MILPO QASP.pdf

Quality Assurance Surveillance Plan (QASP) for

Military Personnel Services Aberdeen Proving Ground, MD

Contract Number: __TBD___________________

Task Order Number: _______________________

Date of Award: _______________________________

Contractor’s Name and Address: ______________________________

Installation: ___Aberdeen Proving Ground_____________________

Contracting Officer’s Representatives (COR): _Matthew B. Reed______

Contracting Officer: ______Amy Bowen_______________________

APPROVED: _ __________________________________ DATE:________________________

Contractor Manager Name and Title

1. INTRODUCTION: This Quality Assurance Surveillance Plan (QASP) has been developed to ensure the performance of critical contract elements. The QASP serves as the plan for surveillance of performance and identifies the performance indicators, standards, inspections methods and procedures to be used in monitoring performance. It details thresholds for acceptable and unacceptable performance for specific tasks within the PWS.

1.1. Overview. This QASP outlines the procedures for surveillance of the contract order. Included are procedures for evaluating the contractor’s performance and how key services will be inspected.

1.2. Purpose and Objectives. The objective of this surveillance plan is to provide a systematic method to evaluate the services the Contractor is required to furnish by the contract. The primary interest is in the final product/service that the Contractor is providing and not in the details of how the contractor is accomplishing the task. The COR may evaluate work at any time during the Contractor’s work performance. This plan documents the methods to be used for measuring each contract requirement, the scheduling of inspections, and the results of the surveillance program.

2. RESPONSIBILITIES. The Contractor is responsible for management and quality control actions necessary to meet the terms of the contract. The role of the government is quality assurance to ensure contract services are achieved.

2.1. The contractor, not the Government, is responsible for the management and quality control actions necessary to meet the terms of the contract. It is understood that on rare exceptions unforeseen and uncontrollable problems do occur. This has been recognized and incorporated into thresholds for acceptable and unacceptable performance.

Good management and use of an adequate quality control plan will allow the contractor to operate within specified performance requirements. The contractor is responsible for providing all information to the government that is necessary to accurately evaluate performance.

2.2. The government desires to maintain a quality standard for completion of all tasks specified in the PWS/Contract and is responsible for developing measurable standards to evaluate performance against. This contract requires services in the field of military personnel service support which directly impacts the Soldiers, their Family Members, the Government and Contractor Workforce, Military Retirees and their Family Members assigned, attached, are employed, or located at Aberdeen Proving Ground. The COR is to be objective, fair and consistent in evaluating contractor performance against the standards.

3. PROCEDURES/METHODS OF ASSESSMENT:

3.1. Contracting Officer Representative Surveillance Schedule. The COR will conduct daily, weekly, and monthly surveillance of administrative actions completed by the contractor workforce. The COR is responsible for technical administration of the project and assures proper Army surveillance of the Contractor’s performance. The COR is responsible for monitoring, assessing, recording, and reporting on the technical performance of the Contractor on a day-to-day basis. The Contracting Officer (KO) has overall responsibility for overseeing the Contractor’s performance. The KO is responsible for the day-to-day monitoring of the Contractor’s performance in the areas of Task Order compliance, and Task Order administration; reviewing the COR’s assessment of the Contractor’s performance; and resolving all difference between the COR’s assessment and the Contractor’s assessment of performance. It is the KO assures the Contractor receives impartial, fair, and equitable treatment under the Task Order. The KO is ultimately responsible for the final determination of the adequacy of the Contractor’s performance.

The KO is the only one authorized to obligate the Government on this Task Order. The COR and KO may call upon the technical expertise of other Army officials and subject matter experts (SME) as required. These Army officials/SMEs may be called upon to review technical documents and products generated by the Contractor.

Contracting Agency representatives will also conduct review of Task Order documentation such as invoices, monthly status reports, and work plans.

3.2. Inspection Methods. The COR will utilize customer formal and informal feedback, document reviews and sampling and policy reviews which will adequately measure the Contractor’s performance.

3.2.1. Validated Customer Complaints: A validated customer complaint is a QA method whereby deficiencies in the outputs of the contract requirement are identified by a person other than the COR. These persons (customers) are made aware of contract requirements and monitor the services provided by the Contractor. The COR will receive customer complaints via phone calls, ICE comments, personnel visits and survey responses. All customer complaints will be individually reviewed. Discussions will be held with the Program Manager to ensure no future complaints. All customer complaints are responded to with 48 hours of receipt.

3.2.2. Document and Sampling Reviews. The COR will conduct formal reviews of Soldier applications, personnel action documents, control logs and database query outputs. Reviews will be conducted on all application/actions forward to higher headquarters and external agencies for data accuracy, correct workflow processes and administrative format and timeliness. The COR will utilize current regulatory guidance, Headquarters Department of the Army (HQDA) directives, installation policy procedures and Army personnel systems in validating compliance, workflow and data accuracy. Discussions will be held with the Program Manager when trends are noted and/or when HQDA or regulatory procedure changes are not implemented.

3.2.3. Installation Personnel Policy Reviews. The COR will randomly review all personnel policy memorandums published the Military Personnel Office. These policy memorandums provide instruction to unit S1 personnel staff and installation agencies on processes, procedures and installation standards for key functional area personnel services.

The COR ensures correct guidance is provided so all personnel actions flow smoothly.

3.3. Performing Surveillance. Surveillance results must be able to support action taken by the COR/Contracting Officer when nonperformance or unacceptable performance occurs.

Required Service

Paragraph

Number

Performance Standards

Maximum allowed

Deviation from Requirement

Method Of

Surveillance

Personnel Automation

Support

C.3.1.

All authorized users shall have access and passwords in compliance with installation and higher authority guidance. Process all authorized user application requests NLT 2 days. Maintain a record of all users and privilege levels, update the listing NLT 2 days after adding users or changing the privilege level.

Reconcile reports for all units serviced NLT established suspense date.

PAI discrepancies resolved, and final report provided to the Military Personnel Strength Manager NLT 5 days after completion of the Personnel Asset Inventory. Copies are retained for one year.

Unit Account Notice resolution NLT 5 days of initial identification. Copies of reports maintained for one year.

5%

Review of End-User Application Control Log;

Strength Accounting IPPS-A Generated

Reports

Maintain Military

Personnel File

C.3.2

100% of all Soldiers casualty documents were validated during in/out-processing, SRP and record audit events.

100% of all PRP screening events are completed within 3 workdays of request and all PRP documents are maintained IAW regulatory guidance.

0%

Review Military Personnel Files for

Documents; Validate Deployment Report;

Review and validate

MPF on hand against AAA_162 Report

Processing

C.3.3

100% of all Soldiers provided in-processing orientation NLT 1 day after reporting for in processing.

85% of all Soldiers must complete in-processing within 7 business days.

Initialize the DA-ISM record NLT 15 days prior to the departure date.

Individual Readiness Check conducted NLT 30 days prior to deployment.

Review Customer Service Log;

TRANSPROC Data

90% of the time, forward reassignment notices to the Soldier and their chain of command NLT 5 days of receipt. The remaining 10% of the time, forward allowed

Reassignment

C.3.4

Reassignment notices to Soldier and their chain of command NLT 7 days of receipt.

90% of the time, conduct reassignment briefing/ interviews for eligible Soldiers scheduled NLT 15 days of receipt of reassignment notice. The remaining 10% of the time, conduct reassignment interviews for eligible Soldiers NLT 20 days of receipt of reassignment notice.

90% of the time, PCS Reassignment Orders and other required documents will be issued NLT 60 days prior to projected date of loss.

The remaining 10% of the time, PCS Reassignment Orders and other required documents will be issued NLT 60 days prior to projected date of loss.

Review Enlisted/Officer Reassignment Notices against Notification e- Mail Notice and Order

Published date

Process

Actions

C.3.5

70% of the time, ID Cards and CAC shall be issued NLT 45 minutes of customer’s arrival.

The remaining 30% of the time, ID Cards and CAC shall be issued NLT 1 hour of customer’s arrival.

85% of the time, process Soldier actions NLT 3 days of receipt. The remaining 15% of the time, process personnel actions NLT 5 days of receipt.

Review Customer/ICE Feedback; Review Actions Control Log against documentation received.

Provide

Promotion

C.3.6

90% of the time, complete enlisted advancement processing NLT 5 days prior to the end of the month. The remaining 10% of the time, complete enlisted advancement processing NLT 2 days prior to the end of the month.

Promotion orders and certificate of promotion distributed NLT 2 days prior to the promotion month.

Review Monthly Promotion IPPS-A

Reports; Monthly By- Name Promotion List and Distribution Control Log

Casualty Management

C.3.7

Calls shall be monitored 24 hours per day, 7 days per week. The Contractor shall have at least 1 person available to always receive casualty information.

=>98% of all notification must be made within directed CMAOC timeline.

Additional data submitted NLT 1 hour of receipt of information request.

Review Casualty Control Log and Case documentation

Provide Transition/ Separation/ Retirement

Support

C.3.8

Identify Soldier NLT 90 days prior to ETS/ESA date OR 48 hours after transition eligibility is determined.

80% of all separation documents are processed within 5 days of receipt.

Publish orders NLT 60 days prior to separation date. Complete military personnel records review NLT 90 days before ETS/ESA date.

Review Data Queries, Notifications, Discharge

Documents and Clearance documents allowed

100% of all transition documents completed and issued to Soldier and Spouse on final date of transition.

4. Surveillance Documentation

4.1.The COR will use a performance evaluation form to record evaluation of the Contractor’s performance each month in accordance with the methodology described in section 3 of this document. The COR must substantiate, through narratives in the form, all supervisor, and unacceptable ratings. Performance at the acceptable level is expected from the Contractor.

4.2. The COR will forward copies of all completed performance evaluation forms to the KO and Contractor within one week of performing the inspection. When an overall unacceptable rating is given, the Contractor will explain, within 15 days, in writing to COR why performance was unacceptable, how performance will be returned to acceptable levels, and how recurrence of the problem will be prevented in the future.

4.3. The KO will review each performance evaluation form prepared by the COR. When appropriate, the KO may investigate further to determine if all the facts and circumstances surrounding the event were considered in the COR opinions outlined on the form. The KO will immediately discuss any unacceptable rating with the Contractor to assure that corrective action is promptly initiated.

4.4 At the end of each quarter the COR will prepare and update the Contractor Performance Assessment Report (CPAR) for the KO summarizing the overall results of his/her surveillance of the Contractor’s performance during the previous period of performance (Intermediate Report). The COR will update and complete the annual report NLT 15 business days following the end of the Base Year or Option Year Period or at the close out of the contract.

5. EXAMPLE CDR:

CONTRACT DISCREPANCY REPORT (CDR)

1. CONTRACTOR 2.CONTRACT

NUMBER

3. REFERENCE

4. INCIDENT 5. DATE

OCCURRENCE

6. CONTROL

NUMBER

7 MAJOR MINOR

FINDING:

FINDING IMPACT:

8. COR

TYPED NAME AND GRADE SIGNATURE/DATE

9. CONTRACTOR CORRECTIVE ACTIONS AND ACTIONS TAKEN TO PREVENT RECURRENCE

10. CONTRACTOR' REPRESENTATIVE /ON-SITE MANAGER

11. COR EVALUATION OF CONTRACTOR

RESPONSE

12. CLOSE DATE

ACCEPTED

REJECTED

13. COR