1.17 Attachment Cross Reference Matrix - RATT.xlsx
XLSX spreadsheet 23 KB Posted
- Solicitation number
- N0024426R3108
About this file
This is an Attachment Cross Reference Matrix that maps proposal requirements to evaluation criteria for the SeaPort CNSP Readiness Assistance Training Team (RATT) Support contract solicitation N00244-26-R-3108. The matrix serves as a guide for contractors to understand how Performance Work Statement (PWS) requirements align with proposal section expectations and evaluation sub-factors.
The matrix organizes requirements into four primary evaluation categories: Technical Approach (Sub-Factor I), Evaluation Management Plan (Sub-Factor II), and Staffing (Sub-Factor III). Technical Approach requirements include Fleet Engagement and Assessment (planning and executing RATT ship visits and ORCA assessments), Mentorship and Knowledge Transfer (expert-level mentorship and on-the-job training), Root Cause Analysis and Reporting (identifying deficiencies, generating Assessment Work Reports, and recommendations), and Stakeholder Communication and Liaison (managing communications with Government stakeholders including TYCOM, ISIC, ATG, and ships). Staffing requirements mandate U.S. citizenship for all personnel, final SECRET security clearance at award, and PKI certificate capability for encrypted email communications. Key personnel positions require the RATT Program Manager to have 15+ years management experience (25+ desired), former CO and CHENG background, PMP certification, and a post-graduate degree; Team Leads require 15+ years supervisory experience (25+ desired) with extensive naval leadership and technical experience; and Functional Team Leads (MGTI, DEI, SGPI, 3M, Deck, Combat Systems) require 15+ years supervisory experience with specific Navy Inspector or Subject Matter Expert experience. The Evaluation Management Plan submission must address overall management methodology, transition and onboarding processes, organizational structure with functional relationships and reporting hierarchy, risk management approaches, subcontractor roles if applicable, and a Quality Control Plan aligned with the Government's Quality Assurance Surveillance Plan (QASP).
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Other files
| File | Type | Posted |
|---|---|---|
| Questions and Answers.docx | DOCX document | |
| Draft Solicitation - N0024426R3108 6-8-26.pdf | ||
| 1.17 OPPD 26-R-3108 CNSP RATT.docx | DOCX document | |
| 1.17 RATT_ORCA CDRLs DD 1423 updated 260514.pdf | ||
| 1.02 RATT PWS Draft 6-3-2026.docx | DOCX document | |
| 1.17 RATT DD 254 APR 2026.pdf | ||
| 1.17 CNSP RATT Price Template 5-7.xlsx | XLSX spreadsheet | |
| 1.17 Section L M - RATT 6-4 v2.docx | DOCX document |
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Text version
Sheet1
| RFP CNSP RATT N00244-26-R-3108 | |||||||
| Technical Approach Reference Matrix | |||||||
| PWS | Description | Section L | Section M | Meets minimum requirements? | Proposal Section | Contractor Response | |
| 4.1, 4.3-4.8, 4.10, 4.11, 4.31 | Fleet Engagement and Assessment: Approach for planning, scheduling, coordinating, and executing RATT ship visits and ORCA assessments. | Sub-Factor I | Sub-Factor I | ||||
| 4.9, 4.12-4.15, 4.17-4.20, 4.25, 4.26 | Mentorship and Knowledge Transfer: Methodology for providing effective, expert-level mentorship and on-the-job training to senior shipboard personnel. | Sub-Factor I | Sub-Factor I | ||||
| 4.2, 4.21-4.24, 4.33, 4.34, 4.36, 5.0 | Root Cause Analysis and Reporting: Approach for identifying/analyzing deficiencies, generating draft AWRs, trip reports, and actionable recommendations. | Sub-Factor I | Sub-Factor I | ||||
| 4.27-4.29, 4.32, 4.37 | Stakeholder Communication and Liaison: Plan for managing communications with Government stakeholders (TYCOM, ISIC, ATG, ships) to de-conflict schedules and report findings. | Sub-Factor I | Sub-Factor I | ||||
| 1.4.9.3, 1.4.9.4 | Ability to communicate with encrypted email (PKI cert) and possess CONFIDENTIAL facility clearance. | Go/No Go Evaluation | |||||
| Management Plan Cross Reference Matrix | |||||||
| PWS | Description | Section L | Section M | Meets minimum requirements? | Proposal Section | Contractor Response | |
| 4.30, General | Overall Management: Methodology for managing technical requirements, contract administration, status reporting, and supervision of dispersed teams. | Sub-Factor II | Sub-Factor II | ||||
| General | Transition Plan: Process for assuming responsibility and onboarding personnel without disrupting scheduled visits. | Sub-Factor II | Sub-Factor II | ||||
| General | Organizational Structure: Generic org chart with functional relationships, lines of authority, and reporting chain of command. | Sub-Factor II | Sub-Factor II | ||||
| General | Risk Management: Approach to managing unplanned events (e.g., unexpected key personnel departures) and techniques to mitigate PWS implementation risks | Sub-Factor II | Sub-Factor II | ||||
| General | Subcontractors (if applicable): Addressed role of any subcontractors and their relationship with the prime contractor. | Sub-Factor II | Sub-Factor II | ||||
| 1.4.6, 6.0 | Quality Control Plan (QCP): Self-monitoring QA methods, performance measurement metrics (aligning with QASP), PWS compliance, and discrepancy resolution. | Sub-Factor II | Sub-Factor II | ||||
| Staffing Cross Reference Matrix | |||||||
| PWS | Description | Section L | Section M | Meets minimum requirements? | Proposal Section | Contractor Response | |
| 7.0, 7.1, 7.2 | Staffing Plan: Explanation of how staffing meets stringent PWS qualifications and is capable of completing all PWS tasks. | Sub-Factor III | Sub-Factor III | ||||
| 1.4.9.1. | All workforce personnel are U.S. citizens | Sub-Factor III | Sub-Factor III | ||||
| General | Recruitment & Retention: Current staff retention rate, ability to source/recruit, and strategies (e.g., fringe benefits) to maintain competent employees. | Sub-Factor III | Sub-Factor III | ||||
| 1.4.9, 1.4.9.2 | Cleared Personnel: Acknowledge and document ability to provide a workforce with a final SECRET security clearance at the time of award. | Sub-Factor III | Sub-Factor III | ||||
| 7.1.1 | RATT Program Manager: Resume & Letter of Intent (if applicable) provided. Secret clearance. 15+ yrs mgmt exp (25+ desired). Former CO & CHENG. PMP cert. Post-graduate degree from an accredited university in management or a technical field. | Sub-Factor III | Sub-Factor III | ||||
| 7.1.2 | Team Leads (ORCA, RATT): Resumes & Letters of Intent (if applicable) provided. Secret clearance. 15+ yrs supervisory exp (25+ desired). Extensive naval leadership and technical exp. Under-graduate or associates degree or, 7 years demonstrated experience in a management role. | Sub-Factor III | Sub-Factor III | ||||
| 7.1.3-7.1.8 | Functional Team Leads (MGTI, DEI, SGPI, 3M, Deck, Combat Systems): Resumes & Letters of Intent (if applicable) provided. Secret clearance. 15+ yrs supervisory exp (25+ desired). Specific Navy Inspector/SME exp. Under-graduate or associates degree or, 7 years demonstrated experience in a management role. | Sub-Factor III | Sub-Factor III | ||||
| 7.1 | Key Personnel Designation: Clear designation of proposed individuals for the PM, Team Leads, and Functional Leads roles. | Sub-Factor III | Sub-Factor III |
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