Performance Plan.pdf

782d Combat Sustainment Group Performance Plan 26 March 2010

PERFORMANCE PLAN (PP)

PR FD2060-10-23911

782d Combat Sustainment Group (CBSG) Missiles and Weapons

Advisory and Assistance Services (A&AS)

542d Combat Sustainment Wing

Warner Robins Air Logistics Center, Robins Air Force Base, GA

Contract: _________________________________, Task Order _________________

Contractor: TBD

I. PERFORMANCE MANAGEMENT: This performance plan details how the 782d Combat Sustainment Group (CBSG) Missiles and Weapons Advisory and Assistance Services (A&AS) contract will be managed upon award by the multi-functional team throughout its life cycle. This plan will focus on the level of performance required by the Performance-based Work Statement (PWS), not the methodology or process.

a. Objective: The objective of the 782 CBSG Air Superiority Missiles and Weapons A&AS contract is to provide contractor support for Reliability Asset Monitoring/Tactical Munitions Reporting System (RAM/TMRS), Advanced Medium Range Air to Air Missiles (AMRAAM), AGM-88 High Speed Anti-Radiation Missile (HARM), Special Operations Forces (SOF), Aircraft Guns/Bomb Rack systems, and Small Arms. This support includes logistics, item management, administrative, technical and engineering, equipment specialist responsibilities, program management, configuration management, financial management, Local Area Network (LAN) operations, Information Technology and maintenance, database and information management support.

b. Results: The goal of this effort is to provide the 782 CBSG Missiles and Weapons A&AS support and strive to achieve efficiencies, improved customer service and contractor performance, and cost savings. Additional goals as follows:

1) Maximize performance

2) Encourage innovation

3) Promote performance-based services

4) Increase awareness that performance-based services require participation from all team members

c. Roles & Responsibilities of Multi-Functional Team Members (MFT): The identified Quality Assurance Personnel (QAP) will be the primary person(s) responsible for the oversight of this order. An alternate QAP will be available to perform this action if the primary QAP is not available to perform the task. The following are the specific roles and responsibilities of the personnel/positions that make up the MFT (1 thru 5) and the overall responsibilities of the team as a whole (6 thru 18):

1) Quality Assurance Person (QAP) (Primary and Alternate): Analyzes and certifies Monthly Status Reports and Invoices for correct labor categories, labor hours, and material and travel charges. Completes annual Contractor Performance Assessment Reporting System (CPARS) evaluations. NOTE: The QAP may also be a Government Program Manager.

2) Government Program Manager (GPM): Responsible for task order management, travel approval, reviews contractor’s performance at random points in time utilizing periodic inspections and random floor checks.

3) Procuring Contracting Officer (PCO)/Contract Specialist: Responsible for all contractual agreements and changes including but not limited to issuing orders against the basic contract, exercising options, or modifying the contract/order for any other purpose.

4) Contractor Site Manager & Contractor's Project Lead for Quality Assurance (PLQA):

Performs personnel management for contractor personnel to include (but not limited to) time card management, travel voucher management, personal time off (PTO) management, disciplinary actions and annual evaluations. Additionally, the Contractor Site Manager & PLQA will keep contractor employees updated on the status of the contract and conduct interviews for potential employees. The PLQA is also responsible for preparing a Monthly Status Report (MSR) for the QAP.

5) Quality Assurance Program Coordinator (QAPC): Duties include training QAPs, reviewing the Performance-based Work Statement, and reviewing the Performance Plan.

6) 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.

7) 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. Completing and reporting annual performance reviews.

8) 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.

9) Developing, implementing, and executing a performance-based acquisition strategy, to include performance metrics that support 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.

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

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

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

13) Completing and reporting annual performance reviews.

14) 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 Performance Plan to implement initiatives, and monitoring the success of implementation.

15) Assessing and managing contractor performance data, to include submitting Contractor Performance Assessment Reporting System (CPAR) reports.

16) Developing, implementing, and executing performance measurement and management in accordance with the Performance Plan.

17) 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. Management Strategy: The following management strategy shall be implemented to ensure results are achieved:

1) The MFT will meet quarterly to discuss any issues relative to contract performance, to review the Methods of Surveillance in the Services Summary (SS) Chart with Method of Surveillance to determine if they provide for adequate assessment of performance under the contract, to review the Monthly Status Reports (MSRs), and to review the Contractor's efficiency, effectiveness, and compliance in the following areas:

a) Labor and travel

b) Suspense and product/document submittal

c) Communications and Contract Data Requirements List (CDRL) transmittal

d) Responsiveness to Government requests

e) Standard business practices

2) Positive incentives for improved performance may include decreased surveillance, reduced frequency of review MFT meetings, letters of recognition, the exercising of contract options, and a positive CPAR.

3) Negative incentives for decreased performance may include increased surveillance, increased frequency of review MFT meetings, the decision NOT to exercise contract options, and a neutral or negative CPAR.

4) Remedies for noncompliance under the Inspection of Services Clause in the basic contract may include re-performance of the work at no additional cost to the Government; a reduction in the invoice amount relative to the degree of service not rendered; a charge to the Contractor for the cost the Government incurred as a result of non-performance; and/or termination of the contract.

e. Metrics: Metrics will be built utilizing the Monthly Status Report and monthly invoices.

1) The QAP will review the Monthly Status Reports.

2) The QAP will review invoices and accept or reject them via Wide Area Work Flow.

f. Contractor Performance Assessment Report (CPAR): The QAP will prepare a draft CPAR for review by the team and approval by the Unit Project Manager (UPM), the Flight Chief, and the PCO. The data used to select and substantiate the ratings given the Contractor in the CPAR will be that collected via the Government QAP’s daily oversight of the programs (100% inspections); information from the monthly Performance Assessment Reports (PARs) and other surveillance data collected by the QAP (Monthly Surveillance); minutes from the quarterly team reviews (Quarterly Reviews); and any validated customer complaints and/or commendations received. The QAP should use the following performance rating criteria when completing the CPAR.

Performance Rating Criteria

Exceptional Performance meets contractual requirements and exceeds many of the government’s benefits. The contractual performance of the element or sub‐element being assessed was accomplished with few minor problems for which corrective actions taken by the contractor were highly effective.

Very Good Performance meets contractual requirements and exceeds some of the government benefits. The contractual performance element or sub‐element being assessed was accomplished with some minor problems for which corrective actions taken by contractor were highly effective.

Satisfactory Performance meets contractual requirements. The contractual performance of the element or sub‐element contains some minor problems for which corrective actions taken by the contractor appear or were satisfactory.

Marginal Performance does not meet some contractual requirements. The contractual performance of the element or sub‐element being assessed reflects a serious problem for which the contractor has not yet identified corrective actions. The contractor’s proposed actions appear only marginally effective or were not fully implemented.

Unsatisfactory Performance does not meet most contractual requirements and recovery is not likely in a timely manner. The contractual performance of the element or sub‐element contains serious problem(s) for which the contractor’s corrective actions appear or were ineffective.

g. Environmental Management System (EMS): Any contractor employee working on Robins Air Force Base will require EMS training within 30 days of beginning work. Training will be provided by the 78 Civil Engineering Group Environmental Management Division (78

CEG/CEV).

h. 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: This section identifies the process that measures success towards achieving defined performance objectives or goals defined within the performance thresholds in the Services Summary, or the process of assessing progress towards achieving the objectives/goals developed in this performance plan or partnering agreement.

Quality assurance shall be based on the Government’s evaluation of results, not the frequency or method of performance. All services performed must meet the prescribed performance objectives stated in the Service Delivery Summary to be regarded as acceptable.

a. Services Summary Chart with Method of Surveillance: The following is a list of the key performance objectives that will be verified as contractually compliant by government personnel;

however, inspection of any contract requirement is authorized. Each performance objective includes a government determined performance threshold and the procedures used to ensure these standards are met.

Performance Objectives

PWS Para Performance Threshold Method of Surveillance

Management of Contract Personnel: The contractor must select, retain, and/or replace their personnel if/when necessary and ensure necessary coverage for all tasks.

2.1 and all subsections

The contractor must provide qualified personnel within ten

(10) work days from a government request for same, 95% of the time; and within fifteen (15) work days, the other 5% of the time. The contractor is responsible for providing coverage for all tasks, to include the provision of temporary coverage when/if a permanent contractor personnel replacement cannot be secured within ten (10) work days. The contractor is responsible to ensure contractor personnel are available for a reasonable amount of thiem during the 160 hours per month. This amount of time is 120 hours of the 160 hours per month. As such, if contract personnel do not meet the stated minimum required number of hours allowed without a valid reason, they will be deemed as not meeting the performance threshold.

Thorough review of Monthly Status Reports and Funds & Man‐Hours Reports by the QAP on a quarterly basis

Program, Logistics, Administrative and Item Management Support.

2.1.1 Contractor will accomplish all

tasks IAW DoD, Air Force and Air Force Material Command Directives as well as Technical Orders and local instructions listed in subparagraphs of this

PWS

Thorough review of Monthly Status Reports and Funds & Man‐Hours Reports by the QAP on a quarterly basis

Technical Support 2.1.2 Contractor will accomplish all tasks IAW DoD, Air Force and Air Force Material Command Directives as well as Technical Orders and local instructions listed in subparagraphs of this

PWS

Thorough review of Monthly Status Reports and Funds & Man‐Hours Reports by the QAP on a quarterly basis

Financial Analysis Support

2.1.3 Contractor will accomplish all

tasks IAW DoD, Air Force and Air Force Material Command Directives as well as Technical Orders and local instructions listed in subparagraphs of this

PWS

Thorough review of Monthly Status Reports and Funds & Man‐Hours Reports by the QAP on a quarterly basis

Engineering and Configuration Management Support

2.1.4 Contractor will accomplish all

tasks IAW DoD, Air Force and Air Force Material Command Directives as well as Technical Orders and local instructions listed in subparagraphs of this

PWS

Thorough review of Monthly Status Reports and Funds & Man‐Hours Reports by the QAP on a quarterly basis

Deliverables are completed in an accurate and timely manner

5. Meet 100% Government established suspense dates or provides justification for extension prior to suspense date and prepare format, including all content, specified in the data item description.

Not more than one (1) set of corrections per task order and all corrections must be accomplished within ten (10) working days per document.

Thorough review of Monthly Status Reports and Funds & Man‐Hours Reports by the QAP on a quarterly basis

b. Surveillance Folder: The QAP is assigned to perform surveillance of the CASE contract to maintain a surveillance folder with the FAC for their assigned contract requirements. The folder will contain the following divisions:

TAB A: Copy of the Performance-Based Work Statement, Performance Plan, CDRLs for Services Summary Objectives only

TAB B: MFT Appointment letter (or QAP Primary & Alternate Appointment Letter, QA Documentation-Phase I & II Certification, Letter to the contractor from the CO stating who the Primary and Alternate QAPs are and their limited authorization).

QAP Phase I Certification, QAP Phase II Checklist, FC/FD certification.

TAB C: Official Inspection Documents-Performance Assessment Report (PAR), Corrective Action Report (CAR), Customer Complaint Report (CCR)

TAB D: Performance Documentation-metrics. Contractor reports, FC/FD annual review documentation, DO 30-day and annual review documentation.

TAB E: MFT meeting Minutes, Miscellaneous correspondence, etc.

TAB F: Quality Plans, Safety Plans, GPP & EMS documentation

c. Process for Corrective Action: QAP will document surveillance, both positive and negative, on a PAR. For continued non-performance, QAP will initiate a Corrective Action Report (CAR). The process for a CAR is as follows:

1) QAP will initiate CAR and forward to the QAPC Office for review.

2) QAPC Office will return to QAP to forward to PCO, who will, in turn, forward the CAR to the Contractor for corrective action.

3) The Contractor must submit a formal Corrective Action Plan to the PCO.

4) The PCO will forward the Plan to the QAP who will review and accept or reject the Plan.

If the QAP accepts the Plan, the CAR is then closed. If the QAP rejects the Plan, it will be returned to the Contractor for rework and resubmission. If the issue cannot be resolved by acceptance of a Plan after three resubmissions, then the QAP will request that the PCO invoke the Inspection of Services Clause. CARs can be initiated by the QAP at any time based on the severity of the non-performance; however, normally a CAR will be initiated under the following conditions:

a) For Performance Objectives captured in PWS Para 2.1.1. - 1 negative PAR will result in a CAR

b) For all other Performance Objectives - 2 negative PARs in one quarter will result in a CAR.

d. Method of Acceptance of Services: Received via the Wide Area Work Flow to be signed by the QAP.

III. SIGNA TURE PAGE: By signing this Performance Plan you are accepting assignment to the MFT and hereby agreeing to abide by the roles and responsibilities assigned in this Plan and to the strategies and processes listed herein.

FD2060-10-23911

Sherrl Coonfield Quality Assurance Program Coordinator Phone 478-327-6585

June Sims Government ogram Manager / QAP Phone: 478-926-1840

Vikki L. Arnold Alternate Government QAP Phone:(478)926-9869~.

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David . enning Chief, eapons Flight Phone: 478-327-2876

Contracting Officer Phone: 478-926-9175

3/30/2010

Contractor Project Lead for Quality Assurance

Contractor Site Manager

782d Combot Sustainment Group Performance Plan

30 March 2010 Date

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26 March 2010