DJJB-15-RFP-0928.docx

Table of Contents

Table List

Acronym List

DJJB-15-RFP-0928 DEPARTMENT OF JUSTICE PAGE i OF 75 COPS Collaborative Reform Initiative

DJJB-15-RFP-0928 DEPARTMENT OF JUSTICE PAGE iii OF 63 COPS Collaborative Reform Initiative for Technical Assistance

SECTION B - SUPPLIES OR SERVICES AND PRICES/COSTS

B.1 Introduction and Overview

a. This contract is for social research, analysis, training and technical assistance in support of the Community Oriented Policing Services (COPS) Office’s Collaborative Reform Initiative for Technical Assistance (CRI-TA). The CRI-TA serves as a road map for law enforcement reform by developing long term strategies to address the issues facing the law enforcement field. To this end, the Contractor will objectively analyze and assess specific law enforcement agencies’ policies, procedures and tactics; publish findings and recommendations that are consistent with promising practices in the field of policing; assist agencies with implementation through limited technical assistance efforts; and conducting and publishing follow up assessments to ensure that agencies are held accountable for implementing reforms. The ultimate goal is to change the ways that law enforcement agencies build community partnerships, instill trust and improve transparency.

The technical objectives and/or functional requirements of the CRI-TA are identified throughout this contract. The Contractor shall provide all necessary management and technical resources to satisfy this requirement in accordance with the contract terms, conditions and prices.

B.2 Pricing Arrangement

This is a single award ID/IQ contract that permits task ordering on any price basis or combination of bases deemed appropriate by the CO.

B.3 Indefinite Delivery/Indefinite Quantity

Minimum Obligation: $ 5,000.00 (Guaranteed) Maximum Obligation: $ 50,000,000.00

B.4 Prices

a. Labor:

The Contractor shall furnish all personnel, management and supervision, facilities, equipment, supplies, transportation and other services required to fulfill the scope of services ordered hereunder. The rates in Table B-1 below represent fixed fully burdened hourly rates, inclusive of direct labor, indirect rates and profit, as applicable. For labor category descriptions, see J-1 (to be inserted upon award based on the selected vendor’s proposal).

Table B-1 Fixed Labor Rates

Base Year

(1) For T&M or LH task orders which are not expected to exceed 12 months in duration, the labor rates in effect at the time of order placement shall remain fixed for the entire order term, even in the event that the period of performance crosses from one contract term into a subsequent term.

(2) For T&M or LH task orders expected to exceed 12 months in duration, the fixed hourly rates in effect at time of order placement shall remain in effect for 12 consecutive months, after which the rates in effect on month 13 may be applied for up to the next 12 consecutive months, and so on.

(3) For FFP task orders, increases in fixed hourly rates will not be permitted regardless of the task order period of performance.

b. Material Handling Fee:

The Contractor may apply, as applicable, a material handling fee that does not include profit and/or fee not to exceed To be inserted upon award% for the life of this contract.

c. G&A fee: The Contractor’s G&A fee of To be inserted upon award% for application on the following types of expenses is authorized:

[To be inserted upon award]

B.5 Payment for Overtime Premiums

Payment of overtime premiums is not authorized under this contract. As applicable to T&M or LH task orders, payment for direct labor in excess of forty (40) hours per week will be made at the applicable fixed hourly rate.

End of Section B

SECTION C - STATEMENT OF WORK

C.1 Background

The COPS Office developed the Collaborative Reform Initiative for Technical Assistance (CRI-TA) in 2011 in order to partner with law enforcement agencies that may need assistance on a wide variety of issues that can negatively affect law enforcement/community relations—including such things as use-of-force practices, officer involved shootings, racial profiling, officer misconduct, leadership, interacting with persons with mental illness, agency transparency and external communication mechanisms. The purpose of CRI-TA is to improve trust between agencies and the communities they serve by providing a means to organizational transformation through an analysis of policies, practices, training, tactics, and accountability methods around a specific issue. It is not a short-term solution for a serious deficiency, but a long term strategy that first identifies issues within an agency which may affect public trust, and then offers recommendations on how to resolve those issues and enhance the relationship between the police and the community. Agency participation in this collaborative process is voluntary; however, to be eligible for this form of technical assistance, agencies must demonstrate a willingness to seriously consider the recommended reforms and will be held accountable through public release of a series of two monitoring reports.

CRI-TA is a program where the COPS Office, through designated technical assistance providers, conducts an assessment of a department with a primary focus on specific issue or issues that affects law enforcement and community relationships. Using subject-matter experts, interviews, analysis of departmental data, surveys, community forums, and direct observation, findings and recommendations are developed which are designed to assist law enforcement agencies with enhancing and improving their policies and procedures, systems, and relationships with the communities they serve. These findings and recommendations are issued in a publically released report. Agencies are then provided assistance with the implementation of those recommendations through limited technical assistance that provides additional guidance or training. Finally, the COPS Office monitors agency progress towards achievement of these recommendations and issues two reports that document this progress.

A key factor of the Collaborative Reform Initiative is the ability of the COPS Office to work in partnership with other DOJ components such as the Civil Rights Division (CRT), the Office of Justice Programs (OJP) Diagnostic Center, and the Community Relations Service (CRS) for the benefit of local law enforcement. This coordinated approach leverages not only COPS’ credibility with state, local, and tribal law enforcement, but also fosters communication and coordination within key DOJ components.

As a federal provider of innovative, customer-focused resources, the COPS Office has designed CRI-TA to provide a unique service to law enforcement agencies by focusing on the importance of strong law enforcement and community relationships built on trust and fair and effective law enforcement organizations.

There are four primary goals that cut across all CRI-TA engagements.

1. The agency will increase trust, confidence, and legitimacy from the perspective of the community.

1. The agency will reduce the frequency of the problematic behavior/events that resulted in the implementation of the CRI-TA program.

1. The agency advances its implementation of community policing.

1. The agency will sustain the positive changes that resulted from the program.

Community policing is woven throughout the CRI-TA process. It is a philosophy that promotes organizational strategies, which support the systematic use of partnerships and problem-solving techniques, to proactively address the immediate conditions that give rise to public safety issues such as crime, social disorder, and fear of crime. Community policing is comprised of three key components:

· Partnerships- Collaborative partnerships between the law enforcement agency and the individuals and organizations they serve to develop solutions to problems and increase trust in police.

· Organizational Transformation- The alignment of organizational management, structure, personnel, and information systems to support community partnerships and proactive problem solving.

· Problem Solving- The process of engaging in the proactive and systematic examination of identified problems to develop and evaluate effective responses.

Currently, collaborative reform initiatives have been conducted in the following sites:

Table C-1 Current Reform Sites

C = Completed; IP = In Progress ; NS – Not Started Note: During the data collection phase of the Baltimore, MD site, the Department of Justice, Civil Rights Division began a pattern and practice investigation into this agency. At this point, they became the lead agency in working with this police department. The COPS Office collaborative reform work transitioned to solely providing technical assistance to the Department in conjunction with the Civil Rights Division.

For additional background information (statutory authority and COPS Office Mission description, see J-2) C.2 Primary Objective

The primary objective of this contract is to conduct independent assessments of law enforcement agencies, produce publishable reports of those assessments that are suitable for public dissemination, conduct additional technical assistance and training to assist agencies with implementation of the recommendations, and conduct follow up assessments to monitor progress, which result in additional publishable reports. This objective supports the recommendations of the President’s Task Force on 21st Century Policing, available at: http://www.cops.usdoj.gov/pdf/taskforce/Interim_TF_Report.pdf.

This work must be structured to be responsive to varying needs of both the COPS Office and the CRI-TA sites in a timely manner, rely on the expertise and experience of subject matter experts, and embrace community policing as a core fundamental principle. This work must be done through a comprehensive assessment of all relevant aspects of the issues they face, including policies, procedures, and tactics, and providing guidance and support to deliver specialized technical assistance to law enforcement agencies that will be selected over the course of the contract. The Contractor shall work on-site with law enforcement, local elected officials, and community stakeholders through a series of site visits and data collection efforts.

The primary deliverables for each jurisdiction participating in the collaborative reform process will include an initial report with a series of findings and recommendations, an interim progress report that tracks their progress towards implementing changes to address the recommendations, and a final report, which provides an overall summary of the engagement and a final assessment of agency progress towards implementing these reforms. Each report will be distributed to the public to ensure transparency in the process and to provide opportunities for self-assessment for other agencies. In addition, the Contractor will also be tasked with delivering low-level technical assistance during the assessment and monitoring phases. For example, this technical assistance may take the form of assisting with the development and review of policies and procedures, holding a short training on a specific topic of need, providing access to other subject matter experts to provide limited consultation on a specific topic.

Significant, direct involvement is expected by the COPS Office in determining the work to be performed and services to be provided by the Contractor on this important effort to address and support organizational change. Critical components of this coordination include: the review and approval of project work plans, technical assistance plans, monitoring plans and participation in most site visits. In addition, although deliverables should be submitted to the COPS Office that are free of errors and professionally edited, the COPS Office will provide a final round of professional editing for documents and will handle all document layout, desk topping and hard and electronic copy publication services.

C.3 Core Capabilities

The Contractor providing this support is required to possess, at a minimum, the following core capabilities and competencies:

· Comprehensive understanding of the COPS Office goals for CRI-TA and the established model through which it operates.

· Experience conducting large-scale police organizational assessments covering related issues.

· Ability to work with law enforcement agencies of widely varying size and complexity.

· Ability to produce comprehensive, professionally written reports and documents suitable for public review.

· Extensive knowledge of police organizations and policing issues, as well as specific subject matter expertise (and/or the ability to quickly obtain subject matter experts) on topics that can negatively affect police/community relations—including such things as use-of-force practices, officer involved shootings, racial profiling, corruption, interacting with persons with mental illness, agency transparency and external communication mechanisms, etc.—and on critical law enforcement topics—including building trust in communities, organizational transformation, police legitimacy, procedural justice, fair and impartial policing, officer accountability systems, officer training, etc. and the relevant research and professional literature that forms the evidence base in these fields.

· Ability to ensure independence and objectivity throughout the project. The Contractor must take steps to demonstrate and ensure that they will operate as an independent third party in the assessment of the law enforcement agency and not be subject to undue influence by stakeholders who may have an interest in the outcome of the assessment.

· Ability to ensure a separation from the assessment team (which issues findings and recommendations) and the monitoring team (which tracks progress after the findings and recommendations are issued). The Contractor shall ensure that the monitoring of the implementation phase is conducted independently from the initial assessment. This will ensure that those monitoring the implementation phase will not be unduly influenced by those invested in the initial assessment.

· Experience in planning for and deploying a comprehensive assessment and technical assistance approach for the purpose of transforming law enforcement agencies.

· Demonstrated ability to work effectively with state, local, and tribal justice practitioners and other officials at various levels of seniority.

· Ability to collaborate with other entities, such as federal agencies; national criminal justice organizations; technical assistance providers working throughout the federal government; and research and policy analysis organizations.

· Ability to interact with community groups and organizations, local officials, and other stakeholders to include their input and ideas in a professional and systematic manner.

· Understanding of data-driven strategies of problem assessment and performance measurement in the justice field, including common challenges and solutions.

· Ability to clean, analyze, and understand law enforcement data and systems in order to identify potential patterns and areas of improvement.

· Ability to keep sensitive law enforcement data secure and confidential and to obtain necessary approvals and agreements to allow for the transfer of data between the law enforcement agency and the Contractor.

· Excellent writing skills and a demonstrated ability to translate information collected from disparate sources into concise, organized text that is written appropriately to a law enforcement audience.

· Familiarity with evidence-based resources relevant to criminal justice and law enforcement including but not limited to COPS Office publications and resources, International Association of Chiefs of Police (IACP) model policies, CrimeSolutions.gov, the Campbell Collaboration Library of Systematic Reviews in Crime and Justice, and the National Registry of Evidence-Based Programs and Practices.

· Ability to rapidly respond to newly identified Collaborative Reform sites to kick-off assessment activities.

· Ability to rapidly and efficiently identify and execute consulting agreements with individuals, agencies, and organizations while maintaining strong controls and accountability.

C.4 Technical Requirements

At a minimum, the following specific requirements shall be fulfilled by the Contractor:

Task 1: Develop and manage the Collaborative Reform Services Request Process. This includes conducting an on-line media search to examine the issues the department identified and reviewing information on relevant stakeholders. Provide logistical support for the process including tracking requests, sending confirmation notices and, if a site does not meet the criteria for the collaborative reform, sending a notification letter listing other COPS knowledge resources based on the topic area.

Task 2: During the planning phase, review the statement of need for potential site, research issues and other data related to potential site, and conduct an initial site visit in coordination with the COPS Office in order to determine site readiness for engagement and to develop site specific initial goals and objectives that are aligned with the overall goals and objectives for all CRI-TA sties.

Task 3: Once a site is determined by the COPS Office, determine the site-specific project leads in concurrence with the COPS Office based on resumes, subject matter expertise, writing samples, and experience. The site-specific project leads should comprise one administrative project manager and one subject matter expert who is a senior law enforcement (either current or retired, equivalent of Lieutenant or above). Submit the names of the site specific project lead to the COPS Office for approval.

Task 4: Complete a conflict of interest disclosure form for each site prior to commencing work to identify potential conflicts of interest by a principal, project lead, or staff member with any specific law enforcement agencies, and continually identify and manage any conflicts of interest.

Task 5: The project leads will conduct an initial site visit in coordination with the COPS Office in order to determine site readiness for engagement, to develop site specific initial goals and objectives that are aligned with the overall goals and objectives for all CRI-TA sites, and assess initial data collection needs should the COPS Office proceed with the site. Note that the goals and objectives of the assessment may change as additional information is gathered from the sites. The Contractor should make a recommendation to the COPS Office if the site is appropriate for a collaborative reform engagement.

Task 6: Work with the COPS Office to obtain a signed Memorandum of Agreement from the site.

Task 7: Attend a CRI-TA press announcement held at the identified site. The press announcement will be organized by the COPS Office.

Task 8: Select site-specific SMEs in concurrence with the COPS Office based on resumes, references, writing samples, demonstrated subject matter expertise, and conflict of interest reviews. Specific SMEs selected for each site are subject to COPS Office review and approval prior to the commencement of work. Typically there are a minimum of three SMEs selected for each site who are either police researchers or senior level law enforcement officials (current or retired). The SMEs selected should be tailored to the relevant needs and issues of the specific site.

Task 9: Ensure every SME completes a conflict of interest disclosure form prior to commencing work, and continually identify and manage any conflicts of interest between the SMEs, the Contractor and the sites.

Task 10: Within two weeks of the initial press announcement, submit for the COR’s approval a proposed work plan for each site to the COPS Office that outlines the specific tasks and costs necessary to develop the initial findings and recommendations report. The work plan should outline all of the proposed activities that the Contractor will undertake in order to conduct the appropriate data collection and analysis in order to develop the findings and recommendations at this specific site. At a minimum, the work plan should include the following:

· Proposed initial goals and objectives, note that these goals and objectives are open to modification based on community input and on-site data collection;

· Outline of proposed work to include the approach to review and analyze the site’s policies, procedures, and systems;

· Assessment methodology linked to the initial goals and objectives;

· Proposed assessment to include any information and data gathering activities;

· A plan for ongoing community engagement and input;

· Address how findings and recommendations will be developed and who will provide input into their development;

· Proposed number of site visits, a minimum of seven site visits is required per site including the initial site readiness assessment, unless a lower number is approved by the COPS Office (1 initial site readiness assessment, 1 press announcement, 4 data collection site visits, and 1 final press event announcing the initial findings and recommendations). Note that the first data collection site visit should take place within 30 days of the press announcement and should include a community town hall listening session with members of the community to receive their input on the project;

· Subject matter experts with a justification for their selection as a recognized expert on the particular issue(s) of focus, and their identified project roles linked to the goals and objectives;

· Identified project leads; proposed project timeline;

· A proposed project budget that itemizes all planned costs associated with the site to produce the initial findings and recommendations report.

Task 11: Establish bi-weekly site conference calls with the assessment team. The call should include the COPS Office and all subject matter experts.

Task 12: Within 30 days of the initial press announcement, hold an assessment kickoff meeting at each site at the beginning of the information collection process. At this meeting, review with the site the planned activities set forth in the work plan, as well as the timeline. Also, the community town hall listening session with members of the community should be convened during this site visit.

Task 13: At each site, implement the approved activities outlined in the work plan. The Contractor shall gather information through interviews, direct observation, document and records collection and review, data analysis, and any other approved information and data collection means to conduct comprehensive, independent, objective assessment of the issues at hand and enable the development of findings and recommendations to ensure that the jointly approved initial goals and outcomes are successfully accomplished. Adhere to timelines presented in the work plan and ensure that all outlined work is successfully completed.

Assessment and Data Collection Specifics

(1) Determine Methodology: Bring structure to an unstructured problem. The team shall employ rigorous methods where applicable and feasible.

(2) Identify Documents to Review: The documents could include but are not limited to policies, manuals, training lesson plans, and planning documents, to understand the formal, written codes governing the agency’s operations with respect to the objectives of this initiative. Each document should be assessed for its comprehensiveness, clarity, and consistency with national standards, best and emerging practices, and current research on the topic.

(4) Data Collection and Analysis: The site and Contractor develop a secure method to transfer relevant agency and other data; a data-sharing protocol and agreement is developed. The Contractor requests all policies, procedures, orders and investigatory files (if appropriate) that address the specific topics of the review. If any part of the funded project contains research or statistical activities which involve human subjects that are not covered by an exemption set forth in 28 C.F.R. § 46.101(b)(1-6), the Awardee must meet the provisions of the U.S. Department of Justice’s common rule regarding the Protection of Human Subjects, 28 C.F.R. Part 46, prior to the expenditure of Federal funds to perform such activity(ies). The Contractor also agrees to comply with 28 C.F.R. Part 22 regarding the safeguarding of individually identifiable information collected from research participants.

(5) Identify candidates for interviews: Interviews should be semi-structured, allowing for digressions from scripts as determined to be appropriate by the interviewer.

· Interviews with the agency’s personnel will span the hierarchical and vertical space of the organization, accounting for patrol officers, supervisors, command staff, and the chief of police; across differing functions and specialized units; and including sworn, and civilian personnel. Interviewees should generally be representative of the department. The topics of interviews with the agency personnel will vary. For example, interviews with training staff will focus on training, whereas interviews with detectives will focus on investigative practices and processes. Patrol officers and supervisors, on the other hand, will be interviewed on a variety of topics related to the assessment.

· Interviews with community to identify groups and individual members of the community will also be completed through a snow-balling technique, in which key community stakeholders are engaged for initial interviews and, in the process, identify other participants through that engagement. In general, interviews with community members will seek to understand their perceptions of the agency, their past experiences, and the impact of those perceptions and experiences on police-community relations.

· If any part of the funded project contains research or statistical activities which involve human subjects that are not covered by an exemption set forth in 28 C.F.R. § 46.101(b)(1-6), the Awardee must meet the provisions of the U.S. Department of Justice’s common rule regarding the Protection of Human Subjects, 28 C.F.R. Part 46, prior to the expenditure of Federal funds to perform such activity(ies). The Awardee also agrees to comply with 28 C.F.R. Part 22 regarding the safeguarding of individually identifiable information collected from research participants.

(6) Conduct direct observations: The assessment team will directly observe the agency’s operations in real time, including ride-alongs, observations of training, critical incident reviews, and any other relevant aspect to the agency’s operations with respect to the issues being examined. Such observations add context to the assessment, giving team members a first-hand experience of the operating environment for officers. Team members will record their observations, which will serve as an additional data point to inform the development of findings and recommendations.

Task 14: Prior to each site visit, submit a site visit schedule and plan to the COPS Office that identifies the purpose of the site visit, the specific work to be conducted, and meetings, interviews, and observations to take place. Within two weeks of the conclusion of each site visit, a short summary of the activities and an overview of what was learned will be submitted to the COPS Office. This summary report should include activities, lessons learned, questions raised, and future identified areas of examination.

Task 15: For each site, submit draft findings and recommendations after 75% of the assessment phase is completed. Note that this set of findings and recommendations is not meant to be exhaustive but should represent the assessment based on the work conducted to date.

Task 16: For each site, based on the information collected, develop an initial findings and recommendations report for submission to the COPS Office. The initial findings and recommendations report shall include the initial findings and recommendations from the analysis of the collected data and observations/interviews. Please refer to the completed findings and recommendations reports, links to which can be found on this page under Las Vegas, Spokane, and Philadelphia (http://www.cops.usdoj.gov/Default.asp?Item=2714). Submit the report to the COPS Office for review and approval. All reports should follow the COPS Office style guide. Although the report should be free of grammatical errors and of a high quality, the COPS Office will peer review, edit, desktop, and publish the report.

Task 17: With each site, after approval of the initial findings and recommendations report, hold an on-site collaborative conference no later than two weeks from the date of approval. At the collaborative conference, the Contractor shall present their findings and recommendations with the site and begin to discuss implementation steps that the agency can take to implement the stated recommendations.

Task 18: At this point, a new and separate project team should be identified who is responsible for monitoring the implementation of the stated recommendations. This team will also be responsible for conducting two assessments of agency implementation progress: the first covering six months of monitoring after the release of the initial report, and the second covering 18 months of monitoring after the initial report. Select site-specific SMEs in partnership with the COPS Office based on resumes, references, demonstrated subject matter expertise, and writing samples. Specific SMEs selected for each site are subject to COPS Office review and approval prior to the commencement of work.

Task 19: The Contractor shall develop a work monitoring plan for this stage of the process. This work plan should identify the following, at a minimum:

· Subject matter expert with a justification for their selection as a recognized expert on the particular issue(s) of focus, and their identified project roles;

· Identified project lead;

· Proposed project timeline;

· Proposed project budget that itemizes all planned costs associated with the site to conduct the proposed technical assistance, conduct monitoring activities, and produce the interim progress and final report that document agency progress towards implementing the findings and recommendations;

· This plan should be developed no later than two weeks after the release of the initial findings and recommendations.

· Submit the work plan to the COPS Office for review and approval

Task 20: Ensure that every SME that is part of the monitoring team completes a conflict of interest disclosure form prior to commencing work, and continually identify and manage any conflicts of interest between the SMEs, the Contractor, and the sites.

Task 21: Provide assistance to each site in the development of their implementation plan. This assistance should include technical assistance with the goal of assisting the site in the in taking steps to address the findings and recommendations outlined in the report.

Task 22: At each site, conduct on-going monitoring, and data collection with the purpose of documenting agency progress towards implementation and adoption of recommendations as detailed in the site specific work plan at both six and an additional twelve month intervals (for a total of 18 months of monitoring). Continue to communicate with the COPS Office and work in concurrence to ensure the site has access to the Contractor for questions and assistance.

Task 23: For each site, develop an interim progress report that documents agency progress six months after completion of the initial report. The interim progress report should document agency progress towards the implementation of recommendations. This report should include the status of implementation completion. The Contractor shall document the status of each recommendation following the outcome chart that documents each recommendation in the following way: complete, partially complete, in progress, not complete, no assessment at this time. The interim progress report should also capture any technical assistance provided and additional data collected. Submit the interim progress report to the COPS Office for review, approval and publication no later than 7 months (6 months of monitoring and one month to prepare the report) after the release of the initial findings and recommendations report. Please refer to the completed interim progress report, a link to which can be found on this page under Las Vegas (and titled Six Month Report) (http://www.cops.usdoj.gov/Default.asp?Item=2714). All reports should follow the COPS Office style guide. Although the report should be free of grammatical errors and of a high quality, the COPS Office will peer review, edit, desktop, and publish the report.

Task 24: For each site, an additional 13 months (twelve months of monitoring and one month to prepare the report) after the interim progress report, the Contractor shall develop a final report that will be submitted to the COPS Office for review and approval. The final report should document progress with all recommendations and include a description of the entire collaborative reform process and serve as a compilation of the initial report, interim progress report, and any additional data collected or technical assistance provided and document the agencies progress towards the implementation of the recommendations. This report should be submitted to the COPS Office for review, approval and publication. Please refer to the completed final report, a link to which can be found on this page under Las Vegas (http://www.cops.usdoj.gov/Default.asp?Item=2714). All reports should follow the COPS Office style guide. Although the report should be free of grammatical errors and of a high quality, the COPS Office will peer review, edit, desktop, and publish the report.

Task 25: At the completion of the final site report, submit a final programmatic report to the COPS Office. This report will detail lessons learned during the implementation of this site, challenges, successes, and areas of consideration for CRI-TA in the future and a final itemized budget for the specific site. This report should be no longer than 10 pages.

Task 26: The Contractor shall cooperate fully with the collaborative reform evaluator to include providing access to all documents and information obtained during the collaborative reform process.

Task 27: Follow the COPS Office guidelines and publication style guide for drafting all collaborative reform reports. The COPS Office will conduct final editing, desk topping, and publishing process.

Task 28: Seek prior approval from the COPS Office for all press and public events related to this project. All press inquiries are to be directed to the COPS Office.

Task 29: Build and maintain a mechanism to document CRI-TA activities. The Contractor shall build and maintain a mechanism to document and track CRI-TA engagement activities. The purpose of the mechanism will be to enable COPS staff to be able to quickly identify the current status and background information on each specific collaborative reform engagement that is underway.

Task 30: The Contractor shall provide logistical and staff support for CRI-TA meetings, as needed. There will be a minimum of one CRI-TA operational meeting at the COPS Office each week. Meeting support includes, for example, note taking, teleconferencing platforms, web connectivity, agenda production, slide deck and briefing material preparation, meeting facilitation. The Contractor shall support meetings remotely when meetings are held off site or in client communities.

Task 31: The Contractor shall provide regular status updates on all aspects of CRI-TA via routine reporting. Monthly, quarterly, and annual reports are required.

Task 32: The Contractor shall cooperate fully with all entities providing technical assistance to the sites on behalf of the COPS Office.

C.5 Program Support Requirements

a. Develop and maintain a structure and staffing plan to provide general support and management of CRI-TA activities.

b. Maintain COPS operational protocols that describe the operations of CRI-TA from referral through the final report.

c. Build and maintain a mechanism to document and track CRI-TA engagement activities.

d. Provide logistical and staff support for CRI-TA meetings on and off-site, as needed. There will be a minimum of one CRI-TA operational meeting at the COPS Office each week. Meeting support includes, for example, note taking, video/teleconferencing platforms, web connectivity, agenda production, slide deck and briefing material preparation, meeting facilitation.

e. Collaborate with the COPS Office to enhance CRI-TA services to facilitate the following key activities:

· More effectively coordinate technical assistance and training efforts funded by the COPS Office

· Review of CRI-TA sites to feed continuous process review and improvement

· Document CRI-TA activities for operations purposes and for presentation to stakeholders and constituencies

· Use CRI-TA sites to build the evidence base about “what works” in criminal justice and public safety

· Improve efficiency and effectiveness of CRI-TA review, assessments, and implementation

· Conduct quality review of every analysis, slide deck, report, protocol, letter, graphic, and any other product to ensure technical accuracy, plain English, and correct formatting.

f. Develop and maintain a pool of national subject matter experts from a wide-array of relevant expertise who are able to deliver high quality, consistent services to fulfill the anticipated needs of agencies seeking assistance from CRI-TA. Use of SMES on task orders is subject to advance approval of the COR.

C.6 Deliverables

a. Standard program deliverables include, but are not limited to, the following.

· Mechanism to Document CRI-TA Activities

· Status Reports: Monthly Progress, Site Updates, Annual Reports

· For each approved site:

· Signed Conflict of Interest Forms

· Signed Memorandum of Agreement

· Initial Work Plan

· Site visit schedules and plans, and short follow-up reports

· Findings and Recommendations Report

· MonitoringWork Plan

· Interim Progress Report

· Final Report

· Final Programmatic Report

b. Unless otherwise indicated, status reports shall include the following, at a minimum:

(1) Weekly Status Updates: All aspects of CRI-TA via routine reporting.

(2) Monthly Progress Reports:

· Summary of contract activity

· Highlights of significant events, trends and/or problems encountered

· Recommendations for improving performance

· Amount of current and cumulative contract funds obligated, invoiced, and paid, and contract funds remaining.

· Total number of sites and the status of each site, as well as type of activity (e.g., site visits, strategic planning sessions, TA, special projects, and other activities).

· List for each site of the status of each site, name of Specialist(s) assigned, name of subject matter expert(s) assigned, phase of the project, name of site, and site visit dates. Compiling the technical assistance task information in this summary report will allow the COPS Office to request data runs on any combination of these factors.

· Summary and analysis of each site. All evaluations must be saved in an automated system by the Contractor so the COPS Office staff may review them.

· Itemization of major direct cost categories.

(3) Quarterly Site Updates:

· Milestone targets for each ongoing site and their status (milestone met / milestone unmet)

· Lessons learned from the engagement(s) that provide an opportunity to revise and refine the CRI-TA model and improve the quality of services and impact on client communities

· total cumulative expenditure per site

(4) Annual Reports

· A narrative summary of contract activity, including recurring issues, trends, problems, and recommendations for improvement

· The amount of the current and cumulative contract funds obligated, invoiced, and paid, and contract funds remaining

· The total number of sites processed, segregated by status, compared to budget projections

· The total actual cost of tasks, including expert fees, travel and expenses, and prorated Contractor costs, segregated by type of activity, division, office, broken out by site, compared to budget projections

· A summary and analysis of the evaluations of subject matter expert services.

· (For the last annual report only) A summary of activities performed over the contract term.

C.7 Average Reform Timelines

On average, the Collaborative Reform review process can last approximately 34-37 months per site. Below are approximate timelines for each stage in the process.

Weeks 1-2: Conduct Initial Site Readiness Visit The Contractor project leads will conduct an initial site visit in coordination with the COPS Office in order to determine site readiness for engagement and to develop site specific initial goals and objectives that are aligned with the overall goals and objectives for all CRI-TA sties.

Weeks 2-4: Initial Goals, Objectives and Outcome Development and Press Announcement The Contractor shall assist the COPS Office to develop project goals, and objectives. Based on the goals and objectives, the Contractor shall develop a draft work plan to be submitted no more than two weeks after the initial press event that provides an outline of the proposed work to include: the methodology to analyze the site’s policies, procedures and systems; the significance of the issue; proposed activities for data collection, community engagement and recommendation development; proposed number of site visits; and the goals of the review. The Contractor shall identify Project Leads, SMEs (and supporting documentation that shows roles and responsibilities of SMEs), the proposed budget and projected timeline. The work plan must be approved by the COR before work can begin on the site.

The COPS Office reviews the work plan for feasibility, reasonable cost allocation and a realistic timeline. Once the final work plan is approved, a copy without the budget and other sensitive information is shared with the site. The work plan development process is completed within a month and the first site visit is conducted within 30 days of the press announcement. Note that the first site visit should include a community town hall listening session, which may result in a modification to the initial goals and objectives.

Months 2-12: Assessment Phase The assessment and data collection phase lasts seven to eight months depending on the size of the agency, the scope of the review and the amount of data to be collected and analyzed. Policies, procedures, training, tactics and systems that are critical to the topic are identified; the transfer of data occurs for analysis. Direct observations and interviews take place and approved work plan activities are carried out. Draft findings and recommendations report that include the analysis of the collected data, observations and interviews is developed and submitted to the COPS Office.

The COPS Office reviews the draft initial findings and recommendations report and provides substantive and technical comments which are incorporated into the document. A collaborative conference is held with the site to validate the data and discuss an implementation plan to address the recommendations. After any changes are incorporated by the Contractor, the COPS Office vets the document with internal DOJ stakeholders and external independent peer reviews. The document is edited again by the COPS Office, formatted for publication and printed. An initial report complete with findings and recommendations is developed and shared with the public at a press event that is coordinated by the COPS Office. The Contractor shall be present at the press event.

Months 12-19: Monitoring and Progress Report Development Based on the initial findings and recommendations, the site, with possible technical assistance from the contractor, develops an implementation plan that outlines the specific actions to be taken in response to the recommendations. The Contractor develops a plan based on the methodologies and performance measures identified that will enable them to objectively assess the site’s progress with implementation. This progress will form the basis for the development of the draft six month interim progress report.

The Contractor develops the interim progress report that documents agency progress during the first six months of implementation after the release of the initial findings and recommendation (Months 12-18). After the six month period is over, the Contractor shall have one month to develop and submit the report to the COPS Office for approval (Month 19).

The COPS Office reviews the interim progress report and provides substantive and technical comments which are incorporated into the document. After any changes are incorporated by the Contractor, the COPS Office vets the document with internal DOJ stakeholders and external independent peer reviews. The document is edited again by the COPS Office, formatted for publication and printed. An interim progress report is shared with the public. (Months 19-21)

Months 21-34: Monitoring of Final Report The Contractor develops the Final report that documents agency progress during the next twelve months of implementation (Months 21-33). After the twelve month period is over, the Contractor shall have one month to develop and submit the report to the COPS Office for approval (Month 34).

Months 34-36: COPS Office Approval, Vetting of Final Report The COPS Office…