SDA_C2_RFI CONSOLIDATED Q and A.xlsx
XLSX spreadsheet 40 KB Posted
- Solicitation number
- A039071
About this file
This document is a Sources Sought and Request for Information (SS/RFI) for a forthcoming solicitation to provide Space Domain Awareness (SDA) and Command and Control (C2) Operations and Maintenance (O&M) support services. The 19th Space Defense Squadron (SDS) requires on-site, Top Secret/Sensitive Compartmented Information (TS/SCI) support 24/7 to operate and maintain mission-critical systems such as the Mission Processing System (MPS), Common Framework Environment (CFE), Astrodynamics Support Workstation (ASW), and Non-Traditional Data Pre-Processor (NDPP).
The key requirements include network administration, cybersecurity, systems administration, facility maintenance, help desk support, and quality control. The government is seeking input on labor categories, certifications, risk areas, performance metrics, and incentive structures. Responses are due within 30 days of the SS/RFI issuance. The anticipated contract type is a best-value tradeoff, with technical factors more important than price. The incumbent contractors include L3Harris and Raytheon. The contracting agency is the Department of the Air Force Space Command.
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Other files
| File | Type | Posted |
|---|---|---|
| Attachment 1 - RFI Worksheet_SDA_C2_CONSOLIDATED Q and A.xlsx | XLSX spreadsheet | |
| Attachment 2 - DRAFT SDA C2 Re-Acq PWS .docx | DOCX document | |
| Combined SS and RFI_SDA_C2 Reacquisition.pdf | ||
| Attachment 1 - SS and RFI Worksheet for Vendor Responses_SDA_C2.xlsx | XLSX spreadsheet |
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Solutions71
| SDA/C2 REACQUISITION SOURCES SOUGHT & REQUEST FOR INFORMATION | |
| Company | Solutions71, LLC |
| Business Size / Economic Status | Certified 8a, Small Disadvantaged Business |
| Unique Entity Identification Number | KWU1UHG2JGG6 |
| Cage Code | 7PN66 |
| Point of Contact Name, Email and Phone Number | Victor A. Cenname, VP & GM, v.cenname@solutions71.com, 703-283-6186 |
Ken Siegel, BD Exec, k.siegel@aeoniangroup.com, 703-470-2350
| In reference to the DRAFT Performance Work Statement (PWS), please answer the questions below. In addition, comments on the DRAFT PWS are being accepted on the second worksheet in this workbook. | |
| Question | Response |
| 1. Do you intend to compete for inclusion consideration in this requirement? | Yes, Solutions71, LLC can affirm our interest in supporting the SDA/C2 requirements. |
| 2. How many years of experience does your company have supporting the requirements outlined in the DRAFT PWS as a PRIME CONTRACTOR and/or SUBCONTRACTOR? Please differentiate the years of experience in your answer between being a PRIME and SUBCONTRACTOR. | Our portfolio of companies has been providing IT services to DOD and government organizations for more than 15 years. Solutions71 specifically has been providing IT services under CLIN’s 541511, 541512, and 541519 both as Prime Contractor and Subcontractor since 2014 (10 years). As the Prime Contractor, Solutions71 has been providing IT services since 2019 (5 years). |
| 3. What actions and incentives have you implemented to incentivize, recruit, and retain employees? What outcomes did your company and your supported customer(s) realize from your approach? | In our continuous effort to attract, motivate, and retain top-tier talent, we have implemented a comprehensive suite of actions and incentives designed to foster a supportive and enriching work environment. These initiatives include offering competitive compensation packages with industry-leading salaries and targeted bonuses, a comprehensive benefits program featuring extensive health, dental, and vision insurance, retirement savings plans with company matching, and generous paid time off policies. We prioritize continuous learning and career advancement by providing access to professional development courses, certifications, and tuition reimbursement programs, and encourage attendance at industry conferences, workshops, and seminars. Understanding the importance of work-life balance, we provide flexible work schedules, remote work options, and family-friendly policies, which are essential in accommodating the diverse needs of our workforce. Our recruiting strategy includes the use of in-house HR and recruiting professionals utilizing subscription services to industry leading websites and resume search engines as well as aggressive online (both corporate and industry websites, LinkedIn) searches top find top tier talent. We utilize nationwide recruiting and talent agencies that provide an executive search model that targets senior SME level talent in order to entice the right skillset, the right experience at the right location. We are also aggressively build our team with subcontractor partners on all efforts in an effort to widen our swath of influence and realize the synergy of the team strengths. The implementation of these strategic actions and incentives has yielded significant positive outcomes, including enhanced employee retention, attraction of top talent, increased employee engagement and productivity, improved customer satisfaction, a positive organizational culture, and sustainable growth and innovation. Our customers benefit from the stability and expertise of our workforce, receiving consistent, high-quality service and innovative solutions. The inclusive and collaborative culture we have cultivated fosters a positive work environment where employees feel valued and motivated, translating into a more cohesive and effective team capable of tackling complex challenges and driving organizational success. |
| 4. What risk areas do you foresee with this requirement for the Government? | The government must carefully consider several potential risk areas when planning the reacquisition strategy for the SDA/C2 Level 1 Operations & Maintenance Support contract. Technical and operational risks include the mission-critical nature of the services, which support 24x7 worldwide intelligence and Command and Control (C2) Space Domain Awareness (SDA), and the requirement to operate within a Sensitive Compartmented Information Facility (SCIF), necessitating Top Secret (TS)/Sensitive Compartmentalized Information (SCI) clearances for all contractor personnel. Compliance and regulatory risks involve adherence to DFARS 252.237-7023, which is critical for the continuity of essential contractor services, and strict Operational Security (OPSEC) measures to protect against unauthorized disclosure. Performance and quality control risks require the contractor to maintain an effective quality control system and permit government surveillance to ensure compliance with the contract and best practices. Security and safety risks include the time-consuming process of obtaining and maintaining TS/SCI clearances and safeguarding Controlled Unclassified Information (CUI). Geographic and logistical risks pertain to the location of services at the Naval Support Facility (NSF) in Dahlgren, Virginia, which may present challenges in vendor availability and service efficiency, as well as the responsibility for facility maintenance. Technology and cybersecurity risks involve the need for continuous maintenance and cybersecurity services for a USSF weapons system and staying current with technological advancements to ensure system security. Effective risk mitigation strategies, thorough market research, clear communication with potential vendors, and stringent oversight and management of contractor performance, security, and compliance will be essential to ensure the successful continuation of these critical services and mitigate risks to ensure mission success. |
| 5. What risk areas do you foresee for a contractor to meet the Government's requirements? | Contractors must carefully consider several potential risk areas when planning to meet the Government's requirements for the SDA/C2 Level 1 Operations & Maintenance Support contract. Personnel and continuity risks involve ensuring strong continuity of technical personnel, which is critical to mission success, and providing non-personal services that require effective management and oversight mechanisms. Technical and operational risks include the mission-critical nature of the services, which support 24x7 worldwide intelligence and Command and Control (C2) Space Domain Awareness (SDA), and the complexity of operating within a Sensitive Compartmented Information Facility (SCIF), necessitating Top Secret (TS)/Sensitive Compartmentalized Information (SCI) clearances for all personnel. Compliance and regulatory risks involve adherence to DFARS 252.237-7023 and strict Operational Security (OPSEC) measures to protect against unauthorized disclosure. Performance and quality control risks require contractors to maintain an effective quality control system and be prepared for government surveillance to ensure compliance with the contract and best practices. Security and safety risks include the time-consuming process of obtaining and maintaining TS/SCI clearances and safeguarding Controlled Unclassified Information (CUI). Geographic and logistical risks pertain to the location of services at the Naval Support Facility (NSF) in Dahlgren, Virginia, which may present challenges in personnel availability and service efficiency, as well as the responsibility for facility maintenance. Technology and cybersecurity risks involve the need for continuous maintenance and cybersecurity services for a USSF weapons system and staying current with technological advancements to ensure system security. Documentation and reporting risks include the requirement for accurate and timely manpower reporting and the submission of various deliverables such as contingency plans and quality status reports. Effective risk mitigation strategies, thorough planning, and clear communication with the government will be essential to ensure the successful delivery of these critical services. Additionally, stringent management of personnel, security, compliance, and technology will be crucial to mitigate risks and ensure mission success. |
| 6. What organizational conflicts of interest do you foresee if your company were selected for this requirement? Please explain. | Solutions71 has conducted an OCCI analysis and has determined that there is no actual or anticipated potential for OCCI. |
| 7. Which evaluation factors and source selection approach do you recommend the Government consider for inclusion? Please explain. | Based on the requirements outlined in the Sources Sought / Request for Information (SS/RFI) and the Performance Work Statement (PWS) for the Space Domain Awareness (SDA) Command & Control (C2) Operations & Maintenance (O&M) Support, the following evaluation factors are recommended for inclusion: Technical Capability, which includes understanding of requirements, technical approach, and innovation and technological advancements; Management Capability, which encompasses the project management plan, quality control plan, and risk management; Past Performance, which evaluates relevant experience, performance metrics, and customer satisfaction; Personnel Qualifications, focusing on continuity of personnel; Cost/Price, which assesses cost realism and cost control; and Security and Compliance, which evaluates security clearances and compliance with regulations. Given the complexity and criticality of the SDA/C2 mission, a best value tradeoff source selection approach is recommended, allowing the government to consider factors other than cost/price, such as technical capability, past performance, and management capability, to determine the best overall value. The evaluation method should include a phased evaluation process with an initial screening to ensure compliance with basic requirements, followed by a detailed evaluation of the remaining proposals based on the evaluation factors. Subject Matter Experts (SMEs) should be utilized for technical and past performance evaluations, and a thorough risk assessment should be conducted to evaluate the risk associated with each proposal and the offerors’ risk mitigation strategies. The recommended evaluation factors and source selection approach are designed to ensure that the government selects a contractor that offers the best overall value for the SDA/C2 Level 1 Operations & Maintenance Support contract, supporting the successful continuation of these critical services through a comprehensive and thorough evaluation process. |
| 8. What would you consider to be key critical performance measurements and minimum standards to be met as part of the SDA/C2 requirement? | Based on the requirements outlined in the Sources Sought / Request for Information (SS/RFI) and the Performance Work Statement (PWS) for the Space Domain Awareness (SDA) Command & Control (C2) Operations & Maintenance (O&M) Support, the following key critical performance measurements and minimum standards are recommended: Network Administration and Availability, which includes maintaining a network infrastructure availability rate of 99.7% for both NIPRNet and SIPRNet, and responding to network failures within 30 minutes with restoration actions initiated within two hours; Technical Control Facility (TCF) Operations, requiring on-site coverage 24/7/365 and incident response times of 15 minutes for critical incidents and 60 minutes for high priority incidents; Maintenance and Cybersecurity, involving 100% completion of scheduled preventive maintenance tasks and full compliance with DISA STIGs and CND requirements; Facility Maintenance and Support, with daily facility surveys, monthly safety checks, and 100% submission and tracking of work orders and service requests; Personnel and Training, ensuring all personnel have the required TS/SCI clearances and 100% completion of required training; Quality Control and Performance Evaluation, including timely submission of monthly Quality Status Reports and 100% resolution of identified non-conformances within specified time frames; and Documentation and Reporting, with 100% compliance with manpower reporting requirements and on-time submission of all deliverables. |
| 9. Are the Service Summary performance thresholds included in the draft SDA/C2 PWS achievable? Do you recommend any changes to the performance objectives or thresholds that will be used to conduct Government evaluation of contractor performance and contractor quality control? | Based on the requirements outlined in the Performance Work Statement (PWS) for the Space Domain Awareness (SDA) Command & Control (C2) Operations & Maintenance (O&M) Support, the Service Summary performance thresholds appear to be well-defined and achievable, though each threshold must be assessed in detail to ensure they are realistic and conducive to effective contractor performance and quality control. For Network Administration and Availability, maintaining a network infrastructure availability rate of 99.7% and responding to network failures within 30 minutes with restoration actions initiated within two hours is achievable with robust monitoring and rapid response capabilities. For Technical Control Facility (TCF) Operations, providing on-site coverage 24/7/365 and responding to critical incidents within 15 minutes and high priority incidents within 60 minutes is feasible with proper staffing and incident response plans. Maintenance and Cybersecurity objectives, such as 100% completion of scheduled preventive maintenance tasks and full compliance with DISA STIGs and CND requirements, are attainable with diligent tracking and adherence to cybersecurity best practices. Facility Maintenance and Support, including daily facility surveys, monthly safety checks, and 100% submission and tracking of work orders, can be met with structured inspection schedules and effective work order management systems. Personnel and Training requirements, ensuring all personnel have the required TS/SCI clearances and 100% completion of required training, are achievable with proper planning and structured training programs. Quality Control and Performance Evaluation, including timely submission of monthly Quality Status Reports and 100% resolution of identified non-conformances, can be met with a well-defined quality control process. Documentation and Reporting, with 100% compliance with manpower reporting requirements and on-time submission of all deliverables, is achievable with effective tracking systems. Recommended changes to enhance clarity and ensure effective contractor performance include clarifying incident response priorities, enhancing preventive maintenance tracking, strengthening training requirements, improving work order management, and scheduling regular compliance audits. |
| 10. How much proposal preparation time do you anticipate needing to assemble a proposal for this requirement? | Solutions71 recommends a suspense of 30 days from issuance of the solicitation. This will be particularly important if any Key Resumes are required. |
| 11. What would you consider to be key critical performance measurements and minimum standards to be met for a vendor to be considered? | Based on the requirements outlined in the Sources Sought / Request for Information (SS/RFI) and the Performance Work Statement (PWS) for the Space Domain Awareness (SDA) Command & Control (C2) Operations & Maintenance (O&M) Support, the following key critical performance measurements and minimum standards are recommended for a vendor to be considered: Technical Capability, which includes demonstrating a thorough understanding of the SDA/C2 mission and providing a detailed technical approach that addresses all aspects of the PWS, as well as possessing the necessary technical expertise and experience with relevant certifications and past performance on similar contracts; Management Capability, which involves presenting a comprehensive project management plan with a detailed project schedule, resource allocation plan, and risk management strategy, and establishing a robust quality control system with procedures for audits, inspections, non-conformance management, and corrective actions; Past Performance, which requires demonstrating past performance on similar contracts with references and performance evaluations, and showing historical performance metrics that indicate the vendor's ability to meet performance objectives and quality standards; Personnel Qualifications, ensuring that key personnel have the necessary technical expertise, security clearances, and relevant certifications, and presenting strategies for ensuring continuity of personnel and minimizing turnover; Cost/Price, which includes presenting realistic and reasonable cost proposals with a detailed cost breakdown and demonstrating the ability to control costs and prevent cost overruns; Security and Compliance, ensuring that all personnel have the required Top Secret (TS)/Sensitive Compartmentalized Information (SCI) clearances and demonstrating compliance with relevant regulations through a compliance plan; and Documentation and Reporting, ensuring accurate and timely reporting of all contractor labor hours and the timely and accurate submission of all required deliverables through a deliverable management plan. |
| 12. Please identify any industry standards that exist for performance metrics for this type effort. What performance objectives could be beneficial to incentivize for both the contractor and Government to retain personnel or improve performance? | For the type of effort required in the Space Domain Awareness (SDA) Command & Control (C2) Operations & Maintenance (O&M) Support, several industry standards exist that can be used to establish performance metrics, ensuring that the contractor's performance is measurable, consistent, and aligned with best practices. Relevant industry standards include the Information Technology Infrastructure Library (ITIL), which provides guidelines for service level management and change management; the Project Management Institute (PMI) Standards, specifically the Project Management Body of Knowledge (PMBOK) Guide, which includes guidelines for project management and performance metrics such as project schedule adherence and cost performance index (CPI); ISO/IEC 20000, an international standard for IT service management with key metrics like service availability and customer satisfaction; and the National Institute of Standards and Technology (NIST) Cybersecurity Framework, which offers guidelines for managing and reducing cybersecurity risks. To incentivize both the contractor and the government to retain personnel and improve performance, performance objectives such as personnel retention, service availability, incident response and resolution, preventive maintenance, compliance with security standards, quality status reports (QSR), and non-conformance management can be established. These objectives can be incentivized through financial bonuses, contract extensions, and performance rewards for achieving high retention rates, high employee satisfaction scores, exceeding availability targets, meeting response and resolution time targets, maintaining a high completion rate for preventive maintenance, achieving full compliance with security standards, and ensuring timely and accurate reporting. |
| 13. Would you recommend inclusion of incentives for this requirement? Why or why not? If incentives were included, what types of incentives would you recommend and against which parts of the PWS would you recommend aligning them to? | Incorporating incentives into the SDA/C2 Level 1 Operations & Maintenance Support contract can significantly enhance contractor performance, ensure high-quality service delivery, and foster a positive working relationship between the contractor and the government. Financial incentives include performance bonuses for maintaining a network infrastructure availability rate of 99.7% or higher (aligned with PWS Section 3.4.1.1 on Network Administration), rapid response and resolution times for critical and high priority incidents (aligned with PWS Section 3.3.4 on TCF Incident Response), timely completion of scheduled preventive maintenance tasks (aligned with PWS Section 3.3.3 on TCF Operations, Maintenance, and Support), and full compliance with applicable security standards such as DISA STIGs and NIST guidelines (aligned with PWS Sections 3.4.1.1 on Network Administration and 3.3.9 on TCF Communications Security). Non-financial incentives include recognition and awards for outstanding performance by contractor personnel (aligned with PWS Section 2.3 on Contractor Personnel, Disciplines, and Specialties), professional development opportunities through training and certification programs (aligned with PWS Section 2.2.3 on Personnel Administration), and contract extensions or renewals based on performance (aligned with overall contract performance). |
| 14. Are you currently providing the requirements outlined in the DRAFT PWS? If so, are you providing these services as an issued order from an existing Government-wide Acquisition Contract (GWAC), General Services Administration contract vehicle, or another existing Government Contract Vehicle? If so, please specify the contract and order number by its respective Procurement Instrument Identifying Number (PIIN). | Yes, Solutions71 is providing similar services as outlined in the draft PWS on several contracts. Of those, the task orders specific to GWAC contract vehicles are: |
GSA STARS II (GS00Q17GWD2133), Order HC101919F0015 – USINDOPACOM Communication Service Support (CS2). Solutions71 is a subcontractor to NorthTide Group (in our portfolio of companies).
GSA STARS III (47QTCB21D0293), Order W56HZV22FL133 – PEO CS&CSS Information Systems Security Management (ISSM). Solutions71 is Prime Contractor.
GSA MAS (47QTCA22D00DH), SIN 54151S – Solutions71 is an industry partner with an award schedule. No current task orders.
15. Which labor categories would you recommend are needed to fulfill the requirements listed in the DRAFT PWS? Based on the requirements outlined in the DRAFT PWS, the following labor categories are recommended to ensure the successful fulfillment of the SDA/C2 Level 1 Operations & Maintenance Support contract:
1. Program Manager - Overall contract management, coordination with the government, oversight of all contract activities, risk management, and ensuring compliance with contract requirements.
2. Technical Control Facility (TCF) Manager - Management of TCF operations, ensuring 24/7 coverage, coordination of incident response, and oversight of TCF personnel.
3. Network Administrator - Network operations, maintenance, administration, and management of NIPRNet and SIPRNet. Monitoring network performance, troubleshooting issues, and ensuring network security.
4. Cybersecurity Specialist - Ensuring compliance with cybersecurity standards (e.g., DISA STIGs, NIST guidelines), implementing security controls, monitoring for security threats, and responding to security incidents.
5. Systems Administrator - Administration and maintenance of hardware and software systems, including routers, switches, servers, and encryption devices. Performing system updates, backups, and troubleshooting.
6. Communications Security (COMSEC) Manager - Managing COMSEC accounts and equipment, safeguarding cryptographic materials, and ensuring compliance with COMSEC procedures.
7. Facility Maintenance Technician - Conducting routine facility inspections, submitting work orders, and performing preventive maintenance on facility systems (e.g., emergency lighting, fire extinguishers).
8. Cable Technician - Installing, testing, troubleshooting, and maintaining network and communication cables, including fiber optics and electrical connections.
9. Help Desk Support Specialist - Providing technical support to end-users, troubleshooting hardware and software issues, and managing help desk tickets.
10. Quality Control Specialist - Implementing and maintaining the quality control plan, conducting audits and inspections, and managing non-conformances and corrective actions.
16. Which certifications would you recommend each labor category needs to have at a minimum to meet the requirements of the DRAFT PWS? 1. Program Manager Qualifications: PMP certification preferred, and at least 10 years of experience in program management, including experience with government contracts.
2. Technical Control Facility (TCF) Manager Qualifications: At least 7 years of experience in TCF operations, and strong leadership skills.
3. Network Administrator Qualifications: Relevant certifications (e.g., CCNA, CompTIA Network+), and at least 5 years of experience in network administration.
4. Cybersecurity Specialist Qualifications: Relevant certifications (e.g., CISSP, CEH), and at least 5 years of experience in cybersecurity.
5. Systems Administrator Qualifications: Relevant certifications (e.g., Microsoft Certified: Azure Administrator, Red Hat Certified System Administrator), and at least 5 years of experience in systems administration.
6. Communications Security (COMSEC) Manager Qualifications: Relevant certifications (e.g., CompTIA Security+), and at least 5 years of experience in COMSEC management.
7. Facility Maintenance Technician Qualifications: Relevant technical certifications, and at least 3 years of experience in facility maintenance.
8. Cable Technician Qualifications: Relevant certifications (e.g., BICSI Installer), and at least 3 years of experience in cable management.
9. Help Desk Support Specialist Qualifications: Relevant certifications (e.g., CompTIA A+), and at least 2 years of experience in help desk support.
10. Quality Control Specialist Qualifications: Relevant certifications (e.g., ASQ Certified Quality Auditor), and at least 5 years of experience in quality control.
17. What education level(s) would you recommend for each respective identified labor category is needed to meet the requirements of the DRAFT PWS? 1. Program Manager Education: Bachelor's degree in a relevant field.
2. Technical Control Facility (TCF) Manager Education: Bachelor's degree in a relevant field.
3. Network Administrator Education: Bachelor's degree in Information Technology or a related field.
4. Cybersecurity Specialist Education: Bachelor's degree in Cybersecurity or a related field.
5. Systems Administrator Education: Bachelor's degree in Information Technology or a related field.
6. Communications Security (COMSEC) Manager Education: Bachelor's degree in a relevant field.
7. Facility Maintenance Technician Education: High school diploma or equivalent.
8. Cable Technician Education: High school diploma or equivalent.
9. Help Desk Support Specialist Education: Associate's degree in Information Technology or a related field.
10. Quality Control Specialist Education: Bachelor's degree in Quality Management or a related field.
(For all degree requirements, recommend authorization for additional years of experience in lieu of degree)
18. Please provide any other recommendations for the Government to consider for this requirement. Draft PWS TCF Support tasks (3.3 TCF O&M Requirements):
- Recommend the government be more specific in the PWS as to which subtask areas will require 24/7/365 support coverage.
- Each subtask area requiring 24/7/365 support coverage could require a minimum of 5 x FTE's to provide the neccessary shift work rotations. Particularly if opportunity for cross Labor Category utilization is not feasible.
- Additionally, Section numbering is not fully sequential. There is no section 3.3.2.
Applicable Publications
- Not all of the Section 4 listed publications are available online. Recommend including the references in subsequent draft / actual solicitations, or making them available from the contracting office "upon request".
ITS
| SDA/C2 REACQUISITION SOURCES SOUGHT & REQUEST FOR INFORMATION | |
| Company | Infinity Technology Services, LLC (ITS) |
| Business Size / Economic Status | Service Disabled Veteran Owned Small Business (SDVOSB) |
| Unique Entity Identification Number | RL1KR4EN8EB3 |
| Cage Code | 4BQL9 |
| Point of Contact Name, Email and Phone Number | Dillon Beard, beard@itsaerospace.com, 850-449-9331 |
| In reference to the DRAFT Performance Work Statement (PWS), please answer the questions below. In addition, comments on the DRAFT PWS are being accepted on the second worksheet in this workbook. | |
| Question | Response |
| 1. Do you intend to compete for inclusion consideration in this requirement? | Yes |
| 2. How many years of experience does your company have supporting the requirements outlined in the DRAFT PWS as a PRIME CONTRACTOR and/or SUBCONTRACTOR? Please differentiate the years of experience in your answer between being a PRIME and SUBCONTRACTOR. | ITS has seven (7) years experience supporting SDA and C2 programs as a subcontractor. ITS has been supporting Dahlgren under the SENSOR contract and now the MOSSAIC contract for nearly seven years as a subcontractor to L3Harris. ITS has also supported ITW/AA, FORGE, M2C2, LISC, GMASS, and more as subcontractors to Raytheon, Leidos, and SAIC. |
| 3. What actions and incentives have you implemented to incentivize, recruit, and retain employees? What outcomes did your company and your supported customer(s) realize from your approach? | ITS has implemented a number of benefits that differentiates us from other companies in the industry. For starters, ITS pays 100% of our employee's and their family Healthcare premiums. This is a very big deal for our employees and saves them upwards of $15,000 per year. ITS also pays 4% into our employee's 401K and we do not require our employees to contribute or match. They are 100% vested on day one as well. We also implemented an annual company paid vacation for all employees and a guest. Company moral events are also important which is why we hold numerous happy hours, lunches, summer picnics, etc. for our employees. As an example, ITS is having all of our NCR personnel and their family to the Washington Nationals Baseball game in a suite on August 30, 2024. As a result of these benefits, ITS has a 92% retention rate over the past seven years, and a 90% recruitment rate meaning 90% of the candidates we pursue end up accepting our offer. At one point, ITS has the largest presence at the 18th Space Control Squadron (now the 19th SDS) to include more than our Prime Harris (now L3Harris). This was primarily because of our ability to recruit and retain talented engineers in the area. |
| 4. What risk areas do you foresee with this requirement for the Government? | Recruiting talent in the Dahlgren, VA area is certainly the #1 risk for this requirement. Having supported DSC2-D for the past 4+ years, the pool of qualified candidates with the appropriate clearances is shrinking. Also, some of the hardware and software in use today at the 19th SDS is old (e.g. AIX), and personnel with the knowledge and experience are aging out. Lastly, much of the workforce that has been part of the 18th and 19th SDS are reaching retirement age, so many of the grey beards that understand the systems, software, mission, stakeholders, etc. are starting to retire. Capturing that knowledge before they retire is a risk area as well. |
| 5. What risk areas do you foresee for a contractor to meet the Government's requirements? | As mentioned above, recruiting and retaining personnel in the area. ITS has had success in support of DSC2-D, but personnel are often tempted by higher salaries and driving into the belt way. There is so much work in the National Capital Region (NCR), and convincing personnel to stay on and support the 19th SDS has been and will continue to be an issue. This is part of the reason why ITS has implemented the benefits we have so that we can retain personnel. Also, post COVID, many engineers want a hybrid or remote work capability. Due to the classification levels of the SDA systems at the 19th SDS, it is also difficult to recruit the next generation of IT engineers and require them to work on base five days per week. The ability to work off base, with systems access and a development environment is something that may help recruit and retain personnel |
| 6. What organizational conflicts of interest do you foresee if your company were selected for this requirement? Please explain. | ITS does not foresee an OCI from our support to MOSSAIC. While we support CFE, NDPP, ASW, and other SDA systems, we are not part of the team developing and/or assessing these systems. Our team is purely in a services and support role to help trouble shoot, be on call for customer support, and to ensure the SDA data reaches the end users. |
I could however see a potential OCI if the companies responsible for developing the SDA systems were to also fill the role of the service contract.
7. Which evaluation factors and source selection approach do you recommend the Government consider for inclusion? Please explain. For the evaluation factors, we feel the Technical/Price Trade-off evaluation methodology is appropriate with the Technical Factor being significantly more important than the Price Factor. With the constant evolution of SDA capabilities coupled with the mission criticality of SDA sensors, systems, data, and security, hiring and retaining personnel with the appropriate technical skills and clearances is too important. Companies will come in with a technically acceptable proposal because some companies are very good at writing, and they will price their proposal very low, and when they win, they will not be able to execute like we have seen time and time again in recent years.
Past Performance will be key, particularly in support of CFE, ASW, NDPP, UDL, MPS, GSSAP, SSA DL, DEVNET, Cross Domain Solution (e.g. Radiant Mercury), among others. Past performance should also specifically address hiring and retaining personnel in the Dahlgren area. Companies that are not familiar with Dahlgren will look at the NCR as a whole and say they can recruit talent in the NCR. But Dahlgren is different, and it takes a specific type of person to want to work in the Dahlgren area vs. D.C. or Maryland.
It is ITS' opinion that the primary evaluation factors should be:
Subfactor 1 – Technical Approach and Mission Understanding Subfactor 2 – Management and Staffing Plan Subfactor 3 - Prior Experience
For the Price portion of the evaluation criteria, we feel it is important for the government to request bidders to submit compensation for Professional Employees so the Government can determine if salaries are realistic to recruit and retain the required talent.
8. What would you consider to be key critical performance measurements and minimum standards to be met as part of the SDA/C2 requirement? An important performance measurement is Personnel Turnover. Not allowing contractors to have a position vacant for a period of time. Also, based on the 19th SDS mission, personnel availability, especially after hours is important as we have witnessed in support of DSC2-D today. System Uptime/downtime is an important performance measurement as well. Especially given the importance of the SDA data, and ensuring it is processed and transmitted to the end users. Transition will be an important performance measurement as well, because companies that have not supported customers in the Dahlgren area, may not realize how difficult it is to staff personnel there.
As for standards, I think it is important to have a secure facility near the base, and ideally a secure lab (SIL) off base where personnel can support the mission without being required to go on to base. Also, after hours support with personnel scheduled to be on call 24/7 is an important standard to implement in support of the the 19th SDS.
| 9. Are the Service Summary performance thresholds included in the draft SDA/C2 PWS achievable? Do you recommend any changes to the performance objectives or thresholds that will be used to conduct Government evaluation of contractor performance and contractor quality control? | They are achievable. Some of the activities related to Circuit certification and accreditation are often out of the control of the contractor as DISA (NIPR & SIPR) and DIA (JWICS) are responsible for those circuits. ITS was involved in adding JWICS and upgrading SIPR circuits at the 18th SPCS under SENSOR, and the reliance on DISA and DIA was an issue. However, the language in the draft PWS speaks to "support" for those actions and that is certainly in the scope of the contractors' abilities. |
| 10. How much proposal preparation time do you anticipate needing to assemble a proposal for this requirement? | ITS is able to rapidly turn a proposal as our team is already established, however the standard 30 - 45 day turn around is sufficient. |
| 11. What would you consider to be key critical performance measurements and minimum standards to be met for a vendor to be considered? | Recruiting and Retention has to be an important factor for a vendor to be considered. The requirement for Key Personnel Resumes is a great way to help evaluate a vendor's ability to recruit and retain. Also, as stated above, many of the "grey beards" are reaching retirement age, so the ability to efficiently and effectively capture knowledge of these grey beards will be important. But it is equally important that the data is digitized and useable for decision makers. |
| 12. Please identify any industry standards that exist for performance metrics for this type effort. What performance objectives could be beneficial to incentivize for both the contractor and Government to retain personnel or improve performance? | I have recently seen scenarios in contracts where the contractor can be penalized for positions being unfilled beyond 45 days. Both financially penalized and penalized in their CPARs. Likewise, the contractor could receive incentive fees or Excellent CPARs for exceeding the performance objectives. |
One way to incentivize the contractor and the government that would benefit all parties involved and increase retention is training and certifications. Invest in your people and they will in turn invest back in the program. Provide certification and training opportunities, and personnel will be more loyal and committed to the team. Training can be coupled with retention letters as well where an employ would have to pay back training costs if they were to leave within a given period of time.
| 13. Would you recommend inclusion of incentives for this requirement? Why or why not? If incentives were included, what types of incentives would you recommend and against which parts of the PWS would you recommend aligning them to? | As stated above I think incentives related to employee retention is important. And with all the different technical requirements associated with a contract of this type, incentivizing the contractor and their employees to obtain specific certifications is a benefit to all parties involved. Lastly, with the number of older systems and software associated with the 19th SDS, you could incentivize the contractor to modernize the infrastructure, save costs in the long run, and create a more modern technical environment to attract new talent. |
| 14. Are you currently providing the requirements outlined in the DRAFT PWS? If so, are you providing these services as an issued order from an existing Government-wide Acquisition Contract (GWAC), General Services Administration contract vehicle, or another existing Government Contract Vehicle? If so, please specify the contract and order number by its respective Procurement Instrument Identifying Number (PIIN). | Yes, as a subcontractor to L3Harris on MOSSAIC, ITS is providing system administration, cybersecurity, network engineering, and software development support to the 19th SDS. This includes support to CFE, ASW, and NDPP among others systems. Our personnel are also part of the 24/7 on-call rotation. The Prime contract number for MOSSAIC is FA882320C0004, and ITS' subcontract numbers for DSC2-D are A000559821 (Base - OY4) and A000765700 (OY5). |
| 15. Which labor categories would you recommend are needed to fulfill the requirements listed in the DRAFT PWS? | 1. Network Administrator |
2. Cybersecurity Engineer
3. Systems Administrator
4. Network Engineer
5. Logistics Engineer
6. Test and Evaluation Engineer
7. Service Desk Technician
8. Document Control Specialist / Knowledge Management Specialist
9. Program Manager
| 16. Which certifications would you recommend each labor category needs to have at a minimum to meet the requirements of the DRAFT PWS? | Security+ across the board. The network engineer and network administrator need to have CCNP and CCNA respectively. Red Hat Linux and VMWare certifications for the Systems Administrators. |
| 17. What education level(s) would you recommend for each respective identified labor category is needed to meet the requirements of the DRAFT PWS? | 1. Network Administrator (Associates degree) |
2. Cybersecurity Engineer (Bachelors)
3. Systems Administrator (Associates)
4. Network Engineer (Bachelors)
5. Logistics Engineer (Associates)
6. Test and Evaluation Engineer (Bachelors)
7. Service Desk Technician (Highschool and some training in the DOD)
8. Document Control Specialist / Knowledge Management Specialist (Associates)
9. Program Manager (Bachelors)
18. Please provide any other recommendations for the Government to consider for this requirement. Having supported DSC2-D for the past 4+ years, and having seen personnel come and go, we recommend that the government not go down the Lowest Price, Technically Acceptable (LPTA) path. An LPTA type contract does not benefit the mission, the customer, the personnel, or the contractor. Ends up costing more in the long run due to turnover, recompeting the contract early, among others. Companies like ITS want to be a true partner and teammate with the Government Customer to achieve the Mission, and this is the type of relationship and mindset we would love to see out of this program. ITS is a bunch of prior military Veterans, and while not in the uniform any longer, we are just as dedicated to the mission, and want a contract and customer that embraces that dedication to the mission and creates a one team, one fight atmosphere where we do what we need to do to get the job done.
Also, because it is difficult to recruit personnel in Dahlgren, VA, we feel it is in the best interest of the Government and the mission to include a requirement that the vendor have a current presence in/around Dahlgren, VA.
Cinteot
| SDA/C2 REACQUISITION SOURCES SOUGHT & REQUEST FOR INFORMATION | |
| Company | Cinteot |
| Business Size / Economic Status | SB, WOSB, EDWOSB, HUBZONE, SDB, 8a |
| Unique Entity Identification Number | C5JMCDPSCJU1 |
| Cage Code | 6K1J2 |
| Point of Contact Name, Email and Phone Number | David Kachmar, David.kachmar@cinteot.com, 717.961.0511 |
| In reference to the DRAFT Performance Work Statement (PWS), please answer the questions below. In addition, comments on the DRAFT PWS are being accepted on the second worksheet in this workbook. | |
| Question | Response |
| 1. Do you intend to compete for inclusion consideration in this requirement? | Yes |
| 2. How many years of experience does your company have supporting the requirements outlined in the DRAFT PWS as a PRIME CONTRACTOR and/or SUBCONTRACTOR? Please differentiate the years of experience in your answer between being a PRIME and SUBCONTRACTOR. | as a Prime contractor, we have ~7 years of Prime experience across several projects. As a sub, we have 11 years of experience. |
| 3. What actions and incentives have you implemented to incentivize, recruit, and retain employees? What outcomes did your company and your supported customer(s) realize from your approach? | Cinteot has a robust health benefit plan, generous automatic retirement contributions (and instant vesting), educational incentives, and extensive morale efforts. This effort has enabled us to achieve a 3% voluntary turnover rate Year over Year |
| 4. What risk areas do you foresee with this requirement for the Government? | 1. Personnel turnover - loss of institutional knowledge is a a top risk to mission performance. As such, turnover MUST be minimized |
| 5. What risk areas do you foresee for a contractor to meet the Government's requirements? | Uncertain geopolitical environment and flexibility to grow to meet the challenge |
| 6. What organizational conflicts of interest do you foresee if your company were selected for this requirement? Please explain. | No OCI as we don't support USSF currently |
| 7. Which evaluation factors and source selection approach do you recommend the Government consider for inclusion? Please explain. | Staffing plan, incumbent capture plans |
| 8. What would you consider to be key critical performance measurements and minimum standards to be met as part of the SDA/C2 requirement? | |
| 9. Are the Service Summary performance thresholds included in the draft SDA/C2 PWS achievable? Do you recommend any changes to the performance objectives or thresholds that will be used to conduct Government evaluation of contractor performance and contractor quality control? | Yes, I would recommend changing deliverables to 5th business day of the month rather than the first. |
| 10. How much proposal preparation time do you anticipate needing to assemble a proposal for this requirement? | 30 days |
| 11. What would you consider to be key critical performance measurements and minimum standards to be met for a vendor to be considered? | |
| 12. Please identify any industry standards that exist for performance metrics for this type effort. What performance objectives could be beneficial to incentivize for both the contractor and Government to retain personnel or improve performance? | CMMI certified processes would be beneficial. A training budget for joint training between contractor, civilian and military personnel. This would enable training in emergent technologies, skillsets, and geopolitical changes to aide the mission |
| 13. Would you recommend inclusion of incentives for this requirement? Why or why not? If incentives were included, what types of incentives would you recommend and against which parts of the PWS would you recommend aligning them to? | Incentives would not be suited to this type of contract |
| 14. Are you currently providing the requirements outlined in the DRAFT PWS? If so, are you providing these services as an issued order from an existing Government-wide Acquisition Contract (GWAC), General Services Administration contract vehicle, or another existing Government Contract Vehicle? If so, please specify the contract and order number by its respective Procurement Instrument Identifying Number (PIIN). | GSA MAS(47QTCA18D00K3), GSA HACS, STARS3 Emergent Technology (47QTCB22D0443) |
| 15. Which labor categories would you recommend are needed to fulfill the requirements listed in the DRAFT PWS? | |
| 16. Which certifications would you recommend each labor category needs to have at a minimum to meet the requirements of the DRAFT PWS? | IAT2 and IAT3 per the 8570/8140 standard |
| 17. What education level(s) would you recommend for each respective identified labor category is needed to meet the requirements of the DRAFT PWS? | Bachelors |
| 18. Please provide any other recommendations for the Government to consider for this requirement. |
PWS Comments
| After reviewing the Draft PWS, please suggest any recommended changes, if any, the Government should consider to increase clarity, achievability, or allow for a more performance-based requirement. Please identify any areas of the PWS which are too restrictive or prohibit the flexibility to perform according to your established practices. Please provide proposed language updates by noting the PWS paragraph along with your feedback below. | ||
| PWS Paragraph Reference | Questions/Comment/Suggestion | Government Input |
| 3.2.1 | Recommend additional work statement details above just having the performance standards references. Is there a specific ESD items list? Are there any experience or qualification requirements to maikntain the ESD program? | DAFI 23-101, Para 5.3.3.4.3 Electrostatic Devices and TO 00-25-234 - Electrostatic Discharge Control are cited as the standards. |
| 3.3.1.1 | Recommend additional work statement detail. One person on-site at all times to do what specifically? Are there any experience or qualifications required for the 24/7 on-site personnel? | |
| 3.3.2 | Section is missing | |
| 3.3.4 | Is TCF Incident Response a 24/7/365 requirement? If so, what level of capability (i.e., investigation, diagnosis, resolution, recovery) is required 24/7? What qualfications and certifications are required for the incident response team? |
&"-,Bold"Market Research - GEODSS RFI No. 3
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File details come from the government source that posted it. Updated .