Draft Performance Work Statement - Optimizing Data Intelligence Services.docx

Performance Work Statement (PWS)

IN SUPPORT OF:

U.S. Department of Housing and Urban Development (HUD) Office of Enterprise Data and Technology Solutions OEDTS)

Project Title: Optimizing Data & Intelligence Services March 10, 2026

Vision Statement

Strengthen Ginnie Mae’s enterprise data and AI services to enable simplified, responsive IT through trusted data foundations, effective governance, and scalable innovation.

1 General Information

1.1 Scope of Work

Ginnie Mae’s Office of Enterprise Data & Technology Services (OEDTS), Enterprise Data Solution (EDS) Division has a requirement for enterprise data and Artificial Intelligence (AI) services to support program coordination, data governance, analytics innovation, and workforce readiness in alignment with OEDTS’ Simplified IT and Responsive IT objectives. These services are provided under the Optimizing Data & Intelligence Services (ODIS) body of work that is intended to support Ginnie Mae’s mortgage-backed securities (MBS) program in responding to evolving mission needs, regulatory requirements, and technology trends Services under this contract vehicle include:

• CLIN 1: Program Coordination & Integration Support

• CLIN 2: Data Services Catalog & Policy Development

• CLIN 3: Enhancing Data Governance

• CLIN 4: Analytics & Data Product Innovation

• CLIN 5: AI, Data & Digital Literacy Specific requirements, deliverables, and periods of performance will be defined and authorized through individual task orders issued under this contract vehicle. Detailed descriptions of specific tasks are provided in Section 5 – Specific Tasks.

1.2 Background

Ginnie Mae’s data and analytics capabilities have evolved significantly over time, reflecting both the growing complexity of its mission and the increasing importance of data-driven decision-making across the enterprise. Early data efforts were characterized by de-centralized data architecture, with information distributed across disparate systems and platforms and limited integration across business functions. During this period, analytics primarily relied on basic business intelligence tools and static reporting, constraining the ability to generate timely insights or support advanced analysis.

As organizational needs expanded, Ginnie Mae progressed toward a more centralized data architecture, consolidating key datasets to improve consistency, accessibility, and governance. This shift enabled greater transparency and laid the foundation for enterprise-level analytics. The adoption of modern data visualization capabilities—most notably through Tableau—further advanced the organization’s analytics maturity by enabling interactive dashboards, self-service reporting, and broader data consumption across business and leadership communities.

Today, Ginnie Mae stands at a pivotal inflection point in its data and analytics journey. Building on centralized data assets and mature visualization capabilities, the organization is preparing to modernize its data architecture to support advanced analytics and Artificial Intelligence (AI). This next phase emphasizes scalable data foundations, strengthened governance, responsible AI adoption, and a workforce equipped to leverage emerging technologies in support of mission outcomes.

The Optimizing Data & Intelligence Services (ODIS) contract vehicle is a critical enabler of this transformation. The scope of this contract supports the coordination, governance, innovation, and workforce readiness required to successfully transition to an AI-ready data environment. Through integrated program coordination, robust data services catalog and policy development, enhanced IT and AI governance, analytics and data product innovation, and targeted AI, data, and digital literacy initiatives, ODIS provides the structure and flexibility needed to operationalize modern data and AI capabilities. Collectively, these services ensure that Ginnie Mae’s evolving data architecture delivers measurable value, remains compliant with regulatory and policy requirements, and advances the organization’s strategic objective of Simplified and Responsive IT.

1.3 Constraints

The services identified in this PWS will adhere to all applicable Federal, HUD, and Ginnie Mae rules, regulations, laws, standards, and conventions. Constraints include, but are not limited to, the following:

· Compliance with Ginnie Mae data policies, data governance standards, and approved data use requirements

· Adherence to Federal and HUD data handling, privacy, and records management requirements

· Compliance with HUD and Federal information security and cybersecurity requirements

· Execution in accordance with HUD-established project management and governance disciplines

· Alignment with applicable Administration, OMB, and Federal AI policies, protocols, and directives governing the responsible development, use, and oversight of AI

1.3.1 Project Planning and Management

All HUD IT projects, including all information systems acquired, developed, enhanced, or maintained shall follow the policy, procedures, standards, and guidelines set forth within the IT Management Framework using the Project Planning and Management (PPM) Life Cycle located at HUD’s PPM Life Cycle Website:

http://portal.hud.gov/hudportal/HUD?src=/program_offices/cio/ppm/PPMV20HOME PPM was designed based on the best practices from Capability Maturity Model Integration (CMMI) for systems development and PMBok for project management. While at the foundation, PPM is designed as a Waterfall methodology, HUD encourages tailoring the PPM to use the many modern solution development methodologies available to enable the planning, development and delivery of useable functionality within 6-9 month increments.

Contractors are encouraged to propose a preferred methodology whether their solution(s) are for custom development, includes prototypes or pilots, Commercial Off the Shelf (COTS)/ Government Off the Shelf (GOTS) configuration, or Software as a Services. Working with the HUD Project Manager(s), the Contractor will tailor PPM to take advantage of contractor proposed expertise in using other methodologies in a manner that will provide HUD the best value and address all of the work necessary for successful project completion, on time, within budget, and delivering intended functionality.

The decisions of PPM tailoring are captured in the Project Tailoring Agreement (PTA), which documents the specific agreement for creating, combining, referring, or omitting specific artifacts applicable to the project, as well as adjust project control gate reviews to be consistent with the tailoring. All tailoring of PPM must be approved by HUD’s Deputy Chief Information Officer (DCIO) for Business & IT Modernization. As a default, any project without an approved project tailoring agreement is required to follow all PPM phases and artifacts as presented.

1.4 Non-Personal Services

The Government will neither supervise Contractor employees nor control the method by which the Contractor performs the required tasks. Under no circumstances shall the Government assign tasks to, or prepare work schedules for, individual Contractor employees. It shall be the responsibility of the Contractor to manage its employees and to guard against any actions that are of the nature of personal services or give the perception of personal services.

If the Contractor believes that any actions constitute, or are perceived to constitute personal services, it shall be the Contractor's responsibility to notify the Contracting Officer (CO) immediately. These services shall not be used to perform work of a policy, decision making or management nature, i.e., inherently Government functions. All decisions relative to programs supported by the Contactor shall be the sole responsibility of the Government.

1.5 Period of Performance

The period of performance shall be for one base period of 12 months and four 12-month option periods.

1.6 Place of Performance

The services to be performed under this contract shall be performed at the Contractors facility.

1.7 Hours of Operation

The Contractor is responsible for providing services between the hours of 7:00am - 6:00pm Monday thru Friday except for federal holidays or when the Government facility is closed due to local or national emergencies, administrative closing, or similar Government directed facility closings. The Government reserves the right to change hours of operation or restrict contractor access. Government agencies will not be available during scheduled holidays, inclement weather, weekends, and after duty hours.

The Contractor shall maintain an adequate workforce for the uninterrupted performance of all tasks defined within the contract when the Government facility is not closed for the above reasons. When hiring personnel, the Contractor shall keep in mind that the stability and continuity of the workforce is essential.

1.8 Special Qualifications

N/A.

1.9 Post Award/Kickoff Conference

The Contractor shall attend any post award conference convened by the contracting activity or contract administration office in accordance with FAR Subpart 42.5 and HUD Acquisition Regulation (HUDAR) clause 2452.237-79 - Post Award Conference.

1.10 Status Meetings

The Contracting Officer, Contracting Officer’s Representative (COR), and other Government personnel, as appropriate, may meet periodically with the Contractor to also review Contractor performance, requirement status, etc. At these meetings, the Contracting Officer will apprise the Contractor of how the Government views the Contractor's performance or progress of the requirement. The Contractor will apprise the Government of problems, if any, being experienced. Appropriate action shall be taken to resolve outstanding issues. These meetings shall be at no additional cost to the Government. Post Award Conference and subsequent meetings may be held via teleconference at the Contracting Officer's discretion.

1.11 Contractor Travel

Prior to travel, the Contractor shall coordinate with and receive Government authorization from the COR for all travel. Reimbursement of travel costs will be in accordance with the Federal Travel Regulation and in accordance with FAR 31.205-46.

1.12 Transition-In

N/A

1.13 Transition-Out

To minimize any decrease in productivity and to prevent possible negative impacts on additional services, the Contractor shall have sufficient personnel on board during the 90 days Transition- Out period. The incumbent Contractor shall ensure a smooth transition with the successor Contractor during the Transition-Out period, prior to completion of contractual performance. The incumbent Contractor shall aid the successor in the development of plans, procedures, and methods for the assumption of all on going work. The Contractor shall provide an orderly transition of work acceptance and accomplishment, such that full control by the successor Contractor is achieved by the end of the new contract Transition-In period.

2 Definitions and Acronyms

2.1 Definitions

Business Day – Every official day of the week which are days between and including Monday to Friday. This does not include federal holidays and weekends.

Contractor - A supplier or vendor awarded a contract to provide specific supplies or service to the Government. The term used in this contract refers to the prime.

Contracting Officer (CO) - A person with authority to enter into, administer, and/or terminate contracts and make related determinations and findings on behalf of the Government. Note: the only individual who can legally bind the Government.

Contracting Officer’s Representative (COR) – An employee of the U.S. Government appointed by the Contracting Officer to perform contract administration activities regarding technical issues. This individual has authority to provide technical direction to the Contractor if direction is within the scope of the contract, does not constitute a change, and has no funding implications. This individual does NOT have the authority to change the terms and conditions of the contract.

Defective Service - A service output that does not meet the standard of performance associated with the Performance Work Statement.

Deliverable - Anything that can be physically delivered but may include non-manufactured things such as meeting minutes or reports.

Government Furnished Property (GFP) - Government-furnished property is property in the possession of, or directly acquired by, the Government and subsequently furnished to the Contractor for performance of a contract. Government-furnished property includes, but is not limited to, spares and property furnished for repair, maintenance, overhaul, or modification. Government-furnished property also includes contractor-acquired property if the contractor-acquired property is a deliverable under a cost contract when accepted by the Government for continued use under the contract.

Performance Standard - The Contractor’s performance level required by the Government.

Performance Work Statement (PWS) - A statement of work for performance-based acquisitions that describe the required results in clear, specific, and objective terms with measurable outcomes.

Quality Assurance (QA) - Policies and procedures adopted by the Government to ensure that supplies and services acquired under Government contracts conform to the contracts quality requirements.

Quality Assurance Surveillance Plan (QASP) - A plan describing how the agency will survey, observe, test, sample, evaluate and document the Contractor's performance in meeting critical performance standards identified in the contract.

Quality Control (QC) - All necessary measures taken by the Contractor to assure that the quality of an end product of service shall meet contract requirements.

Subcontractor - Any person, other than the prime Contractor, who offers to furnish or furnishes any supplies, material, equipment, or services of any kind under a prime contract or a subcontract entered into in connection with such prime contract, and any person who offers to furnish or furnishes general supplies to the prime contractor or a higher tier subcontractor. The Government does not have privity of contract with a subcontractor.

2.2 Acronyms

AI – Artificial Intelligence AQL – Acceptable Quality Level ARB – Architecture Review Board CCB – Change Control Board CLIN – Contract Line Item Number CO – Contracting Officer COR – Contracting Officer’s Representative DMCC – Data Management Competency Center DSC – Data Services Catalog EDS – Enterprise Data Solution FFP – Firm Fixed Price FOIA – Freedom of Information Act HUD – U.S. Department of Housing and Urban Development InfoSec – Information Security IOPP – Issuer Operational Performance Profile ITGB – Information Technology Governance Board MoU – Memorandum of Understanding OEDTS – Office of Enterprise Data & Technology Services POC – Point of Contact or Proof of Concept (as applicable) QA – Quality Assurance QASP – Quality Assurance Surveillance Plan QCP – Quality Control Plan

3 Government-Furnished Property and Services

The Contractor shall ensure accurate control and accountability of all Government-Furnished Property in accordance with the terms and conditions of this contract. The Government will furnish, at no cost to the Contractor, the GFP shown below.

3.1 Government Services

No Government services will be provided.

3.2 Facilities

The Government will not provide facilities.

3.3 Equipment

The Government will not provide equipment.

3.4 Materials and Information

The Government will provide documentation or access to information via the Government provided BOX (https:\\ginniemae.app.box.com). Copies of required materials may be provided to the Contractor in hard copy or soft copy. All materials will remain the property of the Government and will be returned to the COR upon request or at the end of the contract period.

3.5 Quality Assurance (QA)

The Government shall evaluate the Contractor's performance under this contract in accordance with the Quality Assurance Surveillance Plan. This plan is primarily focused on what the Government must do to ensure that the Contractor has performed in accordance with the performance standards. It defines how the performance standards will be applied, the frequency of surveillance, and the minimum acceptable quality level.

4 Contractor-Furnished Items and Services

The Contractor shall furnish, all facilities, equipment, and supplies required to perform the work under this contract that are not listed under Government-Furnished Property and Services.

4.1 Facilities

The Contractor must furnish its own facilities.

4.2 Equipment

The contractor must furnish its own equipment.

4.3 Materials

The contractor must furnish its own materials.

4.4 Contractor Responsibilities

The Contractor shall only conduct business with designated Government personnel listed as points of contact (POCs). Names of authorized personnel shall be provided to the Contractor by the Government, in writing, and updated as necessary throughout the contract period of performance.

U.S. Government records, copies of original results and reports, verified original data, corrected data, and corrected supporting final reports which are maintained by the Contractor remain the property of the U.S. Government. These files/results must be surrendered to the COR.

4.5 Contractor Personnel

See HUDAR clause 2452.237-70 - Key Personnel in the Key Personnel section of the contract.

4.6 Identification of Contractor Employees

All Contractor/subcontractor personnel shall wear company picture identification badges so as to distinguish themselves from Government employees. When conversing with Government personnel during business meetings, over the telephone, or via electronic mail, Contractor/subcontractor personnel shall identify themselves as such to avoid situations arising where sensitive topics might be better discussed solely between Government employees.

Contractors/subcontractors shall identify themselves on any attendance sheet or any coordination documents they may review. Electronic mail signature blocks shall identify their company affiliation. Where practicable, Contractor/subcontractors occupying collocated space with their Government program customer shall identify their workspace area with their name and company affiliation, or at a minimum, "Contractor" after name.

5 Specific Tasks The scope described herein is intended to provide a representative, non-exhaustive overview for planning and illustrative purposes under this contract vehicle. Specific requirements, deliverables, and periods of performance will be defined and authorized through individual task orders issued under this vehicle. This flexible approach enables the Government to remain responsive to evolving technological trends, business needs, regulatory changes, and agency priorities, thereby maximizing return on investment for Ginnie Mae.

5.1 Program Coordination & Integration Support

This CLIN provides centralized program management and integration support, driving consistent coordination, alignment, and oversight across all ODIS activities. The focus is on real-time status visibility, cross-initiative reporting, and executive engagement to promote strategic decision-making and elevate program impact. Communications and priorities are streamlined to support Ginnie Mae leadership and stakeholders in reaching unified project goals.

The following examples illustrate the range of activities that may be delivered under Program Coordination & Integration Support through future task orders issued against this contract vehicle. This list is not exhaustive, and specific scope will be determined at the task order level.

· Coordinate annual ODIS kickoff meetings to align project scope, risks, and priorities across Performance Years

· Maintain unified schedules, governance records, risk registers, and status updates to deliver program-wide transparency and real-time visibility

· Develop and distribute monthly cross-CLIN reports highlighting key achievements, upcoming priorities, and emerging risks for leadership and stakeholders

· Track, analyze, and disseminate progress, milestones, and outcomes to support accountability and informed decision-making

· Deliver executive briefings to strengthen cross-office collaboration and unified progress on ODIS objectives

· Orchestrate activities and provide strategic support for AI, data, and proof of concept (POC) initiatives to deliver measurable value aligned to Ginnie Mae’s evolving needs

Deliverables A001 ODIS Coordination and Status Report A002 Cross-CLIN Executive Briefing Materials

Performance Standards Deliverable A001

a. Standard: Submit coordination and status reports in accordance with the applicable task order schedule

b. AQL: Five (5) business day deviation from standard Deliverable A002

a. Standard: Submit executive briefing materials as requested by the COR

b. AQL: Five (5) business day deviation from standard

5.2 Data Services Catalog & Policy Development

Under this CLIN, the contractor develops and updates a comprehensive data services catalog and codifies critical data governance standards and robust policies spanning data tagging, security, metadata, and master data management. These foundational components empower the organization to make informed decisions, drive compliance, and advance operational efficiency across the enterprise. Continuous refreshes and policy updates help maintain alignment with Ginnie Mae's evolving strategic, regulatory, and business needs.

The following examples illustrate the range of activities that may be delivered under Data Services Catalog & Policy Development through future task orders issued against this contract vehicle. This list is not exhaustive, and specific scope will be determined at the task order level.

· Develop the DSC Charter to provide a transparent inventory of EDS services, enhancing decision-making and operational alignment

· Launch and communicate the DSC across the enterprise to increase adoption, collaboration, and efficiency through centralized access to data services

· Update the DSC quarterly so stakeholders have the latest information, supporting agility and ongoing business need

· Establish Data Tagging & Labelling Standards with Information Security (InfoSec) to improve discoverability, security, and regulatory compliance

· Create a Data Loss Prevention Policy in collaboration with InfoSec to mitigate sensitive data risks and strengthen organizational security and trust

· Refresh Data Governance Standards in line with Ginnie Mae’s evolving needs to maintain robust, compliant data management

· Create a Metadata Management Policy so programs and technology platforms can consistently document and leverage data context, quality, and lineage

· Create a Master Data Management Policy to drive consistency, reduce silos, and enable integrated, trusted reporting.

Deliverables A003 Data Services Catalog (DSC) and Updates A004 DSC Charter A005 Enterprise Data Policies and Standards Documentation Performance Standards Deliverable A003

a. Standard: Submit DSC updates in accordance with the applicable task order schedule

b. AQL: Five (5) business day deviation from standard Deliverable A004

a. Standard: Submit DSC Charter as defined in the applicable task order

b. AQL: Five (5) business day deviation from standard Deliverable A005

a. Standard: Submit enterprise data policies and standards documentation in accordance with task order requirements

b. AQL: Five (5) business day deviation from standard

5.3 Enhancing Data Governance

This CLIN delivers ongoing improvement and oversight of IT and AI governance, covering the refinement of board charters, strategic roadmaps, review processes, and compliance documentation. The work strengthens governance mechanisms, aligns technology objectives, and promotes transparency while mitigating organizational risks. Process evaluations support adaptability and innovation in response to shifting priorities and mandates.

The following examples illustrate the range of activities that may be delivered under Enhancing Data Governance through future task orders issued against this contract vehicle. This list is not exhaustive, and specific scope will be determined at the task order level.

· Refine IT Governance Board (ITGB) strategy and processes to drive effective, aligned, and value-added IT governance across Ginnie Mae

· Maintain and update an integrated IT governance roadmap to align ongoing initiatives, highlight interdependencies, and facilitate coordinated progress across projects

· Integrate the Change Control Board (CCB) and OEDTS to streamline change management, reduce process friction, and align with enterprise IT governance

· Refresh Data Management Competency Center (DMCC) processes and documentation to provide authoritative oversight, support ARB decisions, and standardize data management across OEDTS

· Establish an AI governance and strategy framework to promote responsible adoption and structured management of AI use cases for business value

· Provide MoU and Freedom of Information Act (FOIA)/records management support to maintain compliance, promote transparency, and deliver on external and regulatory obligations

· Support ongoing documentation, training, and knowledge transfer to empower staff and strengthen operational resilience within IT governance practices

· Support ITGB operations by organizing agendas, handling meeting logistics, documenting and distributing minutes, and coordinating timely communications

· Conduct regular assessments of IT governance processes and recommend enhancements to optimize effectiveness, address evolving needs, and promote continuous improvement Deliverables A006 IT, Data, and AI Governance Artifacts A007 Governance Roadmaps and Process Documentation A008 Governance Assessment and Recommendations Report

Performance Standards

Deliverable A006

a. Standard: Submit governance artifacts in accordance with the applicable task order requirements

b. AQL: Five (5) business day deviation from standard Deliverable A007

a. Standard: Submit updated governance roadmaps and process documentation as required by the task order

b. AQL: Five (5) business day deviation from standard Deliverable A008

a. Standard: Submit governance assessment reports as defined in the applicable task order

b. AQL: Five (5) business day deviation from standard

5.4 Analytics & Data Product Innovation

This CLIN centers on designing, piloting, and demonstrating advanced analytics and AI POC solutions relevant to Ginnie Mae’s business. The approach emphasizes collaborative development of high-impact data products and executive demonstrations, providing actionable insights that shape strategy and accelerate the adoption of innovative capabilities. Iterative development introduces a culture of experimentation and learning while amplifying the organization’s data-driven value. Each POC will deliver at least one demonstration, providing stakeholders with tangible insight into functionality and value, and facilitating feedback that shapes solution adoption and next steps. Each POC will also conduct an executive briefing, equipping leadership with clear, actionable insights on outcomes, strategic value, and opportunities to advance organizational objectives The following examples illustrate the range of activities that may be delivered under Analytics & Data Product Innovation through future task orders issued against this contract vehicle. This list is not exhaustive, and specific scope will be determined at the task order level.

· Develop POC governance standards with the Business Sponsor and other key stakeholders to support stakeholder alignment and consistent evaluation

· Define POC topics and scope collaboratively with OEDTS during project initiation for high relevance and impact, including use case mapping to specific Ginnie Mae user persona(s)

· Collaborate with OEDTS stakeholders to develop POCs that demonstrate analytics, data and/or AI product value (e.g., Issuer Operational Performance Profile [IOPP] 2.0)

Deliverables A009 Proof of Concept (POC) Solution Artifacts A010 POC Demonstration Materials A011 Executive Briefing on POC Outcomes

Performance Standards Deliverable A009

a. Standard: Deliver POC artifacts in accordance with the approved task order scope and schedule

b. AQL: Five (5) business day deviation from standard Deliverable A010

a. Standard: Conduct at least one POC demonstration per task order and submit supporting materials

b. AQL: Five (5) business day deviation from standard Deliverable A011

a. Standard: Submit executive briefing materials summarizing POC outcomes, value, and recommendations

b. AQL: Five (5) business day deviation from standard 5.5: AI, Data & Digital Literacy This CLIN launches targeted workforce development and training initiatives to build AI, data, and digital skillsets within Ginnie Mae. Skills gaps are identified and addressed with tailored curricula, equipping staff to leverage emerging technologies and adapt to new requirements. These efforts foster adoption of advanced digital practices and promote an environment of readiness for future innovation.

The following examples illustrate the range of activities that may be delivered under AI, Data & Digital Literacy through future task orders issued against this contract vehicle. This list is not exhaustive, and specific scope will be determined at the task order level.

· Conduct discovery sessions, interviews, and skills gap analyses to identify current and emerging needs for AI, data, and digital literacy, including foundational, advanced, and agentic AI awareness across the organization

· Develop and deliver a variety of training materials and resources, such as self-paced modules, job aids, virtual workshops, quick-start guides, and tailored curricula to support digital skill development for diverse workforce groups

· Facilitate or host data governance workshops, topical bootcamps, executive briefings, and peer-to-peer learning sessions to build both general and specialized knowledge, including evolving leading practices and regulatory considerations

· Implement and support ongoing change management, adoption campaigns, user forums, online communities of practice, and communication strategies that encourage the uptake and integration of new data and AI capabilities

· Regularly update, expand, or adapt digital literacy and training programs—including curriculum refreshes, content revisions, and development of new offerings—as organizational needs and technologies change

· Design, deliver, or evaluate programs to support executive and leadership enablement in strategic data, analytics, and AI use, fostering a culture of informed decision-making and innovation at all levels

· Execute additional or related activities that advance workforce readiness and digital fluency, including but not limited to development of resources addressing AI risk management, automation, digital ethics, and future technology trends Deliverables A012 Training and Digital Literacy Materials A013 Workforce Skills Gap Analysis A014 Adoption, Change Management, and Communications Artifacts Performance Standards Deliverable A012

a. Standard: Deliver training and digital literacy materials in accordance with the applicable task order requirements

b. AQL: Five (5) business day deviation from standard Deliverable A013

a. Standard: Submit workforce skills gap analysis and findings as defined in the applicable task order

b. AQL: Five (5) business day deviation from standard Deliverable A014

a. Standard: Submit adoption, change management, and communications artifacts in accordance with the task order schedule

b. AQL: Five (5) business day deviation from standard 6 Deliverables The Contractor shall complete all work and submit all deliverables as specified herein. The Government reserves the right to make changes to delivery dates.

6.1 Quality Control Plan

The Contractor shall establish and maintain a complete quality control program that shall ensure services are performed in accordance with this contract. The Contractor shall develop and implement procedures to identify, prevent, and ensure non-reoccurrence of defective services. The Contractor's quality control program is the means by which they assure themselves that their work complies with the requirements of the contract. The Contractor shall provide the associated Quality Control Plan to the Government as directed.

The Contractor shall develop, maintain, enforce, and document a Quality Control Plan (QCP). The QCP shall ensure the Government receives a level of quality that is consistent with the requirements specified in this contract. The QCP shall be sufficiently detailed to provide the Contractor's methodology for identifying and recruiting qualified personnel. The QCP shall also provide the Contractor's methodology for resolving problems identified by the Government during reviews conducted in accordance with its Quality Assurance Surveillance Plan (QASP).

The QCP shall also provide the Contractor's methodology for establishing an internal feedback system for support personnel and for resolving problems identified by that feedback system.

The QCP shall demonstrate and validate that the services or deliverables to be provided under the contract are completed with a level of quality that meets the minimum performance threshold established in the Government's QASP. The QCP shall address Quality Management Approach, Quality Assurance, Quality Control, and Quality Standards.

The Contractor's QCP shall be delivered to the COR within 30 days after contract award (or with the Contractor's proposal if it is an evaluation factor). The QCP shall be submitted to the COR within 10 business days when changes are made thereafter. After acceptance of the QCP, the Contractor shall receive the Contracting Officer's acceptance in writing of any proposed change to its quality control system.

6.2 Acceptance Criteria

All deliverables shall be submitted in a draft format agreed upon by the Contractor and the Government. Upon review and acceptance by the Government, the Contractor shall address all Government comments and submit a final draft within 5 business days of Government notification. All deliverables shall be mailed to the COR as per the annotated schedule in the Microsoft Office Format and uploaded to the Government Provided BOX platform (https:\\ginniemae.app.box.com).

7 Related Documents N/A 8 Performance Requirements Summary The summary chart below lists the contract's primary requirements, the associated performance standards, the expected target performance, and the methods of surveillance. While some contract requirements may not be listed in the chart below, requirements not appearing on the PRS chart do not negate the Contractor's obligation to perform all requirements as specified in the contract. Additionally, HUD reserves all rights and remedies under the provisions and clauses of the contract when performance of any contract requirement, whether or not listed below, is unacceptable.

HUD will develop a Quality Assurance Surveillance Plan to be used to provide contract oversight. In conjunction with the Contractor's Quality Control Plan and various other methods of assessing performance, the COR and PM may perform on-site reviews and/or other types of verification to determine that the specified target performance requirements have been met. Regular review of Contractor performance is critical to the overall success of the contract. On a monthly basis, the COR will evaluate the quality of the product or services.

Performance Requirement Summary (PRS)

b. AQL: Five (5) business day deviation from standard Rework needed due to mistakes will be accomplished at no additional cost to the government.

CPARS Review, CPARS Interim Review, Cure Notice

b. AQL: Five (5) business day deviation from standard Rework needed due to mistakes will be accomplished at no additional cost to the government.

b. AQL: Five (5) business day deviation from standard

Rework needed due to mistakes will be accomplished at no additional cost to the government.

b. AQL: Five (5) business day deviation from standard Rework needed due to mistakes will be accomplished at no additional cost to the government.

b. AQL: Five (5) business day deviation from standard

Rework needed due to mistakes will be accomplished at no additional cost to the government.

b. AQL: Five (5) business day deviation from standard Rework needed due to mistakes will be accomplished at no additional cost to the government.

b. AQL: Five (5) business day deviation from standard Rework needed due to mistakes will be accomplished at no additional cost to the government.

b. AQL: Five (5) business day deviation from standard Rework needed due to mistakes will be accomplished at no additional cost to the government.

b. AQL: Five (5) business day deviation from standard Rework needed due to mistakes will be accomplished at no additional cost to the government.

b. AQL: Five (5) business day deviation from standard Rework needed due to mistakes will be accomplished at no additional cost to the government.

b. AQL: Five (5) business day deviation from standard Rework needed due to mistakes will be accomplished at no additional cost to the government.

b. AQL: Five (5) business day deviation from standard Rework needed due to mistakes will be accomplished at no additional cost to the government.

b. AQL: Five (5) business day deviation from standard Rework needed due to mistakes will be accomplished at no additional cost to the government.

b. AQL: Five (5) business day deviation from standard Rework needed due to mistakes will be accomplished at no additional cost to the government.