12-31058-QASP.pdf

PR FD2060-12-31058

FILE NUMBER: FD2060-12-31058/REVISION 0 1

Quality Assurance Surveillance Plan (QASP) for Services Supporting USAF Ejection Seats

I. Performance Management

a. Objective: This service is required to support the Advanced Concept Ejection Seat (ACES) II Custodian for Design (CFD) sustainment program. More specifically, this effort requires the contractor to:

1. recommend design changes/modifications to the ACES II as parts continue to become obsolete or exhausted from Government stock;

2. maintain/update the ACES II Technical Data Packages (TDPs), and deliver them to the Government for immediate and unrestricted use;

3. provide support and recommendations in the event of ACES II mishap incidents;

4. provide technical support and review concerning the ACES II and other USAF ejection seats, as necessary [for example, data intended for immediate dissemination such as Time Compliance Technical Orders (TCTOs), etc.];

5. develop standard repair procedures (addressing/including corrosion) to be accomplished by Unitited States Air Force (USAF) field maintainers; and,

6. update ACES II finite element and sled test analysis data, with damage tolerance information relevant to various performance and functional extremes/situations.

b. Results/Benefit to United States Air Force (USAF): The expected outcome is to ensure uninterrupted and safe operation and sustainment of the aging ACES II. A Custodian for Design (CFD) Contract is critical to the continued sustainment and safety support of all USAF ACES II systems.

c. Multi-Functional Team (MFT): The general MFT team duties and responsibilities which must be included are listed below:

1. 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.

2. 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.

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3. 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.

4. 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 designed mission support results.

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

6. 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.

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

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

9. Completing and reporting annual performance reviews.

10. 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 Quality Assurance Surveillance Plan to implement initiatives, and monitoring the success of implementation.

11. Assessing and managing contractor performance data, to include submitting

Contractor Performance Assessment Reporting System (CPAR) reports.

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

13. 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.

d. Specific Roles and Responsibilities of Multi-Functional Team (MTF) team members:

The MFT is comprised of the following key members and their responsibilities include:

1. Program Manager/Logistics Management Specialists (PM/LMS) and Systems

Manager. Ensures key stakeholders participate in the development, implementation, FILE NUMBER: FD2060-12-31058/REVISION 0 3 and execution of the acquisition strategy. Reviews Purchase Request (PR) for compliance and coordination. Develops reports to provide early warnings of significant variances in cost, schedule, or performance to senior leadership when requested. Completes and reports annual performance reviews and Contractor Performance Assessment Reporting System (CPARS) reports. Plans, programs, and budgets adequate funds to ensure the execution is within approved funding baseline.

Ensures the requirement for a Source of Repair Assignment Process (SORAP) determination is met in accordance with Air Force Instruction (AFI) 63-107, Integrated Product Support Planning and Assessment, Attachment 3. Provides initial input for the acquisition strategy. Ensures that the users’ needs are being addressed.

If required, develops Justification and Approval (J&A) based on inputs from the team. Additionally, the PM/LMS and Systems Manager is responsible for the overall program, serves as MFT lead, and works with the MFT to identify Government requirements and prepare the PR package.

2. Production Management Specialists (PMSs). PMS Buyer provides funding documents and production management support. The PMS Seller collects inputs from MFT members. With this data, the Seller develops cost estimates based on the inputs from MFT members, such as Best Estimated Quantity (BEQs), and prepares the PR package. Prepares Department of Defense (DD) Form 1423-1s, Contract Data Requirements List (CDRLs), other than those technical deliverables provided by other members of the team.

3. Engineer. Develops and approves technical requirements. As the technical authority, provides a completed Air Force Materiel Command (AFMC) Form 807, Recommended Quality Assurance Provisions and Special Inspection Requirements.

Requests, reviews, and approves Engineering Change Proposals (ECPs). Provides engineering support and coordination. The engineer collects market research data inputs from acquisition team members as appropriate and documents the investigation results and findings and to include into a market research report.

Prepares and provides the market research report to the PM/LMS, Systems Manager and PMS for inclusion in the PR package. Reviews technical information for the PWS. Provides pertinent technical inputs that must be considered in the follow-on contract. Prepares technical deliverables (CDRLs) and forwards to team members.

4. Equipment Specialist (ES). Provides the DD Form 254, Contract Security

Classification Specification. Researches the commercial market to ensure the MFT is using the most efficient and effective assessment methods, techniques, and best commercial practices in performance of the contract. Provides D043 data information. Reviews technical information for the PWS. Manages the Product Quality Deficiency Reporting (PQDR) system for the acquisition.

5. Contracting Officer’s Representative(s) [COR(s)]. Assists in the development of the Services Summary (SS) and QASP. Conducts surveillance and documents contractor performance in accordance with the Performance-based Work Statement (PWS) and QASP. Identifies 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 QSAP to implement initiatives and monitoring the success of implementation. Develops, FILE NUMBER: FD2060-12-31058/REVISION 0 4 implements, and executes performance measurement and management in accordance with the QSAP. Maintains quality assurance (QA) assessment documentation in a surveillance folder. Evaluates and documents Contractor performance as defined in the QASP in accordance with Air Force Federal Acquisition Regulation Supplement (AFFARS) Mandatory Procedure (MP) 5346.103, Contracting Office Responsibilities / The Quality Assurance Program, paragraph 1.c.(4)(a). Notifies the Procuring Contracting Officer (PCO) of significant Contractor performance deficiencies and makes recommendations to improve the QASP or PWS in accordance with AFFARS MP 5346.103, paragraph 1.c.(4)(b). Maintains surveillance documentation in accordance with AFFARS MP5346.103, paragraph 1.c.(4)(c). Issues Performance Assessment Reports (PARs), at a minimum, quarterly, and Corrective Action Reports (CARs) as required.

6. Procuring Contracting Officer (PCO). Only individual authorized to enter into contracts for supplies and services by obligating the Government. Responsible for the overall acquisition process and provides acquisition support to the MFT.

Develops and awards a contract based on the MFT requirements and acquisition strategy. Monitors Government/contractor communications to assure adherence to contract scope and takes action necessary to enforce contractual requirements.

Conducts Contract-specific training for all COR(s). Develops and awards a contract/order based on MFT requirements and acquisition strategy. Determines if MFT surveillance of Contractor performance is required. Submits Request for Contracting Officer’s Representative Support to requiring activity. Upon receipt of the Nomination of Contracting Officer’s Representative from the COR Supervisor, submits Designation of Contracting Officer’s Representative to the COR(s) and Contractor for signature. Upon completion/termination of the contract/order or transfer/termination of the COR(s), issues a Revocation of Designation of Contracting Officer’s Representative. Responsible for administration of the contract/order except as delegated to the Administrative Contracting Officer (ACO).

Monitors Contractor performance to ensure compliance with contractual requirements. Takes action, if necessary, to enforce contractual requirements.

7. Quality Assurance Program Coordinator (QAPC). Assists the MFT in developing clearly stated and enforceable objectives, thresholds, and surveillance methods.

Ensures Functional Commander/Functional Director (FC/FD) and COR(s) are trained. Supports the MFT in the development of contract/order requirements specifically ensuring requirements are clearly stated and enforceable in accordance with AFFARS MP 5346.103, paragraph 1.c.(1).

8. Defense Contract Management Agency (DCMA) Quality Assurance Representative

(QAR). The DCMA representative provides acceptance of the repaired assets at the contractor’s facility and participates as a member of the MFT by addressing any non-conforming occurrences during the life of the contract.

9. Contractor. Complies with contractual requirements. Identifies problems to the

PCO or MFT and works with MFT to resolve issues. Shall provide Government with requested data and deliverables from which the contractor will be measured. If the contractor receives a Customer Complaint Report (CCR), the contractor shall provide a corrective plan of action within 10 business days. If the MFT requests

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support in the resolution of deficiency reports on any of the items produced by the contractor under this contract, the contractor shall aid the Government in analysis of the failure. Participates as a member of the MFT upon approval of J&A if sole source and upon contract/order award if competitive acquisition. Performs services required by the contract/order including the PWS and CDRLs. Provides the Government with contractual deliverables and other requested data by which metrics will be developed and Contractor performance will be evaluated. Maintains a quality inspection process acceptable to the Government in accordance with Federal Acquisition Regulation FAR 52.246-5, Insection of Services -- Cost- Reimbursement. Signs and returns PARs within 30 calander days. Signs and returns a CAR with corrective action plan within 10 business days.

10. Administrative Contracting Officer (ACO). The individual authorized to perform post award functions of the contract. This includes the processing QA documentation to ensure the contractor takes corrective action when contract performance drops below established performance standards

11. Designated Official (DO): The individual authorized IAW the FY02 National

Defense Authorization Act (NDAA), Section 2330(a)(2)(A) to exercise responsibility for the management and oversight of the acquisition of services.

These responsibilities include certifying services and acquisitions are performance-based; approving, in advance, any acquisition that is not performance-based, and approving the acquisition of service procured through the use of a contract or task order being awarded by an agency other than DoD. He or she is also responsible for performing 30 day and annual contract reviews IAW AFI 63-101, Chapter 4.

12. Functional Commander/Functional Director (FC/FD). The FC/FD is the individual who determines whether or not the services requirement is mission essential in accordance with DoDI 1100.22, Policy and Procedures for Determining Workforce Mix, 12 Apr 10. A military member is called a Functional Commander and their civilian counterpart is called a Functional Director.

13. COR Supervisor. He or she nominates the Contracting Officer Representative, in writing, and reviews contractor performance documentation to ensure contractor compliance based on request of the PCO.

14. Data Management Officer (DMO). The DMO will review the draft PR package and

CDRL Data Call Worksheet and forward them to the external organizations as identified on the worksheet. The DMO will invite the core IPT (PM, ES, EN, IMS, PMS, FM), PCO and applicable organizations (TOM, CORC, Provisioning, EDMO, Safety, Packaging/Transportation) to attend the Data Requirements Review Board

(DRRB).

e. Management Strategy:

1. The MFT will meet, at a minimum, every two months to review Contractor performance regarding the requirements outlined in the PWS associated with the contract. .

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2. The COR(s) will issue PARs, documenting both satisfactory and unsatisfactory Contractor performance, at a minimum, quarterly. The COR(s) will forward the PAR to the PCO for submission to the Contractor. The Contractor shall sign and return the PAR to the PCO within 30 calandar days. Unsatisfactory Contractor performance will result in the COR(s) issuing a negative PAR.

3. If repetitive negative PARs or a single negative PAR identifying critical Contractor non-compliance are issued without satisfactory resolution, the COR(s) will issue a CAR. At a minimum, the COR(s) will issue a CAR after submitting two negative PARs, identifying the same discrepancy, without satisfactory resolution within the period of performance for an individual delivery order. If the CAR process fails to resolve the unsatisfactory Contractor performance, the PCO has the right to invoke

FAR 52.246-5.

4. The MFT will use both positive and negative incentives/remedies to motivate the contractor to meet the objectives/thresholds of this effort.

a. If the Contractor meets or exceeds contractual requirements, positive incentives may include, but are not limited to, decreased surveillance, decreased meeting frequency, favorable Contractor Performance Assessment Reports (CPARs), exercising options, and recognition. Recognition for outstanding Contractor performance may include a Letter of Appreciation which will become part of the Contractor performance documentation and be used in the evaluation of Contractor performance for the CPAR.

b. If the Contractor does not meet contractual requirements, negative incentives may include, but are not limited to, increased surveillance, increased meeting frequency, neutral or unfavorable CPARs, not exercising options, and Government remedies identified in FAR 52.246-5.

f. Metrics: The Contractor shall provide the Government with contractual deliverables and other requested data by which metrics will be developed. Contractor performance will be evaluated in accordance with contractual requirements including the PWS and CDRLs. The engineer will review monthly reports and provide findings to the COR(s) and MFT.

1. Initial Contract Performance Review: The initial evaluation of contractor performance is a joint determination by the MFT that the contractor has successfully started performance, completed transition, is fully operational, and is within the estimated cost, schedule and performance parameters of the contract.

i. Scheduling: The initial performance review criteria shall be included in the

Quality Assurance Surveillance Plan and the review shall take place within 30 days after the contractor assumes full performance responsibilities.

ii. Reports: For acquisitions greater than or equal to $100M, results of the initial performance review shall be reported by plain text email or other expedient means to the AFPEO/CM. Negative variations in cost, schedule, staffing, and/or performance shall be reported with an assessment of the root causes and corrective action plan. Special interest items to be included in the initial

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performance report are significant modifications to the contract made since contract award.

Assessment Values:

Green: No issues.

Yellow: Issue(s) but contactor has adequate mitigation or corrective action plan in place.

Red: Issue(s) with inadequate or no contractor’s mitigation or corrective action plan.

Any “red” assessment shall include the government proposed actions with respect to the failing contractor.

2. Annual Execution Reviews: The Annual Execution Review shall, at a minimum, assess progress against approved performance metrics and review the summary of evaluations from the Contractor Performance Assessment Reporting System (CPARS). They should be reviewed and updated periodically throughout the year to ensure a smooth response effort to the annual suspense in Nov/Dec of each year.

g. Contractor Performance Assessment Reporting System (CPARS): For contracts over $1M, outline how past performance information will be collected/reported. The Federal Acquisition Regulation (FAR) requires that Past Performances Information (PPI) be collected in accordance with FAR Part 42. CPARS generated PPI is one of the tools used to communicate contractor strengths and weaknesses to Source Selection Officials and Contracting Officers (COs). The Multi-Functional Team (MFT) will use past performance information from the CPARS system throughout the life of the contract. The Program Manager will assess the contractor’s performance using the current Air Force CPARS Guide. The Program Manager may use contractor performance indicators (Information contained in Monthly Reports, Program Management Reviews, Award Fee Determination, e-mails and other written records) maintained in the contract file or COR surveillance folder in paper or electronic format.

h. Environmental Management System (EMS):

1. Executive Order (E.O.) 13423, Strengthening Federal Environmental, Energy, and

Transportation Management, and E.O. 13514, Federal Leadership in Environment, Energy, and Economic Performance, establish the requirement for an EMS and obligate federal agencies to implement sustainable practices.

2. In accordance with the Secretary of the Air Force (SAF) Policy Letter, Conformance with Air Force Environmental Management System (EMS) Requirements for Contracts Performed on Air Force Installations, dated 11 Dec 06 and the Air Force Materiel Command/Vice Commander (AFMC/CV) Policy Letter, Conformance with Air Force Environmental Management System (EMS) Requirements for Contracts Performed on Air Force Installations, dated 1 Aug 07, Contractor personnel who perform work on any USAF installation shall comply with the EMS requirements established by the installation.

3. The prime Contractor shall ensure subcontractor comply with the EMS requirement.

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i. Green Procurement Program: GPP is a mandatory federal acquisition program that focuses on the purchase and use of environmentally preferable products and services. The prime contractor is responsible for ensuring that all subcontractors comply with this requirement.

II. Assessment Management

a. Services Summary chart with method of surveillance:

b. Surveillance Folder: Minimum Surveillance Folder components:

TAB A: Contract Documents and all modifications Copy of the Performance-Based Work Statement Quality Assurance Surveillance Plan

Performance Objective

PWS Reference Performance Threshold Method of Surveillance

Submit items listed in PWS on time, within the period of performance, and complete.

PWS sections

4.4 – 4.8

No more than two rejections by the Government per Contractor submission of engineering data. No more than two late submissions of engineering data per contractual year.

Rejected data shall be corrected and resubmitted within 15 calendar days of Government disapproval.

The Government will reject the submitted data if a single technical flaw or two or more minor flaws are found within the submitted documents.

A technical flaw is defined as data and format not in accordance with the provided CDRLs, or does not provide all technical content in accordance with this PWS.

A minor flaw is defined as typographical errors.

The MFT will review every two months the contractor-generated technical and status reports and plans in order to check document tasks, issues, actions, deliverables, and contract progress.

Surveillance will be documented by the COR(s) in the quarterly

PAR.

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CDRLs FC/FD written Decision on Mission Essential Requirements

TAB B: Appointment and Training COR Training Certification COR Contract Specific Checklist FC/FD Training Certificate COR Supervisor Training Certificate Appointment Letters:

Request for COR Support COR Nomination COR Designation Memorandum Termination of COR Designation Memorandum, as applicable

TAB C: Inspection and Surveillance Official Inspection Documents-

Performance Assessment Report (PAR) Corrective Action Report (CAR) Customer Complaint Report (CCR)

TAB D: Performance Documentation Performance Documentation-metrics Contractor reports COR Supervisor Annual Review Documentation DO 30 day and Annual Review Documentation

TAB E: Other Documentation MFT Meeting Documentation Miscellaneous correspondence, etc

TAB F: Contractor Plans Quality Control Plans Safety Plans COR Transition Plan

c. Plan for Corrective Action:

1. Unsatisfactory Contractor performance will result in the COR(s) issuing a negative

PAR. The COR(s) will forward the negative PAR to the PCO for submission to the Contractor. The PCO will submit the negative PAR to the Contractor for corrective action. In Section II of the negative PAR, the Contractor shall explain the discrepancy and identify the corrective action they shall take to resolve the discrepancy. The Contractor shall sign and return the negative PAR to the PCO within 30 calendar days.

2. If repetitive negative PARs or a single negative PAR identifying critical Contractor non-compliance are issued without satisfactory resolution, the COR(s) will initiate the CAR process. At a minimum, the COR(s) will issue a CAR after submitting two negative PARs, identifying the same discrepancy, without satisfactory

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resolution within the period of performance for an individual delivery order. The COR(s) will prepare a CAR and forward it to the QAPC. The QAPC will assign a tracking number to the CAR. The COR(s) will forward the CAR to the PCO for submission to the Contractor. The PCO will submit the CAR to the Contractor for corrective action. The Contractor shall sign and return the CAR, with corrective action identified, to the PCO for acceptance by the MFT within 10 business days.

The corrective action will be tracked and documented until the discrepancy is resolved. A copy of the CAR will be sent to the QAPC. The CAR will become part of the PCO contract file.

3. As a result of non-compliance with contractual requirements in accordance with

FAR 52.246-5, the Government may:

a. require the Contractor to perform the services again at no additional fee;

b. require the Contractor to take action necessary to ensure that future performance conforms to contractual requirements;

c. reduce any fee payable under the contract to reflect the reduced value of the services performed;

d. perform the services, by contract or otherwise, and reduce any fee payable by an amount that is equitable under the circumstances;

e. terminate the contract for default.

d. Method of Acceptance of Services: Invoice received via Wide Area Work Flow

(WAWF).

FILE NUMBER: FD2060-12-31058/REVISION 0 12

Rich Williams

WR-ALC/GRVCAA

Equipment Specialist

TBD

Office Symbol

PMS

TBD

ACO

Contractor

By signing below, you are identifying these services as mission essential. (Reference PWS paragraph 4.10.)

FC/FD