N63394-23-R-0022_Attachment J-9_Quality_Assurance_Surveillance_Plan_(QASP).docx

QAG-PHD-0012

QUALITY ASSURANCE SURVEILLANCE PLAN

1.0 INTRODUCTION

This Quality Assurance Surveillance Plan (QASP) is pursuant to the requirements listed in Statement of Work (SOW) entitled MK41 Vertical Launching System (VLS) In-Service Engineering Agent (ISEA). This plan sets forth the procedures and guidelines Naval Surface Warfare Center, Port Hueneme Division (NSWC PHD) will use in ensuring the required performance standards or services levels are achieved by the contractor.

1.1 Purpose

The purpose of the QASP is to describe the systematic methods used to monitor performance and to identify the required documentation and the resources to be employed. The QASP provides a means for evaluating whether the contractor is meeting the performance standards/quality levels and to ensure that the Government pays only for the level of services received.

This QASP defines member roles and responsibilities, identifies the performance objectives, defines the methodologies used to monitor and evaluate the contractor’s performance, describes quality assurance documentation requirements, and describes the analysis of quality assurance monitoring results.

1.2 Performance Management Approach

The SOW structures the acquisition around “what” service or quality level is required, as opposed to “how” the contractor should perform the work (i.e., results, not compliance). This QASP will define the performance management approach taken by NSWC PHD to monitor and manage the contractor’s performance to ensure the expected outcomes or performance objectives communicated in the SOW are achieved. Performance management rests on developing a capability to review and analyze information generated through performance assessment. The ability to make decisions based on the analysis of performance data is the cornerstone of performance management; this analysis yields information that indicates whether expected outcomes for the project are being achieved by the contractor.

Performance management represents a significant shift from the more traditional quality assurance (QA) concepts in several ways. Performance management focuses on assessing whether outcomes are being achieved and to what extent. This approach migrates away from scrutiny of compliance with the processes and practices used to achieve the outcome. Performance-based approach 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. 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 performance as long as the critical out comes expected are being achieved and/or the desired performance levels are being met.

1.3 Performance Management Strategy

The contractor is responsible for the quality of all work performed. Quality control is work output, not workers, and therefore includes all work performed under this contract regardless of whether the work is performed by contractor employees or by subcontractors. The contractor will develop and implement a performance management system with processes to assess and report its performance to the designated government representative.

The contractor’s evaluation of performance will cover the period ending 60 months after date of contract award with successive evaluations being performed for each twelve-month period thereafter until the contractor completes performance of the contract. For the first period and each subsequent twelve-month period, the Government will evaluate the contractor’s performance. The evaluation will encompass all work performed by the contractor at any time during the twelve-month period but will not include cumulative information from prior reports. For each period, the contractor will complete a self- assessment of the performance provided, to be delivered to the contract specialist no-later-than (NLT) 60 days prior to the end of the current period of performance. The self-assessment shall cover all areas of the Government QASP. Based on the evaluation results, the contracting officer will assign an overall performance rating.

The Government will assess performance using Contractor Performance Assessment Reporting System (CPARS) to determine how the contractor is performing against communicated performance objectives. CPARS assesses a contractor’s performance, both positive and negative, and provides a record on a given contract during a specified period of time. More information pertaining to CPARS can be found at: https://www.cpars.gov/ Each assessment will be based on objective data (or measurable, subjective data when objective data is not available) supportable by program and contract management data. CPARS performance expectations will be addressed in the Government and contractor’s initial post-award meeting. Potential sources of data may include, but are not limited to, the following:

· Contractor operations reviews

· Status and progress reviews

· Production and management reviews

· Management and engineering process reviews (e.g. risk management, requirements management, etc.)

· Cost performance reports and other cost and schedule metrics

· Other program measures and metrics such as:

· Measures of progress and status of critical resources

· Measures of product size and stability

· Measures of product quality and process performance

· Customer feedback/comments and satisfaction ratings

· Systems engineering and other technical progress reviews

· Physical and functional configuration audits

· Quality reviews and quality assurance evaluations

· Functional performance evaluations

· Subcontract Reports

2.0 Roles and Responsibilities

Contract Officer (KO) The KO 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. The KO shall assure the contractor receives impartial, fair and equitable treatment under the contract. The KO is ultimately responsible for the final determination of the adequacy of the contractor’s performance.

Contract Specialist (CS) The CS is an individual assigned by the KO to assist in the daily administration of the contract. The CS also provides input to the KO and the Contracting Officer’s Representative (COR) as to the quality of performance for areas addressed in this QASP.

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 KO for action.

3.0 PERFORMANCE STANDARDS

The required performance standards are included in the SOW and in Table 1, “Performance Standards.” If the contractor meets the required service or performance level, the contractor will receive positive ratings. If the contractor fails to meet the required performance level, the result will be negative ratings.

4.0 INCENTIVES

The Government shall provide no incentives

5.0 METHODOLOGIES TO MONITOR PERFORMANCE

Surveillance Techniques In an effort to minimize the performance management burden, simplified surveillance methods shall be used by the Government to evaluate the contractor performance when appropriate. The COR will use the following methods of surveillance:

· Random monitoring

· 100% Inspection

· Periodic Inspection

· Customer Survey

· User/Customer Complaints Customer Feedback The contractor is expected to establish and maintain professional communication between its employees and customers. The primary objective of this communication is customer satisfaction. Customer satisfaction is the most significant external indicator of the success and effectiveness of all services provided and can be measured through customer complaints.

Performance management drives the contractor to be customer focused through initially and internally addressing customer complaints and investigating the issues and/or problems but the customer always has the option to communicate complaints to the KO, as opposed to the contractor.

Customer complaints, to be considered valid, must set forth clearly and in writing the detailed nature of the complaint, must be signed, and must be forwarded to the COR. The COR will accept those customer complaints, investigate and work with the KO and the contractor to resolve the issue.

Acceptable Quality Levels The acceptable quality levels (AQLs) included in Table 1 for contractor performance are structured to allow the contractor to manage how the work is performed.

6.0 DOCUMENTING PERFORMANCE

Performance Management The COR shall maintain copies of all reports, evaluations, recommendations, and any actions related to contract performance in the COR file for this contract. All records shall be maintained for the life of this contract.

Monitoring System The Government’s QA surveillance will be reported using CPARS. CPARS evaluations shall be conducted on an annual basis.

7.0 ANYLYSIS OF QUALITY ASSURANCE ASSESSMENT

7.1 Determining Performance

The Government shall use the monitoring methods cited to determine whether the performance standards and AQLs have been met. If the contractor has not met the minimum requirements the contractor will receive a negative CPARS review.

7.2 Reviews and Resolutions

Upon review and signature of the CPAR the contractor will be notified and given the opportunity to review and comment to indicate concurrence/non-concurrence. If the contractor does not concur, the contracting officer shall review all relevant documentation and will work to resolve disagreements between the COR’s recommendations and the contractor’s comments/report regarding the evaluation. The contracting officer’s performance determination is unilateral and final. The contracting officer will document the determination and provide a copy to the contractor.

8.0 SURVEILLANCE OF PERFORMANCE STANDARDS

Table 1 provides standards that will be used to measure contractor performance. The contractor performance will be measured on an annual basis, at a minimum, by the Government and depending upon performance, the contractor will receive either a positive or negative CPARS rating. CPARS ratings are used for future source selection evaluations.

TABLE 1: PERFORMANCE STANDARDS

TABLE 2: PERFORMANCE STANDARDS