SeaPort-e

Contract Number: N00178-10-D-6160

Marstel-Day’s Navy SeaPort-e contract is an indefinite-delivery, indefinite-quantity, multiple award contract that will provide for service requirements solicited by:

Marstel-Day’s SeaPort-e’s acquisition covers these zones:

  • Naval Sea Systems Command
  • Naval Air Systems Command
  • Space and Naval Warfare Systems Command
  • Naval Supply Systems Command
  • Military Sealift Command
  • Naval Facilities Command
  • Strategic Systems Programs
  • Office of Naval Research
  • Marine Corps.
  • Zone 2 – National Capital
  • Zone 3 – Mid Atlantic
  • Zone 4 – Gulf Coast
  • Zone 6 – Southwest
  • Zone 7 – Northwest

Marstel-Day is a small and Historically Under-utilized Business Zone (HubZone) business that supports SeaPort-e set aside requirements.

 

Task Orders

TO Number Solicitation Number Zone Customer Award Date Downloads
N00178-10-D-6160-0001 N/A 2 Naval Surface Warfare Center, Dahlgren Division July 15, 2010 N00178-10-D-6160 – 0001

 

Team Members

Company Name: Marstel-Day, LLC
DUNS: 038090390
SeaPort-e Prime Contractor: Marstel-Day, LLC
Zones: 2,3,4,6,7
Business Size: SB, HubZone
Capabilities/Experience/POC:

Point Of Contact:

Phil Huber Partner
540.371.3338 x113
571.338.6218
540.371.3323
ph@marstel-day.com

Capabilities:

Marstel-Day is a diverse group of thinkers, planners and strategists driven by one common goal: providing our clients with top-quality services and products in a timely and professional fashion. We have demonstrated success in resolving some of the most intractable planning, land use and sustainability problems facing the Federal government through thorough analysis, creative thinking and careful facilitation. Our ability to bring together parties with competing interests and devise a strategy that generates a mutually satisfactory result enables us to resolve difficult conservation challenges of the 21st century.

 

Quality Assurance

Marstel-Day’s quality control management program is based on a definition of quality as conformance to requirements, and further, on the premise that client objectives, as well as corporate policies and standard operating procedures, govern those requirements.

Marstel-Day is committed to the philosophy that productivity, profitability, and client satisfaction result from quality achievement, and that optimum quality is best achieved through preventive rather than curative measures. Quality performance requires consensus between Marstel-Day and its client with regard to the requirements of each project and design of project strategies based on those requirements.

“Marstel-Day exceeded contractual requirements regarding a highly sensitive project which had senior official visibility at the highest levels of the Department of the Navy and Headquarters United States Marine Corps. By their assistance, Marstel-Day’s noteworthy actions and professional workmanship were instrumental in allowing the Marine Corps to maintain its mission readiness.”

Marstel-Day’s quality control management program is a cyclical process based on three steps:

  • Development of project plans, representing agreement between Marstel-Day and its client, that define project-specific requirements and the organization and procedures established to meet those requirements
  • Quality assessment through a program of partner-led project reviews, senior review, client feedback, audits, and quality-control activities to ensure that each project is meeting its requirements
  • Periodic re-evaluation and adaptive management of project plans and procedures to ensure compatibility with changing project requirements and conditions, and to improve quality whenever possible

Marstel-Day’s quality control management program is that the primary responsibility for improving quality in operation, production, data collection, processing and analysis, documentation, and report writing remains with the personnel performing the work, under the guidance of the project leader and, ultimately, the management of the company. All will perform their work in accordance with client requirements, project plans, professional standards, accepted quality practices, and applicable regulations. In the absence of specific guidelines, they will follow best professional, scientific, or technical judgment.

Marstel-Day’s quality-assurance program is based upon the applicable guidelines of the International Organization for Standardization (ISO), the American Society for Testing and Materials (ASTM), American National Standards Institute (ANSI) and EPA, among others.

  • Project Planning: The specific elements addressed by Marstel-Day at the start of each project are:
    • Clear quality assurance objectives (e.g., data quality objectives, sampling procedure requirements, laboratory procedure requirements, auditing criteria and frequency, data validation criteria, and reporting requirements)
    • Definition of responsibilities and accountability
    • Selection of senior reviewers of all deliverables
    • Use of SOPs where appropriate
    • Systematic document retention and management
    • Subcontractor performance monitoring
  • Senior Review: Our Peer Review/Senior Review Program is in effect throughout the life of a project and is led by the company’s partners. This program operates independently of, and in addition to, project- or discipline-specific quality control review systems such as quality control auditing.
  • Control of Measurement Data: The quality of field measurement and analytical laboratory data is controlled through a system of project-specific planning, laboratory subcontracting procedures, SOPs, quality control checks, standard documentation forms, auditing, and data validation.
  • Calculation Documentation and Review: Marstel-Day maintains calculation documentation and peer review to ensure that calculations are fully documented as to purpose and methodology, and are thoroughly reviewed by a qualified, independent reviewer.
  • Qualification/Documentation of Computer Programs: All calculation and database management programs and models used for complex decision-making calculation tools are qualified before use on a project.
  • Document Control and Record-Keeping: Marstel-Day’s records management system has been designed and implemented to ensure that all project records are readily retrievable during each project and after its completion. Every project has a location on a secure Intranet site that is accessible to team members.
  • Subcontractor/Vendor Management: Marstel-Day’s procurement and management systems for materials, equipment, and subcontractors ensure that, from the outset, the requirements for the procured item(s) or service(s) are clearly defined, achievable, and consistent with project objectives.
  • Engineering Design Quality Management: Marstel-Day’s design Quality Assurance program prevents design errors and omissions in the preparation of professional engineering drawings, specifications, bid documents, and cost estimates.
  • Quality Monitoring: Designated Quality Assurance personnel perform audits and inspections. Examples of these audits are field procedure audits, analytical laboratory audits and recordkeeping audits. Audits and inspections form a basis for corrective action and establish a record of conformance to the QA procedures. The project QA Officer or auditor will perform audits to verify compliance with the project QA plan. Findings will be reported to the Project Manager, who will be responsible for taking corrective action.
  • Project Performance Reviews: A key part of our monitoring and improvement process is our Project Performance Review program, in which every project is reviewed on a regular basis (at least quarterly). Marstel-Day senior managers are responsible for ensuring that Project Performance Reviews are conducted and documented in accordance with policy, and that documentation of Project Reviews is maintained. Each review covers the following topics:
    • Progress towards completion of the PWS and fulfillment of the client’s requirements
    • Schedule versus approved project plan
    • Costs and invoicing versus approved project plan, including adherence to Marstel-Day procurement policy and client’s invoicing and progress reporting requirements
    • Project task structure and associated budgets
    • Senior review assignments and documentation
    • Compliance with hard copy and electronic file management requirements
    • Client relationship development
    • Future client needs.

Marstel-Day’s quality control management program is supported by several key elements:

QA/QC Manager. Mr. Phil Huber, a Marstel-Day partner since 2004, will provide oversight to the quality control management program and Seaport-e project teams throughout the Seaport-e contract life. He is accountable to the company’s President and Managing Partner, Ms. Rebecca R. Rubin. Mr. Huber was selected for this role because of his extensive knowledge of program management gained through more than 33 years as an officer and civil servant serving at all echelons of the Army. He is responsible for ensuring that deliverables meet or exceed client expectations, and that all contract provisions are met. In coordination with the PM, the QA/QC manager is responsible for ensuring that corrective measures are developed and implemented, and that any problems that arise are corrected. He has the authority to approve QA/QC and project plans, enforce quality corrective action measures, and approve and disapprove deliverables. He will communicate regularly with the Project Managers to coordinate schedules and interim and final QA/QC reviews on deliverables across the program. As required, he will assemble outside reviewers drawn from beyond the team members if he requires an outside reviewer with specialized expertise. In coordination with the PM, Mr. Huber will ensure that feedback received from the Seaport-e clients is incorporated into final deliverables.