Exhibit_5_QASP_03172017.pdf

QUALITY ASSURANCE SURVEILLANCE PLAN (QASP)

Construction Management Technical Support Services

Issued December 1, 2016

TABLE OF CONTENTS

1 INTRODUCTION

1.1 Purpose

1.2 Performance Management Approach

1.3 Performance Management Strategy

2 ROLES AND RESPONSIBILITIES

2.1 The Contracting Officer

2.2 The Contracting officer’s representative

3 IDENTIFICATION OF REQUIRED PERFORMANCE STANDARDS/QUALITY LEVELS

4 METHODOLOGIES TO MONITOR PERFORMANCE

4.1 Surveillance Techniques

4.2 Customer Feedback

4.3 Acceptable Quality Levels

5 ANALYSIS OF QUALITY ASSURANCE ASSESSMENT

5.1 Determining Performance

5.2 Reviews and Resolution

QUALITY ASSURANCE SURVEILLANCE PLAN

(QASP)

1 INTRODUCTION

This quality assurance surveillance plan (QASP) is pursuant to the requirements listed in the performance work statement (PWS) entitled construction management technical support services (CMTSS). This plan sets forth the procedures and guidelines that multiple divisions will use in ensuring the required performance standards or services levels are achieved by the contractor.

1.1 Purpose

1.1.1 The purpose of the QASP is to describe the systematic methods used to monitor performance and to identify the required documentation and the resources to be employed. The QASP provides a means for evaluating whether the contractor is meeting the performance standards/quality levels identified in the PWS and the contractor’s quality control plan (QCP), and to ensure that the government pays for the level of services rendered.

1.1.2 This QASP defines the roles and responsibilities of all members, identifies the performance objectives, defines the methodologies used to monitor and evaluate the contractor’s performance, describes quality assurance documentation requirements, and describes the analysis of quality assurance monitoring results.

1.1.3 The QC Plan is a required element of the contractor’s performance management plan.

While the QC Plan states the way in which the Contractor will ensure its quality and timeliness of services. The QC Plan is a living document and should be modified with coordination to the government on updates to improve performances.

1.1.4 The QASP is a tool for use in Government administration of the Performance work statement and remains subject to revision at any time by the Government throughout the Contract performance period. Revisions to this QASP are the responsibility of the Government.

Changes may be made unilaterally; the Government will provide informational copies to the Contractor. Changes to the QASP may require changes to the contractor’s quality control plan.

1.2 Performance Management Approach

1.2.1 This QASP will define the performance management approach to monitor and manage the contractor’s performance to ensure the expected outcomes or performance objectives communicated in the PWS are achieved.

1.2.2 Innovation may be required by task orders issued under this contract. As a result, the contractor will be provided a generic work effort, an agreeable level of effort, through mutual discussion, and the intended result within the specific time period of the task order. Within this task order innovation, the contractor will be required to provide monthly performance review of the achievements made within the level of effort towards accomplishing the task. This monthly review, shall be submitted within WAWF as part of invoicing and acceptance.

1.3 Performance Management Strategy

1.3.1 The contractor is responsible for the quality of all work performed. The contractor measures that quality through the contractor’s own quality control (QC) program. QC is work output, not workers, and therefore includes all work performed under this contract regardless of whether the work is performed by contractor employees or by subcontractors. The contractor’s QCP 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 develop and implement a performance management system with processes to assess and report its performance to the designated government representative. The contractor’s QCP will set forth the staffing and procedures for self-inspecting the quality, timeliness, responsiveness, customer satisfaction, and other performance requirements in the PWS.

1.3.2 The government representative(s) 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 determination regarding incentives 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.

1.3.3 The contractor and COR are responsible for identifying and discussing the possibility of industry innovation as it pertains to the goals of the innovation factor during task order issuance.

Changes to the performance of innovation must be agreed to be the COR during routine monthly performance meetings. Advancement of goals and/or achievements of goals must be tracked, on a monthly basis, by the contractor performing the innovation. These advancements are sent to the COR/ACOR during monthly invoice submissions and meetings.

2 ROLES AND RESPONSIBILITIES

2.1 The Contracting Officer

The contracting officer (CO) is responsible for monitoring contract compliance, contract administration, and cost control and for resolving any differences between the observations documented by the contracting officer representative (COR) and alternate contracting officer (ACOR) representatives and the contractor. The CO will designate one (1) full-time COR as the government authority for performance management over the base contract and one (1) AOR for each division requesting a task order issued under the indefinite delivery, indefinite quantity (IDIQ) contract. The number of additional representatives serving as technical inspectors depends on the complexity of the services measured, as well as the contractor’s performance, and must be identified and designated by the CO. The CO will conduct random audits of contract compliance throughout the contract performance.

2.2 The Contracting Officer’s Representative (COR)

The contracting officer’s representative (COR) is designated in writing by the CO to act as his or her authorized representative to assist in administering a contract. COR limitations are contained in the written appointment letter. The COR is responsible for technical administration of the project and ensures proper government surveillance of the contractor’s performance. The COR is NOT empowered to make any contractual commitments or to authorize any contractual changes on the government’s behalf whether or not those changes result in a no-cost change. Any changes that the contractor deems may affect contract price, terms, or conditions shall be referred to the CO for action. The COR will have the responsibility for completing QA monitoring forms used to document the inspection and evaluation of the contractor’s work performance. The COR is responsible for producing non-compliance records and documentation for CO communication to the contractor and COR communications with the contractor project manager (PM).

2.3 The Alternate Contracting Officer’s Representative (ACOR)

ACORs are the front line staff responsible for obtaining performance data and monitoring the Contractors performance on a day-to-day basis. ACORs serve a key role in determining if the Contractor is fulfilling its contractual obligations and meeting performance measures. ACORs are expected to hold the Contractor to the highest possible performance standards, while recognizing that unforeseen and uncontrollable problems do occur. ACORs are expected to be objective and consistent in evaluating Contractor performance against performance measures and other contractual requirements. ACORs play a key role in contract administration by serving as the eyes and ears of the CO and COR. Some of the key contract administration duties of ACORs include:

• Conducting surveillance and completing quarterly evaluation reports generated by the COR.

• Providing recommendations assessing Contractor performance to the CO and COR for issuance of memos of commendation, Contract Deficiency Reports, and changes to the Performance Requirements Summary (PRS);

• Serving as subject matter experts; and

• Making recommendations for potential changes to performance measures.

ACORs possess no authority to allow the Contractor to deviate from contract requirements.

ACORs also have no authority to direct or interfere with the methods of performance by the Contractor or to issue modifications directly to any Contractor personnel.

ACORs must have expertise in their areas of responsibility and have complete knowledge of the performance measure methodologies and reporting procedures. It is also important that ACORs be completely familiar with the quality control approaches specified in the Contractor’s QC Plan.

3 IDENTIFICATION OF REQUIRED PERFORMANCE STANDARDS/QUALITY LEVELS

The required performance standards are included as a separate attachment which may be modified based on the task order and related work requested by the program office. Incentives to outstanding contract performance are documented for the contractors yearly CPARS performance assessment. Failure of the contractor to meet the required service or performance level may result in a discussions with the contractor project manager to resolve conflicts, remove contracted employees, and/or deductions from the monthly amount, if egregious.

4 METHODOLOGIES TO MONITOR PERFORMANCE

4.1 Surveillance Techniques

In an effort to minimize the performance management burden, simplified surveillance methods shall be used by the government to evaluate contractor performance when appropriate. The primary methods of surveillance are:

Random monitoring - Performed by the CO, COR/ACOR designated inspector.

100% Inspection – Each month, the COR/COR, shall review the contractor’s monthly invoice submittals to ensure compliance with invoicing standards and required deliverables as required by the task orders.

Periodic Inspection – COR/ACOR performs the periodic inspections on a bimonthly basis.

Contractor Resolution – The contractor may request changes to the PRS which must be discussed with the CO/COR/ACOR for acceptance.

Customer Satification Survey - The COR shall create a Customer Satisfaction Survey based on the QASP to be sent out to the ACORs quarterly.

4.1.1 Prioritizing Surveillance: The Government may adjust the intensity of its surveillance depending on its level of satisfaction with the Contractor’s performance. Surveillance methods and techniques are outlined in Technical Exhibit 1, Performance Requirements Summary, for each performance measure. Decreased surveillance may include a change in surveillance method or surveillance frequency. Increased surveillance represents the highest level of surveillance and may include such methods and techniques as 100% inspection.

The Government’s use of increased surveillance generally results from a disparity between the findings of the Government’s QA and the Contractors QC plan regarding the Contractor’s performance. Surveillance may also be increased because the Contractor fails to meet the required performance levels or because of changes in the operational environment due to newly introduced contract procedures or processes, or other activities disrupting the status quo.

4.1.2 Unscheduled Inspection: The Government may conduct unscheduled inspections of the Contractor’s overall performance and contract compliance. Unscheduled inspections enable ACORs to evaluate and document, on an as needed basis, the Contractor requirements where an increased level of surveillance is thought to be necessary. Unscheduled inspection is also used to evaluate contract requirements that have no specified surveillance method.

4.1.3 100% Inspection: One-hundred percent inspection requires that every occurrence of a performed service is inspected. These inspections may be used for requirements that are critical or where there is some reason for suspecting that the performance standard is not being met and should be more closely monitored. One-hundred percent inspection may also be used for monitoring scheduled contract requirements such as one-time deliverables. In some cases, one-hundred percent inspection is used simply because data is easily accessible.

4.1.4 Planned Sampling: Planned sampling is a more subjective process than random sampling.

It is designed to inspect some, but not all, of the monitored services. Planned sampling differs from random sampling in the way in which samples are selected. Specific occurrences of contract requirements that are to be inspected are selected for evaluation prior to their scheduled accomplishment. ACORs are able to monitor efforts to those areas where inspection is most needed. Planned sampling provides a less systematic way of looking at service output and forming conclusions about the Contractor’s level of performance than random sampling. It can provide a one-time subjective evaluation of the Contractor’s performance, or it can be used to detect a change in the Contractor’s level of performance (e.g., trend analysis). Planned sampling requires that the sample selection criteria be well documented and consistently applied and that there are no intervening factors when looking at performance changes over time.

4.1.5 Direct Observation: Direct observation is designed to evaluate support services through careful, direct examination of activities to determine whether services conform to contract requirements.

4.2 Customer Feedback

The contractor is expected to establish and maintain professional communication between its employees (including subcontractors), contracting officer, contracting officer representatives, and other customers to Washington Headquarters Services. Performance management drives the contractor to be customer focused through addressing customer complaints and investigating the issues and/or problems but the customer always has the option to communicate complaints to the CO and COR, as opposed to the contractor directly.

Customer complaints, to be considered valid, must set forth clearly and in writing the detailed nature of the complaint, and must be forwarded to the CO/COR/ACOR. The COR/ACOR will accept those customer complaints and discuss resolutions or implications of the complaint with the contractor. Customer feedback may also be obtained either from the results of formal customer satisfaction surveys or from random customer complaints. The COR will consolidate responses from the ACORs, CO and COR into one document that will be used to brief the Contractor on their performance.

4.3 Acceptable Quality Levels

4.3.1 The Performance Requirements Summary Table is attached as a separate document to this QASP. Each division/task order will specify the required performance objectives based on the work required.

4.3.2 The COR will review reports submitted by the ACORs. If the COR determines that the Contractor has failed to meet performance standards, he or she may prepare Performance Deficiency Reports for the CO as appropriate. Upon receipt of a deficiency report, the CO may require the Contractor to take necessary action to ensure that performance conforms to contract requirements.

5 ANALYSIS OF QUALITY ASSURANCE ASSESSMENT

5.1 Determining Performance

5.1.1 Government shall use the monitoring methods cited to determine whether the performance standards have been reasonably met. If the contractor has not met the minimum requirements, it may be asked to develop a corrective action plan to show how and by what date it intends to bring performance up to the required levels.

5.2 Reviews and Resolution

5.2.1 The CO/COR/ACOR must coordinate and communicate with the contractor to resolve issues and concerns regarding marginal or unacceptable performance. Together, the 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 the contractor’s QCP Plan, if needed, will be reviewed for compliance and areas of concern will be discussed with the contractor for correction or modification with the contractor prior to acceptance and incorporation of the contract.

5.2.2 Quarterly Performance Brief: The CO/COR/ACOR will set up quarterly meetings with the Contractor’s Project Manager to discuss performance. If a deficiency report had been generated within the quarter or during the previous quarter, the CO/COR may require that higher level leadership from the Contract Manager’s company be present at the quarterly performance brief.

5.2.3 During the Quarterly Performance Brief the Contract Manager will have the opportunity to brief an assessment of their quarterly performance and performance data derived from their QC Plan.