Perf Plan final.pdf

ADVISORY & ASSISTANCE SERVICES

(A&AS)

NAVSTAR GLOBAL POSITIONING

SYSTEM (GPS)

FD2060-10-23465

PERFORMANCE PLAN

30 July 2010

Performance Plan for

ADVISORY & ASSISTANCE SERVICES (A&AS)

NAVSTAR GLOBAL POSITIONING SYSTEM (GPS)

JOINT SERVICE SUPPORT MANAGEMENT OFFICE (JSSMO)

Purchase Request: FD2060-10-23465

Contract: ______________

I. Performance Management.

a. Objective: The contractor will provide A&AS to the Warner Robins Air Logistics Center (WR-ALC) Joint Service Support Management Office (JSSMO) Team. Required tasks may include, but are not limited to: analysis, research, reporting, information gathering, tracking, organizing, developing, coordinating, and reviewing all technical, configuration, logistic, financial, and programmatic data required in support of WR-ALC JSSMO sustained GPS systems, support equipment, and programs. Tasks will be documented and disseminated to WR- ALC JSSMO in the form of findings and recommendations.

b. Results: This effort will assist in program management and sustainment of GPS systems to increase operational availability of USAF systems repaired and managed at Robins AFB.

c. Roles and Responsibilities of Multi-Functional Team (MFT) members:

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, furnishing reports that provide early warnings of significant variances in cost, schedule, or performance to senior leadership. Completing and reporting annual performance reviews in accordance with the Management and Oversight of Acquisition of Services Process (MOASP).

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 desired 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 in accordance with the MOASP.

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 Performance 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 Performance 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.

Program Manager: Ensures key stakeholders participate in the development, implementation, and execution of the acquisition strategy. Review Purchase Request (PR) for compliance and coordination. Develop reports to provide early warnings of significant variances in cost, schedule, or performance to senior leadership when requested. Plan, program, and budget adequate funds to ensure the execution is within approved funding baseline. Provide initial input for the acquisition strategy. Ensure that the users’ needs are being addressed. If required, develop Justification and Approval (J&A) based on inputs from the team. Develop and approve technical requirements.

Production Management Specialist (PMS) Seller: Provide funding documents and production management support. The PMS Seller will collect inputs from MFT members, develop cost estimates based on the inputs from Multi-Functional Team (MFT), (i.e. Best Estimated Quantity (BEQ)s, Contract Data Requirements List (CDRL)s), and prepare PR packages. Prepare CDRLs (other than those technical deliverables provided by other sources).

Engineer: Assists in the development of the Services Summary and Performance Plan. Identify 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. Develop, implement, and execute performance measurement and management in accordance with the Performance Plan. Provide 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. Review technical information for Performance-Based Work Statement (PWS).

Also, provide pertinent technical inputs that must be considered in the follow-on contract.

Prepare technical deliverables, Contract Data Requirements Lists (CDRLs), and forwards to team members.

Procuring Contracting Officer: 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 Multi-Functional Team (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. Conduct Phase II training for all Quality Assurance Personnel (QAP).

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

Conduct audits of QAP documentation and contract surveillance folder. Ensures Functional Commander/Functional Director (FC/FD) and QAPs are appointed and trained.

Quality Assurance Personnel (Primary and Alternate): Complete and report annual performance reviews in accordance with the Contractor Performance Assessment Reporting System (CPARS) reports. Conduct surveillance and documents contractor performance in accordance with the PWS and Performance Plan. Develop, implement, and execute performance measurement and management in accordance with the Performance Plan. Maintain QA assessment documentation in a surveillance folder.

Contractor: Comply with contract requirements. Identify problems to the Contracting Officer or MFT and works with MFT to resolve issues. Provide government with requested data and deliverables from which the contractor will be measured. If the contractor receives a Customer Complaint Record (CCR) or Corrective Action Report (CAR), they will provide corrective plan of action within ten working days.

d. Functional Commander/Director and Designated Official Duties:

In accordance with AFI 63-124, Chapter 2, paragraph 2.7, the duties of the FC/FD include the following: (1) Identifying mission essential services, to include developing necessary documents in accordance with DoDI 3020.37, Continuation of Essential DoD Contractor Services During Crises; (2) Assigning primary and alternate Quality Assurance (QA) personnel unless another Quality Assurance organization or method can satisfy performance assessment requirements (e.g. Program Management Office); (3) Reviewing contractor performance documentation, prepared by Quality Assurance personnel, on a regular basis to ensure performance is compatible with contract and mission objectives while supporting a higher level of contractor performance, and fostering synergistic partnerships.

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 first 30 day and annual contract reviews.

e. Management Strategy:

The Performance Plan is intended to be a ‘living document” and the primary tool of the MFT to implement its management strategy. The MFT is responsible for contract management and monitoring of the contractor’s performance throughout the life of the contract. Quality Assurance surveillance of the contract will be a responsibility of the appointed QAP. The MFT will conduct quarterly program reviews to discuss contractor performance in meeting mission objectives. Any required changes to the Performance Plan resulting from those meetings shall be incorporated into the plan as circumstances warrant throughout the contract period. The PMS will present a summary of the quarterly review to all members of the MFT. In most cases, the QAP will inspect the Performance Thresholds monthly and summarize the results in a quarterly Performance Assessment Report (PAR). If contractor’s performance is adequate, the PAR will provide the assessment to the contractor. When the contractor does not meet performance expectations, the government may attempt to remedy through increased surveillance, increased meeting frequency, not exercising options, or neutral/negative CPARS.

If the contractor does not meet performance thresholds, then the Government may invoke the Inspection of Services Clause, 52.246-4, which provides the following remedies:

1. Re-performance at no additional cost.

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

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

4. Terminate for default.

For performance that consistently exceeds performance expectations, the government may recognize such accomplishments through letters of appreciation, recognition at commander’s call or other such venues as appropriate, decreased surveillance, reduced meeting frequency, exercising options, or positive CPARS.

f. Metrics: For all objectives the QAP will validate and tabulate identified discrepancies quarterly.

g. 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 Lead Engineer will assess the contractor’s performance using the current Air Force CPARS Guide.

The Lead Engineer may use contractor performance indicators such as information contained in PARs, Monthly Reports, Program Management Reviews, e-mails and other written records maintained in the contract file or QAP 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:

Performance Objectives

PWS Para. Performance Threshold Method of Surveillance

1. Accomplish tasks necessary to support the

GPS JSSMO

office:

3.0, 4.0, 4.2, 4.3, 4.4, 4.5, 4.7, 4.9, 4.10, 4.11, 4.12, 5.0

Contractor shall work in a timely manner to meet customer requirements and Government established suspense dates. Contractor is required to meet 100% of suspense dates on time; an extension may be requested prior to lapse of deadline and will be granted at the government's discretion.

Quarterly inspection of taskings and review of the contractor’s ability to meet suspense deadlines by QAP.

2. The contractor shall provide a broad range of logistic, engineering, and programmatic analysis to include performance measurements and recommendations for improvement:

3.0, 4.0, 4.2, 4.3, 4.4, 4.5

Contractor shall provide applicable documents/reports (listed in CDRLs), with no more than one substantive error per quarter. Reoccurring administrative errors would be considered substantive if the errors result in a cumulative substantive impact. All errors will be corrected within two business days. An extension may be requested and is subject to the Government’s discretion.

The number of substantive errors found in submitted documents/reports will be documented each quarter by the QAP.

3. Fill and replace personnel:

4.0 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) workdays.

The QAP will review the contractor’s lead-time in filling positions on a quarterly basis.

b. Surveillance Folder: The QAPs are responsible for evaluating and documenting contractor’s performance IAW the performance plan. Program Manager will notify the Contracting Officer of any significant performance deficiencies and will maintain surveillance documentation folder.

Minimum Surveillance Folder Tabs:

TAB A: Copy of the Performance-Based Work Statement, Performance Plan, and CDRLs 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 Certificate 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 Review Documentation, DO 30 Day and Annual Review Documentation TAB E: Other Documentation, MFT Meeting Documentation, Miscellaneous correspondence, etc.

TAB F: Contractor Plans (if applicable) Quality Plans and Safety Plans, GPP and EMS Documentation

c. Plan or Process for Corrective Action: The QAP will document all surveillance on a Performance Assessment Report (PAR). Failures to meet performance threshold will be documented and all deficiencies noted will be provided to the contractor by the QAP. After two negative PARs, a Corrective Action Report (CAR) will be initiated by the QAP. The CAR will be forwarded to the QAPC Office for a tracking number and then to the PCO for formal contracting action. The PCO will forward the CAR to the contractor for preventive and corrective action. The Contractor shall respond with a corrective action plan within 10 business days. The MFT will issue a CAR notification to the contractor through the CO for any contractor performance deemed important enough to warrant such an action and reserves the right to do so at any time. The CAR remains in the contract file as documented evidence of non-performance.

d. Method of Acceptance of Service: DD250 received via Wide Area Work Flow by the QAP.

III. Signature Page. Multi-Functional Team Signatures: This is a customer-focused team instituted under the authority of the Air Force Executive Leadership. The team is comprised of stakeholders in the acquisition and is responsible for the acquisition throughout the life of the requirement.

Stephen Grattelo Date

407 SCMS/GULB

Program Manager (Primary QAP)

(478) 926-3401, DSN: 468-3401

Butler, Molly Date

407 SCMS/GULA

Production Management Specialist

(478) 926-9586, DSN: 468-9586

Priest Blackstock Date

407 SCMS/GUEAA

Engineer (Alternate QAP)

(478) 926-3413, DSN: 468-3413

Garett Nelson Date

WR-ALC/GRWKA

Contracting Officer

(478) 926-7001, DSN: 468-7001

9/16/2010

X

FD2060-10-23465

Sherrl Coonfield

QAPC,

478-327-6585, DSN 327-6585

Contractor Representative Date