FA4620-15-R-A009_Atch_4_Laundry_Dry_Cleaning_QASP.pdf

QUALITY ASSURANCE SURVEILLANCE PLAN (QASP)

For

LAUNDRY AND DRY CLEANING SERVICES

Fairchild AFB, WA 4 May 2015

FA4620-15-R-A009

Attachment 4

1. Purpose. This Quality Assurance Surveillance Plan (QASP) has been developed and adheres to Department of Defense (DoD) and Air Force (AF) standards for Performance-Based Services Acquisition (PBSA) requirements. This QASP will be used by the Multifunctional Team (MFT) in conjunction with the Contracting Officer’s Representatives (COR) to ensure contractor compliance and progress for meeting mission objectives on the Laundry and Dry Cleaning services contract.

2. Objectives. This QASP is designed to provide the MFT a vehicle to ensure Laundry and Dry Cleaning services are within cost and on schedule. The QASP will also provide the COR an effective systematic surveillance method for each item listed in the Performance-based Work Statement (PWS), specifically the key performance objectives identified in the Services Summary.

3. Results. Communication and assessment actions stated in the QASP seek to ensure 92d ARW, Fairchild AFB, WA is provided with Laundry and Dry Cleaning Services that are acceptable, timely, and conducted in a manner that will achieve required objectives, cost savings and efficiencies.

3.1. The requirement’s success will be evidenced through goals set by the MFT and strong contractor management of provided services through aggressive quality control and a desire to ensure services outlined in the contract meet and/or exceed the standards applied to them.

4. Multifunctional Team (MFT) Members. The following is a list of recommended MFT members.

Functional Commander (FC) Primary and Alternate Contracting Officer’s Representatives (COR) Contracting Officer’s Representative Supervisor (Management) Contracting Officer Contract Specialist Quality Assurance Program Coordinator (QAPC) Contractor/Point of Contact (POC)

4.1. Roles and Responsibilities of MFT Members. The Laundry and Dry Cleaning MFT is composed of individuals/stakeholders who are responsible for the acquisition throughout the life of the requirement. The roles of the team members are identified and described below in accordance with MP5346.103, MP5301.602-2(d).

a. FUNCTIONAL COMMANDER/DIRECTOR (FC/FD):

The individual responsible for the laundry and dry cleaning services. This individual executes specified management and oversight responsibility of the acquisition process and provides oversight for delivery of services acquired.

Reviews contractor performance documentation prepared by the COR on a regular basis to ensure performance is compatible with the contract and mission objectives

Responsible for identifying mission essential services.

b. CONTRACTING OFFICER’S REPRESENTATIVE (COR):

Perform inspection and acceptance for the Government assuring performance/delivery is in accordance with the contract requirements, terms and conditions.

Promptly report to the Contracting Officer, in writing, any performance issues/delays by the contractor.

Inform the Contracting Officer, in writing, of any needed changes to the Performance-based Work Statement (PWS) or Quality Assurance Surveillance Plan (QASP).

Complete all required COR training. Maintain COR records.

Identify and track quality assurance surveillance reporting trends.

Provide assessment (evaluation) for CPAR annual reporting.

Loads individual contract COR information into the Contracting Officer’s Representative

Tracking (CORT) tool used for tracking all Department of Defense (DoD) CORs.

Performs requirements outlined for Contractor Manpower Reporting Application (CMRA)

c. DELIVERY POINT REPRESENTATIVE

Responsible for validating direct oversight pick-up and receiving of items being laundered/dry cleaned

Sorts/counts/tracks items and provides timely and accurate counts of these items to the

COR

Documents Contractor performance and provides timely feedback to to the COR.

d. CONTRACTING OFFICER’S REPRESENTATIVE SUPERVISOR

(MANAGEMENT):

Address the qualifications of the prospective COR.

Affirm that the COR will be afforded necessary resources (time, supplies, equipment, opportunity) to perform the designated functions.

Affirm that the prospective COR understands the importance of performance of the designated functions.

Affirm that performance of the designated functions will be addressed as part of the

COR's performance assessments.

COR supervisors will solicit input on COR performance of their duties from the Contracting Officer.

Comply with these same provisions in the assignment of successor CORs.

Ensure CORs obtain training and are nominated in time to ensure designation by the

CO, prior to contract award.

e. CONTRACTING OFFICER (CO):

CO designates the COR via the COR Designation Memorandum.

Facilitates Multi-Functional Team meetings.

Provides contract specific training to the COR.

Performs periodic reviews of COR performance assessment files, along with the COR

Supervisor Approves all COR documents in the Contracting Officer’s Representative Tracking

(CORT) tool used for tracking all Department of Defense (DoD) CORs.

When required, terminates a COR designation using a COR Termination Memorandum.

Only the CO can terminate a COR.

f. QUALITY ASSURANCE PROGRAM COORDINATOR (QAPC):

Assists team members in developing performance objectives and thresholds.

Reviews the PWS and QASP to ensure that they are cohesive with each other and are in compliance with applicable directives.

Provides training to the COR on duties/responsibilities, COR performance, conflicts of interest, unauthorized commitments, ethics and integrity and holds discussion on the seven steps to the Services Acquisition Process.

Provides training to the Functional Commander, COR Management (Supervisor), and Services Designated Official (SDO).

Subject Matter Expert in the Contracting Officer’s Representative Tracking (CORT) tool used for tracking all Department of Defense (DoD) CORs, COs, required training, reports, and contracts.

g. CONTRACTOR:

Submit reports/deliverables, as required, in the PWS.

Attend MFT meetings when requested.

Respond to customer complaints.

Ensures satisfactory contract performance.

5. Management Strategy. The MFT will meet initially to form the milestones of the requirement and then no less than annually thereafter.

6. Contractor Performance Assessment Report (CPAR). Past performance information will be collected and reported by the COR and provided for review to the FC and COR Supervisor, Contract Specialist and Contracting Officer through documentation of quarterly performance assessment of the contractor and subsequent annual CPARs. Contractor performance indicators such as Monthly Reports, Program Management Reviews, other written records, etc. can also be used as a source for CPARs reporting. Problems arising from contractor performance may be brought to the MFT for discussion and resolution.

7. Contractor Manpower Reporting. In accordance with the contractor manpower reporting criteria requirements at http://www.ecmra.mil and the Performance-based Work Statement (PWS), CORs shall follow the directions in the user manual for ensuring contractor compliance.

8. Services Summary. The Services Summary provides a synopsis of the key performance objectives that relate directly to standards of performance required to meet mission needs for Laundry and Dry Cleaning Services. Assigned performance thresholds provide a baseline for the COR to determine whether the contractor has performed satisfactorily. These performance objectives and thresholds are important, enabling the customer to achieve mission success. It is imperative that the contractor performs satisfactorily in order to achieve that success and through the COR’s performance assessment, ensure the government gets what it pays for.

PERFORMANCE

OBJECTIVE

PWS PERFORMANCE

THRESHOLD

METHOD OF

SURVEILLANCE

All items are clean, sanitary, and properly packaged in accordance with commercial standards and this PWS.

Para 1. - 1.2. Lot 1: Laundry - No more 0.5% of items returned for re-performance per month

Lot 2: Dry Cleaning – No more 0.25% of items returned for re-performance per month

Monthly data reports from Delivery Point Representatives to

COR

All items meet the turn-around delivery as required by the PWS

Appendix A No more than 1% of “*priority” items returned late per month

Monthly data reports from Delivery Point Representatives to

COR

Contractor meets the required pick-up/delivery schedule

Appendix B No more than two customer complaints for pick-up/deliveries outside of the required schedule

Customer complaint and periodic inspection

9. Inspections.

9.1. Periodic Inspection. Utilizing periodic inspection of selected items and compliance with coordinated delivery schedules, the COR will ensure that all aspects of contract performance have been validated in order to ensure contract requirements are being met. In addition to areas identified in the Services Summary/PWS, the COR shall monitor any areas of interest such as Human Trafficking, Environmental, and other key contract requirements. Those areas found to be unsatisfactory shall be documented through the Customer Feedback Program.

9.2. Customer Feedback Program.

9.2.1. In addition to the COR’s periodic assessment of the laundry and dry cleaning services and documentation in the Customer Feedback Program, any base personnel that observe unacceptable services, either incomplete or not performed, should immediately contact the COR by telephone, email, letter, or fax.

If found to be valid, the COR will in turn submit a customer complaint to the contractor with copies to all applicable parties. The contractor shall review and take immediate corrective action.

9.2.2. All valid customer complaints shall be re-performed if applicable, as soon as possible after notification, but prior to the next service period. Re-performance, however, does not eliminate the customer complaint and it will still apply against the applicable performance threshold. If the contractor challenges the validity of the complaint and the COR and contractor cannot come to agreement, the customer complaint will be forwarded to the Contracting Officer (CO) for resolution. Customer complaints will be tracked and if the performance threshold is exceeded, action will be taken by the CO in accordance with the applicable Inspection/Acceptance clause.

9.2.3. If the COR identifies recurring instances of unsatisfactory performance, the COR may request to see the contractor’s internal quality control processes and the COR and MFT shall review it to ensure that the processes they are utilizing are sufficient.

10. Contract Management. The following identifies areas where measurement information is documented and tracked used to encourage positive change in systems and processes, helping to ensure completion of agreed upon goals, allocating and prioritizing resources, informing managers to either confirm or change current policy or program directions to meet those goals, and sharing results of performance between the contractor and the MFT.

10.1. Market Research. Market research is conducted initially and throughout the contract performance periods, to ensure that laundry and dry cleaning standards and processes identified in the PWS and contract remain current with commercial standards and industry performance standards and evaluation methods.

10.2. Contracting Officer’s Representative Tracking (CORT) Tool. The CORT program is a DoD electronic depository listing all of the CORs, COR Management, and contracting officials’ information associated with each contract. It is located on the Wide Area Workflow WAWF) website at https://wawf.eb.mil/. The COR will initiate action to be assigned to a contract by self-nominating themselves as a COR or in response to a request for COR Support Memorandum, by completing required training and issuing a nomination request in CORT to their supervisor for approval. The nomination process includes attaching training certificates required per “Type of Contract” designation made by the Contracting Officer and any applicable refresher training as required.

10.3. Wide Area Work Flow. Certification of services is performed by the COR via the Wide Area Work Flow (WAWF) system. CORs are required to take the online course and, if needed, schedule one-on-one training with 92 CPTS/FMA. Certificates of training shall be downloaded into the CORT Tool. A declining balance worksheet shall be utilized to track funding on all service contracts.

10.4. COR Records Review. The Contracting Officer and COR Supervisor will review the COR’s performance assessment files no less than annually. Completed records reviews will be scanned and uploaded into the Contract Management file in the CORT Tool for CO approval.

10.4.1. Surveillance Files. An inspection file must be developed and maintained by the COR IAW DFARS PGI 201.602-2(ii) and MP5346.103. This folder is typically kept in hard copy, and is in addition to the CORT tool document file.It may however be be maintained in a computer database provided there is adequate back up of the data to preclude accidental loss. The surveillance folder must contain the following sections as a minimum, but may contain any other sections or information that the COR finds useful:

Section 1. Quality Assurance Surveillance Plan (QASP). (COR paper file and CORT)

Section 2. Surveillance Documents – The type of information that may be included are details of inspections or data gathering, conversations or meetings with the contractor, notes and comments that may be of value at some later date (COR paper file and CORT).

Section 3. Contract/Modifications – The portions of the contract that apply to the functional area(s) e.g., PWS chapters, directive documents, references, pertinent terms defined by the contract, equipment listings, etc. (COR paper file).

Section 4. COR Support/Nomination/Designation and Termination Memorandums, Certificates of Training. (COR paper file and CORT).

Section 5. Records/Misc. (CORT) – A section used for filing all documentation associated with contract quality assurance, e.g., correspondence, CO inputs, customer complaints, Wide Area Work Flow (WAWF) validation of payment, declining balance sheets. (COR paper file and CORT).

11. Performance Feedback. Documentation is required to record, evaluate, and report contractor performance. On a quarterly basis, the COR will complete a narrative summary of the Laundry and Dry Cleaning contractor’s performance utilizing the attached Performance Assessment Checklist, and forward it to the Contractor and CO. The COR will also brief COR Management on the results of these assessments. This information is a tool to provide the contractor and the Government a snapshot view of their performance, and when applicable, provide information for compiling the annual CPAR. Upon completion, the checklist will be filed in the COR paper file and scanned and uploaded into the CORT Contract Management online file.

Performance Element Description

Quality of Service

Assess the contractor’s conformance to contract requirements, specifications, and standards of good workmanship (e.g., commonly accepted technical, professional, environmental, or safety health standards).

Schedule

Assess the timeliness of the contractor against the completion of the contract, task orders, milestones, and delivery schedule, administrative requirements (e.g., efforts that contribute to or effect the schedule variance).

Business Relations

Assess the integration and coordination of all activities needed to execute the contract, specifically the timeliness, completeness and quality of problem identification, corrective action plans, proposal submittals, the contractor’s history or reasonable and cooperative behavior, customer satisfaction, timely award and management of subcontracts, and whether the contractor met small/small disadvantaged and woman owned business participation goals.

Management of Key Personnel

Assess the contractor’s performance in selecting, retaining, supporting, and replacing, when necessary, key personnel.

11.1. Performance Ratings/Assessment Values. Contractor ratings, corresponding assessment values, and criteria are described below:

Performance

Rating Criteria

Exceptional

(Green) Performance meets contractual requirements and exceeds many of the government’s benefits. The contractual performance of the element or sub-element being assessed was accomplished with few minor problems for which corrective actions taken by the contractor were highly effective.

Very Good (Green)

Performance meets contractual requirements and exceeds some of the government benefits. The contractual performance element or sub-element being assessed was accomplished with some minor problems for which corrective actions taken by the contractor were highly effective.

Satisfactory (Green)

Performance meets contractual requirements. The contractual performance of the element or sub-element contains some minor problems for which corrective actions taken by the contractor appear or were satisfactory.

Marginal (Yellow)

Performance does not meet some contractual requirements. The contractual performance of the element or sub-element being assessed reflects a serious problem for which the contractor has not yet identified corrective actions. The contractor’s proposed actions appear only marginally effective or were not fully implemented.

Unsatisfactory (Red)

Performance does not meet most contractual requirements and recovery is not likely in a timely manner. The contractual performance of the element or sub-element contains serious problem(s) for which the contractor’s corrective actions appear or were ineffective.

12. Acquisition of Services Process.

12.1.1. Initial Contract Performance Review. The initial evaluation of contractor performance is a joint determination by the MFT within 30 days of the contractor’s full assumption of contract workload (e.g., transition, phase-in, or similar event). The purpose of the evaluation is to determine if the contractor successfully completed transition, is fully operational, and is within other performance parameters required by the contract. The CO shall document the evaluation, identifying any negative information concerning contract execution and any necessary corrective actions. The Contracting Officer can waive the initial 30 day review if the contract is awarded to the incumbent. If accomplished, The Contracting Officer’s review shall be documented, identifying any negative information concerning contract execution and any corrective actions necessary. The Contracting Officer’s assessment will be reviewed/approved by the Services Designated Official (SDO).

12.1.2. Annual Execution Review. All services acquisitions with a value in excess of $150,000 are required to also be reviewed annually by the Contracting Officer and the Services Designated Official (SDO). The review shall be conducted and documented prior to issuing the notification of the Government’s intent to exercise an option to ensure identification of any negative variations in schedule and/or other significant performance measures required by the contract. If significant variations exist, include an explanation of the causes for the variance and an assessment of the contractor’s corrective action plan.

13. Changes. Changes to this QASP shall be submitted in writing through the Contracting Officer.

Attachment:

1. Contractor Performance Assessment Checklist

ATTACHMENT 1

CONTRACTOR PERFORMANCE ASSESSMENT CHECKLIST

Name: ____________________________________ Date: _______________________ Contracting Officer’s Representative (COR)

Period of Assessment: ________________________

Contractor: _________________________ Contract No: ____________________________

In accordance with the requirements outlined in the Laundry and Dry Cleaning Quality Assurance Surveillance Plan (QASP), the following areas of assessment are required to be completed.

1. Areas of Assessment.

Quality of Service. Assess the contractor’s conformance to contract requirements, specifications and standards of good workmanship (e.g., commonly accepted technical, professional, environmental, or safety health standards).

Schedule. Assess the timeliness of the contractor against the completion of the contract, tasks, milestones, delivery schedule, and administrative requirements (e.g., efforts that contribute to or effect performance).

Business Relations. Assess the integration and coordination of all activity needed to execute the contract, specifically the timeliness, completeness and quality of problem identification, corrective action plans, proposal submittals, the contractor’s history of reasonable and cooperative behavior, and customer satisfaction.

Management of Key Personnel. Assess the contractor’s performance in selecting, retaining, supporting, and replacing key personnel, when necessary.

2. Performance Ratings.

Unsatisfactory (Red) – Performance does not meet most contractual requirements and recovery is not likely in a timely manner.

Marginal (Yellow) – Performance does not meet some contractual requirements. The contractual performance assessed reflects a serious problem for which the contractor has not yet identified corrective actions.

Satisfactory (Green) - Performance meets contractual requirements. The contractual performance contains some minor problems for which corrective actions taken by the contractor appear or were satisfactory.

Very Good (Green) - Performance meets contractual requirements and exceeds some to the governments benefit. The contractual performance being assessed was accomplished with some minor problems for which corrective actions taken by the contractor were highly effective.

Exceptional (Green) – Performance meets contractual requirements and exceeds many to the governments benefit. The contractual performance being assessed was accomplished with few minor problems for which corrective actions taken by the contractor were highly effective.

*Check applicable blocks.

Unsatisfactory

(Red)

Marginal (Yellow)

Satisfactory

Very Good

Exceptional

Quality of Service

Schedule

Business Relations

Management of Key Personnel

3. Remarks.

Note. Upon receipt of completed form, scan and file in Contracting Officer Representative Tracking (CORT) tool.

SIGNATURE PAGE

5/21/2015

X SSgt Charles McAvoy Charles McAvoy, SSgt, USAF Contract Specialist Signed by: MCAVOY.CHARLES.LOUIS.1042750227

X Audra Dorn Contracting Officer Signed by: DORN.AUDRA.L.1242919889

X Rachael Kaulig Rachael Kaulig Quality Assurance Program Coordinator Signed by: KAULIG.RACHAEL.MARIE.1235754637

X SSgt Christopher Chancellor Christopher Chancellor, SSgt, USAF Customer Representative Signed by: CHANCELLOR.CHRISTOPHER.DALE.1370247176