QASP_-_Aircraft_Wash_Contract.docx

AIRCRAFT WASHRACK SERVICES

(Contract Number-TBD)

QUALITY ASSURANCE SURVEILLANCE PLAN

TABLE OF CONTENTS

Subject para

1. Overview 1

2. Description of Services 2

3. Organizational Structure 3

4. Contract Quality Requirements 4

5. Performance Assessment Approach 5

6. Performance Assessment Documentation 6

7. Duties and Responsibilities 7

8. 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.

0. 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.

0. Compliance with Prescribing Directives:

1.3.1. A Quality Assurance Surveillance Plan. The surveillance 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 surveillance plan. Award Fee plans containing the elements below qualify as the surveillance plan. This plan identifies:

1.3.2. Objective(s) in having the service provided, i.e., to provide quality housing maintenance to military members.

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 Quality Assurance Surveillance 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.

1.4 Objective. This QASP is designed to provide the MFT a vehicle to ensure delivery of the desired mission support services within cost and on schedule. The QASP will also provide the 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. The government will also rely on the Contractor’s submitted Quality Control Plan (QCP), if applicable, for ensuring contractual requirements are met.

2. DESCRIPTION OF SERVICES

2.1 Scope of Work. The contractor shall provide all management, supervision, and labor necessary to perform aircraft wash services at Spangdahlem AB, Germany. 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 manner which fosters pride and ownership in the work performed.

2.2 Contract. The contract type is Firm-Fixed-Price (FFP). The Inspection of Services FAR Clause 52.246-4 applies, if commercial, FAR 52.212-4 applies.

3. GOALS. The results in managing this acquisition through this QASP are to provide Team Spangdahlem with aircraft washing 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. 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 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.

5.2 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.

5.2.1 Initial Performance Review Criteria. Contractor’s performance will be evaluated based on Performance Objectives and Performance Threshold criteria specified in Paragraph 8.0.

5.3 Performance Assessment Approach. To facilitate the Performance assessment of the Contractor's quality program, Contracting Officer’s Representative, consisting of Contracting Officer’s Representative (COR) 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 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.

5.4 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.

5.5 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.

5.6 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.

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

5.6.2 Section 2. COR Baseline, Contract-Specific, and Refresher Training (Training Certificates).

5.6.3 Section 3. Miscellaneous Documentation

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

5.6.5 Section 5. Copy of memos for record

5.6.6 Section 6. Performance Assessment Reports

5.6.7 Section 7. Customer Complaint Record

5.6.8 Section 8. Corrective Action Reports

5.6.9 Section 9. Copies of receipt and acceptance documents processed

5.6.10 Section 10. Copy of Quality Assurance Surveillance Plan

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

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

5.6.13 Section 13. Copy of surveillance activity checklist or COR schedule

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

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

5.7.1 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:

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

5.7.1.2 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.

5.7.1.3 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.

5.7.1.4 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 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.

5.8 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 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.

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

1. The COR will educate customers of the service being provided by the contractor.

1. 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.

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

1. The COR will gather all completed customer feedback forms.

1. The COR will conduct an investigation to determine the validity of any negative comments received.

1. 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 QASP paragraph 6 to determine whether it is necessary to initiate a CAR.

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

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

5.10 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

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

Performance Rating Criteria

6. PERFORMANCE ASSESSMENT DOCUMENTATION

6.1 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 filling it out.

6.1.1 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.

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 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 5.6.3 regarding Section 3 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:

1. Failure to meet a Performance Threshold.

1. Significant mission degradation in any Contractor operated function.

1. 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.

1. 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

1. 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. 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.

6.2.1 The Performance Assessment Report is attached to this QASP.

6.2.2 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 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

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 5.7 and 5.8) and COR comments.

7.1.2 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 BRAG/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.

7.1.3 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. These 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.

7.1.4 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.

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 Contracting Officer’s Representative assigned to the contract.

7.1.5 QUALITY ASSURANCE PROGRAM COORDINATOR (QAPC)

Develops, manages and implements the Spangdahlem AB Quality Assurance Program; supports the BRAG/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.

7.1.6 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.

7.1.7 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 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 performance plan.

8. 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 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 QASP 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.

PERFORMANCE OBJECTIVE

PWS

PARA

PERFORMANCE THRESHOLD

Surveillance Method

Prepare aircraft for wash

2.3, 2.4, & 2.5

100% of scheduled services during the month

Random Inspection

Locate and remove corrosion causing agents from aircraft exterior and landing gear

2.7

100% of the scheduled services during the month

100% Inspection

Lubricate aircraft (landing gear, flight controls and required door/panel piano hinges)

2.8

100% of the scheduled services during the month

Random Inspection

Use and account for all hand and pneumatic equipment and Personnel Protective Equipment

2.10

100% of the scheduled services during the month

Random Inspection

Maintain Technical Orders in serviceable condition

2.11

100% of the scheduled services during the month

Weekly Inspection

Fill out aircraft forms and sign off applicable wash and lube discrepancies

2.9 & 2.12.1

100% Inspection

Use IMDS after completion of aircraft wash and/or lube

2.9.1

100% Inspection

Ensure safety precautions are adhered to

4.4 & 4.5

Random Inspection

Maintain facility

2.10

90% of the days utilized

Monthly Inspection

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.

(Place metrics here – if contractor provided, they need to be identified in the PWS and should have a performance objective to track their delivery)

ATTACHMENTS:

CORRECTIVE ACTION REPORT (CAR)

CUSTOMER COMPLAINT RECORD

PERFORMANCE ASSESSMENT REPORT (PAR)

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. CONTRACTING OFFICER’S REPRESENTATIVE (COR)

TYPED NAME AND GRADE

SIGNATURE AND DATE

9. ISSUING AUTHORITY

TYPED NAME AND GRADE

SIGNATURE AND DATE

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

11. COR DETERMINATION

|_| ACCEPTED |_| REJECTED

12. CLOSE DATE

Corrective Action Report (CAR)

CORRECTIVE ACTION REPORT (CAR)

Continuation Sheet (Number to correspond with applicable Item Number on reverse)

Corrective Action Report (CAR)

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 Contracting Officer’s Representative (COR) 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 Contracting Officer’s Representative (CORs) generating CARs. By providing the control number to the COR 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 Quality Assurance Surveillance Plan (QASP), 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 COR initiating the CAR and/or the Issuing Authority.

Blocks 8 and 9. Contract CORs 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 COR selects Accept or Reject after reviewing the contractor’s response.

Block 12. The COR 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.

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 Template COMPLAINANT – 1

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 Template COR – 2

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 Template CONTRACTOR – 3

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 Template CONTRACT ADMINISTRATOR - 4

PERFORMANCE ASSESSMENT REPORT (PAR)

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

4. CONTRACTING OFFICER’S REPRESENTATIVE (COR) SIGNATURE AND DATE

I. PERFORMANCE

7. |_| DEFICIENCY (CHECK ALL BOXES THAT APPLY)

|_| NEW

|_| REPEAT

|_| NO DEFICIENCY NOTED

8. SERVICES SUMMARY or PWS PARAGRAPH ITEM REVIEWED

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 COR CITED DEFICIENCY

III. ACTION CORRECTED

14. |_| CONCUR |_| NON-CONCUR COR SIGNATURE AND DATE

15. COR REMARKS (REQUIRED)

6. CONTRACTOR REPRESENTATIVE REMARKS

Performance Assessment Report (PAR) Template

PERFORMANCE ASSESSMENT REPORT

Continuation Sheet (Number to correspond with applicable Item Number on reverse)

Performance Assessment Report (PAR) Template

Performance Assessment Report (PAR) Instructions

Block 1. Contracting Officer’s Representative (COR) enters contract or task order number.

Block 2. COR enters contractor name.

Block 3. COR enters type of services.

Block 4. COR signs and dates.

Block 5. COR enters telephone number.

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

Part I. Contractor Performance

Block 7. COR checks all boxes that apply.

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

Block 9. COR 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. COR 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 COR 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 COR cited deficiency and return PAR to COR.

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 COR cited deficiency.

Part III. Deficiency Corrected

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

Block 15. (Required Entry) COR 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 COR 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.

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