Section_J_Attach_3_QASP_Rev_1.docx

ID05160010 RFP

Rev 1 Logistics Transformation and Execution Logistics Capability Initiatives (LCI) U.S. Air Force HAF/A4PT Attach #3

QUALITY ASSURANCE SURVEILLANCE PLAN

Logistics Transformation and Execution Logistics Capability Initiatives (LCI)

I. Performance Management. Contractor performance under this delivery order will be monitored by the Contracting Officer’s Representative (COR) and HAF/A4PT representative(s). Surveillance methods will include review and analysis of deliverables, monitoring timeliness of deliveries, tracking hours and costs, observance of management practices and professionalism exhibited by contractor employees. The specific performance expectations are listed and described in the attached Surveillance Activity Checklist.

a. Objective: The objective of this effort is to provide the Air Force with process Data Modeling, Data Analysts and Operations Reseach expertise in support of Air Force logistics business process modernization. Work is to be accomplished in compliance with the Business Process Re-engineering (BPR). The BPR details the processes and procedures by which Business Transformation (BT) capabilities that support Air Force mission and business processes are identified, defined, developed and delivered in a way that ensures all aspects of business transformation is accomplished.

b. Results: This project will be successful when BPR steps one through three are completed for the various initiatives being supported by the contractor. Successful completion of the BPR process will ensure there are well-defined, “To-Be” process, policy changes, training and detailed requirements if an IT solution is required to meet the “To-Be” process.

c. Roles and Responsibilities: The team is comprised of the following key members and their responsibilities include:

(1) Program Manager (PM): Ensures key stakeholders participate in the development, implementation, and execution of the requirements. 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 in accordance with the Management and Oversight of Acquisition of Services Process (MOASP) and Contractor Performance Assessment Reporting System (CPARS) reports. Plans, programs, and budgets adequate funds to ensure the execution is within approved funding baseline. Ensures that the users’ needs are being addressed. If required, develops Justification and Approval (J&A) based on inputs from the team.

(2) Contracting Officer Representative (COR) Primary and an Alternate: Assists in the development of the Performance Requirements Summary and Quality Assurance Surveillance Plan. They conduct surveillance and document contractor performance in accordance with the PWS and Quality Assurance Surveillance Plan. Identifies opportunities to improve performance throughout the life of the acquisition to the PM and PCO. This includes benchmarking against industry, identifying initiatives, assessing the risk associated with these initiatives, using the Quality Assurance Surveillance Plan to implement initiatives, after PCO authorization, and monitoring the success of implementation. Develops, implements, and executes performance measurement and management in accordance with the Quality Assurance Surveillance Plan. Maintains QA assessment documentation in a surveillance folder.

(3) 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 team. Develops and awards a contract based on the requirements and acquisition strategy. Monitors government/contractor communications to assure adherence to contract scope and takes action necessary to enforce contractual requirements.

(4) Quality Assurance Program Coordinator (QAPC): Assists the team in developing clearly stated and enforceable contract requirements, objectives, thresholds, and surveillance methods. Conducts audits of COR documentation and contract surveillance folder. Ensures Functional Commander/Functional Director (FC/FD) and CORs are appointed and trained.

(5) Contractor: Complies with contract requirements. Identifies problems to the Contracting Officer or Air Force Program Manager and works with them to resolve issues. Provides Government with requested data and deliverables from which the contractor will be measured. If the contractor receives a Corrective Action Request (CAR), they will provide a corrective plan of action within ten working days. If the Air Force 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.

d. Management Strategy: The Contracting Officer’s Technical Representative (COTR) and the requiring agency representative(s) are responsible for monitoring, evaluating, and documenting contractor performance. They shall work jointly to perform the following functions:

Expectations & Evaluation - The Surveillance document shall be completed by the COR within two weeks after the end of each evaluation period. The Surveillance document is to include the following information.

The requiring agency’s Technical Director shall promptly notify the COR should any significant contractor performance problem arise. The contract monitors (Government Leads) are to be objective, fair, and consistent in evaluating contractor performance. Upon completion of the contract services, all surveillance documentation shall be kept in contract surveillance binder, i.e., Performance Work Statement and addenda, meeting reports and minutes, correspondence pertaining to this contract, etc. Contractor performance and surveillance documentation can be used to complete Contractor performance evaluations that are submitted to the past performance data base.

Remedies for non compliance are in the Inspection of Services Clause FAR 52.246-4 of the contract. Possible remedies may include:

-- (1) Re-performance at no additional cost to the Government -- (2) Reduce the amount of the invoice relative to the degree of service not rendered -- (3) Terminate the contract for default

e. Metrics: Formal deliverable metrics as defined in the PWS will be collected by the contractor and presented to the Air Force at the quarterly IPR meeting. The metrics will be reviewed and discussed at that time.

f. CPARS: The Federal Acquisition Regulation (FAR) requires that Past Performance 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 COs. The Air Force team will use past performance information from the CPARS system throughout the life of the contract. The Air Force Program Manager will assess the contractor’s performance using the current Department of Defense Contractor Performance Assessment Reporting System (CPARS) Policy Guide. The Air Force Program Manager may use contractor performance indicators such as information contained in Monthly Reports, Program Management Reviews, e-mails and other written records maintained in the contract file or COR surveillance folder in paper or electronic format.

II. Assessment Management. This section describes oversight of the contractor’s performance.

a. Performance Requirements Summary (PRS) chart with Method of Surveillance:

Travel

7.8.4

The Contractor obtains approval from the Government Program Manager:

· at least five (5) working days in advance of travel 95% of the time when travel requirement is known at least 7 working days in advance of travel.

· At least two (2) working days in advance of travel of travel 95% of the time when travel requirement is known at least 3 working days in advance of travel.

· Prior to departure 100% of the time when travel requirement is known within 2 working days or less in advance of travel (i.e., “short-notice” travel).

Trip Reports are delivered on time at least 98% of the time.

Method: trend analysis, 100% inspection

Employs effective management techniques, maintains professional and ethical conduct, identifies and resolves problems, and obtains positive results

· Contractor will provide qualified personnel for initial staffing on first day of award or replace departing personnel within 10 work days.

· Method: trend analysis, 100% inspection

b. Surveillance Folder:

TAB A: Copy of the Performance-Based Work Statement, Quality Assurance Surveillance Plan, Contract Data Requirements Lists for Performance Requirements Summary Objectives only TAB B: Appointment letter (or COR ) Primary & Alternate Appointment COR., QA Documentation-Phase I & II Certification, Letter to the contractor from the CO stating who the Primary and Alternate COR are and their limited authorization).

TAB C: Official Inspection Documents-Performance Assessment Report (PAR), Corrective Action Request (CAR), Customer Complaint Report (CCR) TAB D: Performance Documentation-Metrics, Contractor reports TAB E: Meeting Minutes, Functional Commander/Functional Director (FC/FD) Review Documentation TAB F: Miscellaneous Correspondence, etc.

c. Plan or Process for Corrective Action: The government will promptly notify the contractor of any unsatisfactory, unacceptable, deficient, non-conforming, or non-compliant performance. The contractor shall have the opportunity to review the government’s determination and provide comments. Any contractor performance problems that result from the failure of the government to fulfill any of its obligations under the contract or order, upon which contractor performance is dependent, will not be assessed and documented as contractor deficiencies or non-compliance, to the extent of Government liability. The contractor shall be responsible for correcting all unsatisfactory, unacceptable, deficient, or non-compliant performance. For Labor-Hour contracts, the cost of re-performing unsatisfactory, unacceptable, deficient, or non-compliant work will be reimbursed at the approved labor hour rate less an amount for profit, as prescribed by paragraph (f) of the clause entitle Inspection—Time-and-Material and Labor-Hour (May 2001)(FAR 52.246-6), which is included in this contract. Disputes between the Contractor and the COR / Agency Representative regarding surveillance results should be referred to the Contracting Officer. Failure of the contractor to take appropriate and timely corrective action will result in the government’s issuance of cure or show-cause notices or pursue other remedies set forth in the provisions of the contract or as provided by law. When unacceptable work can not be corrected or re-performed the Government may reduce the contract price to reflect the reduced value received. Additionally, the government reserves the right to include any incidents of unsatisfactory, unacceptable, deficient, or non-compliant performance, especially if uncorrected, in the contractor’s past performance record.

Quality Assurance Program Coordinator Date

Contracting Officer’s Representative Date

Contracting Officer Date Pg. 1