Attachment_6_-_C-12_Quality_Assurance_Support_Plan_12Aug15.pdf

N00019-15-R-5500 Attachment 6

QUALITY ASSURANCE SURVEILLANCE PLAN

C-12 Contractor Logistic Support (CLS) Services

PMA-207 is contracting for performance-based operational site support, aircraft depot maintenance, engine and propeller depot maintenance, modifications, site stand ups, and strategies that optimize total system availability while minimizing cost and logistics footprint. Sustainment strategies include the best use of public and private sector capabilities through Government and industry partnering initiatives. The CLS contract includes all facilities, labor, services, equipment, tools, parts, materials, and consumables not explicitly stated as Government furnished to perform the work requirements for operational site support and aircraft, engine and propeller depot maintenance.

The PMA-207 C-12 Integrated Program Team (IPT) will be responsible for administrating this Quality Assurance Surveillance Plan (QASP) that documents the process for assuring that the Contractor meets the quality standards and requirements documented in the CLS contract.

Contents

1. INTRODUCTION

2. PURPOSE

3. ROLES AND RESPONSIBILITIES

4. PERFORMANCE SURVEILLANCE STRATEGY

5. DOCUMENTATION OF RESULTS

6. ISSUES DISCOVERED

1. Introduction

This Quality Assurance Surveillance Plan (QASP) is pursuant to the requirements listed in the Performance Work Statement (PWS) entitled: PERFORMANCE WORK STATEMENT FOR DEPARTMENT OF NAVY C-12 AIRCRAFT CONTRACTOR LOGISTICS SUPPORT SERVICES. This plan sets forth the procedures and guidelines that the PMA-207 Utility Lift Integrated Project Team (IPT) will use to monitor the performance standards or service levels required by the contract. Authority for issuance of this QASP is provided under Part 46 of the Federal Acquisition Regulation and Inspection of Services clauses, which provide for inspection, acceptance and documentation of the service called for in the contract.

2. Purpose The QASP identifies the performance objectives to be met by the Contractor and describes and establishes the resources and processes to be used to monitor, assess, and document the Contractor’s performance in meeting those objectives. It provides direction on:

• Who will monitor – Roles and Responsibilities

• How will monitoring occur – Performance Surveillance Strategy

• How will monitoring results be documented – Documentation of Results

• What to do with the results – Issues Discovered

The QASP is particular in its direction, yet, provides flexibility to allow for changes to optimize the level of surveillance as changes may occur to the performance standards throughout the period of performance of the contract.

3. Roles and Responsibilities

3.1. Program/Project Manager (PM)

The PM provides primary program oversight, nominates the Contracting Officer’s Representative (COR), ensures the COR is trained before performing any COR duties and supports the COR’s performance assessment activities.

While the PM may serve as a direct conduit to provide Government guidance and feedback to the Contractor on technical matters, the PM is not empowered to make any contractual commitments or any contract changes on the Government’s behalf.

3.2. Procuring Contracting Officer (PCO) and Administrative Contracting Officer (ACO) are responsible for contract administration, cost control, and for resolving any differences between the observations documented between the COR and the Technical Point of Contact (TPOC) and the Contractor. The PCO will designate COR/TPOC as the Government authority for performance management. The PCO/ACO is ultimately responsible for the final determination of the adequacy of the Contractor’s performance.

3.3. Contracting Officer’s Representative

The COR is designated in writing by the PCO 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 contract and ensures proper government surveillance of the Contractor’s performance.

The COR’s contribution is their professional relationship with the Contracting Officer, Program Manager and the Contractor, which enables positive, open and timely communications. The foundation of this relationship is built upon objective, fair, and consistent COR evaluations of contractor performance against contract requirements. The COR uses the methods contained in this QASP to ensure the Contractor is in compliance with contract requirements.

The COR function is responsible for a wide range of surveillance requirements that effectively measure and evaluate 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. Any changes that the Contractor deems may affect contract price, terms, or conditions shall be referred to the PCO for action. The COR will have the responsibility for completing Quality Assurance (QA) monitoring forms used to document the inspection and evaluation of the Contractor’s work performance.

Government surveillance may occur under the inspection of services clause for any service relating to the contract.

The COR shall keep a Quality Assurance file that accurately documents the Contractor’s performance. The COR is required to provide an annual performance assessment, which will be used in documenting past performance.

3.4. Technical Point of Contact (TPOC)

The TPOC is designated in writing by the PCO to act as the authorized representative to assist in administering the contract. TPOC limitations are contained in the written appointment letter. The TPOC is responsible for technical administration of the contract and ensures proper government surveillance of the Contractor’s performance in support of the COR. The TPOC is not empowered to make any contractual commitments or to authorize any contractual changes on the Government’s behalf. Any changes that the Contractor deems may affect contract price, terms, or conditions shall be referred to the PCO for action. The TPOC will have the responsibility for completing Quality Assurance monitoring forms used to document the inspection and evaluation of the Contractor’s work performance. Government surveillance may occur under the Inspection of Services clause for any service relating to the contract.

4. Performance Surveillance Strategy

4.1. Goal of the QASP

The QASP defines the performance surveillance approach taken by PMA-207 Utility Lift team to monitor the Contractor’s performance, which then yields information that indicates if the expected performance outcomes for the contracted effort are being achieved by the Contractor. The goal of the QASP is to ensure that contractor performance is effectively monitored and documented. Additionally, this QASP is based on the premise that the Contractor, not the Government, is responsible for management and QC/QA actions to successfully meet the terms of the contract.

4.2. Performance-Based Approach

Performance surveillance represents a significant shift away from the more traditional Quality Assurance of monitoring compliance with the processes and practices used to achieve the outcome. Instead, using a performance-based approach, assessments are made on the extent of achievement of performance objectives, which enables the Contractor to play a large role in how the work is performed, as long as the proposed processes are within the stated constraints.

4.3. Results Focused

The only exceptions to process reviews are those required by law (federal, state, and local) and compelling business situations, such as safety and health. A “results” focus provides the Contractor flexibility to continuously improve and innovate over the course of the contract as long as the expected performance objectives are being achieved and the desired performance levels are being met.

4.4. Contractor’s Responsibility

The Contractor is responsible for the quality of all work performed under this contract regardless of whether the work is performed by contractor employees or by sub-contractor employees. The Contractor’s quality control program should set forth the staffing and procedures for self-inspecting the performance requirements such as quality, timeliness, responsiveness, and customer satisfaction. The Management Information System, with processes to assess and report its performance to the designated government representative, enables the Government to make assessments with information the Contractor has already gathered and provided to the Government.

4.5. Government Representative

The Government representative(s) will monitor performance and review performance reports furnished by the Contractor and Government Officials to determine how the Contractor is performing against the stated performance objectives. The Government will assess the Contractor’s performance and notify the Contractor of those assessments. The Contractor will be responsible for making required changes in processes and practices to ensure performance objectives are being achieved and the desired performance levels are being met.

4.6. Methods of Surveillance

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, which shall be performed by the COR/TPOC or designated inspector.

• Inspections – Twice a year, the COR and TPOC will inspect sites and generate a summary of the results on the “Maintenance/Quality Surveillance Checklist,” Enclosure 3.

• Review of the Contract Data Requirements Lists (CDRLs) – See Exhibit A under Section J of the contract.

• Review of the Contract Performance Metrics – Operational Readiness requirements in accordance with the PWS.

• Program Management Reviews (PMRs) – In accordance with the PWS and applicable contract deliverables.

4.7. Consequences of Performance

The required performance standards and/or quality levels are included in the PWS and within Exhibit A of the contract. If the Contractor meets the required service or performance level, it will be paid the monthly amount agreed to under the contract. Failure to meet the required service or performance level may result in negative trends in the CPARS.

4.8 Surveillance Checklist.

The Surveillance Checklist (Enclosure 3) is the list of performance objectives and standards that must be met by the Contractor. This checklist details the method of surveillance the COR and TPOC will use to validate and inspect these performance elements. Inspection of each element will be documented in the COR file and forwarded to the appropriate offices for review. The Surveillance Checklist defines how, when, and what will be assessed in measuring performance. The Government performs surveillance, using this QASP, to determine the quality of the Contractor’s performance as it relates to the performance standards.

4.9. Customer Satisfaction

Customer satisfaction is the most significant external indicator of the success and effectiveness of services provided and can be measured through customer complaints. Customer complaints, to be considered valid, must be presented clearly and in writing. The complaint must be detailed, must be signed, and must be forwarded to the COR and TPOC as soon as possible. Upon receipt of the Customer Complaint Form (Enclosure 4), the COR and TPOC will investigate. Customer feedback may also be obtained either from the results of formal satisfaction surveys or from random customer complaints.

5. Documentation of Results

5.1. Performance Assessment Report

The Government’s surveillance, accomplished by the COR and TPOC, will be reported using the Performance Assessment Report (PAR) form (Enclosure 5) summarizing the overall results of the quality assurance surveillance of the Contractor’s performance. The form, when completed, will document the Government’s assessment of the Contractor’s performance under the contract to ensure that the required results are being achieved. This written report may include the Contractor’s submitted reports. It will enable the Government to demonstrate whether the Contractor is meeting the stated objectives and/or performance standards, including cost, technical and scheduling objectives. The COR and TPOC will retain a file of all completed QA surveillance forms, reports, recommendations and any actions related to the performance of the Contractor. All such records will be maintained for the life of the contract.

5.2. COR/TPOC Meetings with the Contractor

The COR and TPOC may require the Contractor’s Project Manager, or a designated alternate, to meet with the COR and TPOC and other Government IPT personnel as deemed necessary to discuss performance evaluation. The COR and TPOC will define a frequency of in-depth reviews with the Contractor, including appropriate self-assessments by the Contractor; however, if the need arises, the Contractor will meet with the COR and TPOC as often as required or per the Contractor’s request. The agenda of the reviews may include:

• Monthly performance assessment data and trend analysis.

• Issues and concerns of both parties.

• Projected outlook for upcoming months and progress against expected trends, including a corrective action plan analysis.

• Recommendations for improved efficiency and/or effectiveness.

• Issues arising from the performance monitoring processes.

Contractor nonconformity will be addressed via issuance of a Corrective Action Report (CAR), Enclosure (6).

5.3. Performance Rating Definitions

In evaluating the quality of the Contractor’s performance, the following performance ratings will be used:

Performance

Rating Criteria

Outstanding

Performance meets contractual requirements and exceeds many to the government’s benefits. The contractual performance of the element or sub-element being assessed was accomplished with no problems and contractor actions were highly effective.

Very Good Performance meets contractual requirements and exceeds some to the government benefits. The contractual performance was accomplished with few minor problems for which corrective actions taken by the Contractor were effective.

Satisfactory Performance meets contractual requirements. The contractual performance may contain some minor problems for which corrective actions taken by the contractor were satisfactory.

Marginal

Performance does not meet some contractual requirements. The contractual performance reflects a serious problem for which the contractor has not yet identified corrective actions. The Contractor’s proposed actions appear marginally effective or were not fully implemented.

Unsatisfactory Performance does not meet most contractual requirements and recovery is not likely in a timely manner. The contractual performance contains serious problem(s) for which the Contractor’s corrective actions appear or were ineffective.

6. Issues Discovered

6.1. Requirements Not Met

The Government shall use the monitoring methods cited to determine whether the performance standards, service levels and Acceptable Quality Levels (AQL) have been met. If the Contractor has not met the minimum requirements, the COR and TPOC must coordinate and communicate with the Contractor to resolve issues and concerns regarding marginal or unacceptable performance such that the Contractor can develop a Corrective Action Plan (CAP) to show how and by what date it intends to bring performance up to the required levels. The COR and TPOC and Contractor should jointly formulate tactical and long-term courses of action. Recommendations regarding changes to metrics, thresholds, or service levels will be sent forward to the Contracting Officer, which, if approved, will be incorporated as a contract modification at the convenience of the PCO.

6.2. The Corrective Action Report (CAR)

The CAR, Enclosure (6), will be used to document the deficiency and provide a means of response for the Contractor.

The Government will monitor the Contractor’s performance as identified in the following table.

C-12 Maintenance Performance Standards

Description

RFP/PWS

Ref.

Performance Standard Acceptable Quality Level Surveillance Method/Measure

Reduced Payments Objective Marginal

Mission Capable Requirements

PWS

App D

80% Mission Capable rate for each a/c each month

< 80% Mission Capable rate for each a/c each month

Surveillance by

COR

Reduction in payment per Section H paragraph H.1(d)(1)

Aircraft Condition Inspection

PWS

Section 7.1

74 consecutive days each a/c

> 74 consecutive days each a/c

Surveillance by

COR

Reduction in payment per Section H paragraph H.1(d)(2)