Attachment_5 _QASP.pdf

Refuse and Recycling Services

QUALITY ASSURANCE SURVEILLANCE PLAN

(QASP)

20 June 2016

TABLE OF CONTENTS

Subject Para

1. Overview 1

2. Description of Services 2

3. Organizational Structure 3

4. Performance Assessment Approach 5

5. Performance Assessment Documentation 6

6. Duties and Responsibilities 7

7. Performance Objectives 8

1. OVERVIEW

1.1 Purpose. The purpose of this quality assurance surveillance plan (QASP) is to identify the methods and procedures the Government will use to insure 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 surveillance 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 Prescribing Directives:

1.3.1. Quality Assurance Surveillance Plan. The surveillance plan is an evolving document whose development begins with acquisition planning and is finalized as the acquisition progresses. The members of the multi-functional team sign the surveillance plan. This plan identifies:

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

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

1.4 Objective. This QASP is designed to provide the Multi-functional Team (MFT) a vehicle to ensure delivery of the desired mission support services within cost and on schedule. The QASP will also provide the Contracting Officer Representative (COR) an effective systematic surveillance method for each item listed in the Performance Work Statement (PWS), specifically in the Services Summary (SS). The premise of commercial contracting is for the Contractor to assume responsibility for the work they produce.

2. DESCRIPTION OF SERVICES

2.1 Scope of Work. The contractor shall provide all personnel, equipment, tools, materials, vehicles, supervision, and other items and services necessary to perform integrated solid waste management refuse and recycling services for MacDill Air Force Base. The contractor shall perform to the standards in the contract as well as all federal, state, local, DOD and AF rules and regulations.

2.2 Contract. The contract type is Firm-Fixed-Price (FFP) Indefinite Delivery, Indefinite Quantity Contract.

The Contract Terms and Conditions – Commercial Items FAR Clause 52.212-4 applies.

3. GOALS. The results in managing this acquisition through this QASP are to provide Team MacDill with (contractor(s)) services that are acceptable and timely while protecting Government resources. By virtue of this surveillance plan, the MFT will manage this contract and strive to achieve efficiencies, improved customer service and contractor performance, and cost savings. Additional goals are as follows:

Maximize performance Encourage innovation Promote performance-based services Increase awareness that performance-based services require participation from all team members.

4. PERFORMANCE ASSESSMENT APPROACH

4.1 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 7.0 of this Quality Assurance Surveillance Plan (QASP) dictate the minimum inspection requirements Contracting Officer’s Representatives (CORs) must accomplish on a periodic basis. This QASP provides the procedures on how to conduct the evaluations for Performance Objectives and how to document them in a correct and effective manner.

4.2 Initial Performance Review. The initial evaluation of contractor performance shall take place within 30 days after the contractor assumes full performance responsibilities (i.e. after completion of transition/mobilization) to ensure the contractor has successfully started performance, completed transition, is fully operational, and is within the estimated cost, schedule, and performance parameters of the contract.

4.2.1 Initial Performance Review Criteria. Contractor will be assessed on their technical conformance to contract requirements, specifications and standards; their timeliness against contract requirements; their ability to remain within the cost parameters; how they integrate and coordinate all activities needed to execute the contract; their ability in selecting, retaining, supporting and replacing personnel when necessary; and any other significant special interest items that may have come up since contract award.

4.3 Performance Assessment Approach. To facilitate the Performance Assessment of the Contractor's quality program, Quality Assurance Personnel, consisting of Contracting Officer’s Representative (COR) and Quality Assurance Evaluator (QAE) will verify Contractor compliance with designated Performance Objectives. The intent of the Performance Assessment approach is to gain confidence in the Contractor’s ability to provide satisfactory services and then adjust 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.

4.4 Monthly Review. The COR must review the monthly evaluation and assessment reports to ensure that all objectives were met. The review must happen by the last day of the month.

4.5 Quarterly Review. COR will schedule an assessment meeting with Government Contract Management (e.g. CCJ6 Director) to discuss the assessment results and develop a plan to improve areas of concern.

4.6 Annual Review. The COR must review Surveillance 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.

4.7 Special Audits. The COR must be alert to conditions that would warrant a special quality audit. Any time the COR 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.

4.8 Performance Assessment Folders. A performance assessment folder (inspection file) must be developed and maintained by the primary COR. 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 COR’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 COR finds necessary.

4.8.1 Section 1. COR Appointment Letter, (Primary and Alternate), Letter to Contractor.

4.8.2 Section 2. COR Baseline and Refresher Training (Training Certificates).

4.8.3 Section 3. Miscellaneous Documentation

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

4.8.5 Section 5. Copy of memos for record

4.8.6 Section 6. Performance Assessment Reports

4.8.7 Section 7. Customer Complaint Record

4.8.8 Section 8. Corrective Action Reports

4.8.9 Section 9. Copies of receipt and acceptance documents processed

4.8.10 Section 10. Copy of Quality Assurance Surveillance Plan

4.8.11 Section 11. Copy of all Requisitions (AF Form 9s)

4.8.12 Section 12. Copy of surveillance activity checklist or COR schedule

4.8.13 Section 13. Copy of Contract, to include all attachments and modifications.

4.9 Deficiency Identification. Effective contract Performance assessment relies on two methods for identification of unacceptable performance – Contractor Identified Discrepancies (CIDs) and Government Identified Discrepancies (GIDs).

4.9.1 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 COR, that person will take the following actions:

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

4.9.1.2 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.

4.9.1.3 If a CID has not been resolved and the Contractor has established an Estimated Completion Date (ECD) for resolution of the discrepancy, the COR will monitor the Contractor’s efforts in resolving the discrepancy. If the COR 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.

4.9.1.4 If a CID has not been resolved and the COR 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 COR will issue a Corrective Action Report (CAR); see para 5.1. 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.

4.10 Government Identified Discrepancies (GIDs). GIDs are generated as a result of the COR’s inspection of contractor performance that identifies noncompliance 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 5.1. 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. When CID’s are reviewed by the applicable COR, that person will take the following action:

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

b. 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.

c. If a CID has not been resolved and the Contractor has established an Estimated Completion Date (ECD) for resolution of the discrepancy, the COR will monitor the Contractor’s efforts in resolving the discrepancy. If the COR 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.

d. If a CID has not been resolved and the COR 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 COR will notify the contractor and CO in writing to include a suspense date to resolve the discrepancy.

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

a. The COR 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 COR will provide the customer with instructions on how to proceed.

d. The COR will gather all completed customer feedback forms and conduct an investigation to determine the validity of any negative comments received.

e. If the COR 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 COR will notify the Contractor to allow the opportunity for investigation and comment. The COR will refer to the procedure in paragraph 5 to determine whether it is necessary to initiate a CAR.

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

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

4.12 Performance Feedback. Documentation is required to record, evaluate, and report contractor’s performance. On a monthly basis, the COR will complete a narrative summary of contractor performance and forward it to the Contractor, QAPC, and CO that includes the following assessment elements. The COR will also keep the 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 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 timeliness of contractor against 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 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, 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 as applicable.

Management of Key Personnel

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

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

Rating

Criteria

Excellent Performance meets contractual requirements and exceeds many to 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.

Good Performance meets contractual requirements and exceeds some to the Government benefits. 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 was effective.

Satisfactory 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 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.

5. PERFORMANCE ASSESSMENT DOCUMENTATION

5.1 Corrective Action Report (CAR). Used by the COR to document contract requirement findings and subsequent corrective actions to be taken. See attached CAR and instructions for completing the form. The COR 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.

5.1.1 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.

5.1.2 The FC/D will elevate any CARs that cannot be resolved with the contractor to the Contracting Officer for resolution.

5.1.3 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 a Major Finding or a Minor Finding. Findings will be documented on a CAR and must also be tracked in the activity log. Major/Minor Findings are defined as follows:

5.1.4.1 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

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

5.1.4.2 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 a 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.

5.2 Performance Assessment Report. The COR 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 QASP.

5.2.1 The Performance Assessment Report is attached to this QASP.

5.2.2 Completed Performance Assessment Reports will be maintained in the COR 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 Functional Commander/Director (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.

5.2.3 Monthly Scorecard. Used by the COR to document contract requirement findings and subsequent corrective actions to be taken. See attached Scorecard to be utilized. The COR identifying the discrepancy is responsible for completing the scorecard. If there are other questions as to how the scorecard is completed, that individual should consult the CO. Consult the assigned Contract Administrator to give them the opportunity to assist and advise how the scorecard is to be worded. Forward a copy of the initiated scorecard to the Contracting Officer. The COR will elevate any issues that cannot be resolved with the contractor to the Contracting Officer for resolution.

5.2.4 The Monthly scorecard is attached to this QASP.

5.2.5 Monthly Performance Evaluation. The COR must document Performance assessment as it is accomplished. The Performance Evaluation is an official government record of inspections of the performance objectives and other inspection items contained in this QASP.

a. The Performance Evaluation is attached to this QASP.

b. Completed Performance Evaluations will be maintained in the COR performance assessment folder.

The COR 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.

5.2.6 Contract Assessment Board. The CCJ6-R Division Chief will convene the Contract Assessment Board, which will at a minimum, consist of Government Contract Management Team. They will convene quarterly to review all monthly evaluations and evaluate the effectiveness of the contractor and if all objectives are being met. They will prepare findings and report those findings to the CCJ6 Director.

6. DUTIES AND RESPONSIBLILITIES:

6.1.1 REPORTING REQUIREMENTS

COR Inputs to the FC/D. The COR is required to report detailed results of Performance Objective verifications to the FC/D on a monthly basis. The FC/D will compile COR 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 4.9 and 4.10) and COR comments.

6.1.2 FUNCTIONAL COMMANDER/DIRECTOR (FC/FD)

Has overall responsibility for developing the PWS and the Quality Assurance Surveillance Plan and ensuring they satisfy mission requirements, are performance-based, foster innovation, and define metrics. Responsible for assigning competent and capable functional experts to the MFT who will be available full time or as warranted by the acquisition cycle. The FC/FD will also assign, as a minimum, a Primary and an Alternate COR and notify the CO of any changes to this designation. Review contractor performance documentation, prepared by the COR on a regular basis to ensure performance is compatible with contract and mission objectives. The FC/FD is also responsible for identifying mission essential services and developing the necessary documents.

6.1.3 CONTRACTING OFFICER’S REPRESENTATIVE (COR)

Responsible for monitoring, assessing, recording and reporting on contractor compliance in accordance with the terms and conditions of the contract and Surveillance Plan. This individuals will have primary responsibility for completing quality assurance monitoring forms that will be used to document the inspection and evaluation of the contractor’s performance. The COR will maintain surveillance documentation, notify the Contracting Officer (CO) of any significant performance deficiencies and recommend improvements to the QASP and Performance Work Statement (PWS) throughout the life of the acquisition. The COR will assess and manage contractor performance data, to include submitting Contractor Performance Assessment Reporting System (CPARS) reports. (Web Based CPARS Training https://www.cpars.gov)

6.1.4 CONTRACTING OFFICER (CO)

Has overall responsibility for overseeing the contractor’s performance. The CO will also be responsible for the day-to-day monitoring of the contractor’s performance in areas of contract compliance, contract administration, cost control, and property control; reviewing the COR assessment of the contractor’s performance; and resolving all differences between the COR version and the contractor’s version of events. The CO is the only person with the authority to direct the contractor in the performance of their duties under the contract and to make interpretations of and changes to the contract.

https://www.cpars.gov/

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.

6.1.5 QUALITY ASSURANCE PROGRAM COORDINATOR (QAPC)

Develops, manages and implements the MacDill AFB Quality Assurance Program; supports the MFT in the development of contract requirements, ensuring requirements are clearly stated and enforceable; aids in development of the Services Summary (SS) and Quality Assurance Surveillance Plan and provides training to all FC/FD, CORs and others that interact with the contract, as needed.

6.1.6 CONTRACT ADMINISTRATOR (CA)

Is the focal point for issues regarding the contract; prepares and processes modifications to the contract and assists the CO in ensuring contractor performance meets contract standards. They perform COR assessment on a periodic basis as determined by the CO. The CA will verify that the COR is accomplishing their surveillance according to this surveillance plan. If deficiencies are discovered in the COR surveillance procedures, the contracting officer will notify the FC/FD and provide any assistance the FC/FD may request, such as additional training for QA personnel. The CA will ensure that the COR is documenting their surveillances on a timely basis. A check of COR files will also be performed on a periodic basis as determined by the CO /CA.

6.1.7 QUALITY ASSURANCE EVALUATOR (QAE).

This is a customer-focused person(s) instituted under the authority of the senior leadership. The QAE is responsible for the quality control of the contract. The QAE will assess and manage contractor performance data, to include updating and reviewing the Monthly Contractor Performance Assessment Evaluations prior to submission to the COR. The QAE will determine if a Performance Monitor is needed and choose that individual to support the contract effort. The QAE will attend the monthly assessments and quarterly assessment meetings to report their findings.

6.1.8 PERFORMANCE MONITOR (PM) (optional, if Performance Monitor not assigned, QAE will assume responsibilities)

A customer-focused person(s) 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. However, the functional perspective this person(s) brings to the acquisition must always be subordinate to the greater perspective of the mission. The purpose of the monitor is to create an environment that shapes and executes an acquisition. The emphasis is on teamwork, trust, common sense and agility. The monitor is 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 monitor include:

a. Foster 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. Provide 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. Research 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. Develop, implement and execute 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.

e. Ensure the acquisition strategy aligns mission performance needs with performance-based work statements and acquisition approaches designed to deliver the desired mission support results.

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

g. Develop, implement and execute a source selection, if applicable, that provides an integrated assessment of the proposal and ensures a best value source selection based on the requirements of the Request for Proposal.

h. Plan, program, and budget adequate funds to ensure the execution is within approved funding baseline.

i. Develop, implement and manage milestones to ensure the acquisition supports mission requirements within the approved funding baseline.

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

k. Develop, implement, and execute performance measurement and management in accordance with the Surveillance Plan.

l. Ensure 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.

m. Recommend changes to the performance plan.

6.1.9 MULTI-FUNCTIONAL TEAM (MFT)

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.

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 Surveillance 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.gov)

Developing, implementing, and executing performance measurement and management in accordance with the Quality Assurance Surveillance 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.

Recommend changes to the surveillance plan.

7. PERFORMANCE OBJECTIVES

Performance Objectives. The following is a list of the contractual Performance Objectives to be validated by the COR. Each Performance Objective includes a government-determined Performance Threshold and the Surveillance Method used by the COR 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 https://www.cpars.gov/ 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.

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.

Service Summary #

Performance Objective PWS para. Performance Threshold Method of Surveillance

1 Perform tasks outlined in the Performance Work Statement in accordance with all federal, state, local, DoD and AF rules and regulations.

1.1 0 Regulatory Compliance Violations permitted

Periodic Review

2 Collect Municipal Solid Waste in accordance with the established schedule.

1.1 No more than 2 Customer Complaints

monthly.

Periodic Review

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

1.3 0 Deficiencies permitted. Periodic Review

4 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.)

Periodic Review

5 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.

Periodic Review

6 Provide a monthly report (10th 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. Periodic Review

7 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. Periodic Review

8 Collect and remove the International Waste regulated garbage for priority incineration to McKay Bay or Pinellas County within four (4) hours of notification by the CO or COR .

1.7 0 Deficiencies permitted. Periodic Review

9 One month prior to the start of an option period or contract end date contract will provide a report of the Greenhouse Gas (GHG) impact for the contract year.

1.1.1.1 0 Deficiencies permitted Periodic Review

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

Customer Complaint Record COMPLAINANT – 1

Customer Complaint Record COR – 2

Customer Complaint Record CONTRACTOR – 3

Customer Complaint Record CONTRACT ADMINISTRATOR - 4

Monthly Contractor Performance Assessment Report

Contract/Task Order # Contractor

Type of Services

Contractor Representatives

Phone

Period of Performance (Monthly)

I. CONTRACTOR PERFORMANCE

Date Metrics Submitted

A. Management Metrics FOIA Case Approval Monthly FYTD

• Number of FOIA Cases Submitted to Government Senior Lead and Above

FOIA Case Closure Metrics Monthly FYTD

• Total FOIA Cases Closed

• Total NIACORP Cases Closed

B. Performance Metrics FOIA Timeline Metrics Monthly FYTD

• Number of Proper FOIA Requests Received and Administratively Logged

• Number of Closed FOIA Requests with Proper Case Maintenance

C. Quality Metrics Technical Effectiveness Monthly FYTD

• Total # of FOIA Cases with 0 Resubmissions

• Total # of FOIA Cases with 1 Resubmission

• Total # of FOIA Cases with 2+ Resubmissions

• TECHNICAL STATISTICS

Monthly Fiscal Year To Date Referrals Admin Closures Full Releases Partial Denials Full Denials No Records

• TRAINING SUMMARY

Type Monthly Fiscal Year To Date Monthly Training Sessions Conducted

Seminars Attended

II. CONTRACTOR PERFORMANCE, SELF-ASSESSMENT

• Contractor Accomplishments/Performance Comments:

• Contractor Recommendations:

• Upcoming Project Milestones, Deadlines, Deliverables or Significant events:

• 30 day projection:

• 60 day projection:

• 90 day projection:

• Contractor Additional Support Requests:

• None at this time

III. GOVERNMENT VALIDATION

A. Performance Monitor Subjective Scores:

Quality of service: Excellent Good Satisfactory Marginal Unsatisfactory

Schedule: Excellent Good Satisfactory Marginal Unsatisfactory

Business Relations/PM: Excellent Good Satisfactory Marginal Unsatisfactory

Mgmt. of Key Personnel : Excellent Good Satisfactory Marginal Unsatisfactory

Element (100%)

Description

Quality of Service (20%) 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 (20%) 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 and Program Management (35%)

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 (HUB Zones), veteran-owned, and service disabled veteran-owned business participation goals.

Management of Key Personnel (25%)

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

Comments/Recommendations:

COR Comments:

Project Milestones, Deadlines, Deliverables or Significant events:

• 30 day projection:

• 60 day projection:

• 90 day projection:

B. Branch Chief

Concur Non-Concur

C. Division Chief/QAE

Concur Non-Concur