The RSC SeaPort-E team offers excellent breadth and depth of Navy experience, combined with an agile and customer-focused management team.

Seaport-E QA Plan

Team RSC understands the importance of quality assurance processes and quality contract execution for NAVAIR/PMA205, the Naval Aviation Enterprise (NAE), and the Virtual SYSCOMs at large.

Quality contract execution and compliance requires a comprehensive team led by a knowledgeable Task Manager (RSC Project Manager) to ensure that tasks are implemented correctly, task progress monitoring is ongoing, issues are quickly identified and resolved with little or no interruption of work, knowledgeable and quality personnel are retained, deliverables are in compliance with the CDRLs, and task/financial reporting and forecasting are clear and concise.

Upon notification of a SeaPort-E award, the RSC corporate staff contracts administrator will immediately issue subcontractor agreements that outline contract compliance, tasks to be performed, CDRL requirements, DD 254 requirements, delivery schedules, financial/task reporting and invoicing instructions. These comprehensive agreements are developed to ensure clear communication of tasking and reporting without undue burden to any team member, IPT, or the government task-order manager (TOM) supported by the SeaPort-E Statement of Work.

The RSC Team offers proven cost accounting and task order management to track and control multiple costs, funding sources, milestones and schedules. RSC utilizes Quickbooks Enterprise Solutions (QES 7.0) to capture all contract-related financial information. QES is a Defense Contract Audit Agency (DCAA) approved job-cost accounting system. The knowledgeable contract administration staff resident with the RSC Team ensures compliance from day one.

Plan, Manage, Execute and Monitor Task Progress

The management methodology is a structure of relationships and processes that allows our customers, NAVAIRSYSCOM, and other Virtual SYSCOMs, to maximize technical synergy, cost savings, best practices and cross-departmental benefits, the number of aviation platforms served and other joint/leveraged efforts. Team RSC subcontractor agreements are the foundation for the management plan and task execution. These agreements ensure full compliance with all contract and task order requirements.

RSC’s QA plan applies sound program management principles and integrates all aspects of task order performance. Our management methodology, used on all RSC programs, ensures effective communication about project progress, processes, issues, and risks, and maintains a strong focus on business benefits and structured, predictable outcomes advantageous to the customer.

Identify and Resolve Contractual and Technical Problems

We will use our established relationships with all Team members and the SeaPort-e customer to mitigate any contractual or technical problems that may arise. Open lines of communication, regular status meetings, peer reviews, continuous interface with the TOM, and full understanding of the requirements of the statement of work are all key ingredients to successful identification and resolution of contractual and technical problems. The RSC (Team) Task Project Manager (PM) is the portal through which all task communication travels. The PM is the single point of entry for discussions and any resultant issues that may need resolution. Quick identification and resolution is the RSC Team goal.

Risk Management

RSC’s corporate-wide risk management plan and approach provides a continuous process of risk identification, assessment, mitigation and its implementation, and monitoring. The overall objective is to minimize the effects of program risks by defining systematic risk management processes to address four specific areas: technical, managerial, performance and cost. We define risk as any event that has some probability of adverse impact on a program’s cost, schedule, or delivered product performance. Effective risk management supports the program’s ability to meet its objectives on time and on budget.

Interface with the Government Task Order Manager (TOM) for Task Order Execution

The RSC Team believes effective communication is the key to successful task implementation, execution, tracking, and delivery. Upon contract award, the RSC PM will meet with the government Task Order Manager and establish a schedule of task reviews, initially to ensure full understanding and compliance with the tasks to be performed, develop a CDRL Plan of Action & Milestones schedule, and develop the needed relationships to ensure quick identification and resolution of any issues.

Protect Non-Public Information

RSC has a trained and certified Facility Security Officer (FSO) and secret facility clearance. We will ensure compliance with all security requirements, as specified in a contract DD-254.

SOW Implementation Plan

The SOW Implementation Plan is straightforward and consists of the following factors: Manpower Utilization, Warranty of Work, Quality Control, and Quality Assurance. The RSC team was developed to ensure Statement of Work tasking is performed from day one. The RSC and CACI team, as well other subcontractors periodically used, will have the breadth of knowledge and experience to quickly take on any Virtual SYSCOM requirements without any interruption.

Warranty of Work

RSC has never had a deliverable rejected or any adverse comments on its services. In the unlikely event this should occur, RSC will comply with FAR 52.246-20 and correct or re-perform any non-conforming service at no cost to the Government. Before taking action on a warranty issue, our Project Manager and associated support personnel will meet with the government TOM and to solicit comments on a proposed solution. After implementing the required actions, we will follow-up to make sure all deficiencies have been corrected and that measures are in place to prevent reoccurrence.

Ability to Manage Change to Preserve Stability and Maintain Technical Expertise in the Workforce

Our approach is based on promoting continuity of the RSC team work force in order to provide stability during the inevitable changes that occur. Our Team’s flexible, responsive management approach is designed to accommodate change, regardless of whether the change is related to a new customer, work, process, or infrastructure.

Our primary management responsibility is to maintain quality of service on existing task orders. The RSC team’s plan is to emphasize recruitment, delegation of authority, continuity of talent and retention incentives. High performance begins with attracting the best-qualified professionals for the work. The present labor market requires a perennial search mechanism and periodic re-tuning of the compensation packages for highly qualified staff. Acquiring talent is facilitated by a policy that permits the greatest possible exercise of authority at the Task Order and integrated project team levels. Priority is given for a high level of quality-assurance integrated at all team levels.

Flow Down of Incentives to Team partners

Our approach to creating incentives for team members is simple: 100% pass through. When an RSC team member finds a cost savings improvement, RSC will pass 100% of any monetary award to that team member. This includes value engineering change proposals (VECPs) and process improvements. Members of the team will be permitted to institute these changes in other Navy/government organizations.

Summary

The RSC team offers excellent breadth and depth of Navy experience combined with the agility and innovation of aggressive large and small team members. RSC has an established record of service to the Navy that relies on honesty, innovative management approaches, and outstanding quality. This quality is founded on sound business practices and our appreciation for the Fleet – the ultimate customer for Virtual SYSCOMs. Our management approach allows the RSC team to take advantage of the combination of our established navy support service contractors.