TRANSITION STRATEGY. (POST CONTRACT) - The overall strategy shall be built around maintaining the mission with minimal impact, not only in terms of timeliness of performance but also to ensure that critical data and knowledge transfer occurs. 90-days prior to the end of the contract, establish and provide a plan/ schedule to ensure an orderly transition of responsibilities, while minimizing impact to the operation. The contractor shall submit a Transition Out Plan, when requested by the Government, to include the minimum elements listed below.
TRANSITION STRATEGY. The overall strategy shall be built around maintaining the mission of AIR 4.5.3 with minimal impact, not only in terms of timeliness of performance but also to ensure that critical data and knowledge transfer occurs. Upon termination or expiration of the contract, the contractor shall ensure an orderly transition of responsibilities, while minimizing impact to the operation. The contractor shall submit a Transition-Out Plan, to include the minimum elements listed below in accordance with CDRL A003. • Work Turnover. The contractor shall provide a plan of action to effectively transfer tasked work that is in process at the expiration or termination of the contract to the successor company. Establish and maintain effective communication with the incoming contractor or Government personnel for the period of transition via weekly status meetings. • Quality Assurance. The contractor shall provide a plan of action to ensure continuation of quality review processes during the transition period to the successor company. • Risk Mitigation Strategies. The contractor shall provide a plan of action to mitigate contract performance risks (quality and schedule) encountered during the transition period. • Data/Information Transfer. The contractor shall provide a plan of action for the efficient inventory and transfer of program data to the successor company.
TRANSITION STRATEGY. When specified at the task order, the contractor shall submit a “Transition out Plan,” to include the minimum elements listed below. The overall strategy shall be built around maintaining the mission of the program/ division with minimal impact, not only in terms of timeliness of performance but also to ensure that critical data and knowledge transfer occurs. Upon termination or expiration of the contract, the contractor shall ensure an orderly transition of responsibilities, while minimizing impact to the operation. Work Turnover. The contractor shall provide a plan of action to effectively transfer tasked work that is in process at the expiration or termination of the contract to the successor company. Establish and maintain effective communication with the incoming contractor or Government personnel for the period of transition via weekly status meetings. Quality Assurance. The contractor shall provide a plan of action to ensure continuation of quality review processes during the transition period to the successor company. Risk Mitigation Strategies. The contractor shall provide a plan of action to mitigate contract performance risks (quality and schedule) encountered during the transition period. Data/Information Transfer. The contractor shall provide a plan of action for the efficient inventory and transfer of program data to the successor company.
TRANSITION STRATEGY. The overall strategy shall be built around maintaining the mission of the SAIW Division with minimal impact, not only in terms of timeliness of performance but also to ensure that critical data and knowledge transfer occurs. Upon termination or expiration of the contract, the Contractor shall ensure an orderly transition of responsibilities, while minimizing impact to the operation. The Contractor shall submit a Transition Out Plan, to include the minimum elements listed below in accordance with CDRL A046.
TRANSITION STRATEGY. Contractor shall include the transition strategy for replacing the current system(s) while maintaining the current level of data collection and reporting in the Implementation Plan. This transition strategy must include timelines, identify major milestones, and describe in detail how Users can generate required reports while transitioning to the new Reporting System. In addition, the Contractor shall work with the Cal OES and the current reporting vendor to obtain current and archived data on the old systems. Any data used by the Contractor is the property of Cal OES. At least ninety ( 90) days prior to completion or termination of this contract, the Contractor will work with Cal OES to transition any data stored to the new Contractor, at no additional cost to the State.
TRANSITION STRATEGY. The MRCS remains committed towards planning and effecting a successful and gradual transition from a high level of Nargis operations to the longer-term provision of volunteer-led community activities. In line with this, a series of planning discussions between the senior management and leadership of the MRCS and the International Federation has resulted in a recently established consolidated transition plan. The plan features two main components: the need to define anticipated long-term branch activities in the Delta and an accompanying plan to achieve this; and the outlining of key areas within the large-scale operation which require an eventual managed exit. It was shared with the Hub Managers and 2ICs3during the August Hub Managers Meeting, and feedback will be facilitated in the coming weeks. A transition example is facilitating the integration of the high level of volunteer engagement in recovery activities with long-term community- based health and disaster risk reduction activities. A mapping exercise of communities targeted under both recovery and core programmes has been initiated to help identify pilot areas in coordination with operations. The new Recovery Coordinator will support the MRCS in developing the transition work for the operations The MRCS headquarters divisions will be supported to develop Plans of Action in line with the transition guidance in the coming weeks. The transition process has helped to identify development and learning opportunities to be managed over the phase of the operations. As such, much work on transitioning Nargis to core MRCS programme activities in the Delta will evolve from 2010 onwards. The learning from the Nargis response, generated through the transition process, will feed into the national society’s review of its 2007- 2010 Strategic Plan, which will begin in October. The review will be led by an international consultant depending on visa availability.
