Attachment 4 - LPD QASP.doc

UNCLASSIFIED

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QUALITY ASSURANCE SURVEILLANCE PLAN (QASP)

For

Leadership and Professional Development [5.0]

1 December 2010

TABLE OF CONTENTS

INTRODUCTION

11.1 Purpose

11.2 Performance Management Approach

21.3 Performance Management Strategy

ROLES AND RESPONSIBILITIES

22.1 The Contracting Officer

22.2 The Contracting Officer’s Technical Representative

IDENTIFICATION OF REQUIRED PERFORMANCE STANDARDS/QUALITY LEVELS

METHODOLOGIES TO MONITOR PERFORMANCE

34.1 Surveillance Techniques

34.2 Customer Feedback

34.3 Acceptable Quality Levels

QUALITY ASSURANCE DOCUMENTATION

45.1 The Performance Management Feedback Loop

45.2 Monitoring Forms

ANALYSIS OF QUALITY ASSURANCE ASSESSMENT

46.1 Determining Performance

46.2 Reporting

46.3 Reviews and Resolution

ATTACHMENT 1: PERFORMANCE REQUIREMENTS SUMMARY

ATTACHMENT 2: SAMPLE QUALITY ASSURANCE MONITORING FORM

ATTACHMENT 3: CUSTOMER COMPLAINT INVESTIGATION…………………………………..8

QUALITY ASSURANCE SURVEILLANCE PLAN

(QASP)

1 INTRODUCTION

This quality assurance surveillance plan (QASP) is pursuant to the requirements listed in the HM0177-10-R-0047 performance work statement (PWS) for the Leadership and Professional Development Program. This plan sets forth the procedures and guidelines that the National Geospatial-Intelligence Agency (NGA) 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. The QASP is not a part of the contract nor is it intended to duplicate the Contractor’s QCP. The Government has provided the Contractor an informational copy of the QASP as an Attachment to the solicitation to support the Contractor’s efforts in developing a QCP and for providing the contractor an opportunity to comment and propose innovative solutions for the Government’s QASP.

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.

1.1.3 Authority for issuance of this QASP is provided under Contract Section E – Inspection and Acceptance, which provides for inspections and acceptance of the articles, services, and documentation called for in task orders to be accomplished by the Contracting Officer or his duly authorized representative.

1.2 Performance Management Approach

1.2.1 The PWS structures the acquisition around “what” service or quality level is required, as opposed to “how” the contractor should perform the work (i.e., results, not compliance). This QASP will define the performance management approach taken by the NGA contract management team to monitor and manage the contractor’s performance to ensure the expected outcomes or performance objectives communicated in the PWS are achieved. Performance management rests on developing a capability to review and analyze information generated through performance assessment. The ability to make decisions based on the analysis of performance data is the cornerstone of performance management; this analysis yields information that indicates whether expected outcomes for the project are being achieved by the contractor.

1.2.2 Performance management represents a significant shift from the more traditional quality assurance (QA) concepts in several ways. Performance management focuses on assessing whether outcomes are being achieved and to what extent. This approach migrates away from scrutiny of compliance with the processes and practices used to achieve the outcome. A performance-based approach enables the contractor to play a large role in how the work is performed, as long as the proposed processes are within the stated constraints. The only exceptions to process reviews are those required by law (federal, state, and local) and compelling business situations, such as safety and health. A “results” focus provides the contractor flexibility to continuously improve and innovate over the course of the contract as long as the critical outcomes expected are being achieved and/or the desired performance levels are being met.

1.3 Performance Management Strategy

1.3.1 The contractor is responsible for the quality of all work performed. The contractor measures that quality through the contractor’s own quality control (QC) program. QC is work output, not workers, and therefore includes all work performed under this contract regardless of whether the work is performed by contractor employees or by subcontractors. The contractor’s QCP will set forth the staffing and procedures for self-inspecting the quality, timeliness, responsiveness, customer satisfaction, and other performance requirements in the PWS. The contractor will develop and implement a performance management system with processes to assess and report its performance to the designated government representative. The contractor’s QCP will set forth the staffing and procedures for self-inspecting the quality, timeliness, responsiveness, customer satisfaction, and other performance requirements in the PWS. This QASP enables the government to take advantage of the contractor’s QC program.

1.3.2 The government representative(s) will monitor performance and review performance reports furnished by the contractor to determine how the contractor is performing against communicated performance objectives. The government will make determination regarding incentives based on performance measurement metric data and notify the contractor of those decisions. The contractor will be responsible for making required changes in processes and practices to ensure performance is managed effectively.

2 ROLES AND RESPONSIBILITIES

2.1 The Contracting Officer

The contracting officer (CO) is responsible for monitoring contract compliance, contract administration, and cost control and for resolving any differences between the observations documented by the program manager (PM) and/or contracting officer's representative (COR), and the contractor. The CO will designate one full-time COR (and Alternate CORs) as the government authority for performance management. The number of additional representatives serving as technical inspectors/monitors depends on the complexity of the services measured, as well as the contractor’s performance, and must be identified and designated by the CO.

2.2 The Contracting Officer’s Representative

The contracting officer’s representative (COR) is designated in writing by the CO to act as his or her authorized representative to assist in administering a contract. COR limitations are contained in the written appointment letter. The COR is responsible for general/technical administration of the project and ensures proper government surveillance of the contractor’s performance. The COR 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 COR 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 monthly amount agreed on in the contract. If the contractor exceeds the service or performance level, it is eligible to receive an incentive fee as stated in the contract. Failure to meet the required service or performance level will result in a deduction from the monthly amount.

4 METHODOLOGIES TO MONITOR PERFORMANCE

4.1 Surveillance Techniques

In an effort to minimize the performance management burden, simplified surveillance methods shall be used by the government to evaluate contractor performance when appropriate. The primary methods of surveillance are

· Random monitoring, which shall be performed by the COR designated inspector.

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

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

4.2 Customer Feedback

The contractor is expected to establish and maintain professional communication between its employees and customers. The primary objective of this communication is customer satisfaction. Customer satisfaction is the most significant external indicator of the success and effectiveness of all services provided and can be measured through customer complaints.

Performance management drives the contractor to be customer focused by addressing customer complaints and investigating the issues and/or problems, but the customer always has the option to communicate complaints to the PM, CO, or COR, as opposed to the contractor.

Customer complaints, to be considered valid, must set forth clearly and in writing the detailed nature of the complaint, must be signed, and must be forwarded to the COR. The COR will accept those customer complaints and investigate using the Quality Assurance Monitoring Form – Customer Complaint Investigation, identified in Attachment 3.

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 timeliness and accuracy of reports 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 NGA.

5 QUALITY ASSURANCE DOCUMENTATION

5.1 The Performance Management Feedback Loop

The performance management feedback loop begins with the communication of expected outcomes. Performance standards are expressed in the PWS and are assessed using the performance monitoring techniques shown in Attachment 1.

5.2 Monitoring Forms

The government’s QA surveillance, accomplished by the COR, will be reported using the monitoring forms in Attachments 2 and 3. 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 COR and PCO/ACO will retain a copy of all completed QA surveillance forms.

6 ANALYSIS OF QUALITY ASSURANCE ASSESSMENT

6.1 Determining Performance

6.1.1 Government shall use the monitoring methods cited to determine whether the performance standards/service levels/AQLs have been met. If the contractor has not met the minimum requirements, it may be asked to develop a corrective action plan to show how and by what date it intends to bring performance up to the required levels. Failure to meet the AQL may result in a deduction from the monthly payment, using the deduction percentages shown in Attachment 1. Likewise, if the contractor exceeds the performance standards, an incentive fee will be paid, in accordance with the incentive fee plan included in the contract.

6.2 Reporting

6.2.1 At the end of each month, the COR will prepare a written report for the PCO/ACO and PM, summarizing the overall results of the quality assurance surveillance of the contractor’s performance. This written report, which includes the contractor’s submitted monthly report and the completed quality assurance monitoring forms (Attachment 2), will become part of the QA documentation. It will enable the government to demonstrate whether the contractor is meeting the stated objectives and/or performance standards, including cost/technical/scheduling objectives.

6.3 Reviews and Resolution

6.3.1 The PCO/ACO or PM may require the contractor’s project manager, or a designated alternate, to meet with the PM and other government IPT personnel as deemed necessary to discuss performance evaluation. The PM will define a frequency of in-depth reviews with the contractor, including appropriate self-assessments by the contractor; however, if the need arises, the contractor will meet with the COR, PCO/ACO, and/or PM as often as required or per the contractor’s request. The agenda of the reviews may include:

· Monthly performance assessment data and trend analysis

· Issues and concerns of both parties

· Projected outlook for upcoming months and progress against expected trends, including a corrective action plan analysis

· Recommendations for improved efficiency and/or effectiveness

· Issues arising from the performance monitoring processes

6.3.2 The COR must coordinate and communicate with the contractor to resolve issues and concerns regarding marginal or unacceptable performance.

6.3.3 The COR, PCO/ACO, and PM, along with the contractor should jointly formulate tactical and long-term courses of action. Decisions regarding changes to metrics, thresholds, or service levels should be clearly documented. Changes to service levels, procedures, and metrics will be incorporated as a contract modification at the convenience of the PCO/ACO.

ATTACHMENT 1: PERFORMANCE REQUIREMENTS SUMMARY

PWS Reference

GENERAL REQUIREMENTS

The curriculum is customized within 60 days of contract award

The curriculum is provided within 60 days of contract award.

· The processing, as a group and on an individual basis, of what they have just experienced, insights gained, and application.

· The development of strategies for collaboration to achieve mission accomplishment, such as developing professional networks.

· The preparation of individual action plans to apply what was learned in the course directly back to their work at NGA.

Instructional methodologies reflect experiential learning methods and the use of participant action plans to apply what was learned in the course directly back to the workplace

· 100% of the courses require participants to construct personalized action plans to apply what was learned in the course back to the workplace

· Average of at least 4.25 (on a 5-point scale) for each of the following composite metrics on the NGC End-of-Course Survey Summary Report for each course iteration throughout the period of performance:

· Course Quality

· Instructor Quality

· Learning

· Minimum average score of 40% for the Net Promoter Score on the NGC End-of-Course Summary Reports for each course iteration throughout the period of performance

Random monitoring and periodic inspection by the Government Course Manager

Recurring course reviews (ref 3.1.12) a1:

# of NGC End-of-Course Survey Summary Reports with an average of at least 4.25 for the Course Quality composite metric / # of iterations during the performance period.

a2:

# of NGC End-of-Course Survey Summary Reports with an average of at least 4.25 for the Instructor Quality composite metric

/ # of iterations during the performance period.

a3:

# of NGC End-of-Course Survey Summary Reports with an average of at least 4.25 for the Learning composite metric

/ # of iterations during the performance period.

b:

# of iterations with a Net Promoter score of at least 40% / # of iterations during the period of performance Monthly score = .8(a1+a2+a3) + .2(b)

The course design document will include the following:

· Course Overview (description of each lesson and the instructional strategy and methodologies to be used)

· Course Objectives (to include performance-based outcomes for each lesson)

· Student Evaluation and Remediation Plan (Kirkpatrick Level 2)

· Strategies for Learning Transfer

100% of the course design documents reflect the following:

· Instructional objectives are behavior based and communicate sound instructional outcomes that align with the required competencies

· The organization of the course, its supporting materials, and teaching methods collectively align with the instructional objectives and allow for consistency of instruction Random monitoring and periodic inspection by the Government Course Manager

Annual NGC curriculum review

Course design documents and lesson materials will include the required information

The course design document and lesson materials for each course (to include recurring updates) are provided on time, are high quality and reflect alignment with instructional objectives.

Random monitoring and periodic inspection by the Government Course Manager

Annual NGC curriculum review

· Average of at least 4.25 (on a 5-point scale) for the learning composite metric on the NGC End-of-Course Survey Summary Reports for each course iteration throughout the period of performance

· Minimum average score of 40% for the Net Promoter Score on the NGC End-of-Course Summary Reports for each course iteration throughout the period of performance

Random monitoring and periodic inspection by the Government Course Manager

Recurring course reviews (ref 3.1.12) Ref: 3.1.4

Contractor hosts online content related to student pre-course work and the completion of a course.

Teach a pilot offering with a full complement of students in the classroom for each course within 90 days of contract award for all courses except the course for Senior Executives within the Career-Long Leadership Development Program and the Executive Leadership Development Course (the pilot offering for these two courses will be within 120 days of contract award).

· Pilot offerings completed on time with a satisfactory quality score on the NGC Instructional Assessment Form.

· Average of at least 4.25 (on a 5-point scale) for each of the following composite metrics on the NGC End-of-Course Survey Summary Report for all pilot offerings:

· Course Quality

· Instructor Quality

· Learning

· Minimum average score of 40% for the Net Promoter Score on the NGC End-of-Course Summary Reports for all pilot offerings

Reviewed by the Government Program Manager (as presented within 90 days of contract award for all courses except the course for Senior Executives within the Career-Long Leadership Development Program and the Executive Leadership Development Course; the pilot offering for these two courses will be within 120 days of contract award).

Contractor coordinates (in person or virtually via telecon) with the Government Program Manager at least 5 business days prior to the start of each course offering throughout the period of performance

During the course preparation and execution, the Contractor implements all actions/guidance provided from pre-course meeting

Random monitoring and periodic inspection by the Government Course Manager

Recurring pre-course meetings

All materials are available at course start date and administrative actions are complete

· At least one week prior to the course start date, the contractor will prepare and provide a file copy of any new or revised course materials to the Government Program Manager (in hard copy and electronic version)

· The contractor will duplicate course materials and have them available at course start date

· The contractor will maintain a daily NGC class roster (as provided by the Government Program Manager) that reflects student attendance in each session of each course and provide a copy (hard copy or soft copy) of the attendance roster to the designated Government Representative by 0900 on each class day

Random monitoring and periodic inspection by the Government Course Manager

Recurring pre- and post- course meetings (ref 3.1.10 and 3.1.12)

Within 3 working days after each course offering, discuss course adjustments as a result of student/course assessment data and outcomes

· Contractor provides a written report to the Government Program Manager of recommended course adjustments

· With the approval of the Government Program Manager, the Contractor makes course adjustments and provides a file copy of the changes to the Government Program Manager prior to the next course offering

Random monitoring and periodic inspection by the Government Course Manager

Recurring post-course meetings and annual NGC curriculum review (ref 3.1.13)

In partnership with the Government Program Manager, review the curriculum for each course as part of the NGC annual curriculum review

The Contractor shall provide any recommended course and content updates in writing to the Government Program Manager for approval for the life of the contract.

Random monitoring and periodic inspection by the Government Course Manager

Recurring post-course meetings and annual NGC curriculum review (ref 3.1.12)

Programs, faculty, and as applicable, classrooms, residences and dining facilities are provided

Programs, faculty, and as applicable, classrooms, residences and dining facilities are available within 60 days of contract award.

Reviewed by the Government Program Manager

CAREER-LONG LEADERSHIP DEVELOPMENT PROGRAM

· The Contractor shall provide an integrated, coherent suite of courses that will help leaders at all levels speak with a common leadership language (i.e., the curriculum must be aligned across all leadership levels from the Pay Bands 1-3 course up through the Senior Executive course).

· The Contractor shall provide a program framework that includes the following three components (reference also paragraph 3.1.3 and 3.1.4)

· Pre-course work to augment the in-class program

· In-class instruction employing adult learning methodologies

· Post-course work and follow-up to reinforce learning application and drive learning transfer to the workplace

The curriculum is provided within 60 days of contract award. The curriculum consists of an integrated, aligned suite of courses. Additionally, the line of instruction is competency based, thematically linked and hierarchical in nature.

· The curriculum is a coherent, integrated framework of courses that include pre-course work, in-class instruction, and post-course work with follow-up.

· 100% of the courses address the competencies outlined in the Intelligence Community Directive Number 610, the IC Integrated Leadership Competency Model and the OPM Guide to Senior Executive Service Qualifications, at the appropriate level of learning

Reviewed by the Government Program Manager

The curriculum is provided within 60 days of contract award. The line of instruction for the Career Long Leadership Development Program includes four courses

Four courses are band-specific, include a residential component that is approximately 40 instructional hours in length, and the content reflects the NGA mission, vision, culture and core values

Reviewed by the Government Program Manager

The curriculum is provided within 60 days of contract award. The line of instruction is unclassified

Meets NGA security classification standards for the unclassified level

Reviewed by the Government Program Manager

· Demonstrated strong performance of experiential leadership development education.

· Record of effectiveness in working with leaders at all levels.

· Understanding of the government operating environment (preferably the Intelligence Community (IC)).

· Primary and back-up faculty with at least a Bachelor’s degree and documented expertise in cutting-edge leadership theories and approaches appropriate for responding to today’s leadership challenges. Each faculty member must demonstrate expertise in the subject area of responsibility, and an ability to deliver instructional content using adult education principles and teaching methodologies.

The contractor will provide a cadre of qualified instructors

· 100% of the Instructors receive a Satisfactory quality score on the NGC Instructional Assessment Form when assessed

· Average of at least 4.25 (on a 5-point scale) for the Instructor Quality composite metric on the NGC End-of-Course Survey Summary Report for each course iteration throughout the period of performance

Random monitoring and periodic inspection by the Government Course Manager

Periodic instructor assessment

a. # of Instructors receiving a Satisfactory quality score / # of Instructors assessed (Note: instructor assessment is for feedback only and will not affect billing)

· Single residential rooms in one facility shall be provided beginning the evening before the start of the first class day and available through the end of the course. The rooms shall include at least a double-size bed, wireless internet, a private bath, and shall be otherwise designed to be conducive to long periods of study and reflection for professionals at all levels. The residences shall be a minimal distance to the classrooms and dining facilities to minimize travel time between activities and reduce the impact of being exposed to poor weather conditions. Workout facilities are preferred, but not required.

· Quality food service shall be provided for three meals for the duration of the course. Additionally, morning and afternoon snacks with beverages shall be available in proximity to the classrooms. A variety of offerings shall be available, specifically to accommodate individuals with special dietary needs.

· Classrooms/training facilities must be state-of-the-art and conducive to professional level discussions and education. The classrooms must also be designed to incorporate various facilitation methodologies and audiovisual equipment, including (but not limited to) computer workstations with internet access, wireless, chart pads, small group discussions, etc.

· Breakout rooms in proximity to the larger classrooms must be available for small group discussions and similarly equipped to the classrooms.

· The Contractor shall provide any ground transportation incident to executing the course curriculum and for meals. The Contractor shall also pay any fees required incident to executing the course curriculum.

Professional-level housing, classroom/training facilities and dining facilities are provided within the approximate mileage requested and per diem rates (as outlined in the Joint Travel Regulation)

Average of at least 4.0 (on a 5-point scale) for the quality of housing and meals on the NGC End-of-Course Survey Summary Report for each course iteration throughout the period of performance.

Random monitoring and periodic inspection by the Government Course Manager

Recurring post-course meetings (ref 3.1.12)

EXECUTIVE LEADERSHIP DEVELOPMENT COURSE

· The Contractor shall provide a program framework that includes the following three components (reference also paragraph 3.1.3 and 3.1.4)

· Pre-course work to augment the in-class program

· In-class instruction employing adult learning methodologies

· Post-course work and follow-up to reinforce learning application and drive learning transfer to the workplace

The curriculum is provided within 60 days of contract award. The instruction is competency-based

The curriculum includes pre-course work, in-class instruction, and post-course work with follow-up. The course addresses the competencies outlined in the Intelligence Community Directive Number 610, the IC Integrated Leadership Competency Model and the OPM Guide to Senior Executive Service Qualifications, at the appropriate level of learning.

Reviewed by the Government Program

Course includes a residential component that is approximately 40 instructional hours in length, and the content reflects the NGA mission, vision, culture and core values

Reviewed by the Government Program

The curriculum is provided within 60 days of contract award. The line of instruction is unclassified

Meets NGA security classification standards for the unclassified level

Reviewed by the Government Program

· Demonstrated strong performance of experiential leadership development education.

· Record of effectiveness in working with leaders at all levels.

· Understanding of the government operational environment (preferably the Intelligence Community (IC)).

· Primary and back-up faculty with at least a Bachelor’s degree and documented expertise in cutting-edge leadership theories and approaches appropriate for responding to today’s leadership challenges. Each faculty member must demonstrate expertise in the subject area of responsibility, and an ability to deliver instructional content using adult education principles and teaching methodologies.

The contractor will provide a cadre of qualified instructors

· 100% of the Instructors receive a Satisfactory quality score on the NGC Instructional Assessment Form when assessed

· Average of at least 4.25 (on a 5-point scale) for the Instructor Quality composite metric on the NGC End-of-Course Survey Summary Report for each course iteration throughout the period of performance

Random monitoring and periodic inspection by the Government Course Manager

Periodic instructor assessment

a. # of Instructors receiving a Satisfactory quality score / # of Instructors assessed (Note: instructor assessment is for feedback only and will not affect billing)

· Single residential rooms in one facility shall be provided beginning the evening before the start of the first class day and available through the end of the course. The rooms shall include at least a double-size bed, wireless internet, a private bath, and shall be otherwise designed to be conducive to long periods of study and reflection for professionals at all levels. The residences shall be a minimal distance to the classrooms and dining facilities to minimize travel time between activities and reduce the impact of being exposed to poor weather conditions. Workout facilities are preferred, but not required.

· Quality food service shall be provided for three meals for the duration of the course. Additionally, morning and afternoon snacks with beverages shall be available in proximity to the classrooms. A variety of offerings shall be available, specifically to accommodate individuals with special dietary needs.

· Classrooms/training facilities must be state-of-the-art and conducive to professional level discussions and education. The classrooms must also be designed to incorporate various facilitation methodologies and audiovisual equipment, including (but not limited to) computer workstations with internet access, wireless, chart pads, small group discussions, etc.

· Breakout rooms in proximity to the larger classrooms must be available for small group discussions and similarly equipped to the classrooms.

· The Contractor shall provide any ground transportation incident to executing the course curriculum and for meals. The Contractor shall also pay any fees required incident to executing the course curriculum.

Professional-level housing classroom/training facilities and dining facilities are provided within the approximate mileage requested and per diem rates (as outlined in the Joint Travel Regulation)

Average of at least 4.0 (on a 5-point scale) for the quality of housing and meals on the NGC End-of-Course Survey Summary Report for each course iteration throughout the period of performance.

Random monitoring and periodic inspection by the Government Course Manager

Recurring post-course meetings (ref 3.1.12)

LEADERSHIP FUNDAMENTALS COURSE

The curriculum is provided within 60 days of contract award. The instruction is competency based

100% of the courses address the competencies outlined in the Intelligence Community Directive Number 610, the IC Integrated Leadership Competency Model and the OPM Guide to Senior Executive Service Qualifications, at the appropriate level of learning

Reviewed by the Government Program Manager

The curriculum is provided within 60 days of contract award. The line of instruction for the Leadership Fundamentals Course is appropriate for leaders at the Pay Band 5 level and below

Course is 40 instructional hours in length and the content reflects the NGA mission, vision, culture and core values

Reviewed by the Government Program Manager

The curriculum is provided within 60 days of contract award. The line of instruction is unclassified

Meets NGA security classification standards for the unclassified level

Reviewed by the Government Program Manager

· Demonstrated strong performance of experiential leadership development education.

· Record of effectiveness in working with leaders at all levels.

· Understanding of the government operating environment (preferably Intelligence Community (IC)).

· Primary and back-up Faculty with at least a Bachelor’s degree and documented expertise in cutting-edge leadership theories and approaches appropriate for responding to today’s leadership challenges. Each faculty member must demonstrate expertise in the subject area of responsibility, and an ability to deliver instructional content using adult education principles and teaching methodologies.

The contractor will provide a cadre of qualified instructors

· 100% of the Instructors receive a Satisfactory quality score on the NGC Instructional Assessment Form when assessed

· Average of at least 4.25 (on a 5-point scale) for the Instructor Quality composite metric on the NGC End-of-Course Survey Summary Report for each course iteration throughout the period of performance

Random monitoring and periodic inspection by the Government Course Manager

Periodic instructor assessment

a. # of Instructors receiving a Satisfactory quality score / # of Instructors assessed

PROFESSIONAL COMMUNICATIONS SKILLS TRAINING PROGRAM

The curriculum is provided within 60 days of contract award. The instruction is competency based

100% of the courses address the competencies outlined in the Intelligence Community Directive Number 610, at the appropriate level of learning

Reviewed by the Government Program Manager

The curriculum is provided within 60 days of contract award. The line of instruction for the professional communications skills training program is appropriate for participants at the Pay Band 5 level and below

The two writing courses and one briefing course are 24 instructional hours in duration each and the content reflects the NGA mission, vision, culture and core values

Reviewed by the Government Program Manager

Meets NGA security classification standards

Reviewed by the Government Program Manager

· Demonstrated strong performance of experiential adult learning education.

· Record of effectiveness in working with professionals at all levels.

· Understanding of the government operational environment (preferably Intelligence Community (IC)).

· Primary and back-up faculty with at least a Bachelor’s degree and documented expertise in professional writing and briefing skills. Each faculty member must demonstrate expertise in the subject area of responsibility, and an ability to deliver instructional content using adult education principles and teaching methodologies.

· Primary and back-up faculty must have an active TOP SECRET/SCI clearance at time of contract award

The contractor will provide a cadre of qualified instructors

· 100% of the Instructors receive a Satisfactory quality score on the NGC Instructional Assessment Form when assessed

· Average of at least 4.25 (on a 5-point scale) for the Instructor Quality composite metric on the NGC End-of-Course Survey Summary Report for each course iteration throughout the period of performance

Random monitoring and periodic inspection by the Government Course Manager

Periodic instructor assessment

a. # of Instructors receiving a Satisfactory quality score / # of Instructors assessed

INTERPERSONAL COMMUNICATIONS SKILLS COURSE

The curriculum is provided within 60 days of contract award. The instruction is competency based

100% of the courses address the competencies outlined in the Intelligence Community Directive Number 610, at the appropriate level of learning

Reviewed by the Government Program Manager

The curriculum is provided within 60 days of contract award. The line of instruction for the interpersonal communications skills course is appropriate for participants at the Pay Band 5 level and below

Course is 40 instructional hours in length and the content reflects the NGA mission, vision, culture and core values

Reviewed by the Government Program Manager

The curriculum is provided within 60 days of contract award. The line of instruction is unclassified

Meets NGA security classification standards for the unclassified level

Reviewed by the Government Program Manager

· Demonstrated strong performance of experiential adult learning education.

· Record of effectiveness in working with professionals at all levels.

· Understanding of the government operational environment (preferably Intelligence Community (IC)).

· Primary and back-up faculty with at least a Bachelor’s degree and documented expertise in the area of interpersonal communications skills (e.g., emotional intelligence, influencing/negotiating, conflict management, customer relationship management; problem solving, leveraging diversity, oral communications, etc.). Each faculty member must demonstrate expertise in the subject area of responsibility, and an ability to deliver instructional content using adult education principles and teaching methodologies.

The contractor will provide a cadre of qualified instructors

· 100% of the Instructors receive a Satisfactory quality score on the NGC Instructional Assessment Form when assessed

· Average of at least 4.25 (on a 5-point scale) for the Instructor Quality composite metric on the NGC End-of-Course Survey Summary Report for each course iteration throughout the period of performance

Random monitoring and periodic inspection by the Government Course Manager

Periodic instructor assessment

a. # of Instructors receiving a Satisfactory quality score / # of Instructors assessed

ATTACHMENT 2: QUALITY ASSURANCE

MONITORING FORM

SERVICE or STANDARD:

SURVEY PERIOD:

SURVEILLANCE METHOD (Check):

Random Sampling 100% Inspection Periodic Inspection Customer Complaint

LEVEL OF SURVEILLANCE (Check):

Monthly Quarterly As needed

PERCENTAGE OF ITEMS SAMPLED DURING SURVEY PERIOD:

ANALYSIS OF RESULTS:

Observed Service Provider Performance Measurement Rate: ______%

Service Provider’s Performance (Check):

Meets Standards

Does Not Meet Standards

Narrative of Performance During Survey Period:

PREPARED BY:…