Attachment_1_CSP.docx

Contract Surveillance Plan (CSP) For Combat Integration & Identification Systems (CI&IDS) Division Program Management, Financial Management, Administrative and Operations Support Services

1. Purpose

This Contract Surveillance Plan (CSP) is a Government developed and applied document used to make sure the systematic quality assurance methods are used in the administration of the Statement of Work (SOW) for program management, financial management, administrative and operations support to the Combat Integration & Identification Systems (CI&IDS) Division. The intent is to ensure that the Government receives the quality of services called for in the contract.

This contract requirement is to provide professional management support services to the CI&IDS Division. The resulting vehicle will be a non-performance based, single award Indefinite Delivery Indefinite Quantity (IDIQ) contract with non-performance based Cost-Plus Fixed Fee task orders. The IDIQ contract will be for a total ordering period of five (5) years. A properly executed CSP will assist the Government in achieving the objectives of this procurement.

2. Authority

Authority for issuance of this CSP is provided under Contract Section E – Inspection and Acceptance, which provides for inspections and acceptance of the services and documentation called for in service contracts, to be executed by the Contracting Officer or a duly authorized representative.

3. Scope

To fully understand the roles and responsibilities of the parties, it is important to first define the distinction in terminology between Quality Control Plan and the Quality Assurance Surveillance Plan. Within a Quality Control Plan, the contractor, and not the Government, is responsible for management and quality control actions necessary to meet the quality standards set forth by the order.

The CSP on the other hand, is put in place to provide Government surveillance oversight of the contractor’s efforts to assure that they are timely, effective and are delivering the results specified in the contract.

4. Government Resources

The following definitions for Government resources are applicable to this plan:

Contracting Officer - A person duly appointed with the authority to enter into (Procuring Contracting Officer (PCO)) or administer (Administrative Contracting Officer (ACO)) contracts and make related determination and findings on behalf of the Government. The PCO for this contract is NAVAIR 2.5.1.2. The ACO will be designated in the resulting task order. Contracting Officers are designated via a written warrant, which sets forth limitations of authority.

Contracting Officer’s Representative (COR) - An individual appointed in writing by the PCO to act as their authorized representative to assist in administering the task order. The COR will be appointed in the resulting contract. The limitations of authority are contained in a written letter of appointment.

Alternate Contracting Officer’s Representative (ACOR) - An individual appointed in writing by the PCO to act as their authorized representative, in the absence of the COR, to assist in administering the contract. The ACOR will be appointed in the resulting task order. The limitations of authority are contained in a written letter of appointment.

Government Project Leads – The COR designates an individual Government Project Lead to assist in administering a specific project under the contract

5. Responsibilities The following Government resources shall have responsibility for the implementation of this CSP:

Contracting Officer – The Contracting Officer ensures performance of all necessary actions for effective contracting, ensures compliance with the terms of the contract and safeguards the interests of the United States in the contractual relationship. It is the Contracting Officer that assures the Contractor receives impartial, fair and equitable treatment under the contract. The Contracting Officer is ultimately responsible for the final determination of the adequacy of the Contractor’s performance.

Contracting Officer’s Representative (COR) – The COR is responsible for technical administration of the contract and assures proper Government surveillance of the contractor’s performance. The COR is not empowered to make any contractual commitments or to authorize any changes on the Government’s behalf. Any changes that the contractor deems may affect contract price, terms, or conditions shall be referred to the Contracting Officer for action.

Alternate Contracting Officer’s Representative (ACOR) – The ACOR is responsible for technical administration of the contract and assures proper Government surveillance of the contractor’s performance. The ACOR is not empowered to make any contractual commitments or to authorize any changes on the Government’s behalf. Any changes that the contractor deems may affect contract price, terms or conditions shall be referred to the Contracting Officer for action.

Government Project Leads – The Government Project Lead is responsible for assisting in administering a specific project under the contract. A Government Project Lead cannot, in any manner, alter the scope of the contract, make commitments or authorize any changes on the Government’s behalf.

6. Methods of QA Surveillance

a. Contractor Performance Assessment Reporting System (CPARS) – The market place for program management and engineering services is very competitive. As such, the successful offeror has a vested interest in the Government generated CPARS under this contract. Additionally, an evaluation using the CPARS format will be performed at the end of each year of performance. This evaluation will be one determinant in exercising an option. The Government for this procurement will address the quality of product or service, schedule, cost control, business relations, management of key personnel and other important areas. As this information may affect future source selections throughout DoD, and the continuation of the contract, the annual Government assessment will be used appropriately as an additional performance oversight and communication tool with the CSP.

Enclosure (1) sets forth the surveillance methods for the COR to document on a quarterly and annual basis the results of the surveillance and, as such, shall be provided to the Contracting Officer accordingly on either a quarterly or annual basis. Surveillance shall occur at the task order level where applicable. The COR shall use technical POCs to provide preliminary surveillance inputs on the day-to-day activities of the contractor in accordance with Enclosure (1). Those inputs will be evaluated by the COR and included in the overarching performance surveillance report provided to the Contracting Officer.

8. Documentation In addition to providing quarterly reports to the Contracting Officer, the COR will maintain a complete Quality Assurance file. The file will contain copies of all reports, evaluations, recommendations, and any actions related to the Government’s performance of the quality assurance function, including the originals of the Quality Assurance Checklists. All such records will be maintained for the life of the contract. The COR shall forward these records to the Contracting Officer at termination or completion of the contract.

9. Enclosures Enclosure (1) – Contract Surveillance Plan

Source Selection Information See FAR 3.104 and 2.101

CONTRACT SURVEILLANCE PLAN

All SOW/CDRL tasks, including SOW/CDRL sub-tasks, will be assessed focusing on the following.

Quality of Product or Service – Assess the contractor’s effort to transform operational needs and requirements into an integrated solution. Areas of focus may include the planning and management of program tasks, the quality of support provided throughout all phases of contract execution, the integration of program management specialties, management of interfaces, and the management of a totally integrated effort of all program management concerns to meet cost, performance, and schedule objectives. Assess how successfully the contractor meets program quality.

Schedule – Assess the contractor’s adherence to the required delivery schedule by assessing the contractor’s efforts during the assessment period that contribute to or effect the schedule variance. Also address significance of scheduled events (i.e., design reviews), discuss causes, and assess the effectiveness of contractor corrective actions.

Cost Control – Assess the contractor’s effectiveness in forecasting, managing, and controlling contract cost. Is the contractor experiencing cost growth or under run? If so, discuss the causes and contractor-proposed solutions for the cost overruns. For contracts where task or contract sizing is based upon contractor provided person-hour estimates, the relationship of these estimates to ultimate cost should be assessed. In addition, the extent to which the contractor demonstrates a sense of cost responsibility, through the efficient use of resources in each work effort should be assessed.

Business Relations – Assess the timelines, completeness and quality of problem identification, corrective action plans, proposal submittals, the contractor’s reasonable and cooperative behavior, effective business relations, and COR satisfaction.

Management – Assess the contractor’s success with timely award and management of subcontracts, including whether the contractor met small/small disadvantage and women-owned business participation goals. Discuss the extent to which the contractor discharges its responsibility for integration and coordination of all activity needed to execute the contract; identifies and applies resources required to meet schedule requirements; assigns responsibility for tasks/actions required by contract; communicates appropriate information to affected program elements in a timely manner. Assess the contractor’s risk mitigation plans. If applicable, identify any other management areas that are unique to the contract.

Other areas – Assess additional evaluation areas unique to the contract or that cannot be captured elsewhere.

The evaluation ratings are as follows:

Exceptional – Performance meets contractual requirements and exceeds many to the Government’s benefit. The contractual performance of the task and sub-task being assessed was accomplished with few minor problems for which corrective actions taken by the contractor were highly effective.

Very Good - Performance meets contractual requirements and exceeds some to the Government’s benefit. The contractual performance of the task and sub-task being assessed was accomplished with some minor problems for which corrective actions taken by the contractor were effective.

Satisfactory - Performance meets contractual requirements. The contractual performance of the task and sub-task contain some minor problems for which corrective actions taken by the contractor appear or were satisfactory.

Marginal - Performance does not meet contractual requirements. The contractual performance of the task and sub-task being assessed reflect a serious problem for which the contractor has not yet identified corrective actions. The contractor’s proposed actions appear only 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 of the task or sub-task contains a serious problem(s) for which the contractor’s actions appear or were ineffective.

Quarterly Surveillance:

The COR will perform quarterly assessments of Quality, Schedule, Cost Control, Business Relations, Management, and Other Areas as applicable utilizing the CPARS evaluation rating definitions listed above.

Measure

A001 Program Management Plan

Quarterly Summary of Ratings:

Annual Surveillance:

The COR will perform an annual assessment of overall contract performance utilizing the evaluation rating definitions listed in table below. This annual assessment will occur at the end of each period and cover the previous 12 months.

Measure

TBD

Management

Review of Quarterly Ratings

Other Areas

Review of Quarterly Ratings

Enclosure 1 3 Enclosure (1) Source Selection Information See FAR 3.104 and 2.101