QASP_1231449_00.pdf

FD2060-12-31449

Quality Assurance Surveillance Plan (QASP) 11 January 2012

PR Number: FD2060-12-31449

I. PERFORMANCE MANAGEMENT

a. Objective: The purpose of this effort is to perform general repairs to the T-9 Hush Houses at Dyess AFB. Currently, several components of the Hush Houses are inoperable or do not function as originally designed. One of the Hush Houses (S/N 05009) is Not Mission Capable (NMC.) Inoperable components within the Hush Houses are a definite operational concern, since the Hush Houses cannot be properly and safely used without fully functioning components.

b. Results: The benefit of repairing the Hush House and components is to maintain operational testing capability for both installed and uninstalled aircraft engines, as well as safety of the personnel within the Hush House. Maintaining operational capability directly impacts the mission capable rate for the aircraft, and increases aircraft uptime. This effort will be considered a success if the Hush House are repaired in accordance with the provided requirements for the T-9 Hush Houses.

c. Duties and Responsibilities of the Multi-Functional Team (MFT):

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.

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 QASP 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 QASP.

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 MFT members:

Program Manager Ensures key stakeholders participate in the development, implementation, and execution of the acquisition strategy. Reviews Purchase Request 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 AFI 63-107, 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.

Engineer: Develops and approves technical requirements. As the technical authority, provides a completed AFMC Form 807, recommended Quality Assurance Provisions and Special Inspection Requirements. Requests, reviews, and approves Engineering Change Proposals. Provides engineering support and coordination. The engineer shall collect market research data inputs from acquisition team members as appropriate and documents the investigation results and findings. Provides the market research report to the PMS for inclusion in the PR package. Reviews technical information for Performance-Based Work Statement (PWS). Also, provides pertinent technical inputs that must be considered in the follow-on contract. Prepares technical deliverables (CDRLs) and forwards to team members.

Equipment Specialist: 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. Provides D043 data information. Reviews technical information for Performance-Based Work Statement (PWS). Manages the Product Quality Deficiency Reporting system for the acquisition.

Item manager: Provides pertinent historical information if available. Identifies future BEQs and provides data to the PMS. Provides supportability data for team decision making (Issue Effectiveness, Stockage Effectiveness, backorders, MICAP data, asset position, and turn around time needs).

Procuring Contracting Officer (PCO): The 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 CORs.

Production Management Specialists (PMS): 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, i.e. Best Estimated Quantity (BEQs), and prepares the Purchase Request (PR) package. Prepares Contract Data Requirements List (CDRLs) (other than those technical deliverables provided by other sources.)

Contracting Officer Representative (COR): Assists in the development of the Services Summary and QASP. Conducts surveillance and documents contractor performance in accordance with the 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 QASP to implement initiatives and monitoring the success of implementation. Develops, implements, and executes performance measurement and management in accordance with the QASP. Maintains QA assessment documentation in a surveillance folder.

Quality Assurance Program Coordinator (QAPC): Assists the MFT in developing clearly stated and enforceable contract requirements, objectives, thresholds, and surveillance methods. Conducts audits of COR documentation and contract surveillance folder. Ensures Functional Commander/Functional Director (FC/FD) and CORs are trained.

Contractor: Complies with contract requirements. Identifies problems to the Contracting Officer or MFT and works with MFT to resolve issues. Will provide government with requested data and deliverables from which the contractor will be measured. If the contractor receives a CAR, they will provide corrective plan of action within ten working days. If the MFT requests 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.

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.

Functional Commander/Functional Director (FC/FD): The Functional Commander/Functional Director 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.

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

Data Management Officer (DMO): The DMO will review the draft PR package and ASD 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, QAPC, Provisioning, EDMS, Safety, Packaging/Transportation) to attend the Data Requirements Review Board

(DRRB).

e. Management Strategy: The MFT will meet every other month to review and assess the Contractor’s performance regarding the requirements outlined in the PWS associated with this contract. The team will review the Contractor’s monthly status reports as the method used to validate the accomplishment of goals and objectives. To increase contractor motivation and performance the MFT will use both positive and negative incentives/remedies. Incentives shall be tied directly to the performance objectives.

Possible incentives are:

- Decreased surveillance

- Reduced meeting frequency

- Letter of Recognition

Negative:

- Increased surveillance

- Increased meeting frequency

f. Metrics: Each one of the Contract Delivery Requirements List (CDRL) items will be reviewed by the COR and Government engineer. Metrics on the quality of the deliverables will be tracked to include how the deliverables meet the requirements of the CDRL and requirements of the PWS.

g. Contractor Performance Assessment Reporting System (CPARS): 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): IAW 1 Aug 07, AFMC/CV Policy Letter, Conformance with AF Environmental Management System (EMS) Requirements for Contracts Performed on AF Installations and the 11 Dec 06, SAF Policy Letter, Conformance with AF Environmental Management System (EMS) Requirements for Contracts Performed on AF Installations. All contractors who physically perform work on Robins AFB must receive EMS awareness training. All prime contractors must complete the training prior to beginning work on RAFB and must ensure that all subcontractors comply with this requirement.

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:

Objective PWS paragraph

Performance Threshold Method of Surveillance

Inspect and repair all components listed within the PWS in order to provide a fully functional Hush House with all repaired components operating as originally designed and repaired in accordance with the standard Hush

PWS

sections 4.1- 4.2

The Government will reject the workmanship or installation quality of the repaired components if one or more major flaws or two or more minor flaws are discovered by Government personnel during final inspections. A major flaw is defined as any inoperable components or systems repaired, or systems/components not repaired in accordance with the standard Hush House configuration. A minor flaw is defined as functional and operable systems not fully meeting the original configuration. All major and minor flaws identified during the

100% inspection of Hush Houses via either TDY by the Hush House Program Engineers or user sign-off with appropriate Hush House Program Office written inspection guidelines. To be accomplished

House configuration.

Government’s final inspection shall be corrected within 7 days of Government disapproval.

during final acceptance of each Hush House.

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

PWS section 4.3

No more than two rejections of data (final report, monthly status reports) by the Government personnel. No more than two late submissions of monthly status reports by Contractor. Rejected data shall be corrected and resubmitted within 7 days of Government disapproval. The Government will reject the submitted data if two or more technical flaws or five or more minor flaws are found within the submitted documents. A technical flaw is defined as format not in accordance with the provided CDRLs, or does not provide all technical content in accordance with the PWS. A minor flaw is defined as typographical errors.

100% inspection of CDRL submissions (inspection of monthly status reports, ECPs, as well as final reports by the Hush House Program Engineer when submitted)

b. Surveillance Folder:

Minimum Surveillance Folder components

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

QASP

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 or process for Corrective Action: If two negative PARs are completed within the period of performance for this contract, a CAR will be initiated by the COR. The COR will pass the CAR to the QAPC officer for review and control number, then pass the CAR to the PCO for validation/verification, who will then be passed to the Contractor for corrective action. When the CAR is completed by the Contractor, it will be sent back to the PCO with corrective action details taken and initiated preventive measures to avert future discrepancies within 10 working days. A final copy of the CAR will be sent to the QAPC office for tracking purposes. The Government may invoke the Inspection of Services Clauses, which provide the following remedies:

Re-performance at no additional cost.

Reduce the prices of the contract relative to the degree of service not rendered.

The right to charge the Contractor for work performed by the Government due to the Contractor’s non-performance

e. Method of Acceptance of Services: Requests for acceptance of Service and payment shall be made via the Wide Area Work Flow (WAWF) signed by the Hush House Quality Assurance Personnel.

III. SIGNATURE PAGE: All team members must sign the QASP, including the contractor and the QAPC. Documents not signed by the QAPC will be rejected by the PR cell and/or PCO.

Name Role Signature/Date Benjamin Heaton Program Manager

1/12/2012

X Benjamin Heaton Program Manager

Juan Font Engineer (COR primary)

1/12/2012

X Juan Font-Rivera Juan Font Engineer (COR)

Willie Edwards Equipment Specialist 1/17/2012

X Willie Edwards Willie Edwards Equipment Specialist

F. Lorraine Perrazola

Item Manager 1/12/2012

X F. Lorraine Perazzola F. Lorraine Perrazola Item Manager

Don McNeal PMS Seller

1/12/2012

X MR. DONALD C. MCNEAL

Don McNeal PMS Seller

Robert Willis

PMS Buyer 1/12/2012

X Robert Willis Robert Willis PMS Buyer

Kimberly Langford Contracting Officer

X Kimberly Langford Contracting Officer

Sherrl Coonfield Quality Assurance Program Coordinator

1/12/2012

X Sherrl Coonfield QAP Coordinator

Contractor