QASP 17 Aug 2011.pdf - - 08-23-2011.pdf

FD2060-11-30608

Quality Assurance Surveillance Plan

Purchase Request: FD2060-11-30608

I. Performance Management

A. Objective The objective of this task is to obtain Contractor Logistic Support (CLS) for the rugged and semi-rugged Joint Range Extension Gateway (JRE-GW), and the Fixed and Transportable Joint Range Extension Gateway (JRE-GW) Transparent Multi-Platform Gateway (TMPG) Equipment Package (JTEP) as well as the JRE software. JRE-GW/JTEP is a tactical data link (TDL) gateway that hosts link 16, Situation Awareness Data Link (SADL)/Enhanced Position Location Reporting System (EPLRS) and other radios for Line-of -Sight (LOS) communications between ground and airborne nodes for executing combat operations. Failure to sustain JRE/JRE- GW/JTEP systems will negatively impact Operation Enduring Freedom (OEF), Operation New Dawn, Operation Noble Eagle, (ONE), and President of the United States (POTUS) missions.

B. Results This is a CLS contract in which the contractor will provide repair services, engineering services, software updates, logistics, Information Assurance (IA), Subject Matter Expert (SME), 24 hour Help Desk and field support for the JRE-GW/JTEP program. The Multi-Functional Team (MFT) will consider this effort a success if the contractor meets or exceeds the objectives and thresholds established in the Services Summary.

C. Team Duties and Responsibilities

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, providing reports that present early warnings of significant variances in cost, schedule, or performance to senior leadership. Completing and reporting annual performance reviews.

3. Researching 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.

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 intended 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 (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 (CPARS) 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 team members:

Procuring Contracting Officer (PCO) – The 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, including the submission of the COMPLETED Services Data Input form for metrics tracking. 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 Phase II training for all QAPs.

Administrative Contract 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.

Quality Assurance Program Coordinator (QAPC) – Assists the MFT in developing clearly stated and enforceable contract requirements, objectives, thresholds, and surveillance methods. Conducts audits of QAP documentation and contract surveillance folder. Ensures Functional Commander/Functional Director (FC/FD) and QAPs are trained. Signs and keeps record of training to all of the QAPs.

Quality Assurance Personnel (QAP) Primary and Alternate – 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.

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).

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 Corrective Action Report (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.

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.

System 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 (ECPs). 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 the PWS. Also, provides pertinent technical inputs that must be considered in the follow-on contract. Prepares technical deliverables, Contract Data Requirement Lists (CDRLs) and forwards to team 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. 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.

Equipment Specialist - 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 Joint Deficiency Reporting System (JDRS) for the sustainment.

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.) Monitors production by use of WAWF.

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): 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 Crisis; (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.

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

1. Performance will be managed by the JRE/JTEP Integrated Product Team (IPT) and the QAP identified by the QAP appointment letter. The MFT will meet quarterly to monitor Contractor performance. Contractor performance will also be monitored at the following events:

• Status Report

(CDRL A002, DI-MGMT-80368A)

• Parts Approval Request

CDRL A005, DI-MISC-80071E)

Exceptional performance is defined as exceeding Services Summary (SS) performance thresholds on a continued basis.

2. The following incentives may be provided to the contractor for performance that meets or exceeds the thresholds established in the service summary:

• Decreased surveillance

• Reduced meeting frequency

• Positive CPARS

3. The following remedies will be used when the contractor performance does not meet the contract requirements:

• Increase surveillance

• Increase meeting frequency

• Negative CPARS

The Inspection of Services Clause 52.246-4 may be invoked. Under this clause the Government may:

• Require the Contractor to perform the services again in conformity with contract requirements, at no increase in contract amount.

• Reduce the contract price to reflect the reduced value of the services performed.

• By contract or otherwise, perform the services and charge to the Contractor any cost incurred by the Government that is directly related to the performance of such services; or terminate the contract for default.

• Terminate for default.

F. Metrics The contractor shall submit quarterly reports regarding status of the redesign project. The reports will contain schedule data that substantiate/support the progress of the redesign, prototype development and testing. PM and Engineer will use quarterly status report provided by the contractor to track progress in meeting the performance objectives:

a. Response times, delivery times, timelines, meeting deadlines or due dates as laid out in the program schedule.

b. Keeping contract within the estimated cost or proposal cost.

c. Program documentation such as status and test reports.

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.

a) Scheduling: The initial performance review criteria shall be included in the QASP and the review shall take place within 30 days after the contractor assumes full performance responsibilities.

b) 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 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). The annual review charts from the previous years can be found at: WR-ALC/GRWK. 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)

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. PM will assess the contractor’s performance using the current Air Force CPARS Guide. PM may also use contractor performance indicators (For Example: Information contained in Monthly Reports, Program Management Reviews, Award Fee Determination, e-mails and other written records) maintained in the contract file or QAP surveillance folder in paper or electronic format.

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.

I. 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.

II. Assessment Management

A. Services Summary With Method of Surveillance

PERFORMANCE

OBJECTIVE

PWS

REF.

PERFORMANCE

THRESHOLD

Method Surveillance

Maintenance and repair of items

4.2.4, 4.3.1.1 4.3.5

The contractor shall repair 100% of reparable items to serviceable condition within the established turnaround time.

Periodic inspection, quarterly reiview, Monthly documentation review by PM and PMS.

24 Hour Technical Support Desk

4.5 The contractor shall provide a

24 Hour Call-in Help Desk for users to call to resolve technical issues. Response time for all calls shall be less than 12 hours

Periodic inspection, quarterly reiview, Monthly documentation review by PM and System Engineer.

Expedited repair and shipment of Critical items

4.2.4.2 4.3.5

The contractor shall respond to the PMS within one (1) working day of the request with the estimated delivery date of the critical item.

Periodic inspection, quarterly reiview, Monthly documentation review PM and PMS.

Configuration control of design and Functional capabilities

4.1.8 4.2.9

The contractor shall track and inform System Engineer/ Program Manager of configuration changes.

100% inspection by System Engineer and PM to monitor configuration changes within two days following notification.

Submission of Engineering Change Proposal

4.1.8 4.2.8

The contractor shall submit an ECP for all Class 1 changes to the baseline configuration. The contractor shall notify the

100% inspection by System Engineer and PM to review change proposal as required.

government of all Class 2 changes, including all substitute parts changes, through Document Change Notices

(DCN).

Completion of Block Cycle

4.2.1 The contractor shall address all

approved CRs, and complete all required testing within the allowed block cycle time period.

100% inspection, quarterly reiview, Monthly documentation review by PM, System Engineer and ES.

Information Assurance

4.2.5.1 The contractor shall identify

vulnerability 100% of the time within 24 hours. Mitigation and resolution shall occur within 15 days.

100% inspection, quarterly reiview, Monthly documentation review by the government IAM.

Field Support 4.6 The contractor shall determine cause of fault/problem within 24 hours and resolve fault/problem within 48 hours 95% of the time. The contractor shall determine cause of fault/problem within 48 hours and resolve faults/problems within 5 working days 5% of the time.

100% inspection, quarterly reiview, Monthly documentation review by PM, System Engineer and ES.

B. Surveillance Documentation A surveillance folder will be developed and maintained by the QAP. The surveillance folder must contain the following sections but may contain others, as necessary:

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

QASP

CDRLs

TAB B: Appointment and Training MFT Appointment letter/QAP Nomination Package 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 Training Certificate

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 FC/FD 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 Plans Safety Plans

C. Plan or Process for Corrective Action The QAP is responsible for evaluating and documenting contractor’s performance in accordance with the QASP. All surveillance will be documented on PARs. For objective No. 1: Two negative PARs documented by the QAP, the QAP will write a CAR. For objective No. 2 and 3: Every negative PAR documented by the QAP, the QAP will write a CAR. The QAP will also submit a CAR whenever this is deemed appropriate by the MFT. The CAR is forwarded to CO for validation against PWS for in-scope determination. The CO will then forward the CAR to the Contractor for corrective and preventive action. The contractor shall provide a written corrective action plan with in 10 days. The QAP will validate contractor performance IAW the corrective action plan. The CAR becomes a formal, documented action in the contract file.

D. Method of Acceptance of Service The primary method of receipt, invoice and acceptance will be through the Wide Area Workflow Web-based system. PM and Engineer will act as the acceptor for invoices submitted to WAWF.