Att_3_DPME_QASP_DRAFT_for_amendment_1.docx

DRAFT

DISTANCE PROFESSIONAL MILITARY EDUCATION (DPME)

QUALITY ASSURANCE SURVEILLANCE PLAN (QASP)

171 FebruaryJanuary 2016

Contract Title: Distance Professional Military Education (DPME) Support

Contract Number: < upon award, enter contract number> contractor’s name: < upon award, enter contractor name > (hereafter referred to as the contractor).

Background. The Marine Corps University, CDET is located at Marine Corps Base (MCB) Quantico, VA. The CDET mission is to design, develop, deliver, evaluate, manage, and resource distance learning products and programs across the training and education continuum, in order to increase operational readiness. The CDET has the responsibility to develop and deliver Career/Service Level School, Intermediate/Joint Level School and Professional Military Education (PME) to eligible Marines. The CDET accomplishes its Officer PME (OPME) mission by delivering the Command & Staff College (CSC) Distance Education Program (DEP) (CSCDEP) and the Expeditionary Warfare School (EWS) Distance Education Program (EWSDEP), through online, onsite, or blended-learning seminars that are instructor-led, to over 6,000 students per year. To facilitate consistency in delivery and to ensure quality of instruction, CDET has established eight (8) regional offices, each managed by a Government Regional Director (RD). Each RD is responsible for managing their office and providing educational support to the students in their region. RDs will coordinate with the base and stations within their region for the classroom facilities to conduct the seminars. CDET OPME students participate in onsite, online or in blended seminars using the CDET Learning Support System (LSS). The current CDET LSS is Blackboard; but, if CDET changes the LSS, CDET would use a system with similar capabilities. The delivery method for CDET’s Enlisted Professional Military Education (EPME) Distance Education Program (EPMEDEP) is primarily through Interactive Multimedia Instruction (IMI) delivered via the Marine Corps Distance Learning Network (MarineNet) to over 80,000 enlisted Marines per year. These courses include Leading Marines for Lance Corporals, Corporal’s Course, Sergeant’s Course, Staff Noncommissioned Officer (SNCO) Career Course for Staff Sergeants and the SNCO Advanced Course for Gunnery Sergeants. The Career Course Seminar (CCS) Distance Education Program (CCSDEP) for Staff Sergeants employs a combination of IMI and onsite and online seminars similar to the CSCDSP and EWSDEP but to shorter duration.

The Marine Corps has charged CAOCL to be the Marine Corps’ organization responsible for institutionalizing and managing the service level implementation of the Marine Corps’ operational culture training and operational language-familiarization training programs. As the Marine Corps’ Culture and Language Center of Excellence, CAOCL ensures Marines are equipped with operationally relevant regional, culture and language knowledge to allow them to plan and operate successfully in the joint and combined expeditionary environment:

· In any region of the world,

· In current and potential operating conditions, and

· Targeting persistent and emerging threats and opportunities.

CAOCL does not teach culture for its own sake, or for a non-directed appreciation of or sensitivity towards foreign peoples. CAOCL executes operationally focused training and education in individual training, PME, and pre-deployment phases, reflecting current and likely contingencies and functions, to ensure Marines and leaders deploy a grasp of culture and indigenous dynamics for use as a force multiplier.

1. Objective. This Quality Assurance Surveillance Plan (QASP) serves as the principal basis for assessing overall performance quality associated with the CDET effort. The Government will use this document to assess the effectiveness of the contractor’s management and technical services. This QASP provides the methodology by which the Government will monitor the contractor's performance to determine compliance with established performance objectives and to establish performance benchmarks that ensure a quantifiable basis for measuring effectiveness. This plan’s design limits performance surveillance to that which is necessary to verify the contractor’s performance of management and technical services satisfactorily meets and relates directly to the performance objectives delineated in the PWS.

2. Government Surveillance. The CDET Director will identify an individual to function as the Contracting Officer’s Representative (COR) for this task, and their authority will be to administering all aspects of the contract. The COR will not provide direction that is outside the scope of responsibilities delineated under the PWS. The designated individual will:

· Maintain a detailed knowledge of the technical requirements of the contract;

· Document contractor performance in accordance with the QASP;

· Identify and immediately forward notifications of deficient, or non-compliant performance to the Contracting Officer;

· Approve priorities of support, resources and associated schedules.

3. Government Roles and Responsibilities. The following personnel will oversee and execute surveillance activities:

Contracting Officer (CO). The CO award the contract and ensure compliance with the contract terms. The CO is ultimately responsible for the final determination of the adequacy of the contractor’s performance after award.

CO Organization or Agency: Marine Corps Systems Command (MCSC), Building 2204, Quantico, VA 22134

Contracting Officer Representative (COR): The COR will monitor and evaluate contractor performance and authorize contract payments. The COR will serve as primary DPME focal point to collect and report on customer performance data for validation and verification. The COR will implement the QASP, recommend changes, disseminate all performance assessment reports and be the single point of contact between the contractor and the PCO.

4. Surveillance Methods. The Government will surveil the contractor’s performance of the tasks and required services to determine whether the contractor’s performance effectively and efficiently complies with all terms and conditions of the PWS. In addition to statistical analysis, the functional expertise of the Technical Representative plays a critical role in adequately evaluating contractor performance. The Government will use the methods of surveillance listed below in the administration of this QASP. The PWS contains the performance objectives the Government will measure.

Demonstration and Observation - A qualification method the Government performs by directly observing contractor performance relying on observable functional operation. It does not require the use of instrumentation or special test equipment.

Analysis - A qualification method the Government performs by examining and assessing the application of techniques to determine if they are appropriate and sufficient. The quality of performance can be determined from Government or contractor task-based or Management Information System (MIS) reports, contractor International Organization for Standardization (ISO) 9000 techniques and procedures, or from Government observation of completed tasks. In some instances, reports may be available in the form of information on a contractor's performance against contract requirements. Reports generally provide information regarding various characteristics of tasks and the Government, therefore, can use them to determine acceptability of the contractor's performance.

Inspection – The Government will accomplish a qualitative inspection using one of the following techniques:

· Random or Stratified Sampling: With random sampling, the Government samples services to determine if the level of performance is acceptable. Random sampling works best when the number of instances of the contractor-performed services is very large and the Government can obtain a statistically valid sample. Stratified sampling focuses on selected parts of total contractor output for sampling. The Government may use computer programs to assist in establishing sampling procedures.

· Periodic Inspection, Judgmental Inspection or Planned Sampling: This method, sometimes called "planned sampling," consists of the evaluation of tasks selected on other than a 100% or random basis.

5. Performance Rating Definitions. The Government will document its surveillance assessment of the contractor performance on a monthly basis.

· Excellent Performance. The Government defines excellent performance as measured performance that exceeds the standards compliance threshold and is >= 95% on a 100% scale.

· Acceptable Performance. The Government defines acceptable performance as measured performance that meets the standards compliance threshold and is >= 85% and < 95% on a 100% scale.

· Unacceptable Performance. The Government defines unacceptable performance as measured performance that does not meet the standards compliance threshold and falls below 85% on a 100% scale.

The PCO will notify the contractor of unacceptable performance in writing. The PCO and COR will meet periodically with the DPME contractor to discuss evaluation results, discrepancies, trends and intended corrective measures.

6. Performance Requirements & Standards. The DPME performance requirements and standards are set forth in Table 1 below.

Table 1. DPME Performance Requirements and Standards

(What does the Government want to accomplish as the end result of this contract?)

Performance Requirement (What task must the contractor accomplish to give the Government the desired result?)

Performance Standard (What are the standards for completeness, reliability, accuracy, timeliness, quality and/or cost?)

Acceptable Quality Level (AQL) (How much error will the Government accept?)

Method of Surveillance

2 DRAFT