Naval Warfare Systems Command, Naval Supply Systems Command, Military Sealift Command, Naval Facilities Command, Office of Naval Research, or the United States Marine Corps, the Contractor shall provide services that potentially span the entire spectrum of mission areas and technical capabilities supported by the Department of the Navy (DON) ordering activities. Services within the 2 Categories with 23 functional area subcategories identified below may be performed under this contract for new and existing product areas, programs, or missions, which are assigned to these activities during the life of the contract.
Services to be provided under this contract are categorized into the following categories:
This contract, known as SeaPort- Next Generation (SeaPort NxG) does not allow for the direct procurement of supplies or hardware. Any material or products ordered shall be incidental and in direct support of performed services (for example, small scale testing equipment, prototypes, or spares.)
The Contractor shall provide qualified personnel, materials, facilities, equipment, test instrumentation, data collection and analysis, hardware and software, and other services that will support the DON in the execution of their overall organizational functions and the specific missions of the individual activities and ordering offices. Categories to be supported under this contract are described in the sections below.
This category consists of supporting the application of engineering disciplines to technically support the research and development of new and existing Naval capabilities and systems, technically support development of significant alterations to existing systems, support integration and interface of existing equipment or software into different applications or platforms to support the warfighter, and support evaluation of foreign or non-developmental systems, equipment, and technologies. This category also includes all support required within the area of environmental engineering of U. S. Navy weapon systems and base related infrastructure. Functional areas that are included under the Engineering Services category include but, are not limited to the following examples:
Program Management Services
This category consists of applying the business, financial management, and technical disciplines required to support planning, organizing, staffing, controlling, and leading team efforts in managing acquisition programs such that the result places a capable and supportable system in the hands of the warfighter when and where it is needed, and does so at an affordable price. This category represents an integration of a complex system of differing but related functional disciplines that must work together to achieve program goals through development, production, deployment, operations, support, and disposal.
This category also consists of providing information system software analysis, requirements definition, design, development, test, modification, installation, implementation, quality assurance, training, and documentation to meet the evolving data storage and reporting needs of programs, analyze existing IT and IS databases, web sites, and IT applications and recommend new or improved interfaces and improved management tools that meet new requirements, or improve management effectiveness and efficiency. Perform maintenance and technical support for Local Area Networks (LAN) and Wide Area Networks (WAN) that are outside the cognizance of the Navy Marine Corps Intranet (NMCI). Modify, implement and maintain web-based information systems and links. Develop website structure, prepare documentation for population, implement and maintain web sites. Conduct IA analyses, develop, recommend, and implement, monitor, update, and maintain, IA practices, procedures, equipment, algorithms, and hardware that are outside the cognizance of NMCI. This category also provides systems engineering and technical support for establishment, test, upgrade, and operational support of systems, networks, workstations and support equipment hardware and software that are outside the cognizance of NMCI. Functional areas that are included under the Program Management Services category include but, are not limited to the following examples:
One or more Task Orders (TOs) may be issued during the performance period of this contract. All Task Orders are competitively solicited in the SeaPort Portal. There is no direct ordering or sole source. The Contractor agrees to accept and perform orders issued by the Task Order Contracting Officer within the scope of this agreement. It is understood and agreed that the Government has no obligation to issue any orders except the minimum order. The minimum obligation under this contract is $500 and shall be placed at time of award of the MAC.
In the event of any inconsistency between any TO and the contract, the contract shall control. In accordance with the Federal Acquisition Streamlining Act (FASA) and FAR 16.505(b), the Task Order Contracting Officer will give all awardees a “fair opportunity” to be considered for each order in excess of $3,500.
Competitive Ordering Process
To be eligible as a Small Business, Service Disabled Veteran Owned Small Business (SDVOSB), Women-Owned Small Business, 8(a) Business, or HubZone Business during the competitive ordering process, the Offeror must have had that status at the time of Task Order proposal submission. For Task Order solicitations competition restrictions for Small Business, Women-Owned Small Business, or 8(a) Businesses, the Prime Contractor must perform at least 50% of the Work (See FAR 52.219-14). For HubZone competition restriction, at least 50% of the work will be performed by the Prime Contractor or other HubZone Small Business concerns (See FAR 52.219.3). If a Task Order Solicitation is competition restricted for Service Disabled Veterans Owned Small Business, at least 50% of the effort will be performed by the Prime Contractor or other Service Disabled Veteran Owned Small Business concerns (See FAR 52.219-27). In accordance with FAR 16.505(a)(8), no protest under FAR Subpart 33.1 is authorized in connection with PCO decisions regarding fair opportunity or the issuance of a TO under this contract, except for a protest on the grounds that a TO increases the scope, period, or maximum value of the contract.
Each individual TO may be cost reimbursable, fixed price (FP), or any combination of the two. All Task Orders shall be issued electronically via the SeaPort Portal.
The Contractor is not authorized to commence task performance prior to issuance of a signed TO that has been funded.
Task Funding Restrictions
TOs shall either be funded at the time of award or awarded under the authority provided within Section I Clause 52.232-18, entitled, “Availability of Funds”.
Orders may be issued by any Contracting Officer from Naval Sea Systems Command, Naval Air Systems Command, Space and Naval Warfare Command, Naval Supply Systems Command, Military Sealift Command, Strategic Systems Programs, Naval Facilities Engineering Command, Office of Naval Research, and the United States Marine Corps from contract award through the end of the ordering period, specified in Section F. The period of performance for a Task Order can be up to 5 years.
SeaPort-Next Generation (NxG) Contracting Officer:
|Ms. Angela Pomeroy
Seaport-NxG Contracting OfficerNSWC Dahlgren Division17632 Dahlgren Road, Suite 157Dahlgren VA 22448-5110
The individual Task Order Contracting Officer shall be the first point of contact for industry seeking resolution of issues. In addition, each ordering office has an established ombudsman. The ombudsman represents an impartial party. An overarching ombudsman exists at the Naval Sea Systems Command Headquarters for the resolution of issues involving one or more ordering offices or if resolution from an order office ombudsman is not sufficient. A list of ombudsman will be maintained on the vendor portal for authorized users.
SEAPORT NXG TEAM MEMBERS:
C & G has teamed with CSRA to provide services under Seaport-e. We have chosen this Fortune 500 Company because CSRA is a leading NAVSEA professional services SeaPort and SeaPort-e contractor, measured in both awarded and funded task order value. They have a demonstrated ability to deliver high-performance teams to support a diverse set of requirements. Together we have proven to be a most effective Team.
C & G has teamed with several companies as a subcontractor under Seaport-e including:
Carey L. Greene
Executive VP, Finance
Quality Assurance/ Customer Satisfaction:
C & G Consulting, Inc. is a veteran-owned small business that specializes in providing high quality technical and program management support to program offices in the Department of Defense. Our associates combine Fleet Operational experience with the Navy / Marine Corps Team together with extensive program office and program management experience – a mix that provides the client with quality, timely and effective top level management and engineering consulting services across a broad spectrum of defense acquisition programs. Our hands-on experience in the Pentagon, NAVSEA and its affiliated PEOs encompasses all aspects of the program management continuum from concept, requirements generation and “commissioning” through operations, life cycle support and disposal.
Simply stated our vision is to be the absolute best at what we do: consistently bringing talent, quality and best value to the table; providing the customer with exceptional service at an appropriate rate; treating our Associates with respect and compensating them fairly; and being a good and ethical business partner.
With a particular focus on the ethical conduct of all aspects of the business, we are committed to a trust-based working environment centered on three key concepts: providing the customer with exceptional service at a competitive rate; compensating employees fairly; and partnering strategically in a win-win construct.
By leveraging extensive business knowledge and professional experience with business ethics, we intend to achieve success and a solid reputation in the industry as a small business that consistently brings talent, quality and the best-value to the table.
C & G is lead by an Executive Management Team comprised of the President, Senior Vice President and Executive Vice President of Finance. This team is responsible for ensuring that the structures that promote optimal business development, fiscal and administrative responsibility, service delivery and quality assurance are in place for the organization.
Performance Based Contracting
We understand that, as the steward of the nation’s resources, the Navy is looking to realize cost savings thru improved, more efficient processes, and use those savings to insert newer, more advance technologies into the hands of the warfighter. We recognize that as one of the ways to become more efficient, the Navy desires to move to performance based contracting.
C & G has demonstrated superb performance as a subcontractor on Seaport and Seaport-e performance based contracts and is ready and prepared to take the next step to excel as a prime contractor. We have modeled our business to attract the individuals who will know how to operate in the independent environment of performance based contracting. Many of our associates have walked in the shoes of our customers, and it is with that knowledge and insight that we are confident that we can successfully deliver the results our customers require.
C & G will provide a self-assessment on the basis of overall performance in the areas of quality, timeliness and integration in order to gain customer feedback, provide a means to influence CPARS ratings and to assist in award term decisions.
Integrating Professional Services
C & G personnel have served as the Program Manager (PM) and Deputy Program Manager for support contracts where they conceived, developed and orchestrated the highly integrated and well-coordinated, 200+ man-year support contract for a multi-billion dollar, multi-product program office. Through that contact, we provided the full range of professional support services across highly integrated product lines in the areas of program management, engineering, logistics, and financial management. Employing co-location of personnel and extensive focus on first time acceptance of deliverables, we achieved significant reduction in overall program costs with the elimination of rework. Results were repeatedly reaffirmed by outstanding award term scores and deliverables that have consistently exceeded customer’s expectations. C & G management will employ those best practices and cost savings techniques, along with other lessons learned on future contracts. C & G’s cost control mindset coupled with the performance based task order environment will ensure the Government will receive the best value.
Molding, Managing, and Maintaining
When C & G is awarded a task order, we provide the professional team of personnel listed in the proposal. As a small company, many of our associates perform multiple functions for the same project. Our company process for managing a task order includes assigning the following roles:
The Project/Program Manager (PM) ultimately is responsible for the final decision on all contract issues. He also participates in performance reviews, and status meetings. He interfaces with the customers and takes corrective action if needed. He ensures that only properly qualified and motivated people are assigned to task areas.
The Prime Contract Manager (PCM) administers the contract to ensure compliance with appropriate contract terms, regulations and policies; research contract issues; and monitors the performance against the requirements of the contract. She works with the project manager to ensure the expectations and due dates for each deliverable set forth in the contract or Statement of Work (SOW) are clear and understood. She participates in negotiations and processes contract amendments, work authorizations and staff replacements. In addition, she tracks all contract deliverables and milestones, and validates deliverable acceptance prior to authorization of payment. The Executive Vice President, Finance will spearhead contract management efforts, and is responsible for allocating adequate resources to contracts.
Program Control Analysts are members of the business operations team. The Program Control Analyst reviews contract documents to ensure adequate funds are available to support invoices. The Program Control Analyst is responsible for invoice and expenditure tracking. The Program Control Analyst will also ensure that adequate tools, supplies and resources are available to the technical team.
Co-locating program control analysts with the technical team ensures a mutual understanding of needs and a culture of cooperation. Individuals can reach out to a member of the business operations team in-person, and get needed resources quickly and efficiently. This co-location results in less time being spent by associates dealing with these issues, allowing for more attention to the tasks at hand.
The officers of C & G have a combined total experience of managing small businesses of over 30 years. They have developed proven methods to consistently adapt to the myriad changes a small organization can face. With their experience growing former companies from a handful of individuals to nearly 100 associates, our leadership understands the demands of the dynamic emerging small-business environment. By definition, small business means change, and we are well-experienced in managing internal change. We’ve grown from three associates in 2008, to a dozen today, and did so planning for where we want to be before we get there.
Attracting and Retaining Top Talent
New associates are attracted by our company’s professional reputation, our ethical business practices, and by our genuine desire to support the ultimate customer, the Navy warfighter. We love what we do, and have fun doing it. Additionally, our company has the reputation of placing personnel in challenging and personally satisfying jobs, treating each associate with the utmost respect and providing benefits that are attractive to the individual. This attracts top talent, and sometimes keeps them working long into the time when they thought they would have retired. We seek out the “next level” to grow behind our top tier, and are currently seeking more of these individuals. We provide mentoring to our associates, and continual professional development – not thru formal fussy reviews, but by addressing concerns as they arise and rewarding individuals for their hard work. We believe work should not just be a job – it should be a place where you go to find self-actualization and are rewarded for hard work. This company culture successfully attracts and retains top talent.
Monitor and Maximize Quality
We will employ the same time tested techniques that we used achieving consistently high marks for quality as we have in our past program support efforts. A minimum of a two-person review on all technical products is conducted prior to delivery. An internal routing and QA sheet, requiring initials, is employed. A final quality review by the deputy program manager is undertaken prior to submission.
We conduct face-to-face meetings with the customer to ensure an accurate understanding of requirements and expectations of the product to be delivered. We believe one of the best tools for monitoring quality and customer satisfaction is communication. In many of our team’s current support contracts, routine weekly meetings are held with our customers to address open items, emerging tasks, and tackle any areas of concern. For areas in which any deficiency in performance may be found, written plans can be established, as appropriate, to identify steps necessary to correct the problem. By building quality into products from the beginning, it eliminates rework, and that ensures timely completion, at less cost. Quality is performance, and costs are dramatically reduced by this process.
Communication is key to ensuring we are responsive to the customer’s needs. We understand frequently there are ‘pop-ups’, and quick response requirements by the customer. By having personnel dedicated to the task full-time our personnel are able to be responsive to change in direction. Personnel assigned to the task will be dedicated one-hundred percent, full-time, where possible. We have found that having personnel dedicated to a single task ensures customer responsiveness.
C & G takes a disciplined and structured approach to solving issues, and will employ an integrated team approach to problem resolution. We seek to understand the problem, and determine the core cause of the issues, not just the symptoms. Without knowing the root of the issues, we cannot ensure the problem will not recur. When a problem is identified, it is brought to the attention of the PM. The PM huddles the personnel involved to address the problem and understand the core causes. Once the core causes of the problem are understood, the PM, with the assistance of other key personnel, modify the standard practices and processes to ensure this does not occur again. The PM follows up to ensure changes have been implemented and created the desired effect. Our customers have found that our aggressive response to potential problem areas has obviated adverse impact to their programs.
C & G Consulting is a company founded on the concept that work is not “just a job”, nor one in which the associate is responsible for just carrying out the letter of the task, nothing more. Our expectation for each associate is that products are of excellent technical quality, ethically pursued and socially responsible, and work that is personally fulfilling. Many of our associates have literally walked in the shoes of those whom we now support and we are committed to providing this generation of acquisition professionals the same level of service that we expected and demanded.
A well-integrated team, well-defined lines of communication, and a coherent plan to effect cross-program coordination have continued to ensure that C & G’s ability to react to emergent tasking with people properly experienced and qualified to meet the need.