Quality_Assurance_Surveillance_Plan.doc

Electronic Attack Pod Upgrade Program Quality Assurance Surveillance Plan (QASP)

PR FD2060-11-30011

30 JUN 11

Revision A

I. Performance Management

a. Objective: The Electronic Attack Pod Upgrade Program (PUP) is an effort to design and produce upgrades to either the ALQ-131(V) or ALQ-184(V) to increase capability against legacy, upgraded and modern threat systems. The objective of this effort is to design, fabricate, integrate, install, document, and test the modification in the upgraded system prior to full scale production. This modification will entail the design and documentation of the upgraded pod hardware (H/W) and software (S/W), the qualification and design verification testing of the hardware and software, performance of a pod reliability program, identification of required Organizational (O-), Intermediate (I-), and Depot (D-) level Support Equipment (SE) changes, design and test of SE modification kits, revision of SE documentation, and revision and publication of pod and SE technical order changes.

b. Results: The goals of the Multi-Functional team are to provide the highest levels of contract performance and customer satisfaction.

c. Roles and Responsibilities of the Multi-Functional Team Members: The membership, goals and responsibilities of the MFT are outlined below. Upon award of the contract, the Contractor will become a member of this team.

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 team members:

1. Procurement Contracting Officer (PCO) and/or Administrative Contracting Officer (ACO) Responsibilities

a) Lead Authority on QASP.

b) Keeps current the list of Contracting Officer’s Representatives (CORs) assigned to the contract, indicating their areas of responsibilities and limitation of authority and ensures that the Contractor is notified in writing of such.

c) Provides training for COR.

d) Maintains suitable records reflecting decisions regarding the acceptability of the requirements as well as actions to correct defects.

e) Requests re-performance and/or reduction of price of contract when services are not performed or do not meet contract requirements.

f) Determines that the amount withheld constitutes a reasonable estimate of the Contractor's potential liability.

g) Ensures that the withholdings represent an amount commensurate with the reasonable value of such services.

h) Ensures past performance inputs are prepared documenting any performance issues.

i) Includes in the contract file documentation identifying nonperformance and actions taken.

j) Keeps communication lines open with the Contractor regarding performance issues.

k) Participates as a member of the MFT.

2. Contracting Officer’s Representative (COR) Supervisor

a) Appoints the COR, in writing, and reviews contractor performance documentation to ensure contractor compliance based on the request of the PCO.

3. Contracting Officer’s Representative (COR) Responsibilities

a) Ensures supplies or services rendered by Contractor meet contract requirements.

b) Notifies the PCO/ACO and the Contractor of any performance deficiencies in writing or by e-mail.

c) Assists PCO/ACO in determination of what portion of the contract has not been performed.

d) Ensures discrepancy reports are accurate and reported properly.

e) Identifies areas that warrant a change in assessment method, frequency, or performance threshold and provides suggestions about the QASP to the PCO.

f) Maintains accurate documentation of Contractor assessment activities as required by the QASP and reports the results of Contractor assessment activities to the ACO/PCO.

g) Serves as primary coordinator for Contract Administrator, ACO & PCO.

h) Maintains a contract file in accordance with (IAW) the QASP and requests PCO/ACO disposition at the completion of the contract.

i) Submits all requests for corrective action to the PCO/ACO.

j) Inspects and accepts Contractor services at the completion of each contract payment period, usually monthly. The COR will certify services actually received.

k) Participates as a member of the MFT.

l) Supports the MFT in the development of contract requirements specifically to ensure that requirements are clearly stated and enforceable.

m) Lead authority on development and staffing for the Service Summary and QASP.

4. Quality Assurance Program Coordinator (QAPC) Responsibilities

a) Assists the MFT in the development of contract requirements, objectives, thresholds, and surveillance methods.

b) Assists in ensuring clearly stated and enforceable (measurable) requirements (Objectives/Thresholds) are in the Performance Work Statement/QASP.

5. Program Manager Responsibilities

a) Maintains functional knowledge.

b) Ensures requirements documents developed by the multifunctional team satisfy mission requirements, are performance based, foster innovation and define metrics.

6. Production Management Specialist Responsibilities

a) Prepares pre-contract requirements documents utilized by the multifunctional team to satisfy mission requirements.

7. Equipment Specialist Responsibilities

a) Reviews and resolves technical issues

8. Designated Official (DO) Responsibilities

a) Authorizes 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.

b) Certifying services and acquisitions are performance based

c) 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.

d) Performing 30 day and annual contract reviews IAW AFI 63-101 Chapter 4.

9. Functional Commander/Functional Director (FC/FD) Responsibilities

a) 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.

b) Appoints the primary and alternate Quality Assurance personnel, in writing, per AFI 63-124, Chapter 2, Section 2.7, paragraph 2.7.2.

c) Reviews contractor performance documentation to ensure contractor compliance

10. Data Management Officer (DMO) Responsibilities

a) Review the draft PR package and ASD CDRL Data Call Worksheet and forward them to the external organizations as identified on the worksheet.

b) 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). DoD 5010.12-M

11. Contractor Responsibilities

a) Performs repair/remanufacturing/overhaul services as required in the contract, including attachments.

b) Repairs cosmetic or other “non-specification” issues only when specifically directed by the Contracting Officer (CO).

c) Obtains CO direction prior to proceeding with uneconomical or other seemingly unadvisable repairs.

d) Maintains approved processes/systems for collecting performance data.

e) Participates as a member of the MFT.

e. Management Strategy

1. Performance will be managed by the Multi-functional Team (MFT) and COR identified by the COR appointment letter. The team will meet quarterly to review metrics.

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

a) Letter of Appreciation issued by the MFT or higher government official

b) Decreasing surveillance

c) Reduction of meeting frequency

d) Positive CPARS

3. The following remedies will be used when the contractor performance does not meet the threshold established in the service summary:

a) Increasing surveillance

b) Increasing meeting frequency

c) Neutral / negative CPARS

d) Remedies under Inspection of Services Clause IAW 52.246-4

e) Re-performance at no additional cost to the Government

f) Reduce the amount of the invoice relative to the degree of service not rendered

g) Charge the cost the Government incurred because of non-performance

h) Terminate the contract for default

4. Superior performance shall be defined as the contractor providing up-to-date status information via the status report ahead of schedule at least 6 times out of a 12 month period.

5. Unsatisfactory performance shall be defined as an inability to deliver to contractual obligations on schedule, including data packages, late deliveries and/or with poor quality on a repeated basis.

f. Metrics:

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: WRALC/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. The Program Manager will assess the contractor’s performance using the current Air Force CPARS Guide. The Program Manager may use contractor performance indicators such as 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 The required performance objectives can be found in the PWS. The contractor service requirements are summarized into performance objectives that relate directly to the mission essential items. The performance threshold describes the minimum acceptable levels of service for each requirement. The contractor shall be aware that the absence of any contract requirement from the service summary does not detract from its enforceability nor limit the rights or remedies of the Government under any other provision of the contract.

a. Services Summary chart with method of surveillance:

Monitored by COR Documented Monthly

4.2.1.3, 4.2.1.5, 4.2.1.6, 4.2.2.3, 4.2.2.6, 4.2.2.7, 4.2.4, 4.3.3.1, 4.3.3.2, 4.3.3.3, 4.4.5, 4.4.5.1, 4.4.10, 4.19.2.1, 4.19.2.2, 4.19.3.1, 4.19.5

100% of all formal verifications and test events shall be conducted IAW the approved procedures and effectively planned and documented.

100% Inspection Monitored by COR COR receipt and acceptance of report(s) IAW applicable DD Form 1423s

Delivered Documentation

4.2.1.1, 4.2.1.1.1, 4.2.1.1.2, 4.2.1.2.1, 4.2.1.2.2, 4.2.1.3, 4.2.1.5, 4.2.1.6, 4.2.2.1.1, 4.2.2.1.2, 4.2.2.1.3, 4.2.2.2, 4.2.2.2.1, 4.2.2.2.2, 4.2.2.3, 4.2.2.4, 4.2.2.6, 4.2.2.7, 4.2.4, 4.3.3.1, 4.3.3.2, 4.3.3.3, 4.4.3, 4.4.5, 4.4.5.1, 4.4.7, 4.4.8, 4.4.9, 4.4.10, 4.4.11, 4.4.12, 4.4.12.1.1, 4.4.13, 4.4.13.1, 4.4.14, 4.4.17, 4.4.17.1, 4.4.17.2, 4.4.17.3, 4.4.19, 4.4.21, 4.4.22, 4.5.2, 4.6, 4.15, 4.16.2, 4.16.3, 4.16.4.1, 4.16.4.2, 4.16.4.3, 4.16.5, 4.16.6, 4.19.1, 4.19.2.1, 4.19.2.2, 4.19.3.1, 4.19.5 Contractor produces technical plans, specifications, procedures and reports that allow the AF to oversee development and establish product sustainment. The submitted documentation must reflect an accurate and complete representation with no more than one (1) major* and ten (10) minor* deficiencies in the first submission. All identified deficiencies must be corrected in the final submittal of reports, plans, specifications and procedures in accordance with their respective DD Form 1423s.

*Major deficiency: error in content of the material

*Minor deficiency: typographical/grammatical error 100% Inspection

Monitored by COR and PM COR receipt and acceptance of report(s) IAW applicable DD Form 1423s

b. Methods of Surveillance:

1. 100% inspection

a) All deliverables (reports etc.) will be inspected 100% for errors and omissions.

2. Periodic inspection of process or output

a) This type of surveillance is based upon selecting samples for evaluation on other than 100% inspection on a statistically random basis.

3. Random inspection.

a) A statistically based method that assumes a receipt of acceptable performance if a given percentage or number of scheduled assessments are found to be acceptable.

c. Surveillance Folder: Minimum Surveillance Folder components

TAB A: Contract Documents and all modifications

Copy of the Performance-Based Work Statement

QASP

CDRLs

TAB B: Appointment and Training

MFT Appointment letter/COR Nomination Package

Letter to the contractor from the CO stating who the CORs are and their limited authorization

COR Certification and 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

TAB E: Other Documentation

MFT Meeting Documentation

Miscellaneous correspondence, etc

FC/FD Annual Review Documentation

DO 30 day and Annual Review Documentation

TAB F: Contractor Plans

Quality Control Plans

Safety Plans

d. Plan or process for Corrective Action: The COR will document all surveillance on a Performance Assessment Report. Two negative Performance Assessment Reports shall be allowed. On the third negative PAR, the COR will pass a Corrective Action Report (CAR) to the Contract Officer (CO), by acquiring a Tracking Number from the QAPC prior to sending. The contractor will receive written notification; a Corrective Action Report from the CO. When a CAR is received, the contractor shall submit a plan of action to correct the performance issue 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 closure of this action will be routed through the QAPC office.

e. Method of Acceptance of Services: Invoice received via Wide Area Work Flow (WAWF). In addition, all CDRL items should come through WAWF for acceptance.

Added COR Supervisor Responsibilities

Updated QAP responsibilities to COR responsibilities

30 JUN 11

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 composed of stakeholders in the acquisition and is responsible for the acquisition throughout the life of the requirement.

Capt Alec Porter, Program Manager, COR / WR-ALC/GRWA Jason Grizzard, Procuring Contracting Officer, WR-ALC/GRWKA Sherrl Coonfield, Quality Assurance Program Coordinator, WR-ALC/GRLA Ruben Jordan, Production Management Specialist, WR-ALC/GRWCB Richard Glessner, Equipment Specialist, WR-ALC/GRWECA Tyro Jackson, Data Management Officer, WR-ALC/GRWC Danny Singleton, Functional Director (FD), WR-ALC/GRW Contractor

FD2060-11-30011