi-functional team (MFT) will monitor, assess, document and report the Contract for Space and Missile Capabilities (CSMC) contractor’s performance throughout the requirement-to-contract lifecycle. The team’s goals are: enable efficiencies, improve customer service, and provide Command leadership visibility into scope, quality, and cost of the services culminating in successful contract execution. This plan addresses both Performance Management and Performance Assessment.

1.1. Performance Management. Performance Management is a cradle-to-grave process beginning with the identification of the requirement and ending when the service is completed or a follow-on acquisition begins. The performance management section outlines how the multi-functional team will manage the contract.

1.2. Performance Assessment. Performance assessment is the evaluating, assessing and documenting of the contractor’s performance consistent with Performance Work Statement (PWS) requirements. The performance assessment section identifies the methods and procedures the Government will use to ensure it receives the services under contract and how performance information will be documented.

2.0. OBJECTIVE

The Contract for Space and Missile Capabilities (CSMC) Advisory & Assistance Services contract provides Advisory and Assistance Services (A&AS) in direct support of HQ AFSPC. The A&AS being procured under this contract comprises three major categories of services: Management, Operational and Professional Support Services; Studies, Analyses, and Evaluations; and Engineering and Technical Services. These services assist the Government’s technical experts to achieve HQ AFSPC Organize, Train and Equip (OTE) mission objectives by providing technical and analytical tools that support or improve policy development, management, administration, and operation of space and AFCYBER systems. The Command also requires cradle-to-grave lifecycle assistance throughout the requirements development; planning, programming and budgeting; fielding and decommissioning phases. All services requested under the Performance Work Statement (PWS) are non-personal in nature and will be requested by task order generated by HQ AFSPC directorates and approved by the Contracting Officer (CO).

2.1 Contract. The CSMC Advisory & Assistance Services contract is a multiple award Indefinite-Delivery Indefinite Quantity (IDIQ) contract that allows for Firm Fixed Price (FFP) and Cost Plus Fixed Fee (CPFF) Task Orders. Inspection of Services FAR Clauses 52.246-4 and 52.246-5 apply.

3.0. CONTRACTOR QUALITY PROGRAM

The Contractor’s Quality Program Plan (QPP) requirements are defined in paragraph 1.2.1., Quality Control Plan of the CSMC Performance Work Statement (PWS). The Contractor shall maintain, enforce and document a QPP in accordance with Contract Data Requirements List (CDRL), Data Item 0034. The QPP shall ensure the Government receives the level of quality that is consistent with requirements specified in the contract and subsequent PWSs. The contractor’s QPP will be audited by the Defense Contract Management Agency (DCMA) at contract start and annually thereafter. Results shall be reported to HQ AFSPC/A7Z.

4.0. DUTIES AND RESPONSIBILITIES

4.1 Multi-Functional Team (MFT). The MFT is a customer-focused team comprised of stakeholders that manage the contract. The MFT is responsible for cost, schedule, performance and risk management throughout the contract lifecycle.

4.1.1. MFT stakeholders as a minimum include: Program Management Office staff, Contracting Officer, Contract Specialists, Quality Assurance Personnel (QAP) and the Contract service provider.

4.1.2. The MFT shall meet quarterly with the contractor to discuss all facets of contract and task order execution.

4.2 Functional Commander/Functional Director (FC/FD).

4.2.1 HQ AFSPC Directorates shall appoint Functional Commanders/Functional Directors (FCs/FDs). The FC/FD position is normally the 3-ltr division chief receiving day-to-day task order contract support. Functional Commanders/Functional Directors responsibilities are outlined in DoDI 3020.37, Continuation of Essential DOD Contractor Services during Crisis and AFI 63-124, Performance Based Acquisition. FC/FD duties include:

4.2.1.1 Identifying mission essential services, to include developing the necessary documents in accordance with DoDI 3020.37, Continuation of Essential DOD Contractor Services During Crisis.

4.2.1.2 Review documentation prepared by the QAP on a monthly basis to ensure contractor performance meets mission and Performance Work Statement (PWS) objectives.

4.2.1.3 Nominate in writing primary and alternate Quality Assurance Personnel (QAP) for each task order. This written nomination must be forwarded to HQ AFSPC/A7Z, and the 21 CONS/LGCCB contracting officer (CO). Ensure appointed QAPs receive both Phase I and II training prior to assuming surveillance responsibilities.

4.2.1.4. Appoint interim QAP’s in the event neither the primary or alternate QAP are readily available for contract surveillance duties.

4.3. HQ AFSPC/A7Z

4.3.1 HQ AFSPC/A7Z is the Program Management Office (PMO) with requirement-to-contract oversight and insight for all CSMC task orders and requirement-to-contract processes. HQ AFSPC/A7Z duties include:

4.3.1.1 Maintain overarching task order and task order modification process flow charts and requirement-to-contract cycle times.

4.3.1.2 Capturing all customer requirements to include: maintaining Performance Work Statement, Program Element Monitor (PEM), Decision Determination Documents (DDDs), and Contract Data Requirements List (CDRL) templates; preparing the Independent Government Cost Estimates (IGCE), approving form 9’s, and assisting with developing task order technical evaluation criteria.

4.3.1.3 Scheduling and conducting micro-industry day at the task order level.

4.3.1.4 Updating and publishing HQ AFSPC Operational Instruction 63-105, Management of Advisory and Assistance Services

4.3.1.5 Providing Phase I training to ensure timely task order award.

4.3.1.6 Assisting the tech evaluation team to ensure procurement integrity is maintained.

4.3.1.7. Manage the annual, draft-to-final Contractor Performance Assessment Reports (CPARS) development process that includes imputing final CPAR data into the CPARS system. CPARS are not written at the task order level.

4.3.1.8. Maintaining the Memorandum of Agreement (MOA) with Defense Contract Management Agency (DCMA)

4.3.1.9. Establish and report actionable metrics

4.4. Contracting Officer

4.4.1. The contracting officer ensures performance of all necessary actions for effective contracting; ensures compliance Federal Acquisition Regulations, DoD and AF policies and the terms and conditions of the contract; safeguards the interests of the United States; ensures that contractors receive fair, impartial, and equitable treatment; and, requests and considers the advice of the multi-functional team. The CO has the authority to resolve disputes or conflicts. CO responsibilities include:

4.4.2. Delegating authority for inspection and/or acceptance IAW terms of the contract. Informs the contractor of the names, duties, and limitations of authority for all QAP assigned to the contract.

4.4.3. Conducting Phase II training for all QAPs before they perform quality assurance surveillance duties.

4.4.4 Inputting contract registration data into the Contractor Performance Assessment Reporting System (CPARS) database within 30 days of contract award. Initiates and ensures Contract Performance Assessment Reports (CPAR) are completed as required.

4.4.5 Initiating and ensures Management and Oversight of Acquisition of Services Process

(MOASP), reporting is completed as required.

4.4.6 Appointing QAP personnel in writing.

4.5. Quality Assurance Personnel

4.5.1 Ensures requirement documents developed by the MFT satisfy mission requirements, are performance-based and foster innovation. This includes identifying mission essential services and developing the necessary documents in accordance with DoDI 3020.37, Continuation of Essential DOD Contractor Services during Crisis. QAP responsibilities include:

4.5.2. Performing contractor surveillance activities. Surveils, assesses, documents and reports contractor PWS performance to HQ AFSPC/A7Z and 21 CONS/LGCCCB contracting officer.

4.5.3. Providing CPAR inputs to HQ AFSPC/A7Z, and assists with MOASP review and reporting requirements.

4.5.4. Reviewing contractor-submitted Receiving Report in Wide Area Work Flow (WAWF) system and accepts or rejects (as applicable) for payment.

4.5.5. Reporting potential contractor deficiencies to 21 CONS/LGCCB and HQ AFSPC/A7Z and monitors corrective actions.

4.5.6. Attending quarterly MFT meetings; recommends improvements to the overarching process, PWS and the Performance Plan.

4.5.7. Responding to HQ AFSPC/A7Z and 21 CONS/LGCCB periodic surveys used to assist in the assessment of contractor PWS performance.

4.5.8. Maintaining electronic and/or hardcopy Performance Assessment Folder to include: QAP Nomination Letter, Contracting Officer’s appointment letter, current Performance Work Statement (PWS), Performance Plan to include Service Summary, Performance Assessment Report (PAR), Monthly Status Reports (MSR), Surveillance spreadsheet that includes at a minimum: date, time, task order reference, short description of requirement surveyed and results (Qualitative rating using latest CPAR definitions).

4.5.9. Ensuring the Performance Assessment Folder is transitioned to follow-on QAE’s.

4.5.10. Notifying the contracting officer and HQ AFSPC/A7Z if neither the Primary and/or Alternate QAP are not available at anytime during contractor performance

4.5.11. Ensuring any potential ethics violations are immediately brought to the attention of the Contracting Officer prior to appointment or during the performance of QAP surveillance duties.

5.0. PERFORMANCE MANAGEMENT

5.1 Performance Management. Performance is managed by a multi-tiered approach that includes day-to-day surveillance duties performed by Quality Assurance Personnel (QAP), quarterly multi-functional team reviews, semi-annual leadership reviews, submission of the annual MOASP report, culminating in the compilation and submission of the CPAR.

5.1.1 Quality Assurance Personnel (QAP). QAP’s day-to-day oversight and insight of contractor performance is the critical element to successful mission accomplishment and surveilling contractor performance. QAP’s shall report potential contractor PWS non-compliance and/or performance issues to HQ AFSPC/A7Z and 21 CONS/LGCCB contracting officer. QAPs are encouraged to contact 21 CONS/LGCCB or HQ AFSPC/A7Z at the earliest opportunity to discuss issues before they become problems.

5.1.2. Multi-Functional Team (MFT). The MFT is the next tier of performance management. The MFT meets quarterly. The MFT shall address contract performance throughout the task requirement-to-contract lifecycle with the goal of achieving cost effectiveness, performance efficiencies through consolidation elimination of duplicative service, reduced cycle time and improved customer service. The MFT will ensure the acquisition requirements are met on schedule and within budget throughout the task order lifecycle. Overarching MFT responsibilities are identified in AFI 63-124 paragraphs 2.8. Specifically MFTs will:

5.1.2.1. Manage contract performance IAW this performance plan.

5.1.2.2. Develop and foster partnerships for the common goal of continuous improvement. Establish effective communication with all involved (Contractor, Contracting Officer, PMO, warfighter) for the overall good of the contract.

5.1.2.3. Identify opportunities to improve performance throughout the life cycle of the contract. Implement changes to make these goals a reality.

5.1.2.4. Assess and report contractor performance assessment data, to support the CPAR.

5.1.2.5. Assist with the development of Performance Objectives and meaningful metrics to enable actionable periodic, contractor performance assessment.

5.2 Contractor Performance Assessment Report (CPAR). The CPAR assesses a contractor’s performance and provides a record, both positive and negative, for a specific period of time, usually one year. Each assessment is based on objective facts and is supported by contract management data, performance management data, and performance assessment data. Data is entered into the web-based CPARS.5.3 Market Research and Best Practices. Market research is a continual effort performed throughout the acquisition lifecycle. Market research supports the acquisition lifecycle process, supplying technical and business information about commercial technology and industrial capabilities.

5.3.1 Market research identifies best practices for MFT consideration. This research is used for identify opportunities to improve performance throughout the contract life cycle, such as benchmarking against industry, identifying initiatives, assessing the risk associated with these initiatives, instantiating proposed performance plan initiatives, and monitoring implementation success.

6.0. PERFORMANCE ASSESSMENT

6.1 Purpose. Performance assessment detailed in this plan focuses on the performance outcomes required by the PWS, not the methodology or process implemented by the contractor. The objective of this plan is to rely on the contractor’s overarching quality management system for quality control, effectively changing the Government’s role from “oversight” to “insight”. This plan identifies the methods and procedures the Government will use to ensure receipt of contracted PWS services.

6.2 Approach. The approach is to gain confidence in the contractor’s ability to provide satisfactory services through on-site assessment by QAP, and analysis of performance reports and metrics. The level of assessment and approach will be adjusted to maintain confidence based upon government quality assurance surveillance outcomes.

6.2.1 The key elements of this process are the Contractor’s Quality Management System complimented by the Government’s assessment of performance objectives identified in the Performance Summary.

6.2.2. Performance objectives listed in this plan are based upon the Performance Summary in the PWS. The performance objectives establish performance thresholds as the minimum acceptable quality level of performance that must be assessed, documented and reported by the QAP.

6.3 Metrics. Meaningful, actionable metrics will be used wherever possible to track contractor progress in meeting performance objectives. Metrics may be contractor or government generated. All metrics must be validated to assure the correct information is captured.

7.0. SERVICE SUMMARY

7.1. The purpose of the service summary (SS) is to set contractor performance objectives and acceptable thresholds of performance and to provide objective measurement of the contractor’s performance. The SDSs are written into the PWS as a separate paragraph and used in the Performance Plan to measure contractor performance.

7.2. The SS identifies the performance objective (or service required), pertinent PWS paragraph and the threshold (specific standard) required. The SS aligns the contractor’s performance with the contract performance objectives and focus on critical factors in meeting those objectives. The goal of the SDS is to promote continuous improvement in cost, schedule, performance and risk management. When the SDS is added to the Performance Plan, the method of surveillance and frequency will also be addressed.

7.3. There are two levels of service summaries. The first is at the contract level and is relevant to the contractor’s management of the overall contract. This SDS addresses the contractor’s performance of contract management functions. The other is at the task order level and addresses the performance objectives that are measured relevant to the specific task order.

7.4. HQ AFSPC/A7Z will assist the QAP to develop an individualized Performance Plan Supplement for each task order generated. The supplement shall contain the elements of the SS from the PWS, with added method and frequency of surveillance, to capture performance objectives and standards/thresholds specific to task order requirements. The SS at the task order level shall identify the performance objectives from the basic contract that are to be applied to the specific task order.

8.0

SERVICE SUMMARY

9.0. PERFORMANCE ASSESSMENT AND REPORTING REQUIREMENTS.

9.1 Monthly Assessment. QAP will monitor and document the contractor’s performance monthly as it relates to the performance thresholds set forth in the task order Performance Plan/Supplement. Contractor performance will be captured electronically by the QAP and reported monthly in response to the 21 CONS/LGCCB Monthly Status Report (MSR) tasker using the surveillance assessment method below.

9.1.1. Surveillance Assessment Method. The Contractor’s day-to-day performance will be monitored using any of the following methods:

1. Review of Contractor Data.

2. Meetings, Conferences with Contractor.

3. Periodic Assessment/Inspection.

4. Customer Feedback.

5. Third Party Audits or Assessments.

6. 100% Inspection of Deliverables.

7. Other.

9.1.2. The report shall indicate what methods of assessment were used that month and shall detail the strengths, weaknesses and any areas where the Contractor does not meet contract requirements.

9.1.3. Performance Ratings. The QAP shall assign an overall rating for the month using the definitions from the most recent DoD CPARS Guide. Supporting rationale shall be provided for any assigned ratings.

1. Exceptional.

2. Very good.

3. Satisfactory.

4. Marginal. The QAP shall support a Marginal rating by forwarding electronically a copy of the Performance Assessment Reports (PAR) that documents the deficiency.

5. UNSATISFACTORY: The QAP shall support an Unsatisfactory rating by attaching a copy of any Performance Assessment Reports (PAR) that notified the Contractor of contractual deficiency.

9.1.4. Receiving Report. QAP shall electronic and/or hard copies of the WAWF monthly receiving reports.

10.0. PERFORMANCE DEFICIENCY RESOLUTION.

10.1. The QAP shall notify 21 CONS/LGCCB contracting officer and HQ AFSPC/A7Z immediately of potential discrepancies during task order performance. Performance deficiencies will be resolved at the lowest practical level. The multi-functional team, working together, will determine the best way ahead to resolve deficiencies.

10.2. If the determination is made a Performance Assessment Report (PAR) will be issued, the multi-functional team shall assist the QAP with PAR preparation. The PAR shall be forwarded to the contracting officer, who will in turn, notify the contractor.

10.3. Progress meetings for validated complaints shall be supported by the multi-functional team and held monthly to review outstanding performance and contract issues. Minimum required attendees are: Functional Commanders/Functional Directors, QAP, Program Management Office (PMO), Contracting Officer and the Contractor’s Program Manager.

11.0. CONTRACTOR PERFORMANCE ASSESSMENT REPORTING SYSTEM (CPARS).

11.1. The QAP shall assist HQ AFSPC/A7Z to prepare the annual roll-up CPARS report. The QAP shall provide draft CPAR inputs in response to HQ AFSPC/A7Z data call. HQ AFSPC/A7Z shall coordinate the roll-up CPAR with the affected QAP’s prior to finalizing in the on-line Contractor Performance Assessment Reporting database. HQ AFSPC/A7Z shall establish situational awareness by monitoring the end-to-end CPAR process.

11.2. Only documented, validated, contractor performance shortfalls shall be incorporated into the CPARS.

11.3. HQ AFSPC/A7Z shall incorporate the annual Defense Contract Management Agency (DCMA) quality assessment of the contractors Quality Plan into the CPAR.

Attachment 1

PERFORMANCE ASSESSMENT REPORT (PAR)

For Check Blocks, enable and lock Forms Toolbar

3. TYPE OF SERVICES

4. FINDING CATEGORY

FORMCHECKBOX

NO FINDING

FORMCHECKBOX

MINOR FINDING

FORMCHECKBOX

MAJOR FINDING

PERFORMANCE DESCRIPTION

5. CONTRACT REQUIREMENT

6. SOW REFERENCE

7. DETAILED PERFORMANCE ASSESSMENT—DESCRIBE CONTRACTOR PERFORMANCE

8. ASSESSING QAP GRADE/NAME

9. ASSESSMENT DATE

II. FINDING DESCRIPTION

2.1 10. CONTROL NUMBER

13. BRIEF DESCRIPTION OF THE FINDING

14. FINDING IMPACT

15. CONTRACTOR RESPONSE: Contractor must 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 12. If date was not entered in Block 12, the Contractor is not required to provide a response.

16. QAP RESPONSE TO CONTRACTOR CORRECTIVE ACTION AND ACTION TAKEN TO PREVENT RECURRENCE:

1 17. CONTRACTOR RESPONSE

FORMCHECKBOX

ACCEPTED

FORMCHECKBOX

REJECTED

18. EVALUATING QAP GRADE/NAME

19. FINDING CLOSE DATE

PERFORMANCE ASSESSMENT REPORT (CONTINUATION SHEET)

ENTER CONTROL NUMBER (Same as Block 10) if applicable

Air Force Space Command Contract for Space and Missile Capabilities (CSMC)

Performance Plan