QASP_-_Middletown_PA.pdf

QUALITY ASSURANCE SURVEILLANCE

PLAN (QASP)

193d SOW, Middletown, Pa. – Kitchen Personnel

Background:

The 193d SOW, Special Operations Force Support Squadron is tasked with providing food service to all base personnel. In light of this requirement and Air Force training requirements, the 193 SOW does not have the resources to handle Kitchen Personnel duties as they pertain to the Dining Facility and complete training required to meet the needs of the state of Pennsylvania and the Air Force.

Scope:

The contractor shall provide all personnel, supervision, and other services necessary to perform food service attendant services during specified dates at the 193D Special Operations Wing, Harrisburg International Airport, Middletown, Pennsylvania as defined in this Statement of Work (SOW). The contractor shall perform all the standards in the contract but not limited to, the following: Cleaning facilities, cleaning floors, equipment, pots, pans, other cookware, trash cans and utensils; removing trash and cardboard from the facility to the designated locations; cleaning the dining area including tables;

handling supplies and equipment; and maintaining quality control.

TABLE OF CONTENTS

1 INTRODUCTION

1.1 Purpose

1.2 Performance Management Approach

1.3 Performance Management Strategy

2 ROLES AND RESPONSIBILITIES

2.1 The Contracting Officer

2.2 The Contracting Officer’s Technical Representative .................. Error! Bookmark not defined.

3 IDENTIFICATION OF REQUIRED PERFORMANCE STANDARDS/QUALITY LEVELS

4 METHODOLOGIES TO MONITOR PERFORMANCE

4.1 Surveillance Techniques

5 QUALITY ASSURANCE DOCUMENTATION

5.1 The Performance Management Feedback Loop

5.2 Monitoring Forms

6 ANALYSIS OF QUALITY ASSURANCE ASSESSMENT

6.1 Determining Performance

6.2 Reporting

6.3 Reviews and Resolution

ATTACHMENT 1: PERFORMANCE REQUIREMENTS SUMMARY

ATTACHMENT 2: QUALITY ASSURANCE MONITORING FORM

ATTACHMENT 3: QUALITY ASSURANCE SURVEILLANCE PLAN ………………………………….8

QUALITY ASSURANCE SURVEILLANCE PLAN

(QASP)

1 INTRODUCTION

This quality assurance surveillance plan (QASP) is pursuant to the requirements listed in the Statement of Work (SOW), for the193d SOW, Middletown, PA-Kitchen Personnel. This plan sets forth the procedures and guidelines the 193d Special Operations Force Support Squadron COR 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 SOW and the contractor’s quality control plan (QCP) if applicable, 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 193d SOFSS 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.

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 SOW. 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 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 193D Special Operations Force Support Squadron, contracting officer's representative (COR), and the contractor.

The CO will designate one full-time COR 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.

3 IDENTIFICATION OF REQUIRED PERFORMANCE STANDARDS/QUALITY LEVELS

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

4 METHODOLOGIES TO MONITOR PERFORMANCE

4.1 Surveillance Techniques

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 designated inspector.

The COR shall review the generated documentation and enter summary results into the Surveillance Activity Checklist.

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 SOW and are assessed using the performance monitoring techniques shown in Attachment 1.

5.2 Monitoring Forms

The government’s QA surveillance, accomplished by the COR, will be reported using the monitoring forms in Attachments 2. The forms, 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.

5.2.1 The COR, will retain a copy of all completed QA surveillance forms.

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 and by what date it intends to bring performance up to the required levels.

6.2 Reporting

6.2.1 The COR will prepare a written report for the CO, summarizing the overall results of the quality assurance surveillance of the contractor’s performance. 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 COR, may require the contractor’s project manager, or a designated alternate, to meet with other government personnel as deemed necessary to discuss performance evaluation. The COR, 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, as often as required or per the contractor’s request. The agenda of the reviews may include:

Issues and concerns of both parties

Recommendations for improved efficiency and/or effectiveness

Issues arising from the performance monitoring processes

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 Contracting Officer.

ATTACHMENT 1: PERFORMANCE REQUIREMENTS SUMMARY

Required Services (Tasks)

Acceptable Quality Levels

Methods of Surveillance

Incentive (Positive and/or

Negative) (Impact on Contractor Payments)

1. Uniform requirements met (uniform, shoes, name tags)

2. Serv Safe certification current for all personnel

3. All securities measures are met by the contractor (personal, physical, background checks)

4. Utensils, silverware, trays and drinking glasses kept stocked throughout meal period ensuring zero customer waiting

5. All floors swept and mopped daily

6. Dining room is clean and free of debris on tables and floors.

7. Pots and pans are free of food particles, grease and are returned for use quickly.

8. Spills cleaned up in 4 minutes or less

100%

Random Inspection

Annual Inspection

Annual observations/First day of employment

Daily observations

Observed at occurance

1st Offense Verbal Warning 2nd Offense Written Warning 3rd Offense Contact with parent Company

Notification of course date is acceptable correction

Security Forces protocol, removal from the base

ATTACHMENT 2: QUALITY ASSURANCE MONITORING FORM

SERVICE:

SURVEY PERIOD:

SURVEILLANCE METHOD (Check):

Random Sampling 100% Inspection Periodic Inspection Customer Complaint

LEVEL OF SURVEILLANCE (Check):

Monthly Quarterly As needed

PERCENTAGE OF ITEMS SAMPLED DURING SURVEY PERIOD: %

ANALYSIS OF RESULTS:

Observed Service Provider Performance Measurement Rate: %

Service Provider’s Performance (Check): Meets Standards

Does Not Meet Standards

Narrative of Performance During Survey Period:

PREPARED BY: DATE:

Attachment 3: Kitchen Personnel Quality Assurance Checklist

This checklist is to be completed by the Quality Assurance representative from the 193 SOFSS at the end of each day during the RSD weekend prior to the contractors leaving work for the day.

TASK Yes/No

1. Contract supervisor provided names of attendant working the RSD in writing/email?

2. Attendants meet uniform requirements. (i.e. Nametags, head covers, etc.)

3. Attendants have a copy of SERV SAFE certificate on file?

4. Attendants meet sanitary standards? (i.e. nails, hats, facial hair, tobacco and gum use)

5. All utensils, silverware, trays, glasses kept stocked. No customer wait time.

6. Dining room tables and seats are cleaned at the beginning and end of the day.

7. Food and beverage spills are cleaned within 4 mins.

8. Tableware and trays are cleaned and sanitized to meet requirements.

9. All glass and stainless steel are clean and free from streaking.

10. All sinks are clean and sanitized.

11. Dishes pass random inspections for cleanliness.

12. The methods for sanitizing kitchen utensils and equipment were followed and passed random inspections.

13. The kitchen and dining area floors have been swept and mopped.

14. Tables, chairs and all equipment have been returned to proper locations. (Sunday only)

15. All garbage and cardboard are removed from the facility and placed in appropriate dumpsters.

16. Walk-ins have been swept and mopped.

17. Quarterly (Jan, April, July and Oct) hood screens are replaced.

18. The grease traps are cleaned out.

19. Utility closet is cleaned and neatly arranged.

20. Mops are hung up to dry.

21. Mop buckets emptied and placed in closet to dry.

22. Rubber mats are cleaned, picked up and placed on rack to dry.