Performance Plan - MacDill AFB Refuse and Recycling Collection-Disposal Revised 16may11.pdf

ATTACHMENT 2

MACDILL AFB

REFUSE/RECYCLING COLLECTION

AND DISPOSAL

PERFORMANCE PLAN

3 March 2011

(REVISED 16 May 2011)

TABLE OF CONTENTS

Paragraph Subject Page(s)___________

1 Overview 3

2 Description of Services 3-4

3 Goals 4

4 Contract Quality Requirements 4

5 Performance Assessment Approach 4-8

6 Performance Assessment Documentation 8-9

7 Duties and Responsibilities 9-12

8 Performance Objectives 12-13

9 Performance Metrics 13

Attachments:

A. Corrective Action Report (CAR) and Instructions 14-16

B. Customer Complaint Record and Sample 17-18

C. Performance Assessment Report (PAR), Sample and Instructions 19-21

1. OVERVIEW

1.1 Purpose. The purpose of this performance plan (PP) is to identify the methods and procedures the Government will use to ensure it receives the services under contract as identified in the Performance Work Statement (PWS). This plan will focus on the level of performance required by the PWS, not the methodology or process. This performance plan is a living document and shall be revised or modified by members of the multi-functional team as circumstances warrant, throughout the life of the contract, to ensure adequate oversight of contractor performance is maintained.

1.2 Intent. The intent of this plan is to rely on the Contractor’s quality control, thus changing the Government’s role from “oversight” to “insight”. Performance Objectives (PO) will be periodically monitored and the quality program evaluated but the Contractor is left as free as possible to develop the most efficient methodology to meet and exceed the required thresholds of service.

1.3 Compliance with AFI 63-124.

1.3.1. A Performance Plan. The performance plan is an evolving document whose development begins with acquisition planning, and finalized as the acquisition progresses. The members of the multi-functional team sign the performance plan. This plan identifies:

1.3.2. Objective(s) in having the service provided, i.e., to provide Refuse and Recycling

Collection and Disposal to MacDill AFB.

1.3.3. Results the multi-functional team is striving to achieve in managing the acquisition, e.g., cost savings, efficiencies, and improved customer service.

1.3.4. A distribution of the roles and responsibilities among the multi-functional team members.

1.3.5. A strategy, methods and tools the multi-functional team will use to assess the contractor’s performance against the performance thresholds, measurements, metrics, and incentives identified in the contract. Performance thresholds must be measurable in terms of quality and timeliness of performance.

1.3.6. A management approach, methods and tools the multi-functional team will routinely use to validate the objectives and goals identified as part of the Performance Plan, i.e. benchmarking, etc.

1.3.7. An incentive plan may be the management approach, methods and tools used to validate the objective and goals of the multi-functional team.

2. DESCRIPTION OF SERVICES

2.1 Scope of Work. The contractor shall provide all personnel, equipment, tools, materials, vehicles, supervision, other items and services necessary to perform Refuse and Recycling

Collection and Disposal Services at MacDill AFB, Florida. The contractor shall perform to the standards in the contract as well as all local, state, and federal regulations. The contractor is encouraged and expected to use innovative approaches to efficiently and effectively accomplish the PWS requirements in a timely manner, at reduced costs, and in a way, which fosters pride and ownership in the work performed.

2.2 Contract. The contract type is Firm Fixed-Price.

3. GOALS

By virtue of this performance plan, the multi-functional team will manage this contract and strive to achieve efficiencies, improved customer service, contractor performance, and cost savings.

Additional goals are to:

a. Maximize performance

b. Encourage innovation

c. Promote performance-based services

d. Increase awareness that performance-based services require participation from all team members.

4. CONTRACT QUALITY REQUIREMENTS

4.1 Quality Program. The Contractor shall develop, maintain, enforce and document a Quality

Control Plan (QCP). The QCP shall ensure the government receives the level of quality that is consistent with the requirements specified in the contract and each task order.

5. PERFORMANCE ASSESSMENT APPROACH

5.1 Purpose. This section details the method(s) used to verify Contractor compliance with PWS requirements. The key elements of this process are the Contractor's quality program and

Government identified Performance Objectives. The Performance Objectives from Paragraph

8.0 of this Performance Plan (PP) dictate the minimum inspection requirements Quality

Assurance Personnel (QAP) must accomplish on a periodic basis. This PP provides the procedures on how to conduct the evaluations for Performance Objectives and how to document them in a correct and effective manner.

5.2 Performance Assessment Approach. To facilitate the Performance assessment of the

Contractor's quality program, Quality Assurance Personnel (QAP) will verify Contractor compliance with designated Performance Objectives. Quality Assurance Personnel consists of the QAPs. The intent of the Performance assessment approach is to gain confidence in the

Contractor’s ability to provide satisfactory services and then adjusting the level of Performance assessment to a point that maintains confidence. This Performance assessment approach is subject to change based on the Contractor’s performance.

5.3 Annual Review. The QAP must review Performance Plan Performance Objectives, assess their applicability and recommend the addition or subtraction of Performance Objectives as conditions warrant. This review must be accomplished annually as a minimum.

5.4 Special Audits. The QAP must be alert to conditions that would warrant a special quality audit. Anytime the QAP observes that a functional area is out of acceptable tolerance or that the technical expertise is not available, a request for a functional area quality audit should be addressed to the Contracting Officer.

5.5 Performance Assessment Folders. A performance assessment folder (inspection file) must be developed and maintained by the primary QAP. This folder is typically contained in hard copy, but may be maintained in a computer database provided there is adequate back up of the data to preclude accidental loss. The contract administrator will review the QAP’s surveillance no less than semi-annually to ensure surveillance is properly conducted and documented, and contractor performance is within acceptable levels. This review will be documented and acknowledged by the CO and FC. The performance assessment folder must contain the following information, but may contain other sections or information that the QAP finds necessary, and will also be set up and available for reviewing by Contracting within 14 calendar day of Notice of Award.

5.5.1 Section 1. QAP Appointment Letter, (Primary and Alternate), Letter to Contractor.

5.5.2 Section 2. QAP Phase I, Phase II, and Refresher Training (Training Certificates).

5.5.3 Section 3. Miscellaneous documentation

5.5.4 Section 4. Copy of Performance Work Statement (PWS)

5.5.5 Section 5. Copy of memos for record

5.5.6 Section 6. Performance Assessment Reports

5.5.7 Section 7. Customer Complaint Record

5.5.8 Section 8. Corrective Action Reports

5.5.9 Section 9. Copies of receipt and acceptance documents processed

5.5.10 Section 10. Copy of Performance Plan

5.5.11 Section 11. Copy of Contractor’s Quality Control Plan

5.5.12 Section 12. Copy of all Requisitions (AF Form 9s)

5.5.13 Section 13. Copy of surveillance activity checklist or QAP schedule

5.5.14 Section 14. Copy of Contract, to include all attachments and modifications

5.6 Deficiency Identification. Effective contract Performance assessment relies on two methods for identification of unacceptable performance – Contractor Identified Discrepancies

(CIDs) and Government Identified Discrepancies (GIDs).

5.6.1 Contractor Identified Discrepancies (CIDs). CIDs are generated when contract employees detect discrepancies during performance of routine daily services or through the contractor’s Quality Control Program. When CIDs are reviewed by the applicable QAP, that person will take the following actions:

5.6.1.1 Review corrective actions taken by the contractor to resolve a discrepancy.

5.6.1.2 Determine whether the discrepancy has been corrected. If the discrepancy has been resolved, review the corrective action taken and any applicable procedures the contractor has established to preclude recurrence of the problem.

5.6.1.3 If a CID has not been resolved and the Contractor has established an Estimated

Completion Date (ECD) for resolution of the discrepancy, the QAP will monitor the Contractor’s efforts in resolving the discrepancy. If the QAP determines the estimated completion date for resolution of the discrepancy is excessive based on the nature of the discrepancy, the CO will be notified. The CO can then evaluate the recommendation to determine the appropriate course of action.

5.6.1.4 If a CID has not been resolved and the QAP determines that the Contractor has not established an ECD for resolution of the discrepancy or has failed to perform a follow-up action for resolution of a discrepancy, the QAP will issue a Corrective Action Report (CAR); see para

6.1. The Contractor will be given a suspense date to provide corrective action to the

Government’s findings and describe the Contractor’s plan to preclude repeat deficiencies.

5.7 Government Identified Discrepancies (GIDs). GIDs are generated as a result of QAP’s inspection of contractor performance that identifies non compliance with contractual requirements (Customer Complaint). The Quality Assurance Person will record a GID on a

Customer Complaint Record (CCR) and Corrective Action Report (CAR); see para 6.1. Before a

CCR and CAR are generated, the Contractor will be given the opportunity to show whether the discrepancy has already been identified. If documentation exists which substantiates that the contractors quality program has identified the discrepancy and timely corrective action is being taken to address the discrepancy, a CCR and CAR will not be initiated.

5.8 Customer Complaints. When customer complaints are to be used as the method of Performance assessment, the following must be accomplished:

a. The QAP will educate customers of the service being provided by the contractor.

b. The customer feedback form shall include clear and simple instructions to the customer on recording their comments. The form should allow for both positive and negative comments.

c. If immediate response to a complaint is needed, the QAP will provide the customer with instructions on how to proceed.

d. The QAP will gather all completed customer feedback forms.

e. The QAP will conduct an investigation to determine the validity of any negative comments received.

f. If the QAP determines that the negative comment is not valid, the customer will be informed of the reason(s) why and carry on further correspondence if necessary.

For validated negative comments, coordinated with the Contracting Officer, the QAP will notify the Contractor to allow the opportunity for investigation and comment. The QAP will refer to the procedure in paragraph 6 to determine whether it is necessary to initiate a CAR.

a. The QAP will also notify the customer of the corrective action taken by the contractor, if applicable.

b. The QAP, with assistance from the Contracting Officer (CO), will conduct trend analysis of validated negative comments.

5.9 Performance Feedback. Documentation is required to record, evaluate, and report contractor’s performance. On a monthly basis, the QAP will complete a narrative summary of contractor performance and forward it to the Contractor, QAPC, and CO that includes the following assessment elements. The QAP will also keep the Functional Commander (FC) informed of all performance assessments. This information is strictly a tool to provide the contractor a snapshot view of their performance.

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 and health standards).

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

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, customer satisfaction, timely award and management of subcontracts, and whether the contractor met small/small disadvantaged, woman-owned, Historically

Underutilized Business Zones (HUBZones), veteran-owned, and service disabled veteran-owned business participation goals.

Management of

Key Personnel

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

5.9.1 Performance Ratings. Contractor ratings and criteria are described below:

Performance

Rating

Criteria

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

Satisfactory Performance meets all 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 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 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.

6. PERFORMANCE ASSESSMENT DOCUMENTATION

6.1 Corrective Action Report (CAR) Used by QAP to document contract requirement findings and subsequent corrective actions to be taken. See attached CAR and instructions.

6.1.1 The QAP identifying the discrepancy is responsible for completing the CAR utilizing the instructions attached. If there are other questions as to how the CAR is completed, that individual should consult the CO.

6.1.2 Consult the assigned Contract Administrator to give them the opportunity to assist and advise how the CAR is to be worded. Forward a copy of the initiated CAR to the Contracting

Officer.

6.1.3 The Functional Commander/Director(FC/D) will elevate any CARs that cannot be resolved with the contractor to the Contracting Officer for resolution.

6.1.4 Categories of Findings. A finding is any Government-identified noncompliance with contract requirements that specifies that an activity or action did not take place or was not performed to the quality or timeliness standard required by the contract. A finding can be categorized as either Major or Minor. Findings will be documented on a CAR and must also be tracked in the activity log; see paragraph 5.5.13 regarding Section 13 of the Performance

Assessment folder. Major/Minor Findings are defined as follows:

6.1.4.1 Major Finding. A conclusion that identifies a condition having a significant adverse effect on the quality of the activity under review such as:

a. Failure to meet a Performance Threshold.

b. Significant mission degradation in any Contractor operated function.

c. A situation that is likely to result in hazardous or unsafe conditions for individuals (or any other Government resource) coming into contact with the work.

d. Failure to provide adequate corrective action to preclude reoccurrence of government identified findings.

e. Failure to provide corrective action to deficiencies identified by the Contractor within a prescribed suspense period

f. Any failure to adhere to security regulations that results in a security incident.

6.1.4.2 Minor Finding. A departure from established standards having little bearing on service provided. However, if the same minor finding is repeatedly identified, it may be an indication that Major Finding (d) above is occurring or has occurred because the contractor quality system has not acted to prevent recurrence. In this case, the Minor Finding should be elevated to the level of a Major Finding and a new CAR initiated.

6.2 Performance Assessment Report. QAP must document Performance assessment as it is accomplished. The Performance Assessment Report is an official government record of inspections of the performance objectives and other inspection items contained in this PP.

6.2.1 The Performance Assessment Report is attached to this PP.

6.2.2 Completed Performance Assessment Reports will be maintained in the QAP performance assessment folder until monthly submission to the contracting officer requires them to be stored in the contract performance assessment file. At the completion of the contract, the FC/D will contact the CO for disposition instructions of the performance assessment reports. These reports can be maintained in hard-copy form as long as there is ample backup to preclude loss of data.

7. DUTIES AND RESPONSIBLILITIES

7.1.1 REPORTING REQUIREMENTS

QAP Inputs to the FC/D. The QAP is required to report detailed results of Performance

Objective verifications to the FC/D on a monthly basis. The FC/D will compile QAP inputs in a

Letter of Acceptance (LOA) that includes an overall performance rating (satisfactory or unsatisfactory), identified deficiencies (regardless of who identified the deficiency- see para 5.6 and 5.7) and QAP comments.

7.1.2 FUNCTIONAL COMMANDER

Identifying mission essential services, to include developing the necessary documents in accordance with DoDI 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.

7.1.3 QUALITY ASSURANCE PERSONNEL

Individuals designated to perform quality assessment functions, and manage performance in accordance with the Performance Plan. They serve as on-site technical managers assessing contractor performance against contract performance standards using the services summary.

Evaluating and documenting contractor’s performance in accordance with the Performance Plan.

Notify the Contracting Officer of any significant performance deficiencies, maintain surveillance documentation, recommend improvements to the Performance Plan and Performance Work

Statement throughout the life of the contract.

7.1.4 CONTRACTING OFFICER/CONTRACT ADMINISTRATOR

Responsible for contract management. Implementation of the Performance Plan after contract award by the multi-functional team. Integrates the goals and objectives identified by the multi-functional team, oversight and performance management, and performance measurement in accordance with the Performance Plan.

Delegates authority for inspection and/or acceptance in accordance with terms of the contract and informs the contractor of the names, duties, and limitations of authority for all quality assurance personnel assigned to the contract.

7.1.5 QUALITY ASSURANCE PROGRAM COORDINATOR

Mission support group individual, normally from the contracting activity, selected to coordinate and manage the Performance Management Assessment Program (Quality Assurance Program).

Supports the multi-functional team in the development of contract requirements specifically ensuring that requirements are clearly stated and enforceable. Trains QAPs on the contracting requirements associated with the quality assurance program.

7.1.6 MULTI-FUNCTIONAL TEAM

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; QAPC; QA personnel

(Functional Area Evaluators (Administrative &Assistance Services (A&AS))); the functional/technical representative; subject matter expert; and the contractor who provides the service upon award of the contract. The duties and responsibilities of the team include:

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.

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. Completing and reporting annual performance reviews in accordance with the MOASP.

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.

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.

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

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.

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

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

Completing and reporting annual performance reviews in accordance with the Management of

Oversight of the Acquisition of Services Process (MOASP).

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.

Assessing and managing contractor performance data, to include submitting Contractor

Performance Assessment Reporting System (CPARS) reports. (Web Based CPARS Training https://www.cpars.csd.disa.mil)

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

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.

Approving the deviation authorized at AFI 63-124 paragraph 1.8.

Recommend changes to the performance plan.

8. PERFORMANCE OBJECTIVES

8.0 Performance Objectives. The following is a list of the contractual Performance

Objectives to be validated by QAP. Each Performance Objective includes a government-determined Performance Threshold and the QAP that is used to perform the verification. The

Performance Objectives are arranged according to the functional area they are associated with.

Functional areas not listed were omitted because they did not have Performance Objectives identified as critical. The performance objectives in this paragraph represent the minimum items that must have Performance assessment accomplished on a periodic basis. Any Performance assessment of PWS requirements not required by the PP must still be documented in the

Performance Assessment Log as described in paragraph 6.2.

The contractor service requirements are summarized into performance objectives that relate directly to mission essential items. The performance threshold briefly describes the minimum acceptable levels of service required for each requirement. These thresholds are critical to mission success. Contractor monthly payments will be adjusted based upon the performance thresholds established in the SS for any performance objective that the number of allowable defects is exceeded for a given month.

The Contractor monthly payments will be adjusted based upon the performance thresholds established in the SS for any performance objective that the number of allowable defects is exceeded for a given month.

https://www.cpars.csd.disa.mil/

Performance Objective PWS para. Performance Threshold

Perform tasks outlined in the Performance Work

Statement in accordance with all federal, state, local, DoD and AF rules and regulations.

1 0 Regulatory Compliance

Violations permitted

Collect Municipal Solid Waste in accordance with the established schedule.

1.1 No more than 2 Customer

Complaints monthly.

Dispose of Municipal Solid Waste in accordance with the established governing directives.

1.3 0 Deficiencies permitted.

Perform unscheduled collections required by the contracting officer in accordance with paragraph

1.1.

1.1.3.1 0 Deficiencies permitted.

(Delivery order shall not be accepted until all deficiencies are corrected.)

Maintain equipment in good workable condition.

Trucks and solid waste containers washed and free of odors.

1.4 No more than 2 Customer

Complaints monthly.

Provide a monthly report (10 th of each month) detailing total tonnage of solid waste (MSW

C&D and recycling) collected landfill tipping fees and weight tickets.

1.5 1 Deficiency permitted.

Manage, maintain, and operate a Universal

Waste program in accordance with 40 Code of

Federal Regulations (CFR) 273, Standards for

Universal Waste Management.

1.6 0 Deficiencies permitted.

Collect and remove the International Waste regulated garbage for priority incineration to

McKay Bay, Pinellas County or Hillsborough

Country incineration facilities within four (4) hours of notification by the CO or COR.

1.7 0 Deficiencies permitted.

9. PERFORMANCE METRICS. Used to track contractor progress towards meeting stated performance objectives. The multi-functional team in assessing contractor performance validates that the performance metrics align with the performance-based work statement and overall mission support objectives.

CORRECTIVE ACTION REPORT (CAR)

(If more space is needed, use reverse and identify by number)

1. CONTRACTOR

2. CONTRACT NUMBER

3. TYPE OF SERVICES

4. FUNCTIONAL AREA

5. SUSPENSE DATE

6. CONTROL NUMBER

7. DEFICIENCY MAJOR MINOR

FINDING:

FINDING IMPACT:

Please 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 5. If date was not entered in Block 5, the contractor is not required to provide a response.

8. QUALITY ASSURANCE PERSONNEL (QAP)

TYPED NAME AND GRADE

SIGNATURE AND DATE

9. ISSUING AUTHORITY

TYPED NAME AND GRADE

SIGNATURE AND DATE

10. QAP RESPONSE TO CONTRACTOR CORRECTIVE ACTION AND ACTION TAKEN TO PREVENT RECURRENCE

11. QAP DETERMINATION

ACCEPTED REJECTED

12. CLOSE DATE

Corrective Action Report (CAR) Template, Feb 05 (SAF/AQCP) Distribution: Complaintant

QAP

Contractor Contract Administrator

CORRECTIVE ACTION REPORT (CAR)

Continuation Sheet

(Number to correspond with applicable Item Number on reverse)

Corrective Action Report (CAR) Template, Feb 05 (SAF/AQCP) Distribution: Complaintant

Contract Administrator

Corrective Action Report (CAR) Instructions

Block 1. Enter Contractor Name.

Block 2. Enter Contract Number.

Block 3. Enter Contract Name or Type of Services.

Block 4. Enter Functional Area of the Contract.

Block 5. Enter the assigned suspense date given the contractor to provide a response to the CAR. A date must be entered for a Major CAR. A date is optional at the discretion of the Quality Assurance Personnel (QAP) initiating the CAR if the finding is Minor.

Block 6. All CARs will be tracked with a Control Number. The functional commander/functional director is the Issuing Authority for his/her contract Quality Assurance Evaluators (QAPs) generating CARs. By providing the control number to the QAP originating the CAR, the Issuing Authority demonstrates concurrence with the finding. The control number will be made up of the first two letters of the name of the site or contract, the last two digits of the calendar year, and a three digit number starting with 001 and progressing upward throughout the calendar year (e.g., WP04-001).

Block 7.

1. Check the block that indicates whether the identified deficiency is assigned as a Major or Minor finding.

See Performance Plan (PP), paragraph 6.1.4, for the definitions of Major and Minor findings and associated explanations.

2. Finding: Clearly state the details of the finding followed by a reference to the stated contractual requirement. The reference must state the portion of the contract, part, section, paragraph and subparagraph and must make a complete brief quotation of the contract reference.

3. State the impact that the finding has or could have on the accomplishment of the mission that the contract provides.

4. When determining how long to give the contractor to respond to the identified finding, the normal is 10 working days. The suspense date should reflect this unless the finding requires a greater amount of time to come to solution. Major findings require a contractor response. Minor findings may require a contractor response at the discretion of the QAP initiating the CAR and/or the Issuing Authority.

Blocks 8 and 9. Contract QAPs initiating a CAR must sign in Block 8 and the Issuing Authority signs in Block 9. Each annotates the date at the time of signature.

Block 10. Upon review of the contractor’s reply, the originator of the CAR will enter comments regarding acceptance or rejection of the contractor’s response. This block may also contain any comments regarding follow-on inspections conducted or needed at a later date to validate that the finding has not reoccurred.

Block 11. The QAP selects Accept or Reject after reviewing the contractor’s response.

Block 12. The QAP enters a close date after advising the Issuing Authority that the contractor’s response is acceptable and the Issuing Authority concurs. The Issuing Authority will then forward the closed CAR to the contractor and report accordingly in the monthly Certificate Of Service (COS) or other applicable contracting officer services report. This routing remains the same if the contractor response is unacceptable and the CAR remains open until an acceptable response is received except that the Issuing Authority forwards the open CAR back to the contractor for additional information.

Continuation Sheet. The Continuation Sheet is to be used to expand on any information that will not fit in the applicable numbered block.

Customer Complaint Record Template, Feb 05 (SAF/AQCP) Distribution: Complaintant

Contractor Contracting Administrator

CUSTOMER COMPLAINT RECORD

DATE/TIME OF COMPLAINT

SOURCE OF COMPLAINT

ORGANIZATION

BUILDING NUMBER

INDIVIDUAL

PHONE NUMBER

NATURE OF COMPLAINT

CONTRACT REFERENCE

VALIDATION

DATE/TIME CONTRACTOR INFORMED OF COMPLAINT

ACTION TAKEN BY CONTRACTOR

RECEIVED/VALIDATED BY

Performance Assessment Report (PAR) Template, Feb 05 (SAF/AQCP) Distribution: Complaintant

Contracting Administrator

PERFORMANCE ASSESSMENT REPORT (PAR)

(If more space is needed, use reverse and identify by number)

1. CONTRACT/TASK ORDER

NUMBER

2. CONTRACTOR 3. TYPE OF SERVICES

4. QUALITY ASSURANCE PERSONNEL (QAP) SIGNATURE AND DATE

5. QAP PHONE 6. SUSPENSE DATE

I. PERFORMANCE

7. DEFICIENCY (CHECK ALL BOXES THAT

APPLY)

NEW

REPEAT

NO DEFICIENCY NOTED

8. SERVICES SUMMARY or PWS PARAGRAPH ITEM

REVIEWED

9. BRIEF DESCRIPTION OF DEFICIENCY (IF DEFICIENCY

BOX WAS CHECKED)

10. DETAILED PERFORMANCE ASSESSMENT

II. CONTRACTOR VALIDATION

11. CONTRACTOR REPRESENTATIVE CONCUR NON-

CONCUR

12. CORRECTIVE ACTION ESTIMATED COMPLETION DATE

13. CONTRACTOR REPRESENTATIVE CORRECTIVE ACTION AND PREVENTION OF RECURRENCE OR REASON FOR

NON-CONCURRENCE OF QAP CITED DEFICIENCY

III. ACTION CORRECTED

14. CONCUR NON-CONCUR QAP SIGNATURE AND DATE

15. QAP REMARKS (REQUIRED)

6. CONTRACTOR REPRESENTATIVE REMARKS

Performance Assessment Report (PAR) Instructions

Block 1. Quality Assurance Personnel (QAP) enters contract or task order number.

Block 2. QAP enters contractor name.

Block 3. QAP enters type of services.

Block 4. QAP signs and dates.

Block 5. QAP enters telephone number.

Block 6. QAP assigns suspense date for Contractor Representative validation if a deficiency box was checked in Block 7.

Part I. Contractor Performance

Block 7. QAP checks all boxes that apply.

Block 8. QAP enters Services Summary or Performance Work Statement (PWS) paragraph item reviewed.

Block 9. QAP enters brief description of deficiency and tracking number if the deficiency box was checked in Block 7. Detailed description will be on Corrective Action Report (CAR).

Block 10. QAP enters a detailed performance assessment if the deficiency box in Block 7 was not checked.

Parts II and III will be used only if a deficiency was documented in Part I.

Part II. Contractor Validation

Block 11. Contractor Representative checks one box in response to QAP cited deficiency. If Concurrence is indicated, Contractor Representative continues to Block 12. If Non-Concurrence is indicated, continue to Block 13 and state reason(s) for Non-Concurrence with QAP cited deficiency and return PAR to QAP.

Block 12. Contractor Representative enters Estimated Completion Date of Corrective Action and continues to Block 13.

Block 13. Contractor Representative details Corrective Action and the Action Taken to Prevent Recurrence or Reason for Non-Concurrence of QAP cited deficiency.

Part III. Deficiency Corrected

Block 14. QAP checks appropriate block, signs, and dates.

Block 15. (Required Entry) QAP remarks regarding the Corrective Action and the Action Taken to Prevent Recurrence. If Non-Concur was checked, this block should be very detailed to explain why.

Block 16. Contractor Representative enters remarks if further discussion is needed about QAP concurrence with Contractor’s Corrective Action and Action Taken to Prevent Recurrence.

Continuation Sheet. The Continuation Sheet is to be used to expand on any information that will not fit in the applicable numbered block.