Performance Plan - Attachment 3.doc

Attachment 3

FA8201-08-R-0031

PERFORMANCE PLAN

FOR

GROUNDS MAINTENANCE

75 CES/CEOCEC

HILL AFB UTAH 84056

28 MAY 2008

TABLE OF CONTENTS

SECTION 1 – OBJECTIVE

SECTION 2 – RESULTS OF THE MULTI-FUNCTIONAL TEAM (MFT)

SECTION 3 – MFT ROLES AND RESPONSIBILITIES

SECTION 4 – PERFORMANCE ASSESSMENT

SECTION 5 - METHODS OF SURVEILLANCE

SECTION 6 – ASSESSMENT GUIDES

SECTION 7 – PERFORMANCE MANAGEMENT

SECTION 8 – SIGNATURES

ACRONYMS AND ABBREVIATIONS LIST

1. Objective - The objective of having the service provided is to ensure that grounds maintenance is performed at Hill Air Force Base in a manner that will maintain healthy grass, trees, shrubs, and plants and present a clean, neat, and professional appearance. The objective is to provide site management of the following contracted support tasks:

A) Maintain Enhanced and Improved Grounds;

B) Maintain Bedding and Planted Areas;

C) Maintain Irrigation System;

D) Compost Operations;

E) Wood Chipping and Hauling;

F) Perform Snow and Ice Removal;

G) Police the Grounds for Litter;

H) Air Show and Distinguished Visitor Visits;

I) Over and Above Requirements; and

J) Chemical Applications

This Performance Plan (PP) has been developed to evaluate contractor’s performance while implementing the terms and conditions of the Contract and Performance-Based Work Statement (PWS). It is designed to provide an effective surveillance method of monitoring contractor performance for each listed objective on the Services Summary (SS) in the contract. The Performance Plan provides a systematic method to evaluate the services and products the contractor is required to furnish. The Performance Plan is based on the premise that the contractor, and not the government, is responsible for management and quality control actions to meet the terms of the contract. The role of the government quality assurance is to ensure contract standards are met.

2. Results of the Multi-functional Team (MFT) – Results the team is striving to achieve in Managing the acquisition, i.e., cost savings, efficiencies, improved customer service and maintains Installation appearance. The goals of this team are to manage this contract and to provide an avenue to collectively work together to create a strong working relationship between the using agency, contracting and the contractor and provide the highest level of contract performance and customer service.

3. Multi-functional Team Members and their roles and responsibilities – The MFT is the Contract specific team that is composed of stakeholders in the acquisition and are responsible for the acquisition throughout the life of the requirement. The MFT includes, but it is not limited to the following: Contracting Officer, Functional Technical Representative, Quality Assurance Person, Quality Assurance Program Coordinator, Contract Administrator, Functional Commander/Functional Director and (after award) the Contractor.

The MFT is responsible to measure outcomes and focus on performance results. The Performance Plan provides a systematic method to measure outcomes the contractor is required to furnish, rather than focusing on the details of how the Contractor accomplishes the work. The plan uses a combination of surveillance methods described in AFI 63-124, Performance-Based Service Contracts and methods also practiced commercially in order to adequately assure a contractor’s performance is within standards, while keeping the cost of surveillance reasonable.

3.1 Contracting Officer (CO): Acts as the principle business advisor and principle agent for the government. Is responsible for developing the solicitation, conducting the source selection, and manages the award of the contract. This individual researches contracts in the marketplace to identify general business practices such as commercial terms and conditions, contract type, bid schedule break out and the use of incentives. CO informs the contractor of the duties and limitations of the QAP and periodically assesses the QAPs performance and advises the FC/FD of any problems.

3.2 Functional Technical Representative (FTR): Serves as the principle technical expert that is the most familiar with the requirement. This person is best able to identify potential technical trade-offs and most capable of determining whether the requirement can be met by a commercial service. Often this individual is the functional area QAP.

3.3 Quality Assurance Person (QAP): Researches common surveillance or quality control methods. Perform surveillance according to this plan and provide documentation of surveillance observations to the CO. Recommend improvements to this plan and the PWS. Certify acceptance of services and calculate unacceptable service prescribed by the CO.

3.4 Quality Assurance Program Coordinator (QAPC): Provides QAP’s Phase I training. Reviews the contents of the PWS and PP to ensure that they are incompliance with AFI 63-124 requirements. Assists in all matters involving the Quality Assurance Program. Provides FC/FD training.

3.5 Contract Administrator (CA): Provides Phase II Training (contract specific training) associated with administering the contract prior to contract award.

3.6 Functional Commander/Functional Director (FC/FD): Assigns a Primary and Alternate QAP to the PBSA. On a regular basis reviews contractor performance documentation, prepared by the QAP to ensure performance is compatible with contract and mission objectives. Reviews the PWS and PP annually with the MFT.

3.7 Contractor: (after award) Provides innovative ideas that promote best value business decisions on this service contract to meet the customer’s requirements. They will focus on critical processes that affect customer satisfaction and are responsible to perform services to contract standards.

4. PERFORMANCE ASSESSMENT – The approach, methods and tools the Multi-Functional Team will use to assess the contractor’s performance. Performance assessment is evaluating, assessing, and documenting the contractor’s performance IAW the overall performance plan. The premise behind performance assessment is the contractor, not the government, is responsible for managing and ensuring that the contractor’s performance meets the terms of the contract. It is the government’s responsibility to monitor performance and hold the contractor accountable for performance.

4.1 Contract Performance Standards – The contractor provider is responsible for meeting all standards required by the contract. The contract Service Summary (SS) contains the most critical mission standards. The SS conveys these critical standards in a measurable way as a performance outcome measured against a performance threshold. When assessed, the SS conveys to the MFT whether or not the primary elements of the mission are succeeding or failing. There are also many other items which are required by the contract that do not rise to the level of a mission critical SS. Although not the most critical, the government pays for non-SS items and they are assessed and equally enforced.

4.2 SS Surveillance Items – The SS elements are considered the most mission critical service characteristics of the contract. Adjust the assessment methods by modification to the contract and up-date the Performance Plan if the assessment method chosen below proves unsatisfactory to adequately portray the service performance. The assessment methods shown in the table for each SS element are the primary means to evaluate the performance objectives, and assess whether the performance threshold was met.

SS #1

Maintain Enhanced and Improved Grounds Grass is maintained within proper height for its area. Sod does not need to be replaced. Sod is healthy and looks well maintained.

SS #2

Maintain Bedding and Planted Areas Trees, plants, hedges, flowers, flourish and do not need to be replaced. They have adequate drainage and mulch. They do not show any sign of disease or pests and appear healthy. They are pruned properly and in a timely manner. They are trimmed properly. Bedding is mulched and free of weeds, grass, and debris. Fertilizer and soil amendments are applied. Soil is aerated.

SS #3

Maintain Irrigation System

Irrigation system functions properly.

SS #4

Composting Operations

Perform composting operations as outlined in PWS.

SS #5

Wood Chipping/Hauling

Collect and haul all wood to the established collection point and grind the material. Contractor shall ensure all foreign matter is removed prior to grinding.

SS #6

Perform Snow/Ice Removal

Snow and ice is removed and does not accumulate. Paved areas are safe for the vehicle or pedestrian traffic intended. Areas have adequate de-icing material for the conditions.

SS #7

Police Grounds for Litter

Ensure areas are free of natural and man-made debris at all times.

SS #8

Air Show/DV Visits

Air shows and Distinguished Visitor events are accomplished in accordance with the Statement of Work.

SS #8

Over and Above

Perform additional work not in the original scope of contract.

SS #8

Chemical Applications

Apply 3 applications on all common lawns.

4.3 Assessment of Non-SS Items – All other tasks required under the PWS may be inspected on a random basis at a frequency determined by the Functional Commander/Functional Director (FC/FD), CO, and/or QAE per the Inspection of Services Clause in the contract. Although not the most critical, the government pays for non-SS items and they are assessed and equally enforced

4.4 Remedies for Non-Conformance – If inspections indicate unacceptable performance, the QAP will notify the contractor’s point-of-contact of the deficiencies for correction. The contractor shall be given an appropriate time frame (depending on the discrepancy identified) after notification to correct the unacceptable performance. If deficiencies are not corrected within the required time frame, the QAP should notify the CO for action. If the contractor disagrees with the noted discrepancy and an agreement cannot be reached, the CO shall be notified for a final decision. Inability of the contractor to return service to conforming contract levels may result in negative actions, such as past performance indications of nonconformance, etc.

4.5 Past Performance – The government performance assessment team grades the contractor’s performance. The government shall assess the contractor’s management of the contract operations and input past performance information into CPARS. The contractor shall have an opportunity to comment on the government’s past performance grade.

5. METHODS OF SURVEILLENCE

RANDOM SAMPLING SURVEILLANCE

Random sampling is an appropriate method for frequently recurring tasks. A typical use of this surveillance method is lot size sampling. Initially, QAP will evaluate randomly selected samples of the activity to determine the activity to determine the acceptability of the entire requirement. This method reduces the time QAP must spend on surveillance duties, and yet it still gives a reasonably accurate picture of a service’s overall acceptability.

CUSTOMER COMPLAINT

The QAP must furnish instructions to the customer receiving the contractor’s service. Instructions should cover the service to be assessed; the action that may be expected from the QAP, Contract Administrator/Contracting Officer (CO) as a result of the complaints; and the limitations on the customers in dealing with contractor personnel.

The QAP is the point of contact and must collect all customer complaints. All complaints and any resulting resolution of such complaints must be documented. Customer complaints become a permanent part of the QAP assessment records.

PERIODIC SURVEILLANCE

Periodic surveillance/inspection is the type of surveillance that is based upon selecting samples for evaluation on other than 100% inspection or on a statistically random basis. Periodic surveillance can be accomplished weekly, monthly or quarterly using a checklist method.

CONTRACTOR METRICS

Metrics is a management measurement tool used to measure performance objectives stated in the SOW. The government develops and approves performance objectives and thresholds. Industry input to the development of these objectives and thresholds is desirable. These thresholds should conform to commercial or industry-wide standards to the maximum extent practicable. Metrics should be developed so they are meaningful.

6. ASSESSMENT GUIDELINES:

ASSESSMENT GUIDE for SS # 1

(MAINTAIN ENHANCED AND IMPROVED GROUNDS)

1. Method of Surveillance: Random Sampling

2. Lot Size: 370 ACRES

3. Sample Size: 25%

4. Performance Threshold:

a. Performance is acceptable when 10 percent or less sample items were defective during the month.

b. Performance is unacceptable when 11 percent or more sample items were defective during the month.

1. Sampling Procedure:

a. Manual random sampling based on performing visual inspection of designated areas.

6. Inspection Procedure: By driving around and walking the areas.

ASSESSMENT GUIDE for SS # 2

(MAINTAIN BEDDING AND PLANTED AREAS)

1. Method of Surveillance: Random Sampling

2. Lot Size: 75,000 Sq Ft

3. Sample Size: 25%

4. Performance Threshold:

a. Performance is acceptable when 10 percent or less sample items were defective during the month.

b. Performance is unacceptable when 11 percent or more sample items were defective during the month.

5. Sampling Procedures:

a. Manual random sampling based on performing visual inspection of designated areas.

6. Inspection Procedures: By driving around and walking the areas.

ASSESSMENT GUIDE for SS # 3

(MAINTAIN IRRIGATION SYSTEM)

1. Method of Surveillance: Random Sampling

2. Lot Size: 162,000 Sq Ft

3. Sample Size: 25%

4. Performance Threshold:

a. Performance is acceptable when 10 percent or less sample items were defective during the month.

5. Sampling Procedure:

ASSESSMENT GUIDE for SS # 4

(MAINTAIN COMPOSTING OPERATIONS)

1. Method of Surveillance: Random Sampling

2. Lot Size: 1 acre

3. Sample Size: 25%

4. Performance Threshold:

a. Performance is acceptable when 10 percent or less sample items were defective during the month.

5. Sampling Procedures:

a. Manual random sampling for correct PH levels

ASSESSMENT GUIDE for SS # 5

(MAINTAIN WOOD CHIPPIONG AND HAULING)

1. Method of Surveillance: Random Sampling

2. Lot Size: 4000 acres

3. Sample Size: 25%

4. Performance Threshold:

a. Performance is acceptable when 10 percent or less sample items were defective during the month.

6. Inspection Procedure: By driving around and walking the areas.

ASSESSMENT GUIDE for SS # 6

(PERFORM SNOW AND ICE REMOVAL)

1. Method of Surveillance: Random Sampling, customer complaints

2. Lot Size: 364,000 Sq. Ft.

3. Sample Size: 25%

4. Performance Threshold:

a. Performance is acceptable when 10 percent or less sample items were defective during the month.

a. Manual random sampling based on performing visual inspection of designated areas. Customer call inns.

ASSESSMENT GUIDE for SS # 7

(MAINTAIN GROUNDS FOR LITTER)

1. Method of Surveillance: Random Sampling

2. Lot Size: 434,000 Acres

3. Sample Size: 25%

4. Performance Threshold:

a. Performance is acceptable when 10 percent or less sample items were defective during the month.

5. Sampling procedures:

ASSESSMENT GUIDE for SS # 8

1. Method of Surveillance: 100%

2. Lot Size: Dependent upon PWS or Specific Task Order

3. Sample Size: 25%

4. Performance Threshold:

a. Performance is acceptable when 0% percent of sample items were defective during the month or designated time period in the Task Order.

b. Performance is unacceptable when 1% percent or more sample items were defective during the month.

5. Sampling procedures:

a. Manual sampling based on performing visual inspection of designated areas.

7. PERFORMANCE MANAGEMENT – This is used to judge contractor ability to perform within given restraints The approach, methods and tools used to manage the acquisition upon award. Performance management is a cradle-to-grave process beginning with the identification of the requirement and ending when the service is completed, or a follow-on acquisition begins.

7.1 Market Research – Market Research is used as a tool throughout the life of the contract to ensure the requirement remains current with the most efficient and effective assessment methods and techniques of the commercial marketplace.

7.2 Multi-functional Team Meetings – The Multi-functional team will manage the contract throughout the life of the contract. This team will form a partnership between the government and the contractor to ensure the best possible service is provided for the life of the contract. All performance assessment data will be reviewed at these meetings. If performance improvement is necessary a plan of action will be created.

7.3 Contract Performance Assessment Reporting System (CPARS) – CPARS will be initiated annually, documenting contractor performance for this specific contract. More frequent updates may be made as required to document a significant improvement or degradation of the level of contract performance. The Assessing Official Representative will be the QAP; the Assessing Official will be the FC/FD.

7.4 Performance Metrics – List the performance metrics used to track contractor progress towards meeting stated performance objectives (the service the contractor is performing). The MFT in assessing contractor performance validates that the performance metrics align with the performance-based work statement and overall mission support objectives.

7.5 Disputes – Every attempt will be made to resolve all disputes arising under this contact/plan using the Alternate Dispute Resolution (ADR) as outlined in FAR 33.214. If no resolution can be made under ADR, the CO will render a Contracting Officer’s final decision.

8. Signatures: Add signature blocks for all Multi-Functional Team Members.

Contracting Officer (CO)

Date _______

Quality Assurance Personnel (QAP) Date _______

Quality Assurance Program Coordinator _______________________________ Date _______

ACRONYMS AND ABBREVIATIONS LIST

Acronym/Abbreviation

Definition

CA

Contract Administrator

CO

Contracting Officer

FC/FD

Functional Commander/Functional Director

FTR

Functional Technical Representative

IAW

In Accordance With

MFT

Multi Functional Team

PBSA

Performance Based Service Acquisition

PP

Performance Plan

PWS

Performance-Based Work Statement

QAP

Quality Assurance Personnel

QAPC

Quality Assurance Program Coordinator

SS

Services Summary