QUALITY_ASSURANCE_SURVEILLANCE_PLAN_(QASP).pdf

(Ver Jun 2014)

QUALITY ASSURANCE SURVEILLANCE PLAN (QASP)

CERFP CTE Role Players Service

TABLE OF CONTENTS

INTRODUCTION

Purpose

Performance Management Approach

Performance Management Strategy

ROLES AND RESPONSIBILITIES

The Contracting Officer

The Contracting Officer’s Technical Representative

IDENTIFICATION OF REQUIRED PERFORMANCE STANDARDS/QUALITY LEVELS

METHODOLOGIES TO MONITOR PERFORMANCE

Surveillance Techniques

Customer Feedback

Acceptable Quality Levels

QUALITY ASSURANCE DOCUMENTATION

The Performance Management Feedback Loop

Monitoring Forms

ANALYSIS OF QUALITY ASSURANCE ASSESSMENT

Determining Performance

Reporting

Reviews and Resolution

ATTACHMENT 1: PERFORMANCE REQUIREMENTS SUMMARY

ATTACHMENT 2: SAMPLE QUALITY ASSURANCE MONITORING FORM

ATTACHEMNT 3: DISCREPANCY REPORT ………………………………………………………… 6

(Ver. Jun 2014) 1

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 Role Player Services. This plan sets forth the procedures and guidelines

PR CERFP 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 PR CERFP 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

(Ver. Jun 2014) 2 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 (KO) is responsible for monitoring contract compliance, contract administration, and cost control and for resolving any differences between the observations documented by the Point of

Contact (POC) and the contractor. The KO will designate 1LT Kristian Pomales 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 KO.

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 and in Attachment 1, “Performance Requirements Summary”. If the contractor meets the required service or performance level, it will be paid the amount agreed on in the contract. Failure to meet the required service or performance level will result in a deduction from the contracted 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 is onsite monitoring, which shall be performed by the POC designated inspector.

4.2 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

(Ver. Jun 2014) 3 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 MAJ Carlos Rivera McDermott, KO, or 1LT Kristian

Pomales Pagan, POC, 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 POC. The POC will accept those customer complaints and investigate using the Quality Assurance Monitoring Form.

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 such as those involving moulaged role players 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 at PR CERFP collective training exercise.

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 1LT Kristian Pomales (POC), will be reported using the monitoring form 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 1LT Kristian Pomales (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.

6.2 Reviews and Resolution

6.2.1 The Exercise Lead may require the contractor’s project manager, or a designated alternate, to meet with the KO, as deemed necessary to discuss performance evaluation.

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ATTACHMENT 1: PERFORMANCE REQUIREMENTS SUMMARY

Performance Objective

Standard Performance

Threshold

Method of

Surveillance

5.1

The Contractor shall provide:

Program Management

- Schedule and conduct a

Kick-off meeting within 10 days of contract award.

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

-Training shall continue during inclement weather, unless safety concerns prohibit such continuation of training.

100%

Compliance

100%

Inspection

5.2

The Contractor shall provide:

Role Player, Moulage, and

NIMS/ICS Support:

- Provide on-site manager

- Provide casualty role players

- Provide NIMS/ICS SME

- Provide EMS coordinator

- Set up “fixed” moulage and holding sites

- Administer moulage and Glo germ techniques

- Provide waterproof injury/mass casualty cards and props as required

-Provide transportation as required

100%

Compliance

100%

Inspection

(Ver. Jun 2014) 5

ATTACHMENT 2: SAMPLE QUALITY ASSURANCE

MONITORING FORM

SERVICE or STANDARD: A rate of 30 role players (moulaged/non moulaged) per hour, or as needed.

SURVEY PERIOD: 16-18 December 2016/17 February 2017

SURVEILLANCE METHOD (Check):

D 100% Inspection

PERCENTAGE OF ITEMS SAMPLED DURING SURVEY PERIOD: 100%

ANALYSIS OF RESULTS:

Observed Service Provider Performance Measurement Rate: %

Service Provider’s Performance (Check): D Meets Standards

D Does Not Meet Standards

Narrative of Performance During Survey Period:

PREPARED BY: DATE:

(Ver. Jun 2014) 6

ATTACHMENT 3: DISCREPANCY REPORT FORM

CONTRACT DISCREPANCY REPORT 1. Contract Number

2. TO: (Contractor and Manager Name) 3. FROM: (Name of QAE)

DATES

Prepared Oral Notification Returned by Contractor

Action complete

4. Discrepancy or problem (describe in detail: include reference in PWS directive:

attach continuation sheet if necessary)

5. Signature of contracting officer

6. TO: (Contracting officer) 7. FROM: (Contractor)

8. Contractor response as to cause, corrective action and actions to prevent recurrence. Attach continuation sheet if necessary.

9. Signature of contractor representative 10. Date

11. Government evaluation (acceptance, partial acceptance, rejection: attach continuation sheet if necessary.)

12. Government actions (payment deduction, cure notice, show cause, other.)

Close Out

Name and title Signature Date

Contractor notified

QAR

Contracting officer