10RT0214 QASP - Pakistan AF Security Oversight.pdf

THIS DOCUMENT IS USED FOR SURVEILLANCE BY THE QAP

QUALITY ASSURANCE

SURVEILLANCE PLAN

(QASP)

for

Pakistan Air Force (PAF) Program Management

Security Oversight

TABLE OF CONTENTS

1.0 INTRODUCTION

1.1 PURPOSE

1.2 PERFORMANCE MANAGEMENT APPROACH

1.3 PERFORMANCE MANAGEMENT STRATEGY

2.0 ROLES AND RESPONSIBILITIES

3.0 IDENTIFICATION OF SERVICES TO BE PERFORMED

4.0 METHODOLOGIES TO MONITOR PERFORMANCE

5.0 QUALITY ASSURANCE REPORTING

6.0 ANALYSIS OF QUALITY ASSURANCE MONITORING RESULTS

7.0. FAILURE TO PERFORM

LIST OF ATTACHMENTS

ATTACHMENT I -REQUIRED PERFORMANCE METRICS (RPM) TABLE................ 7-9

ATTACHMENT II – QUALITY ASSURANCE MONITORING FORM (QAMF)

A TTACHMENT III – QAMF -CUSTOMER COMPLIANT INVESTIGATION

Attachment I contains a table that identifies performance-based measures which will be used to monitor Contractor performance. The COTR will periodically evaluate the Contractor’s performance by appointing a representative(s) to monitor performance to ensure services are received. The The COTR will evaluate the Contractor’s daily performance through personal dealings and direct inspections of work products and demonstrated knowledge of applicable regulations. The COTR may conduct random facility inspections and increase the number of quality control inspections if deemed appropriate because of repeated failures discovered during quality control inspections or because of repeated customer complaints. Likewise, the The COTR may decrease the number of quality control inspections if performance dictates. The COTR shall make final determination of the validity of customer complaint(s).

If any of the services do not conform to contract requirements, the COTR representative may require the Contractor to perform the services again in conformity with contract requirements, at no increase in contract amount. When the defects in services cannot be corrected by re-performance, the COTR may:

(a) Require the Contractor to take necessary action to ensure that future performance conforms to contract requirements; and

(b) Reduce the contract price to reflect the reduced value of the services performed. Performance scoring will be in accordance with the acceptable quality level identified in the performance measurements table.

QUALITY ASSURANCE SURVEILLANCE PLAN (QASP)

1.0 INTRODUCTION

This Quality Assurance Surveillance Plan (QASP) is pursuant to the requirements listed in the performance-based Pakistan Air Force Program Management Security Oversight Performance Work Statement (PWS) in support of the requirements. This performance-based plan sets forth the procedures and guidelines the COTR will use in evaluating the technical performance of the contractor.

1.1 PURPOSE

1.1.1. The purpose of the QASP is to describe the systematic methods used to measure the contractor’s performance and to identify the reports and the resources required to be employed. The QASP provides a means for evaluating whether the contractor is meeting the performance standards identified in the PWS.

1.1.2 This QASP is designed to define roles and responsibilities, identify the performance objectives, define the methodologies used to monitor and evaluate the contractor’s performance, describe quality assurance reporting, and describe the analysis of quality assurance monitoring results.

1.2 PERFORMANCE MANAGEMENT APPROACH

1.2.1 The performance-based PWS structures the acquisition around “what” service is required as opposed to “how” the contractor should perform the work. This QASP will define the performance management approach taken by the COTR to monitor, manage, and take appropriate action on the contractor’s performance against expected outcomes or performance objectives communicated in the PWS. Performance management rests upon developing a capability to review and analyze information generated through performance metrics. The ability to make decisions based on the analysis of performance data is the cornerstone of performance management. The data generated in a performance management approach provides information that indicates whether or not expected outcomes for required services are being achieved adequately by the contractor.

1.2.2 Performance management also represents a significant shift from the more traditional Quality Assurance (QA) concepts in several ways. Performance management focuses on assessing whether or not outcomes are being achieved and migrates away from scrutiny on compliance with the processes and practices used to achieve the outcome. The only exceptions to process reviews are those required by law (Federal, State, and local) and compelling business situations such as safety and health. An outcome focus provides the contractor flexibility to continuously improve and innovate over the course of the contract as long as the critical outcomes expected are being achieved at the desired levels of performance.

1.3 PERFORMANCE MANAGEMENT STRATEGY

1.3.1 The contractor’s internal quality control system will set forth the staffing and procedures for self inspecting the quality, timeliness, responsiveness, customer satisfaction, and other performance requirements in the PWS. The contractor will utilize its internal quality control system to assess and report their performance to the designated Government representative.

1.3.2 The Government representative will monitor performance and review performance reports furnished by the contractor to determine how the contractor is performing against communicated performance objectives. The Government will make decisions based on performance measurement metric data and notify the contractor of those decisions. The contractor will be responsible for making required changes in processes and practices to ensure performance is managed effectively.

2.0 ROLES AND RESPONSIBILITIES

2.1. The Contracting Officer (CO) is responsible for monitoring contract compliance, contract administration and cost control; and resolving any differences between the observations documented by the Contracting Officer’s Technical Representative (COTR) and the contractor’s performance.

The CO will insure that the contractor receives impartial, fair, and equitable treatment under this contract. The CO is ultimately responsible for the final determination of the adequacy of the contractor’s performance.

2.2 The CO will designate one full-time COTR as the Government authority for performance management. The number of additional representatives serving as Technical Inspectors depends upon the complexity of the services measured as well as the contractor’s performance.

2.3 The COTR is responsible for monitoring, assessing, and communicating the technical performance of the contractor and assisting the contractor. The COTR will have the responsibility for completing QA monitoring forms (refer to Attachments II and III) used to document the inspection and evaluation of the contractor’s work performance. The COTR will keep a quality assurance file. The COTR is not empowered to make any contractual commitments or to authorize any contractual changes on the Government’s behalf.

2.4 The CO may designate other Key Government personnel, such as Performance Monitors, to act on behalf of the COTR to monitor contract performance.

3.0 IDENTIFICATION OF SERVICES TO BE PERFORMED

The contractor shall provide COTR support in accordance with the applicable PWS. The performance standards are established in the paragraph of the PWS that covers the specific category of work. The acceptable level of performance is set in the acceptable quality levels related to those paragraphs.

4.0 METHODOLOGIES TO MONITOR PERFORMANCE

4.1 In an effort to minimize the contract administration burden, simplified methods of surveillance techniques will be used by the Government to evaluate contractor performance. The primary methods of surveillance are reports and customer input/feedback. The Government will use appointed representatives, as well as reports and input from users/customers, as sources of comments on the contractor’s performance.

4.2 The contractor is expected to establish and maintain professional communication between its employees and customer. The primary objective of professional communication between employees and customer is customer satisfaction. Customer satisfaction is the most significant external indicator of the success and effectiveness of all services provided and can be measured through customer complaints. Performance management drives the contractor to be customer focused through initially addressing customer complaints and investigating the issues and/or problems.

NOTE: The customers always have the option to communicate complaints to the COTR as opposed to the contractor. The COTR will accept the customer complaints and will investigate using the Quality Assurance Monitoring Form – Customer Complaint Investigation identified in Attachment III to this Plan.

4.3 The Acceptable Quality Levels (AQL) located in Attachment 1, Required Performance Metrics Table, for contractor performance, are structured to allow the contractor to manage how the work is performed while providing negative incentives for performance shortfalls. For five (5) of the activities, the desired performance level is established at one hundred percent (100%). The other levels of performance are established at percentages somewhat less than 100%. All are keyed to the relative importance of the task to the overall mission performance.

5.0 QUALITY ASSURANCE REPORTING

5.1 The performance management feedback loop begins with the communication of expected outcomes. Performance standards are expressed in the PWS and measured by the required performance metrics in Attachment I to this Plan.

5.2 The Government’s QA monitoring, accomplished by the COTR (and others as designated by the Contracting Officer) will be reported using the monitoring forms in Attachments II and III to this Plan. The forms, when completed, will document the COTR’s understanding of the contractor’s performance under the contract and to ensure that the PWS requirements are being met.

5.2.1 The COTR will retain a copy of all completed QA monitoring forms.

6.0 ANALYSIS OF QUALITY ASSURANCE MONITORING

RESULTS

6.1 The Government shall use the observation methods cited to determine whether the AQLs have been met. The Government’s evaluation is then translated into the specific negative incentives that could cause adjustments to the contractor’s payments.

6.2 At the end of each month, the COTR will prepare a written report for the CO summarizing the overall results of the quality assurance monitoring of the contractor’s performance. This written report consists of the contractor’s submitted monthly progress report and the completed Quality Assurance Monitoring Forms (Attachment II) will become part of the QA documentation.

6.3 The CO may require the contractor’s project manager, or a designated alternate, to meet with the CO and other Government personnel as deemed necessary to discuss performance evaluation.

The COTR will define a frequency of in-depth reviews with the contractor, however if the need arises, the contractor will meet with the CO as often as required or per the contractor’s request. The agenda of the reviews may discuss:

• Monthly performance measured by the metrics and trends

• Issues and concerns of both parties

• Projected outlook for upcoming months and progress against expected trend

• Recommendations made by the COTR based on contractor information

• Issues arising from independent reviews and inspections

6.4 In addition to QA monitoring, the COTR will use the information contained in the contractor’s monthly report to assess the contractor’s level of performance for each objective measured in this QASP (detailed in Attachment I). The COTR must coordinate and communicate with the contractor to resolve issues and concerns of marginal or unacceptable performance. The contractor will discuss with the CO/COTR satisfaction ratings receiving a “less than acceptable” rating. For such cases, the contractor should highlight its perspective on factors driving customer satisfaction and present plans to adjust service levels accordingly to bring the satisfaction rating up to an acceptable level.

6.5 The CO/COTR and contractor should jointly formulate tactical and long–term courses of action. Decisions regarding changes to metrics, thresholds, or service levels should be clearly documented. Changes to service levels, procedures, and metrics will be incorporated as a contract modification at the convenience of the CO.

7.0. FAILURE TO PERFORM

7.1 The contractor may receive deductions or even termination based on failure to perform. The following criteria apply for determining appropriate action:

1. Notifications. Consistent with FAR Part 49, the CO shall notify the service provider of failure to meet standards through QA monitoring forms, cure notices, or show cause notices and shall inform the service provider project manager or designated alternate of such notices.

2. Deductions. The Government has the right to withhold a percentage of payment of the monthly cost for performing particular services based on failure to meet performance standards. The percentage of such withholding is identified in the Required Performance Metrics (RPM) Table of Attachment I.

3. Termination. If the CO determines that the contractor has failed to perform to the extent that a termination for default is justified, the CO shall issue a notice of termination, consistent with FAR Part 49.

Revisions to QASP: At the discretion of the Contracting Officer, revisions to this QASP are allowable and may be implemented. Revisions to this QASP are the joint responsibility of the CO and the COTR.

ATTACHMENT I

REQUIRED PERFORMANCE METRICS (RPM) TABLE

Task Indicator Performance

Standards Acceptable

Quality Level Method of

Surveillance Incentive (Negative)

(Impact on Contractor Payments)

Monitor Air Base (AB) Security IAW Installation Security Plan

(ISP)

PAF Security violations and findings must be reported to the USAF Team Chief and

COTR.

Accomplished in accordance with PWS.

No more than 1 negative customer complaint per performance period.

COTR direct observation and periodic inspection.

Invoice deduction of $1000 for each report delivered late

Analyzes Security PAF

AB

Operational Procedures

PAF Security violations and findings must be reported to the USAF Team Chief and

COTR.

Accomplished in accordance with PWS.

No more than 1 negative customer complaint per performance period.

COTR direct observation and periodic inspection.

Invoice deduction of $1000 for each report delivered late

Documents and Reports Variations to

ISP

Procedures

PAF Security violations and findings must be reported to the USAF Team Chief and

COTR.

Accomplished in accordance with PWS.

No more than 1 negative customer complaint per performance period.

COTR direct observation and periodic inspection.

Invoice deduction of $1000 for each report delivered late

Evaluate PAF Organizational Security Configuration and Quality of Effort

PAF Security violations and findings must be reported to the USAF Team Chief and

COTR.

Accomplished in accordance with PWS.

No more than 1 negative customer complaint per performance period.

COTR direct observation and periodic inspection.

Invoice deduction of $1000 for each report delivered late

Conducting of No-notice Security Exercises

PAF Security violations and findings must be reported to the USAF Team Chief and

COTR.

Accomplished in accordance with PWS.

No more than 1 negative customer complaint per performance period.

COTR direct observation and periodic inspection.

Invoice deduction of $1000 for each report delivered late

Task Indicator Performance

Standards Acceptable

Quality Level Method of

Surveillance Incentive (Negative)

(Impact on Contractor Payments)

Providing for Recruitment and Training for In-country Personnel

Required PWS Security Taskings Accomplishment in Professional Manner.

Accomplished in accordance with PWS.

No more than 1 negative customer complaint per performance period.

COTR direct observation and periodic inspection.

Invoice deduction of $1000 for each report delivered late

Provides Management Support of Team Members

Team Member Performing at a Highly Efficient Rate.

Accomplished in accordance with PWS.

No more than 1 negative customer complaint per performance period.

COTR direct observation and periodic inspection.

Invoice deduction of $1000 for each report delivered late

Coordinates Activities With USAF and

PAF

Personnel

Required Equipment, Access, and Support Available in Timely Manner.

Accomplished in accordance with PWS.

No more than 1 negative customer complaint per performance period.

COTR direct observation and periodic inspection.

Invoice deduction of $1000 for each report delivered late

Technical Reports

Professional reports delivered on time.

Clear and accurate

Reports delivered by assigned due date.

Not more than 5 typos, and grammatically correct, 95% not more than 2 days late, 90% not more than 1 week late.

COTR direct observation and periodic inspection.

Invoice deduction of $1000 for each report delivered late

Status Reports

Professional reports delivered on time.

Clear and accurate

Reports submitted no later than the due dates.

Not more than 5 typos, grammatically correct, 95% not more than 2 days late, 90% not more than 1 week late.

COTR direct observation and periodic inspection.

Invoice deduction of $1000 for each drawing conducted

Task Indicator Performance

Standards Acceptable

Quality Level Method of

Surveillance Incentive (Negative)

(Impact on Contractor Payments)

Management of Key Personnel

Maintain professional staff.

Changes coordinated with COTR notification.

100% COTR

notice on changes before the person leaves the program.

Vacancies filled within 30 days.

COTR direct observation and periodic inspection.

Invoice deduction of $1000 for each month the report is late

Program Management Plan

Professional Report developed within 30 days after contract award.

Accomplished in accordance with PWS.

100% accomplished

Reports, customer, inspections, and/or evaluation.

Invoice deduction of $1000 for each month the report is late

Quality System

ISO 9001

Certification

Proof of certification delivered within 7 days of contract award.

100% Implemented

COTR direct observation and/or attendance at contractor’s project reviews.

Invoice deduction of $1000 for each month the report is

ATTACHMENT III

PREPARED BY: DATE:

QUALITY ASSURANCE MONITORING FORM

SERVICE or STANDARD:

SURVEY PERIOD: ___________________

SURVEILLANCE METHOD (Check): _____Reports

_____ 100% Inspection

_____ Periodic Inspection

_____ Customer Input/Feedback

LEVEL OF SURVEILLANCE SELECTED (Check):

_____ Monthly

_____ Quarterly

_____ As needed

ANALYSIS OF RESULTS:

OBSERVED SERVICE PROVIDER PERFORMANCE MEASUREMENT RATE = ______%

SERVICE PROVIDER’S PERFORMANCE (Check): ____ Meets Standards

____ Does Not Meet Standards

NARRATIVE OF PERFORMANCE DURING SURVEY PERIOD:

ATTACHMENT III

PREPARED BY: DATE:

QUALITY ASSURANCE MONITORING FORM –

CUSTOMER COMPLAINT INVESTIGATION

SERVICE or STANDARD:

SURVEY PERIOD:

DATE/TIME COMPLAINT RECEIVED: AM / PM

SOURCE OF COMPLAINT:

NATURE OF COMPLAINT:

(NAME)

(ORGANIZATION)

(PHONE NUMBER)

(EMAIL ADDRESS)

RESULTS OF COMPLAINT INVESTIGATION:

DATE/TIME SERVICE PROVIDER INFORMED OF COMPLAINT: AM / PM

CORRECTIVE ACTION TAKEN BY SERVICE PROVIDER:

RECEIVED AND VALIDATED BY: