QASP_-_VT_Role_Player_Support.pdf

(Ver Jun 2014)

QUALITY ASSURANCE SURVEILLANCE PLAN (QASP)

The Vermont National Guard (VTNG) as host to Vigilant Guard 16-04 is tasked to develop and support training and exercise activities aimed at enhancing domestic contingency readiness. The VTNG will ensure these functions are integrated and complementary where appropriate. The VTNG will use role players to simulate realistic conditions encountered by National Guard responders in a natural disaster or domestic terrorism event. The use of role players is required to support regional training and exercises to enhance domestic contingency preparedness exercises and evaluations of CBRN Enhanced Response Force Package (CERFP), Homeland Response Force (HRF) and other CBRNE and Urban Search and Rescue (US&R) response capabilities.

The contractor will provide Program Management, Contractor’s Management Report, Provide EXEVAL and Collective Training Event Support—Casualty Role Players and Mannequin Support, and submit Close–out reports for each supported exercise.

Activity / Program Office: Vermont National Guard, USPFO for VT, (Attn: VT-PFO-PC), Bldg 3, 789 National Guard Road, Colchester, VT 05446-3099

Issued: May 24, 2016 ii

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

4.2 Customer Feedback

4.3 Acceptable Quality Levels

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: SAMPLE QUALITY ASSURANCE MONITORING FORM

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 Vermont Vigilant Guard 2016 Exercise Role Player Support. This plan sets forth the procedures and guidelines that the Vermont 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 Vermont 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 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 and in Attachment 1, “Performance Requirements Summary.” [Adjust the following sentences to reflect the instant acquisition.] If the contractor meets the required service or performance level, it will be paid the monthly amount agreed on in the contract. If the contractor exceeds the service or performance level, it is eligible to receive an incentive or award fee as stated in the contract. Failure to meet the required service or performance level will result in a deduction from the monthly amount.

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 (include those that apply)

Random monitoring, which shall be performed by the COR.

100% Inspection – Each month, the COR, shall review the generated documentation and enter summary results into the Surveillance Activity Checklist.

Periodic Inspection – COR typically performs the periodic inspection on a monthly basis.

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 CO or 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 COR. The COR will accept those customer complaints and investigate using the Quality Assurance Monitoring Form – Customer Complaint Investigation, identified in Attachment.

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 acceptable quality levels (AQLs) included in Attachment 1, Performance Requirements Summary Table, for contractor performance are structured to allow the contractor to manage how the work is performed while providing negative incentives for performance shortfalls. For certain critical activities the desired performance level is established at 100 percent. Other levels of performance are keyed to the relative importance of the task to the overall mission performance for Vermont Vigilant Guard 16.

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 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 Attachment 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 of a Green Rating 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 At the end of each month, the COR will prepare a written report for the Vermont National Guard Contracting Office summarizing the overall results of the quality assurance surveillance of the contractor’s performance. This written report, which includes the contractor’s submitted monthly report and the completed quality assurance monitoring forms (Attachment 2), 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 COR may require the contractor’s project manager, or a designated alternate, to meet with the CO and COR and other government IPT 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:

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

6.3.2 The QAR 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 KO.

ATTACHMENT 1: PERFORMANCE REQUIREMENTS SUMMARY

Performance Objective Standard Performanc e Threshold

Method of Surveillance

Task 1 Program Management

The contractor shall provide materials and services to accomplish all tasks outlined in this Performance Work Statement throughout the period of performance of the contract. The contractor shall prepare for, conduct, and participate in meetings and reviews when required or directed.

The contractor will schedule a “kick-off” meeting within 10 days of contract award.

The contractor shall resolve action items assigned to the contractor at these meetings

Contractor shall provide personnel rosters NLT 72 hrs before exercise start.

Contractor shall attend synchronization meetings

- Schedule and conduct a kick-off meeting within 10 days of contract award.

- Attend planning meetings, AAR briefing, and daily “hotwash” as required.

- Resolve action items assigned to the contractor at meetings.

- Provide reports, rosters, briefings and correspondence

- Develop safety & communications plans and provide applicable equipment

- Provide role player orientation and mandatory safety training prior to participation

98 % Compliance

Government Representative

Periodic Inspection

Task 2, Contractor’s Management Report:

The Contractor’s Monthly Status Report (MSR), indicates the progress of the work, status of the program and of the assigned tasks. This report shall include information relating to accomplishments, existing or potential problem areas and proposed action to resolve the problems. The contractor must include the MSR with each invoice submitted for payment thru Wide Area Work Flow (WAWF)

- Monthly Status Report (MSR)

- NLT 7 days into next month

- PDF, Electronically

- Submitted to COR

- Included with each invoice submitted for payment

100 %

100% Inspection

Task 3, Provide EXEVAL and Collective Training Event Support:

Task 3.1, Provide support for VT VG16 IAW PWS and associated Annexes.

• The contractor shall provide required support as listed IAW the performance standards.

• Attend planning meetings as required via teleconference.

Teleconference meetings may last

- Provide all support for EXEVAL and Collective Training Event

- The contractor shall provide required support as listed IAW the performance standards

- Ensure role players are properly moulaged, equipped, placed, & picked up after each event

- Properly moulaged and distribute mannequins for each event

- Provide continuous support up

95%

Periodic Inspection from 30 minutes to 1 hour.

• Training Locations: Camp

Johnson, 789 Vermont National Guard Road, Colchester, VT 05446-3099 and Camp Ethan Allen Training Site (CEATS), 113 Ethan Allen Road, Jericho, VT 05465

• Training will continue during inclement weather.

to 24 hours (shift/flexible work hours) when require

Task 4, Submit Close-Out Reports for each supported exercise.

• Format approved by

• Complete and acceptable to

- NLT 7 days after Period of Performance

- PDF, electronically

- One (1) copy

-Submitted to COR

100%

100% Inspection

Task 5, Contractor Manpower Reporting Application (CMRA).

The contractor shall report ALL contractor labor hours (including subcontractor labor hours) required for performance of services provided under this contract for the National Guard Bureau via a secure data collection site.

- Report captures all labor (including subcontractors)

- Report NLT October 31 of each calendar year

- Send questions to the help desk through appropriate CMR website http://www.ecmra.mil/

100%

100% Inspection

ATTACHMENT 2: SAMPLE QUALITY ASSURANCE

MONITORING FORM

SERVICE or STANDARD: VG-16 Role Player Support

SURVEY PERIOD:

SURVEILLANCE METHOD (Check):

Random Sampling 100% Inspection Periodic Inspection Customer Complaint

LEVEL OF SURVEILLANCE : Training Event

PERCENTAGE OF ITEMS SAMPLED DURING SURVEY PERIOD: ______ %

ANALYSIS OF RESULTS:

Observed Service Provider Performance Measurement Rate: ______%

Service Provider’s Performance (Circle):

Rating Description Green Yes, performance and technical specifications are being met at AQL.

Yellow

Yes, performance and technical specifications are currently being met at the minimum AQL, but the following service / deliverable needs contractor attention.

The Customer must identify what component of the deliverable and/or service requires attention.

Red

No, performance and technical specifications are not being met at AQL and the following service / deliverable needs immediate contractor resolution.

The Customer must identify what component of the deliverable and/or service is below the minimum AQL.

Narrative of Performance During Survey Period:

PREPARED BY: ___________________________________ DATE: _________________