Performance Plan.doc

FA4486-08-T-0003-0001

8 August2008

Attachment 3

PERFORMANCE PLAN

FOR

SECURITY GUARD SERVICES (SFS)

AT

LAJES FIELD, AZORES, PORTUGAL

SOLICITATION #: FA4486-08-T-0003

Multi-Functional Team (MFT)

Quality Assurance Personnel

Quality Assurance Personnel

Qualtiy Assurance Program Coordinator Contract Specialist

Functional Commander

Contracting Officer

Contractor Representative

Contractor Representative “This performance plan is provided as an attachment to the solicitation for information purposes only. It is an evolving document and is not a contractual document.”

1. OVERVIEW

a. Purpose. The purpose of this plan is to identify the methods and procedures the Government will use to insure it receives the services specified under the contract as identified in the performance objectives included in the Service Summary (SS). This plan will focus on the level of performance, not the methodology or process.

b. The contractor is responsible for management and quality control actions necessary to successfully meet the terms and conditions of the contract. The role of the Government is quality assurance necessary to ensure contract standards are achieved.

c. The quality control program is the main driver for product quality. The contractor is required to develop and maintain a quality control program to ensure services are performed in accordance with commonly accepted commercial practices. The contractor shall implement procedures to identify, prevent, and ensure non-recurrence of defective services. The first major step to ensuring a “self-correcting” contract is to ensure that the quality control program approved at the beginning of the contract provides the measures needed to lead the contractor to success. Once the quality control program is accepted, careful application of the process and standards presented in the remainder of this document will ensure a robust quality assurance program. The contractor shall also submit a quality control program no later than 30 days after contract award.

2. Acquisition Process/Approach

a. NON-PERSONAL SERVICE: The contractor shall provide all management, supervision, personnel, labor and services necessary to perform Security Guard Services as defined in the Performance Work Statement (PWS). The contractor shall perform in accordance with the commercial practice and standards for Security Guard Services.

b. Contract. The contract shall consist of a base year and two, one-year option periods, as specified below:

Period of Performance

3. SURVEILLANCE APPROACH

a. Purpose. This section details the methods to be used in verifying the contractor’s compliance with the contract requirements. The moderate risk, high risk and critical operational requirements dictate the minimum inspection requirements the Government must accomplish. This evaluation plan provides the procedures on how to conduct these surveillances.

b. Surveillance Approach. To facilitate surveillance of the contractor’s quality program, Quality Assurance Personnel (QAP) will verify compliance with designated performance objectives included in the Service Summary (SS). QAP should be prepared to accomplish surveillances on monthly basis and based on customer complaints. QAP shall use the QAP checklist for documentation purposes.

c. Surveillance Folder. A surveillance folder must be developed and maintained by QAP, to accomplish quality assurance duties under this contract. The surveillance folder must contain, as a minimum, the following documents:

(1) Appointments. This section will include QAP nomination letters and the CO’s “Letter of Delegation” to the Functional Commander and contractor appointing the QAP(s) for this contract. All training certificates and copies of the Multi-Function Team charter are also included in this section.

(2) Contract Documents. This section shall include the contract to include all modifications, directive documents, references, pertinent terms, as defined by the contract, government furnished equipment listings, statement of work, performance plan and contractor’s quality control plan.

(3) Surveillance Documentation. Section includes minutes of any performance/progress meetings held with the QAP, Contract Administrator (CA), Contracting Officer and contractor to instill good communication and resolve issues before they become big problems. The QAP Quality report documenting results from situations that detect a functional area is out of acceptable tolerances and the technical expertise is not available at the site. The quarterly Contractor Performance Assessment Reports (CPAR) that the QAP submits to the CO is also filed in this section.

(4) Monthly Inspection Paperwork. Documented surveillance inspections performed by the QAP will be kept in this section. The QAP will keep a checklist . The checklist is a chronological log of the actions taken in the accomplishment of QAP of the assigned requirements. The purpose of this log is to supplement the inspection records and to provide a complete picture of the Contractor’s performance in this functional area. The types of information that may be included are details of inspections or data gathering, conversations or meetings with the Contractor, notes and comments that support the inspection paperwork.

(5) Unacceptable Performance Documentation. A section used for filing all documentation associated with contract quality assurance, i.e. Contract Deficiency issues (both active and resolved), correspondence, the CO’s inputs/determinations, Cure Notices, Show Cause, and all supporting documentation.

(6) Final Acceptance. Final inspection and acceptance and payment will be processed through end user and 65 CPTS, Lajes Field AB, Portugal.

d. Deficiency Reporting. The QAP, Contractor, CA and CO will meet as required at Performance Meetings to discuss contract performance, resolve issues, discuss customer complaints, and provide positive interaction and feedback to all parties. The QAP will provide a copy of any unresolved deficiencies associated to customer follow-up collections and customer complaints to the Contractor’s quality assurance representative to afford the opportunity to show where the problem is already in work. If evidence is shown where the Contractor’s quality program has already documented the deficiency and timely corrective action is working the problem, a deficiency will not be issued. The QAP should evaluate the Contractor’s action in correcting the cited deficiency and assure effective and timely corrective action is being obtained. Any defects associated with high risk and critical operational requirements on the Service Summary (SS) will be included in the QAP Monthly Report regardless of who identified the deficiency.

4. DOCUMENTATION REQUIREMENTS

a. General. Documentation is required to record, evaluate, and report Contractor's performance. This documentation provides the CO with Contractor status as it applies to the performance criteria. Every effort should be made to make this report to the CO as accurate as possible. The QAP is required to maintain accurate records of the Contractor's performance and keep the FC informed of all data pertaining to Contractor status.

b. Checklist. An instrument used by the QAP to supplement the inspection records and to provide a complete picture of the Contractor’s performance. Types of information that may be included are details of inspections, conversations of meetings with the Contractor, notes and comments that may be of value at some later date.

c. Monthly Report. Not later than the 5th day of each month, the QAP is required to provide a summarized report to the Flight Chief (FC) detailing the results of critical requirement verifications and reporting all discrepancies associated with the High Risk and Critical Operational Requirements on the SS. This includes deficiencies identified by the Contractor. This information will be used as a basis for the QAP quarterly CPARS reporting.

5. PERFORMANCE REQUIREMENTS.

a. Service Summary (SS). The SS, to include the Surveillance Methods, captures the service requirements that can be measured and are considered to be high risk and critical operational requirements. The SS includes Performance Objectives that describe the desired end result or outcome the contractor shall achieve. The performance thresholds states the minimum acceptable level of the performance in terms of quality, timeliness, and quantity in realistic and achievable standards. These thresholds are critical to mission success. Each requirement includes a Government determined performance objective and the resource that is used to perform the verification (i.e. site QAP). Note that the performance objective is merely a reference point for government personnel and does not relieve the Contractor of any other contractual requirements.

6. FUNCTIONAL TEAM MEMBERS

The team membership will be individuals holding the positions listed herein. When individuals leave these positions, due to Permanent Change of Station, retirements, etc., their replacement shall assume the same responsibilities throughout the acquisition life cycle for this requirement. The functional team is comprised of the following:

a. Senior Leadership

b. 65th Contracting Squadron Commander

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

d. Multi-Functional Team (MFT)

7. TEAM MEMBERS RESPONSIBILITES:

a. Senior Leadership: (Wing Commanders, Group Commanders, AFMC/AFSPC Center-level Commanders, and other Headquarters Directors, and Program Executive Officers (PEO)). Senior leadership is responsible for developing, implementing and executing services acquisitions. This responsibility includes the acquisition strategy, source selection, and performance/contract management of the service throughout the life of the acquisition. Duties are delegable to the Mission Support Group (MSG) Commander, Program Managers or an equivalent level. Duties include:

Appointing a multi-functional team of key stakeholders, to include a Quality Assurance Program Coordinator (QAPC), possessing the necessary set of skills to ensure that all services acquisitions integrate the needs of the mission with the requirement to procure performance-based services acquisitions. Fostering the environment needed to successfully operate, convey business objectives, monitor progress, and correct/elevate delays or problems not resolvable by the multi-functional team. Ensuring personnel on the multi-functional team receive the appropriate training, tailored to meet local needs.

Ensuring a service acquisition is designed with a performance-based mission support strategy that supports a higher level of contractor performance, fosters synergistic partnerships, accommodates changing or unforeseen mission performance needs with performance-based work statements and acquisition approaches designed to deliver the desired mission support services within cost and on schedule. Ensuring the individuals at paragraph 2.6. implement and execute the acquisition strategy is in accordance with the Performance Plan.

Developing, implementing and executing a performance-based Performance Management Assessment Program that satisfies mission requirements, fosters innovation, and includes defined metrics. The metrics should provide meaningful measurements of contractor progress aimed at attaining desired outcomes. Ensuring performance management focuses on risk management, cost, and schedule and performance base.

b. 65th Contracting Squadron Commander: Serving as Business Advisor to senior leadership. Providing the health of services acquisitions to senior leadership annually. Provide Management and Oversight of the Acquisition of Services Process (MOASP) reports on service acquisitions to the MAJCOM for consolidation. Subjects may include the effectiveness of the performance assessment and performance management of the service acquisition, the effectiveness of performance objectives, contract cost changes, acquisition planning, strategic sourcing issues, and the centralized multi-functional team, effectiveness of the multi-functional team and senior leadership business objectives.

Making sure the multi-functional team exercises acquisition authorities and responsibilities according to the Federal Acquisition Regulation (FAR), Department of Defense Federal Acquisition Regulation Supplement (DFARS) and Air Force Federal Acquisition Regulation Supplement (AFFARS).

c. Functional Director/Functional Commander:

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

Assigning primary and alternate Quality Assurance (QA) personnel unless another Quality Assurance organization or method can satisfy performance assessment requirements (e.g., Program Management Office).

Reviewing contractor performance documentation, prepared by Quality Assurance personnel, on a regular basis to ensure performance is compatible with contract and mission objectives while supporting a higher level of contractor performance, and fostering synergistic partnerships.

d. Multi-Functional Team(s): This is a customer-focused team instituted under the authority of the senior leadership. Every functional representative within the multi-functional team brings to the table their unique level of expertise. This expertise is vital to the success of the team. However, the functional perspective each person brings to the acquisition must always be subordinate to the greater perspective of the mission. The purpose of the multi-functional team is to create an environment that shapes and executes an acquisition. The emphasis is on teamwork, trust, common sense and agility. These stakeholders are responsible for the acquisition throughout the life of the requirement. For complex, multi-functional service acquisitions, membership should include all stakeholders impacted by the services performed, as well as the contractor, . This may include subgroup(s) responsible for routine tasks associated with the service acquisition process. For less complex, single-function service acquisitions, membership in this group may include as few members as: the contracting officer (Purchasing /Administrative)/Program Manager and QA personnel.

8. Duties and Responsibilities of the Team Include:

a. Fostering partnerships with industry to ensure exchanges of information among the service industry and other business experts occur. Ensuring the key stakeholders participate in developing, implementing and executing the acquisition strategy.

b. Providing support to senior leadership as required (i.e., performance metrics, data, briefings). Making sure that correspondence and presentations are accurate, timely and of high quality. Also, provides reports that provide early warnings of significant variances in cost, schedule or performance to senior leadership

c. Researching the commercial market to ensure the multi-functional team is using the most efficient and effective assessment methods, techniques, and best commercial practices in performance of the contract.

d. Developing, implementing and executing a performance-based acquisition strategy, to include performance metrics, that supports a higher level of contractor performance, fosters synergistic partnerships, accommodates changing or unforeseen mission needs and leverages commercial best practices. Ensuring the acquisition strategy aligns mission performance needs with performance-based work statements and acquisition approaches designed to deliver the desired mission support results.

e. Managing risk to ensure mission performance is within cost and schedule constraints.

f. Developing, implementing and executing a source selection, if applicable, that provides an integrated assessment of the offeror’s proposal and ensures a best value source selection based on the requirements of the Request for Proposal.

g. Planning, programming, and budgeting adequate funds to ensure the execution is within approved funding baseline.

h. Developing, implementing and managing milestones to ensure the acquisition supports mission requirements within the approved funding baseline.

i. Completing and reporting annual performance reviews in accordance with the MOASP, but not applicable under $1M.

j. Identifying opportunities to improve performance throughout the life of the acquisition. This includes benchmarking against industry, identifying initiatives, assessing the risk associated with these initiatives, using the Performance Plan to implement initiatives, and monitoring the success of implementation.

k. Developing, implementing, and executing performance measurement and management in accordance with the Performance Plan.

l. Ensuring the requiring office and contractor understand the unique programs impacting an acquisition, e.g. Air Force Hazardous Materials Management Process (HMMP), safety, security, environmental, etc.

Table 1 Service Summary

Performance Objective Metrics

Government Periodic Inspection Procedures:

1. QA Personnel will inspect task performance by either watching actual task performance, physically checking an attribute of the completed task, checking a management information report, or otherwise inspecting the task or its results to determine whether or not the performance meets the standards contained in the contract. Prior to performing any surveillance, the QA Personnel will thoroughly read the activity question and be familiar with the appropriate PWS requirements. The result of each activity surveyed will be recorded by the QA Personnel on the Surveillance Activity Checklist and list the applicable PWS reference. All checklist items contained in the inspection checklist must be done for an effective quality assurance system.

2. When a discrepancy is noted, the QA Personnel will determine the type of discrepancy notification, then inform the contractor’s on site supervisor so they may initiate any corrective action(s). All discrepancies will be referenced by a specific PWS paragraph and when applicable, to a technical order number and paragraph.

3. If at anytime during the surveillance period the results of surveillance show that the number of unacceptable observations during the period exceeds the established performance threshold of the SS, and the QA Personnel determines that it is not government caused, the QA Personnel will accomplish a Contract Item Discrepancy Memorandum.

4. If a safety violation by any contractor employee is observed the QA Personnel will immediately notify appropriate contractor management personnel. The QA Personnel will forward a written summary of the incident to the CO. The QA Personnel will continue to monitor status of the discrepancy to ensure the activity does no resume until the violation has been corrected.

(End of Document)

QAP Inspection Report

(monthly)

Inspection Month: _______________

QAP: ____________________________

Contractor: _______________________ Contract Number: __________________

_________ The Contractor has met all the requirements of the contract.

_________ The Contractor has not met all the requirements of the contract. Details are summarized in this report and are supported by the QAP periodic inspection checklists and Customer Complaints attached to this report.

Summary of discrepancies

QUALITY ASSURANCE PERSONNEL CHECKLIST

(MONTHLY)

Surveillance shall be based on the performance indicators outlined in the Service Summary.

1. No more than 10 Contract Discrepancy Reports (CDR) in a one month time period. Yes / No

a. If yes, describe the discrepancies and how the contractor resolved the problem.

2. Performs Random Antiterrorism Measures as scheduled or directed by 65 SFS. Yes / No

a. If yes, describe the discrepancies and how the contractor resolved the problem.

3. Conducts Physical Security Checks of assigned areas and document required checks using Physical Security Check sheets provided by 65 SFS as directed by 65 SFS. Yes / No

a. If no, describe the discrepancies and how the contractor resolved the problem.

4. Performs adequate background checks IAW local laws and employees shall pass a Personnel Security Investigation. Yes / No

a. If no, describe the discrepancies and how the contractor resolved the problem.

(End of Document)