CCDO_SOW youthdevelopment 8.8.doc

Community Capacity Development Office (CCDO) statement of WORK FOR Training and Technical Assistance:

Youth Development and Leadership Programs introduction

The mission of the Community Capacity Development Office (CCDO) is to promote comprehensive strategies to reduce crime and revitalize communities. CCDO helps communities help themselves, enabling them to reduce violent and drug crime, strengthen community capacity to increase the quality of life, and promote long-term community health and resilience. CCDO aims to dramatically expand the level of public and private partnership models that build and sustain local capacity to create safe, thriving communities. The flagship of CCDO is the Weed and Seed strategy which aims to prevent, control, and reduce violent crime, criminal drug-related activity, and gang activity.

The Weed and Seed strategy is a community-based, comprehensive multi-agency approach. Four elements make up the two-pronged Weed and Seed Strategy: Law Enforcement; Community Policing; Prevention, Intervention, and Treatment; and Neighborhood Restoration. Limited discretionary grant resources are available annually for technical assistance and training to selected Weed and Seed Communities (WSC’s) subject to Congressional funding. WSCs must work to reduce crime and improve the quality of life for residents in a community primarily through the redeployment of existing public and private resources, addressing both crime and social related problems that without proper intervention often lead to violent crime, drug abuse, and gang activity.

CCDO has made available or provided various technical assistance and training activities to Weed and Seed sites. Request for technical assistance and training is often site driven; but can also be a recommendation from the CCDO program manager. CCDO existing technical assistance and training program serves to:

· Plan and develop programs to prevent and respond to criminal justice issues through building community capacity training and technical assistance (including on-site) on various topics for Weed and Seed sites

· Develop the skills of site coordinators; steering committee members and community residents

· Identify and disseminate information about techniques and methods proven effective in building community capacity and revitalize neighborhoods

· Support jurisdictional teams that assist State and local agencies working directly with high-risk and delinquent youth.

background

Training and technical assistance (TA) activities must be tied to purpose areas of the CCDO Weed and Seed Communities (WSC) grant program and community capacity building. To learn more about the WSC grant program, go to www.ojp.usdoj.gov/ccdo and click on Weed and Seed.

Training and technical assistance priorities for CCDO are established to increase responsiveness to consumer needs, promote the use of best practices and programs, and manage performance standards for effective practice in the assessment, planning, delivery, and evaluation of program activities. CCDO has focused recent training and technical assistance on capacity building of community partners and residents to assist in sustaining of program activities.

Through the Weed and Seed Communities program, funds and technical assistance are provided to communities for programs focused on crime reduction and community revitalization. Local and tribal governments and non-profits can apply for competitive Weed and Seed funding to support local communities.

objectives

The objective in issuing this statement of work is to continue training and technical assistance enhancements that will support CCDO’s mission. Through the issuance of this order, CCDO serves to improve overall service delivery, replicate model practices and programs, increase collaboration and leveraging of resources, support enhanced data collection efforts, utilize technological advances to provide training and technical assistance resources, increase accountability for results, and support enhanced management of CCDO projects.

It is CCDO’s objective to achieve technical innovation in design and delivery of services, while achieving efficiencies in the cost to the government in delivery of these services, with emphasis upon maximum amount of services delivered to the target audiences. The contractor is therefore expected to propose approaches which will provide quality services in a cost-effective manner.

Specific service requirements of this order include:

1.

Provide assistance to CCDO’s constituency with particular emphasis on the Weed and Seed initiative, performance measurements, Community-and Faith-based Initiatives, law enforcement and reentry-related initiatives, prevention and neighborhood revitalization efforts, resident and community leadership and emerging topics of the CCDO director. The contractor(s) must identify a demonstrated ability to coordinate and collaborate with organizations in these fields by showing evidence of steps taken to be collaborative, identifying formalized relationships through documentation, and describing specific instances of collaborations.

2.

Leverage and coordinate resources to the fullest extent by providing comprehensive services to CCDO and Weed and Seed Communities. The contractor(s) will be responsible for developing and implementing models of collaboration and coordination among CCDO program initiatives and TA providers. The Contractor(s) must fully demonstrate experience developing collaborative relationships among numerous partners, many of whom have competing missions and business practices.

3.

Place major emphasis on assisting local distress communities in training and TA support in the following program area: Youth development and leadership efforts

· Prevention and treatment strategies focused on at-risk youth

· Targeted Community and school based prevention strategies for Weed and Seed Communities.

· Youth leadership initiatives and training workshops

4. Provide nationwide Training and Technical Assistance for CCDO which may include local governments, tribal communities, public, non-profit, community- and faith-based organizations.

5. Work with CCDO on broader issues of Training and Technical Assistance delivery and services, including needs assessment, tracking and reporting to help CCDO enhance Training and Technical Assistance.

6. The contractor is to serve as the central contact for linking Weed and Seed communities to CCDO’s youth development training and TA resources. In this capacity, the contractor will be expected to market and disseminate plans and assist CCDO in promoting Training and Technical Assistance resources for the identified program area.

7. The contractor will be responsible for coordinating with other CCDO TA providers. This may take the form of providing expert technical assistance to existing providers, presentation at conferences and training sessions, and working with various CCDO program managers to plan and develop youth training programs for CCDO.

8. The contractor will be responsible for developing and delivering TA resources that are cost-effective, rich, dynamic, and responsive to the needs of Weed and Seed communities in support of youth development programs.

In addition, to having lead responsibility in a program area, one or more other TA grantees/contractors may be assigned coordinated and supportive tasks with other CCDO contractors and TA providers. All TA contractors/grantees are required and expected to cooperate and attempt to ensure consistency of objectives and strategies.

10. The contractor may be asked to submit information for publications, fact sheets, resource books, multimedia projects, web-based tools, and other materials on current, emerging, and promising practices on various youth development topics.

requirements The contractor shall provide all necessary personnel, facilities, equipment, material, and services required to accomplish the tasks listed below. Each activity must be reviewed and approved, in writing, by the Contracting Officer’s Technical Representative (COTR) for the work performed under each task. Should such approval not be granted, the Contracting Officer (CO) shall be notified. The contractor must get approval from CCDO on all consultants assigned task for this project.

The contractor shall manage, enhance, and provide the following existing services contained in the “Projected Tasks” section critical to the successful operation Training and Technical Assistance for CCDO.

Projected tasks

The contractor shall enhance and manage CCDO’s Training and TA projects to achieve the intended operational results through the services supported by this contract. A key competitive factor will be the extent to which the contractor describes how specific Training and TA services can be enhanced to more effectively meet the needs of Weed and Seed communities and CCDO. Particular emphasis will be placed on the contractor’s ability to provide a detailed description on how the services anticipated under this contract will be delivered and the cost efficiencies which will be achieved in the management and staffing of service delivery. The contractor is encouraged to be creative and innovative in their recommendations to implement the overall project. The contractor shall conduct the following tasks and shall provide an approach including goals, measurable objectives, and performance measures for each task, including the necessary procedures, formats, and designs to indicate how the requirements of, and management of, the tasks listed below will be met. In addition, Offerors shall provide a general timeline chart for the 12-month period.

Task 1. Maintaining Operations of Training and Technical Assistance for CCDO The Community Capacity Development Office seeks a contractor with the right blend of knowledge, experience, and preparedness to manage and operate youth development Training and TA initiatives. In support of this effort, the contractor shall successfully perform tasks outlined below, which reflects CCDO’s goals for Training and TA, and the capacity building needs of Weed and Seed Communities:

Subtask 1(1). Maintain a Centralized Mechanism for Receiving Requests from CCDO and Weed and Seed Communities:

· Administer and manage a centralized mechanism for receiving requests from CCDO and Weed and Seed Communities about the availability of youth development training and TA resources and any related eligibility requirements for receiving these services.

Subtask Task 1(2). Facilitate the Coordination of Training and TA to Weed and Seed Communities

· Establish a procedure for: a) receiving Training and TA requests; b) evaluating requests; c) matching available resources to needs; d) monitoring; and e) assuring prompt delivery of services to the field to accommodate requests ranging from the fairly routine to the complex. Training and TA coordination of services may involve referrals of CCDO consultant expertise, CCDO provider services, and/or identification and dissemination of reference materials. Requests needing more extensive assistance, such as full onsite training and TA (TTA) delivery, will generally not exceed 5 days of support, to include brief assessment, planning, and implementation. Onsite training and TA is fully funded for Weed and Seed Communities through the Training and TA contract.

· Coordinate and deliver ongoing, long-term training or TA to youth development activities.

· Coordinate all travel (including lodging and per diem) related agreements with assigned consultants approved by CCDO for youth development TA site visits to Weed and Seed Communities or any other CCDO related projects.

Subtask 1 (3). Develop, Administer and Evaluate Needs Assessments and Their Results

· CCDO seeks to develop and provide TTA resources that are responsive to the needs of the field. One avenue to ensure responsiveness is to conduct formal needs assessments. The Contractor will be required to develop needs assessment plans that incorporate environmental factors, polices and economic factors impacting services, accessibility issues such as location, language and cultural barriers, as well as legal, political, and social constraints. In order to accurately design and focus training and technical assistance, it is essential to get first-hand information on the needs of these populations.

Subtask 1(4). Develop and Maintain a System for Monitoring Training and TA Services

· The contractor(s) will work with the Training Officer to develop a systematic and uniform process that evaluates the utility and impact of services provided to CCDO. This process may go beyond simple user satisfaction surveys and include elements that serve to hold individual trainers and providers accountable to CCDO’s consumer base. This system must include a mechanism for providing evaluative information to CCDO and its providers.

Task 2. Delivery of Recurring Training and Technical Assistance

This task involves the actual delivery of Training and TA after work plan development and CCDO approval. The delivery of Training and TA will often focus on youth development and leadership topics. The contractor must demonstrate the capability to provide responses in three levels for Training and TA. The three levels are:

1. Immediate response is the capability and resources to provide effective verbal or written assistance on short notice and in a brief period of time. Usually this assistance is in response to a phone call, e-mail, or letter and is responded to verbally or by e-mail within 24 hours.

2. Total system response is an intense training or TA effort with a methodology that addresses needs assessment, coordination, policy and plan development, and plan implementation. System monitoring is required. The results may provide for systematic changes in improving programs, policies, and facilities.

3. A specialized, developmental response is the training or TA capability to address a specific issue, or component of the Weed and Seed strategy. This type of assistance is targeted specifically in terms of limited system impact. Thus, the assistance may only address specific aspects of CCDO and/or Weed and Seed Community, such as performance measures, sustainability, and reentry and tribal topics.

Examples of training or TA that might be assigned under this task include, but are not limited to, the following:

· Assisting CCDO, Weed and Seed Communities and US Attorney Office’s (USAO’s) in implementing aspects of youth development strategies.

· Assisting Weed and Seed Communities in improving programmatic and procedural aspects of their youth development plans.

· Assisting W&S Communities in increasing their capability to design effective research-based community and faith-based initiatives.

· Assisting Weed and Seed Communities with increasing youth leadership and engagement as a sustainability strategy.

The contractor must have an acceptable process for identifying, utilizing, and evaluating resources used in the delivery of Training and TA. In addition, the contractor must establish a process for the regular assessment of Training and TA delivered under this contract to include, at a minimum, use of CCDO’s Consultant Database. The contractor, at the direction of the COTR, must follow an agreed-upon process for the regular assessment of Training and TA delivered under this contract.

Training and TA can be provided through a variety of cost-effective means such as onsite consultation, site visits to model operations, peer-to-peer information exchange, workshops, documentation, in person and web-based training seminars, teleconferencing, telephone consultation, and preparation of written technical assistance documents. Offerors shall describe the processes they propose to use to deliver training and TA. They must also identify and discuss their specific techniques, methods, and resources for delivery of training and TA, for identifying and evaluating training and TA resources, and for assessing training and TA delivery. When using outside consultants (i.e., individuals other than contractor staff), the contractor must get approval from CCDO on all consultants assigned task for this project.

The COTR will identify each requirement for TTA within the Statement of Work (SOW) and transmit it to the contractor for evaluation. The contractor shall receive and analyze the request for TTA and develop a task plan for the accomplishment of the TTA within 15 days after receipt. The contractor shall submit the task plan to the COTR with a copy furnished directly to the contracting officer. The task plan shall contain at least the following information:

· Title

· Proposed approach

· Effort required

· Proposed staff or consultant(s)

· Task scheduled to completion

· Task number

· Estimated cost for the project

· Any other information as may be requested by the COTR.

The COTR shall review the task plan for approval or disapproval. Approval of the task plan shall not be constructed to be a complete check as to the adequacy of the plan, but rather that the specific methods and approach are satisfactory. Approval or disapproval will be made by the COTR within 15 days after receipt. Failure to approve a task plan within 30 days after receipt shall constitute disapproval of that task plan unless extended for no more than 30 days by the mutual agreement between the COTR and the Project Director, with notification to the contracting officer. The COTR will issue a task order for the approved task plan and a copy of each shall be submitted to the contracting officer.

In the event a task plan is canceled, revised, or a new project added, approval by the COTR is required and a copy of the recommended action will be forwarded to the contracting officer with supporting documentation by the COTR. Under no circumstances will a task plan be approved that increases the estimated cost of the total contract or extends the contract performance period without an appropriate contract modification.

It is recognized that certain training and TA requirements will not require the development of a detailed task plan. In such cases, the COTR will issue a letter directing the contractor to perform the required training and TA, a copy of which shall be furnished directly to the contracting officer.

All training and TA will not be considered finalized until a written report is generated with copies sent to the recipient and the COTR. This report should include documentation of the training or TA provided, an inventory of all products developed, and the anticipated outcomes. This report must be completed, and a copy and all products developed through this effort must be forwarded to the COTR within 30 working days following the completion of the effort. An actual cost of each completed task must be included with the final report.

Task 3. Products, Publications and Special Reports

· Develop products and/or materials to support Weed and Seed Communities in their effort to sustain and enhance program efforts as requested by CCDO. Product development efforts may include updates to and/or manuscript development, fact sheets, bulletins and newsletters.

Task 4. Contract Management

The following general principles shall be applied in the conduct of activities under this procurement.

· The training and TA contractor may be required to interact with the other CCDO TA providers, contractors and grantees as part of the overall training and TA system to support the goals and objectives of CCDO programs.

· The training and TA provided under this contract shall be planned and accountable. There should be a direct and specific intended effect from the training and TA provided to Weed and Seed Communities and CCDO. Whether, and to what extent, these effects are realized should be the subject of assessment and documentation.

· An overall objective of CCDO training and TA system is to increase capacity in Weed and Seed Communities to meet their strategic goals and objectives and help them sustain those efforts.

· The training and TA provided by CCDO’s contractors should be coordinated with the site coordinator, steering committee members, USAO’s and other community partners.

· The training and TA provided must be responsive to directions from CCDO as represented by the COTR.

· Regular meetings between the contractor and the COTR will be held quarterly or at other designated frequencies.

· The COTR and the contracting officer must approve all consultants and their rates.

· The designation, assignment, and/or removal of “key” personnel must have prior approval by the COTR and the contracting officer.

· The contractor shall be responsible for the delivery and effective management of all training and TA provided under this procurement. The management plan must specifically address the special requirements and project tasks indicated in this RFP.

· The contractor shall meet with the COTR within 10 working days after the award of the contract to discuss the overall conduct of the contract, the project design, and the proposed methodologies. Any revisions required by the COTR must be submitted for approval within 10 working days of this meeting.

· The recipient must submit all reports and written products resulting from this contract to CCDO for review and comment prior to publication. The recipient must submit to CCDO for approval any reports or written products that the recipient will publish using contract funds. Any report or other written product published with contract funds must be formatted using OJP’s regulations and standards.

The contractor shall be responsible for the effective management of all training and TA provided under this procurement. The management of training and TA should be applied to the relevant general principles set out under the Requirements and Projected Tasks sections of this Statement of Work (SOW), and should include, but is not limited to, the following section of this SOW procedural elements for:

· Documenting the specific objectives, methods, and outcomes of training and TA and collaborative initiatives that are thought to be exemplary;

· Identifying, utilizing, and evaluating training and TA resources;

· Planning, reporting, and documenting training and TA;

· Providing training and TA in a timely and cost-effective manner which is responsive to the needs of its target audience. Maintain an efficient, professional, and prompt system for handling requests received.

· Analyzing, assigning, and developing a work plan for TA and training assignments given to the contractor by CCDO; and

· Copies of products produced by the contractor, the recipient and subrecipients of training and TA provided through this contract.

Contractor personnel and Consultants

a. BASIC REQUIREMENTS.

(1) The Contractor shall provide personnel who are qualified to perform the work described in this SOW. The proposed personnel are expected to have experience in justice issues and community revitalization strategies possess a high level of written and verbal skills, be flexible to changing priorities, possess skill and expertise in the design and delivery of training and technical assistance resources intended for a broad array of individuals, and possess the ability and willingness to meet required deadlines. Contractor personnel may be full-time, part-time or employed by the contractor as consultants.

(2) Training and TA personnel represent CCDO in many different arenas. It is imperative that personnel employed under this contract be able to interact with members of the Weed and Seed and juvenile justice communities at all levels in a highly professional and articulate manner.

b. ADEQUATE WORK FORCE. The contractor must ensure that the work force is adequate at all times to perform the tasks assigned under this contract. The use of subcontractors or consultants for functions that do not require the same level of effort at all times might maximize resources. CCDO is interested in having highly competent and articulate staff available to represent it. Therefore, all staff and consultants shall have excellent comprehension of the English language, including the ability to speak clearly. Data management and analytical writing skills are also essential to the delivery of services under this contract.

c. QUALIFICATIONS.

(1) Key Personnel.

(a) Certain skilled, experienced, professional, and/or technical personnel are central to the successful implementation of this contract. Such personnel are defined as “key personnel”, and their résumés should be designated accordingly. The following positions are considered to be key personnel: Project Director and Project Coordinator.

(b) The employment of key personnel who possess strong management skills is crucial to the success of the contract, since the range of deliverables requires a high level of planning and organizational skill as well as the ability to coordinate and collaborate effectively. Staff must demonstrate experience in collaborative planning and project management. Staff must possess knowledge and skill in instructional design and curriculum development. Creativity, flexibility, and leadership are required to successfully deliver the products and services anticipated under this contract.

(2) Responsibilities/Qualifications. For the proposal to be considered responsive, key personnel and other proposed staff must perform responsibilities and meet specific qualifications as follows.

(a) Project Director.

(i) Serves as the contractor’s liaison to the Government and provides general project oversight to ensure that contract requirements are met and that the contract is being performed in a cost-efficient manner. The expectation is that the Project Director will provide not less than 10% of time to the project and that other senior core staff will provide 30% of their time. Less than 30% of time for the Project Director reflects recognition that a senior, executive level staff person is expected to support corporate programs and goals.

(ii) The Project Director shall be the contractor’s authorized representative for the technical and administrative performance of all services required herein. The Project Director shall be directly responsible for responding to and resolving to the satisfaction of the Contracting Officer and/or the COTR all complex technical, administrative, management, or contractual issues. The COTR shall be the contractor’s first contact point for any questions, difficulties, or problems that arise related to the tasks.

(iii) The Project Director shall provide experienced staff personnel who will manage the work on a continuing basis. The contractor shall: (i) develop procedures and reports that will enable the COTR and the Contracting Officer to monitor closely the provision of services and costs to ensure the timely completion of activities within budget; (ii) provide production reports that present the number of actions completed. The contractor shall meet reporting requirements as to be determined in this SOW; (iii) develop and formalize partnerships and collaborative working relationships with other CCDO training and TA providers, partners and grantees to leverage CCDO resources to the fullest extent possible

(iv) Education—Master’s Degree preferred, minimum of a Bachelor’s Degree, in criminal/juvenile justice, community development, human services, behavioral science, organizational development, public policy, or business administration from an accredited institution.

(v) Experience—Minimum of six years of experience in the successful management and oversight of an operation of this size and scope. Three of the six years should be in managing national scope training and technical assistance projects with some experience in research and evaluation. Two of the ten years should be in developing and formalizing collaborative working relationships geared to leveraging resources and producing measurable outcomes.

(b) Project Coordinator.

(i) Manages the day-to-day operations of the contract, including project management for all task orders. Develops work plans; tracks budgets; evaluates consultant performance; and monitors quality control of all work products to ensure completion on time and within budget. The Project Coordinator shall perform all activities described herein in an accurate, complete and timely manner. This will require a high degree of resourcefulness and sound judgment. Contractor personnel are responsible for carrying out activities independently and shall exercise professional judgment and discretion in making decisions and recommendations to successfully complete tasks. As appropriate, the Project Coordinator shall make suggestions to the COTR for improved procedures to ensure the successful completion of operations; (ii) Assist with planning and coordinating meetings. Coordinate training and technical assistance product development and delivery.

(ii) Education—Bachelor’s Degree in criminal/juvenile justice, human services, behavioral science, organizational development, public policy, or business administration from an accredited institution.

(iii) Experience—Minimum of four years of experience in the successful day-to-day management of an operation of this size and scope. Two of the four years of experience should be in developing and implementing training and technical assistance programs. In addition, two of the four years should be in planning meetings, preparing briefing materials, and follow-up activities.

d. government approval of contractor staff

(1) The Government reserves the right to review the qualifications of all staff selected to work on the contract before assignment. During the course of the contract, the contractor shall submit résumés for any individuals being added to the contract staff. The Government reserves the right to review the qualifications of proposed new personnel and to reject individuals who do not meet the qualifications set forth in this SOW.

(2) If the Contracting Officer notifies the contractor of performance problems, the contractor shall take the necessary steps to resolve the problem (e.g., changes in personnel, removal of personnel, changes in procedures, etc.) within five (5) working days of receipt of such notice.

(3) The contractor shall use consultants in the CCDO Consultant Database and should have new consultants enrolled in this pool throughout the contract period. Selection of individual consultants for specific assignments will be subject to approval by CCDO. The contractor must ensure that the consultant work products are satisfactory.

(4) The contractor shall furnish all professional and technical personnel, clerical services, equipment, facilities and materials necessary to provide the required level of expertise and assistance promptly and effectively upon request. The contractor must obtain all required reports, process payments, coordinate travel arrangements, and maintain necessary records for all activities.

(a) The contractor shall direct and coordinate the work required by this contract. Individuals may be either full-time or part-time employees of the contractor or individuals with whom the contractor enters into a contractual or other arrangement for the performance of services.

(5) The contractor must assign a specialist or specialists to any given project within five (5) working days of the CCDO request for assistance and, when a consultant is used, must assure prompt payment following completion of the assignment. Any serious difficulties with regard to the work of the consultant (e.g., timeliness, attention to detail, or completeness of the work product) should be brought to the immediate attention of the COTR.

administration and management

a. GENERAL RESPONSIBILITIES. The contractor shall be responsible for the effective management of all of the services identified in the tasks, and for organizing work so that deliverables are completed within specified time frames and in the required quality. The contractor shall provide a management plan that assigns and manages work to efficiently accomplish these objectives. The offeror should indicate the specific organizational support to be made available to this contract and how the contract will be managed within the overall organizational structure. Offerors should clearly demonstrate their corporate capability to manage multiple complex contracts/projects where other contracts of this type exist.

b. contract management requirements

a. The contractor shall provide personnel necessary to assist with managing the contractor effort.

b. The contractor shall notify the Government of any personnel changes thirty (30) days prior to changing of staff personnel.

c. The contractor shall provide technical assistance that is responsive to directions, as represented by the COTR. Geroma Void Office of Justice Programs, Community Capacity Development Office, (202) 305-1790, is hereby designated the COTR for this effort.

d .Computer requirements. The contractor shall have access to the Internet and use software that is fully compatible with the latest application of Windows WordPerfect.

quality control/quality assurance

a. contractor’s quality control plan

(1) The contractor shall establish a performance based quality control plan to ensure the tasks under the contract are performed in accordance with the requirement in an efficient and effective manner. It is also a plan to ensure that sufficient cost controls are integrated into the process of performing the required tasks. The contractor shall provide to the COTR and the Contracting Officer a copy of the Contractor’s Quality Control Plan upon award of the contract. Any problems concerning the quality of work under this contract shall be incorporated into the monthly progress report. In addition, the Quality Control Plan shall be submitted on an annual basis prior to exercising an option period. This performance based Quality Control Plan shall include, but not be limited to:

(a) An inspection program addressing all of the services stated in the SOW specifying the areas to be inspected either on a scheduled or unscheduled basis and the names, titles and qualifications of the individuals performing inspections and the extent of their authority. Their functional roles must be depicted in an organizational chart. The Project Director or other contractor staff may perform the inspection.

(b) Description of a continuous improvement process: methods of identifying deficiencies in the quality of services performed before the level of performance becomes unacceptable and corrective actions need to be taken; procedures for notifying the COTR when deficiencies are encountered; planned corrective actions and descriptions of proposed sampling techniques.

(c) Methods of documenting and enforcing quality control operations of both the contractor’s and subcontractors’ (if applicable) work.

(d) The format for the contractor’s quality control reports.

(2) The contractor shall maintain documentation of all quality control inspections, inspection results, and any corrective action required and/or performed throughout the term of the contract. This documentation shall become the property of the Government and shall be made available to the Contracting Officer and COTR upon request. The documentation shall be transmitted to the Contracting Officer within ten (1) working days after completion or termination of the contract.

b. government’s quality assurance surveillance plan (qasp).

(1) The Quality Assurance Surveillance Plan (QASP) will be developed after contract award and will be based on the contractor’s approved quality control plan.

(2) The Government will monitor, assess, record, and report on the contractor’s technical performance under the CCDO contract in accordance with the SOW with respect to timeliness and quality of all of the deliverables, responsiveness of procedures, and the methods and guidelines for delivering administrative and technical support.