Attachment2_QASP.pdf

QUALITY ASSURANCE SURVEILLANCE PLAN

8.0 Background: The Vermont Veterans Outreach Program functions to identify Veterans and their families in need of assistance, initiates support plans if requested and works with the Veteran and their family to educate and connect them with existing programs (national, state and local) that can assist them with their needs for medical care and/or services. This program does not replace functions performed by service or benefit organizations, but is designed to assist Veterans in identifying their support requirements and matching and connecting them with organizations that can meet their needs.

8.1.1 There is a requirement to manage all aspects of the development and management of Outreach program processes, materials, events, training and tracking and reporting. There is also a requirement to perform data / trend analysis on data gathered from Outreach with program clients and sources of potential community service providers for use in developing recommendations on improvements to processes, and evaluating effectiveness of programs. Special focus is on the well-being of all era Veterans (WWII thru current conflicts) who have deployed. The outcome is to measure the veterans’ progress with reintegration, as well as to provide information on professional community services that have capabilities and support available for assistance. All plans, reports, training materials and program handouts shall be reviewed and approved by the VTNG State Family Program Director or designated Government Official prior to release / use.

8.1.2 Emphasis should be given to Design, Identify, develop and assess the needs of Veterans who reside in Vermont’s metro and rural counties by using such means necessary to articulate, design and develop an Outreach Program to meet those needs; identify military and veteran service organizations as well as other federal resources available, with removal of barriers, to meet the needs of the Veterans and improve their quality of life.

8.1.3 The veterans who reside in Vermont span conflicts from WWII to Afghanistan/Iraq to peacetime.

Vermont currently has approximately 48,600 veterans enrolled in the Veterans Administration system.

According to the U.S. Census Bureau, Vermont is designated 65% rural and coincidentally, 64% of the enrolled Vermont VA veterans live in rurally designated areas. Vermont’s white, non-Hispanic poverty level is at 9.6%; rural veterans are more white and less racially diverse, less educated, more disabled, less employed, and their median personal income is $34848 in rural areas.

8.1.4 Statistics provided by the Veterans Administration of enrolled veterans places veterans in all 14 Vermont counties with the highest concentration in Chittenden, Windsor, Rutland and Washington Counties. Chittenden County alone has close to 10,000 veterans residing in this only truly metro county.

Chittenden County has a cost of living-which takes into account grocery, housing, utilities, transportation-of 115.9 (a number below 100 would make Chittenden County cheaper than the US average). A snapshot of average number of Vermont Veterans Outreach (VVO) cases was 47 for Chittenden County. Given the financial realities of this county, the contractor shall staff this county sufficiently to meet the challenging needs of this population.

8.1.5 Rutland, Washington, Windsor has 5324, 4762, and 4589 respectively, veterans enrolled in the VA, residing in these counties. In 2014, a snapshot of the number of VVO cases averaged 30, 108, and 16 respectively in these counties. All three of these counties are rural with a decrease in their population numbers over the last 5 years which affects the services and economies of scale available to our veterans. Outside of Chittenden County, all other counties are considered rural in regards to daily commuting requirements and do not have an infrastructure in place to meet the transportation needs of our veterans. The contractor shall have adequate staffing to help identify all community resources available to Veterans within their assigned geographical area which may be used by these individuals to meet their transportation needs. With a third of jobs located in and around Chittenden County, our veterans are having to travel further to earn a living.

8.1.6 Franklin County, located in the Northwest part of Vermont has close to 4000 veterans enrolled in the VA, with a total population of 48,799.The average VVO caseload for Franklin county was 66. Bennington County, located in the Southwest part of the state has 3527 enrolled veterans and a population of 36,317 and an average caseload of 12 cases per month. Franklin County is considered a “metro/urban cluster “county whereas Bennington County has experienced a 2.2% decrease in population in the last 5 years due to migration and an aging population. Bennington borders New York and Massachusetts and there is a population of VTNG veterans who utilize the VVO program for services. Decreases in population affect the services available to our veterans as well as employment and educational opportunities; these veterans must travel to receive services they are eligible for.

8.1.7 Windham County has over 3400 VA enrolled veterans and is located in the Southeast part of the state. The VVO caseload for this county was 18. This county also borders New Hampshire and Massachusetts whereby a population of the VTNG veterans reside. Windham County’s 2015 population was at 43,386 and like 9 other counties, experienced a 2.5% drop in population. Contractor shall provide “boots on the ground” to connect to veterans and their families where they live.

8.1.8 Addison, Orleans, Orange, and Caledonia counties’ veteran population identified ranges from 2300- 2600. The average VVO caseloads for these counties was: Addison-15, Orleans-4, Orange-14, and Caledonia-8.These counties all share rural characteristics whereby residents of rural communities do not have easy access to infrastructure within their daily living-such as public transportation, health care, government agencies as well as recreational and entertainment outlets. More than 24% of all Veteran population today reside in rural areas compared to 18.6% of the civilian population.

8.1.9 The VA enrolled veterans in Lamoille County is 1959, average VVO caseload of 11. These counties reflect the rural nature of Vermont as the above counties. Lamoille county residents, due to the lack of industry and employers in this county requires 52.2% share of employees to travel to other counties, primarily Chittenden County, for work. Essex County has 756 and Grand Isle has 678 VA enrolled veterans residing in their counties. Grand Isle and Essex average 1 VVO case each. Grand Isle borders Canada at the furthest Northwestern corner of the state and Essex also borders Canada, but from the most Northeastern corner of the state. For Essex County, only 16.6% of the people in the job market actually work in Essex County. The bulk travel to New Hampshire or down to Caledonia County to work.

Besides Essex County, Grand Isle is the most remote county in Vermont and makes up 5 islands (South Hero, Grand Isle, North Hero, Alburg and Isle LaMotte). Grand Isle is connected to the Vermont main land by the Sand bar Causeway constructed in 1933. A lack of industry in both of these corners requires residents to travel for work, health care and services.

8.1.10 With 48,600 veterans identified residing in Vermont (enrolled in the VA system) and veterans yet to be identified, there is a requirement to collect, evaluate, and analyze data received to identify trends and recommend program processes to improve the lives of Vermont veterans and their families; data collected shall be meaningful to provide the highest standard of service to clients.

8.1.11 The Veterans Affairs Medical Center is located at White River Junction in Windsor County.

Windsor County has the 4th highest number of enrolled veterans in the VA system for Vermont and has a population of 55,737 as of 2015. The Veteran population today resides in rural areas at a higher level than the civilian population and rural veterans represent 34% of the total enrolled veteran population in VA health care system. As with other counties, Windsor residents must travel elsewhere for employment.

Only 42.8% of Windsor County residents work in Windsor County, 20.1% travel to Grafton County, NH for employment. A higher percentage of veterans in rural areas reported having at least one disability compared with veterans in urban areas. The contractor shall provide liaison services between Veterans, their family members and the Veterans Administration Medical System (VA Medical System) upon request by the Veteran and family members residing in both rural and metro counties of Vermont regarding medical and/or benefit issues and claims.

8.1.12 Outreach events provide the opportunity to bring community and unit awareness of the VVO program to all rural and metro counties served and to develop relationships with military/community service providers and Veterans.

8.1.13 Provide data analysis regarding the generational/conflict distinctions of veterans from various conflicts-Vermont’s largest veteran population enrolled in the VA is from the Vietnam era to determine values that are meaningful; contractor shall provide relevant services that will allow Vermont veterans accessibility to medical services, veterans benefits, and veterans service organizations who could provide support and maintain connectivity with family members or other peer support.

8.1.14 Peer support can combat the isolation and fear veterans exacerbated by surroundings that are rural in nature. Peer to peer supporters, when possible, shall be veterans as shared experiences can help veterans move through crises to a more independent, self-sufficient life.

8.2 Purpose: This Quality Assurance Surveillance Plan is a government-developed document used to determine if the contractor’s performance meets the performance standards contained in the contract.

The QASP establishes procedures on how this assessment/inspection process will be conducted. It provides the detailed process for a continuous oversight process:

- What will be monitored

- How monitoring will take place

- Who will conduct the monitoring

- How monitoring efforts and results will be documented

8.2.1 The contractor is responsible for implementing and delivering performance that meets contract standards using its Quality Control Plan. The QASP provides the structure for the government’s surveillance of the contractor’s performance to assure that it meets contract standards. It is the government’s responsibility to be objective, fair and consistent in evaluating contractor performance.

8.2.2 The QASP is not part of the contract nor is it intended to duplicate the contractor’s quality control plan. This QASP is a living document. Flexibility in the QASP is required to allow for an increase or decrease in the level of surveillance necessary based on contractor performance.

8.2.3 The government may provide a copy of the QASP to the contractor to facilitate open communication. In addition, the QASP should recognize that unforeseen or uncontrollable circumstances might occur that are outside the control of the contractor.

8.2.4 Bottom line, the QASP should ensure early identification and resolution of performance issues to minimize impact on mission performance.

8.2.5 Authority. Authority for issuance of this QASP is provided under Part 46 of the Federal Acquisition Regulation, Inspection of Services clauses, which provide for inspection, acceptance and documentation of the service called for in the contract or order. This acceptance is to be executed by the contracting officer or a duly authorized representative.

8.2.6 Roles and Responsibilities. The following personnel shall oversee and coordinate surveillance activities.

8.2.6.1 Program/Project Manager (PM) – The PM (if the individual’s supervisor) nominates (or request the individual’s supervisory nominate the COR using VCE-COR or as directed by the Contracting Officer based upon the dollar value of the action. The PM/Supervisor ensures the COR meets all COR training requirements outlined by the Contracting Office for the action before taking action regarding the nomination of the COR. The contract shall not be awarded until a qualified COR is appointed in writing by the Contracting Officer. The PM/Supervisor is not authorized to perform any COR duties but provides support to help the COR properly provide the necessary federal government oversight needed. The PM/Supervisor is required to include the performance of the COR in the COR/s annual performance rating. While the PM may serve as a direct conduit to provide Government guidance and feedback to thru the COR to the Contractor on technical matters, they are not empowered to make any contractual commitments or any contract changes on the government’s behalf. It is highly recommended the PM/Supervisor also nominate an alternate COR.

Assigned PM: LTC Gregory C. Knight, G1 Organization or Agency: NGVT – G1 Telephone: (802) 338-3130 Email: Gregory.c.knight.mil@mail.mil

8.2.6.2 Contracting Officer (KO) – The KO shall ensure performance of all necessary actions for effective contracting, ensure compliance with the contract terms, and shall safeguard the interests of the United States in the contractual relationship. The KO shall also ensure the contractor receives impartial, fair, and equitable treatment under this contract. Determine the final assessment of the contractor’s performance.

Assigned KO: LTC Joyce L. Merrill Organization or Agency: NGVT - USPFO Telephone: (802) 338-3190

8.2.6.3 Contracting Officer’s Representative (COR) The COR is responsible for providing continuous technical oversight of the contractor’s performance. The COR uses the QASP to conduct the oversight/surveillance process. The COR shall keep a Quality Assurance file that accurately documents the contractor’s actual performance. If required to use DOD COR Tool by the Contracting Officer, the COR will always make sure these records are accurately and timely uploaded to the DOD COR Tool system. The purpose is to ensure the contractor meets the performance standards contained in the contract. The COR is responsible for reporting early identification of performance problems to the KO.

The COR is required to provide an annual performance assessment (or more frequently as directed by the Contracting Officer) to the KO which will be used in documenting past performance. The QASP is the primary tool for documenting contractor performance. The COR is not empowered to make any contractual commitments or to authorize any contractual change on the Government’s behalf. The COR shall meet with the KO periodically as directed (usually monthly or quarterly at a minimum) to discuss the CORs performance. These meeting are in addition to the progress and similar type meeting involving at a minimum the contractor, COR and KO. The COR and alternate as applicable should communicate frequently to ensure both are aware of the current on-going oversight status and contract performance status.

Assigned COR: LTC David C. Leonard, State Family Programs Director Organization or Agency: NGVT – Family Programs

Telephone: (802) 338-3391 Email: david.c.leonard3.mil@mail.mil

8.2.6.4 Contractor Representatives (STATE: Titles provided may vary – adjust after award);

The following employees of the contractor serve as the contractor’s Program Manager and Task Manager for this contract. (Complete this section after the contract award)

2.5.1 Program Manager - <upon award, enter name>

Telephone: <enter number> Email: <enter address>

2.5.2 Task Manager - <upon award, enter name>

2.5.3 Other Key Contract Personnel - <upon award, enter name or delete these lines if not applicable> Title: <enter title>

8.3. Government Contract Surveillance. The goal of the QASP is to ensure contractor performance is effectively monitored and documented. The COR is responsible for maintaining quality assurance surveillance for the federal government. The COR will ensure monthly quality assurance inspections are accomplished accurately and timely. All records shall be uploaded to DOD CORT as applicable.

8.3.1 The Surveillance Matrix (Attachment 1) is the list of performance objectives and standards that must be performed by the government. This matrix details the method of surveillance the COR will use to validate and inspect these performance elements. Inspection of each element will be documented in the COR file.

8.3.2 Performance Rating Definitions. In evaluating the quality of contractor’s performance, the following performance ratings may be used.

Performance

Rating

Criteria

8.3.2.1 Performance objectives define the desired outcomes. Performance Standards define the level of service required under the contract to successfully meet the performance objective. The inspection methodology defines how, when, and what will be assessed in measuring performance. The Government performs surveillance, using this QASP, to determine the quality of the contractor’s performance as it relates to the performance element standards.

8.4.2 Corrective Action Report (CAR) (See attachment 2). Used to identify, document and resolve issues or performance concerns/failures.

8.4.3 Customer Complaint Form (See attachment 3)

Provides a format for customers who are supported by the contractor to report on the contractor’s performance. CORs should use this as method to become aware of issues but these forms are not to be used to evaluate the contractor unless complaint is valid and applicable to the contract (consult with Contracting Office if there are any questions).

8.4.4 Performance Assessment Report. For use by the COR to report the period (monthly or as directed by the KO) assessments of the contract performance.

Excellent / Outstanding

Performance meets contractual requirements and exceeds many to the government’s benefits. The contractual performance of the element or sub-element being assessed was accomplished with no problems and contractor actions were highly effective.

Very Good Performance meets contractual requirements and exceeds some to the government benefits. The contractual performance was accomplished with few minor problems for which corrective actions taken by the contractor were effective.

Good Performance meets contractual requirements. The contractual performance contains some minor problems for which corrective actions taken by the contractor were satisfactory.

Marginal Performance does not meet some contractual requirements. The contractual performance reflects a serious problem for which the contractor has not yet identified corrective actions. The contractor’s proposed actions appear 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 contains serious problem(s) for which the contractor’s corrective actions appear or were ineffective.

ATTACHMENT 1 Service Delivery Summary Matrix

PWS Task Performance Standard

Acceptable Quality Levels

(AQL)

Surveillance Method / By Whom

Vendor Quality Control Plan

1.3.4.3

Quality Control Plan Final copy received within 30 days of contract award

Ensures contractor will maintain a high quality standard for completing the requirements of the contract

Observation/COR

Outreach Program Development

5.3, 5.3.1, 5.3.2, 5.3.4, 5.3.8, Outline

Continuity Program

Case Record Review Program

Plan ensures contractor approach provides effective support & coverage of all Vermont Counties

Completed within 9 months of contract start date

Completed within 2 months of contract performance start

No gaps in support or coverage 100% of the time

No late instances

Same as above

Observation / COR

Management

5.3.3, 5.3.5, 5.3.6, 5.3.7, 5.3.9, 5.3.10, 5.3.11, 5.3.12, Direct and manage VVO operations

Facilitate triage coverage of all situation reports

VVO functions managed daily to ensure continuity of program services to

Veterans

Timeliness of response effectively supported based on criticality of request

No gaps in support or coverage 100% of the time

No gaps in support or coverage 95% of the time

100% / State Family Program Director

Veteran Outreach

5.4, 5.4.1, 5.4.2, 5.4.3, 5.4.4, 5.4.5, 5.4.6,5.4.7, 5.4.8

Veteran Outreach

Confidentiality & HIPPA

Identify and provide veterans with resources and services required to improve quality of life

Confidentiality &

HIPPA

requirements maintained

No more than three client complaints a month

No errors due to contractor action or inaction

Automated and manual surveys /

COR

Community Capacity Building

5.5, 5.5.1, 5.5.2, 5.5.3, 5.5.4, 5.5.5, 5.5.6, 5.5.7

Resource development & education

Information provided is relevant, accurate with no misrepresentations of information

No more than 2 missed events per quarter

Periodic / COR

Outreach Training

5.6, 5.6.1, 5.6.2, 5.6.3, 5.6.4, 5.6.5, 5.6.6, 5.6.7, 5.6.8

HIPAA Training

Prepare & Conduct VVO Program Briefings

Contractor security training

Completion certificate submitted within 30 days of employee hire

Briefings are accurate, current & appropriate for audience

As outlined in PWS

No more than 2 instances of erroneous content provided per briefing event

Reporting and Metrics

5.7, 5.7.1, 5.7.2, 5.7.3, 5.7.4, 5.7.5, 5.7.6, 5.7.7, 5.7.8, 5.7.9, 5.7.10, 5.7.11, 5.7.12, 5.7.13, 5.7.14, 5.7.15, 5.7.16, 5.7.17

Case Audits

Monthly progress report

Progress assessment

Executive Summary/Statistics

Caseload Report

Report due within 15 days of audit completion

5th work day of each month

10th workday each month

10th workday each month

Every other Friday by noon

Late no more than once over a three month period

Same as above

Same as above

Late no more than three times over a three month period

Observation/COR

Veteran Service Barrier Report

Resource Guide

7th work day of each month

Guide updated monthly

Late no more than once over a 3 month period

Less than 2 instances of outdated sources per month