SEP_2018_Force_Protection_PWS.pdf

Maryland Army National Guard Special Operations Detachment -

OTAN/NATO

PERFORMANCE WORK

STATEMENT

SPECIAL OPERATIONS

DETACHMENT FORCE /58TH

TROOP COMMAND

PROTECTION TRAINING

RFQ NUMBER : W912K6-18-Q-0056

Produced by the

Maryland Army National Guard USP & FO for Maryland 301 Old Bay Lane Havre de Grace, Maryland 21078

Special Operations Detachment Force Protection Training

CONTENTS

1.0 General.........................................................................................4.

1.1 Background...................................................................................4.

1.2 Scope............................................................................................4.

1.3 Periods of Performance………………………………………………4.

2.0 General Conditions………………………………………….……...4-6.

3.0 Service Acceptance…………………………………………………...6.

Attachments

Appendix-A; Quality Assurance Surveillance Plan (QASP)

1.0 General:

The purpose of this solicitation is to award a single Firm-Fixed Price contract for Maryland Army Nationall Guard (the Customer). The Contractor shall furnish services as specified below.

1.1 Background:

The Special Operations Detachment and the 58th Troop of the Maryland National Guard have a requirements for specialized force protection training.

1.2 Scope:

The contractor shall provide all personnel, equipment, tools, materials, supervision, and quality control necessary, except as specified in Paragraph 2.3 as Government Furnished, to perform Force Protection Training Services, as defined in this PWS.

1.3 Period of Performance:

a. The period of performance shall be September 10 thru September 15, 2018 for the Special Operations Detachment Force and September 17 thru September 22, 2018 for the 58th Troop Command. . All services shall be provided on the date’s specified, or alternate dates proposed by the Contractor and approved in writing by the Customer. Re-scheduling the service will only be authorized with prior written consent of Contracting Officer.

. b. The training will consist of: Evasive Driving Course (two days); Pistol/Carbine training (two days); Off Road Driving Course (one day); Counter Surveillance Training (one day). The Contractor will organize the number of people and schedule to fit the training in the specified dates, and submit the training plan to the Customer in conjunction with written quote for approval.

c. Within the POP, the Contractor shall provide the service specified under paragraph

2 of this PWS on dates coordinated with the Customer. The Customer will submit in writing a request for the service and provide requested dates for the service.

2.0 General Conditions:

2.1. The Contractor will provide the services detailed below. The service location must be within 120 miles driving distance of zip code 21204, Towson, MD. For the purpose of this service, a “day” of training will consist of 8 hours of training and one hour for lunch.

2.2. The Contractor must have documented past performance of successful similar training events for U.S. Army Infantry and Special Operations units, and must provide documentation to support this with their proposal. The Contractor shall also provide (3) references for agencies or organizations that the Contractor has provided similar training for in the last 36 months.

2.3. The Contractor shall provide all facilities, instructors, equipment to conduct the specified training to include all vehicles and ammunition (Ammunition required will be 5.56mm NATO and 9mm NATO), with the following exceptions: Customer will provide the following Government Furnished Equipment: weapons, personal equipment (holsters, magazines, chest rigs, personal protective equipment, and weapons cleaning equipment), lodging, and meals for personnel attending the training. Contractor will provide all other necessary vehicles, facilities, equipment and personnel. Training instructors will have sufficient background and qualifications for training provided Contractor will provide a GSA approved container to store weapons during the periods of performance.

2.4. Contractor shall provide two consecutive days of training for a maximum of 45 members of the Special Force Detachment and 15 members of the 58th Troop Command personnel on tactical driving procedures. The training will consist of:

advanced driving control; backing “Y” and “J” turns; driver down drills; straight line driving; close proximity driving; PIT technique; barricade breaching; car shooting demonstration; IED vehicle search; attack recognition; barricade confrontations;

convoy operations; IED attack scenarios, and react to contact. The Contractor shall provide training to familiarize the students on fully armored vehicles, sport utility vehicles, and other high center-of-gravity vehicles to show the capabilities and limitations of these types of vehicles. Training will be both classroom and practical, with the majority of training consisting of practical training in vehicles on a closed course. Contractor will provide all vehicles, instructors, driving track, and all necessary safety and other requirements to conduct training. Customer will provide personnel. Maximum instructor to student ratio will be 1:3.

2.5. Contractor shall provide two consecutive days of training for a maximum of 45 members of the Special Force Detachment and 15 members of the 58th Troop Command personnel on advanced pistol/carbine techniques. The training will focus on basic fundamentals of marksmanship and weapons manipulation for both weapon systems as well as advanced drills emphasizing tactical awareness, individual and team fire and maneuver, and practical application of challenging drills. The training will be primarily practical training on Contractor provided firing range. Contractor will provide firing range, all necessary ammunition, instructors, and all safety and other requirements to conduct training. Customer will provide personnel, weapons, personal protective equipment, and personal equipment to include weapons magazines and load-carrying equipment. Maximum instructor to student ratio will be 1:8.

2.6. Contractor shall provide one day of training for a maximum of 45 members of the

Special Force Detachment and 15 members of the 58th Troop Command personnel on off-road driving procedures. The training will consist of: advanced driving control on unimproved roads; vehicle recovery; obstacle negotiating during hours of limited visibility; utilization of 4x4 vehicles on cross-country terrain; and driver down drills. Training will be both classroom and practical, with the majority of training consisting of practical training in vehicles on a closed course. Contractor will provide all vehicles, instructors, off-road course, and all necessary safety and other requirements to conduct training. Customer will provide personnel. Maximum instructor to student ratio will be 1:3.

2.7 Contractor shall provide one day of training for a maximum of 45 members of the Special Force Detachment and 15 members of the 58th Troop Command personnel on counter-surveillance and anti-terrorism procedures. The training will consist of terrorist operations & surveillance detection; past terrorist/criminal attacks, lessons learned, route analysis and surveillance detection and mitigation. Maximum instructor to student ratio will be 1:15.

2.8 Post Award Conference/Periodic Progress Meetings: The Contractor agrees to Attend (in person or via teleconference) any post award conference convened by the Contracting Officer in accordance with Federal Acquisition Regulations Subpart 42.5. The Contracting Officer, Contracting Officer’s Representative, and other Government personnel, as appropriate, may meet periodically with the contractor to review the contactor’s performance. At these meetings, the Contacting Officer will apprise the contractor of how the Government views the contractor’s performance and the contractor shall apprise the Government of problems, if any, being experienced. The contractor shall resolve outstanding issues raised by the Government. Contractor attendance at these meetings shall be at no additional cost to the Government.

2.9 Contract Manager: The Contractor shall designate a Contract Manager who shall ensure performance under this contract. The name of this person, and an alternate who shall act for the Contractor when the Contract Manager is absent, shall be designated in writing to the Contracting Officer. The Contract Manager or alternate shall have full authority to act for the Contractor on all contract matters relating to daily operation of this contract. The Contract Manager shall work through the Contracting Officer Representative, (or the Contracting Officer if a Contracting Officer Representative is not assigned), to resolve issues, receive technical instructions, and ensure adequate performance of services. The Contract Manager shall ensure that contractor employees do not perform any Services outside the scope of the contract without an official modification issued by the Contracting Officer. The Contract Manager shall ensure contractor employees understand that services performed outside the scope of the contract are performed wholly at the expense of the Contractor.

3.0 Service Acceptance:

3.1. The Customer will review and approve in writing the Contractor’s training plan prior to the contract being accepted. After the service has been provided, the Customer will certify in writing that the services were provided as agreed.

APPENDIX-A

QUALITY ASSURANCE SURVEILLANCE PLAN (QASP)

FORCE PROTECTION TRAINING

FOR

THE MARYLAND ARMY NATIONAL GUARD

TABLE OF CONTENTS

1 INTRODUCTION…………………………………………………………………..…….8

1.1 Purpose……………………………………………………………..………………8

1.2 Performance Management Approach……….……….………….……………….8

1.3 Performance Management Strategy……….………….…………………………9

2 ROLES AND

RESPONSIBILITIES………………………………………..…………………………...9

2.1 The Contracting Officer……………………………………….……………….…..9

2.2 The Contracting Officer’s Technical Representative…………….………….….9

3 IDENTIFICATION OF REQUIRED PERFORMANCE STANDARDS/QUALITY

LEVELS………………………………………………………………..………….…

4 METHODOLOGIES TO MONITOR PERFORMANCE……………….….………….10

4.1 Surveillance Techniques…………………………………………..….………..…10

4.2 Customer

Feedback………………………………………………….……………….…….…10

4.3 Acceptable Quality Levels………………………………………..……………….11

5 QUALITY ASSURANCE DOCUMENTATION……………………………….………11

5.1 The Performance Management Feedback Loop…..……….……………….…11

6 ANALYSIS OF QUALITY ASSURANCE ASSESSMENT………………………….11

6.1 Determining Performance………….………………………….…..………….….11

6.2 Reporting………………………………………………………..……….…….…..12

6.3 Reviews and Resolution………………………………………...……….……….12

QUALITY ASSURANCE SURVEILLANCE PLAN

(QASP)

1 INTRODUCTION

This quality assurance surveillance plan (QASP) is pursuant to the requirements listed in the performance work statement (PWS) entitled Special Operations Detachment/58th Troop Command Force Protection Training, dated MAY 2018.

This plan sets forth the procedures and guidelines the Maryland National Guard will use in ensuring the required performance standards or services levels are achieved by the contractor.

1.1 PURPOSE

1.1.1 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 identified in the PWS and the contractor’s quality control plan (QCP), and to ensure that the government pays only for the level of services received.

1.1.2 This QASP defines the roles and responsibilities of all members of the integrated project team (IPT), 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

1.2.1 The PWS 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 the Maryland National Guard to monitor and manage the contractor’s performance to ensure the expected outcomes or performance objectives communicated in the PWS 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.

1.2.2 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. A 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 contract as long as the critical outcomes expected are being achieved and/or the desired performance levels are being met.

1.3 PERFORMANCE MANAGEMENT STRATEGY

1.3.1 The contractor is responsible for the quality of all work performed. The contractor measures that quality through the contractor’s own quality control (QC) program. QC 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’s QCP will set forth the staffing and procedures for self-inspecting the quality, timeliness, responsiveness, customer satisfaction, and other performance requirements in the PWS. 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 QCP will set forth the staffing and procedures for self-inspecting the quality, timeliness, responsiveness, customer satisfaction, and other performance requirements in the PWS. This QASP enables the government to take advantage of the contractor’s QC program.

1.3.2 The government representative(s) will monitor performance and review performance reports furnished by the contractor to determine how the contractor is performing against communicated performance objectives. The government will make determination regarding incentives based on performance measurement metric data and notify the contractor of those decisions. The contractor will be responsible for making required changes in processes and practices to ensure performance is managed effectively.

2 ROLES AND RESPONSIBILITIES

2.1 THE CONTRACTING OFFICER

The contracting officer (CO) is responsible for monitoring contract compliance, contract administration, and cost control and for resolving any differences between the observations documented by the Contracting Officer’s Technical Representative (COTR) and the contractor. The CO will designate one full-time COTR as the government authority for performance management. The number of additional representatives serving as technical inspectors depends on the complexity of the services measured, as well as the contractor’s performance, and must be identified and designated by the CO.

2.2 THE CONTRACTING OFFICER’S TECHNICAL

REPRESENTATIVE

The contracting officer’s technical representative (COTR) is designated in writing by the CO to act as his or her authorized representative to assist in administering a contract. COTR limitations are contained in the written appointment letter. The COTR is responsible for technical administration of the project and ensures proper government surveillance of the contractor’s performance. The COTR 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 CO for action. The COTR will have the responsibility for completing 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.

3 IDENTIFICATION OF REQUIRED PERFORMANCE

STANDARDS/QUALITY LEVELS

The required performance standards and/or quality levels are included in the PWS.

If the contractor meets the required service or performance level, it will be paid the amount agreed on in the contract.

4 METHODOLOGIES TO MONITOR PERFORMANCE

4.1 SURVEILLANCE TECHNIQUES

The COTR will designate (3) Subject Matter Experts (SME) per 15 students. The SME’s will be monitoring the service throughout the period of service, utilizing at least one designated Subject Matter Expert (SME) per event who will participate in the provided training.

4.2 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 COTR/COR, 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 COTR/COR. The COTR/COR will accept those customer complaints and investigate the complaint, providing a written response to the COR of their findings and measures being taken to correct the deficiency.

Customer feedback may also be obtained either from the results of formal customer satisfaction surveys or from random customer complaints.

4.3 ACCEPTABLE QUALITY LEVELS

The SME’s participating in the training will provide immediate feedback to the contractor if they determine that an Acceptable Quality Level is not being achieved.

5 QUALITY ASSURANCE DOCUMENTATION

5.1 THE PERFORMANCE MANAGEMENT FEEDBACK LOOP

The performance management feedback loop begins with the communication of expected outcomes. Performance standards are expressed in the PWS and are assessed by the SME’s during the conduct of the training.

6 ANALYSIS OF QUALITY ASSURANCE ASSESSMENT

6.1 DETERMINING PERFORMANCE

6.1.1 Government shall use the monitoring methods cited to determine whether the performance standards/service levels/AQLs have been met. If the contractor has not met the minimum requirements, it may be asked to develop a corrective action plan to show how it intends to bring performance up to the required levels.

6.2 REPORTING

6.2.1 At the end of each period of performance, the COTR will prepare a written report for the COR summarizing the overall results of the quality assurance surveillance of the contractor’s performance. This written report will become part of the QA documentation. It will enable the government to demonstrate whether the contractor is meeting the stated objectives and/or performance standards, including cost/technical/scheduling objectives.

6.3 REVIEWS AND RESOLUTION

6.3.1 The COTR may require the contractor’s project manager, or a designated alternate, to meet with the CO and/or COR and other government IPT personnel as deemed necessary to discuss performance evaluation. The agenda of the review may include:

➢ Issues and concerns of both parties

➢ Projected outlook for future services

➢ Recommendations for improved efficiency and/or effectiveness

6.3.2 The COR must coordinate and communicate with the contractor to resolve issues and concerns regarding marginal or unacceptable performance.

6.3.3 The COR and contractor should jointly formulate tactical and long-term courses of action. Decisions regarding changes to metrics, thresholds, or service levels should be clearly documented. Changes to service levels, procedures, and metrics will be incorporated as a contract modification at the convenience of the

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