SeaPort-e is the Navy's electronic platform for acquiring support services in 22 functional areas including Engineering, Financial Management, and Program Management.  The Navy Systems Commands (NAVSEA, NAVAIR, SPAWAR, NAVFAC, and NAVSUP), the Office of Naval Research, the United States Marine Corps, and the Defense Threat Reduction Agency (DTRA) compete their service requirements amongst 1800+ SeaPort-e IDIQ multiple award contract holders.  The SeaPort-e portal provides a standardized, efficient means of soliciting offers from amongst the diverse population of large and small businesses and their approved team members.  All task orders are competitively solicited, awarded and managed using the SeaPort-e platform.  Since nearly 85% of its contract–holders are small businesses, the SeaPort-e approach to acquiring services provides opportunity that fuels the Nation’s engine of job growth.

For more information about the SeaPort-e acquisition vehicle, click the following link:


Customer Satisfaction
Genevieve Frost
Phone: 804-404-2506

SeaPort-e Program
Grant Northrop
Program/Technical Management
Phone: 804-510-0890

Vicki Gaffney
Contracts Administrator
Phone: 804-823-7570

KFG’s SeaPort-e Task Orders

Task Order 0001

KFG’s Quality Assurance Program

KFG manages and maintains the QA Program ensuring team members adhere to consistent, frequent, and quality communications and management practices.

Our QA Program enables us to monitor and maintain the quality of products and services delivered, increase efficiency, and manage risk while supporting informed decision making. An effectively implemented QA Program also helps maintain cost and schedule, and improves technology solutions and services through sound task order (TO), and contract performance metrics that enable continual results assessment and services improvement.

KFG’s QA Program determines the pattern for every quality plan produced within the organization, and guides the development of comprehensive, evidence-based plans and processes for both our customers and our employees. As part of our plan, we systematically implement performance requirements and continually improve processes as needed.

KFG applies Project Management models and processes to its quality control procedures that are consistent with customer requirements and internal accountability standards, resulting in standards of highest quality within our organization.  KFG is committed to exceeding customer expectations through implementation and continuous improvement of our quality management system. Absolute customer satisfaction is the norm and in achieved by superior services support to our clients.

Our managers, coupled with corporate management, ensures the quality policy applied is appropriate, provides a framework for establishment and review of unique client objectives, and establishes a clear line of communications at all levels.  Reviews include assessment of opportunities for improvement, and need for changes to the overall quality management and quality policy and objectives.

Management ensures quality objectives, including those needed to meet the statement of work (SOW)/performance work statement (PWS), through establishment of measurable metrics that meet or exceed expectations, ensure high quality products, effectively manage our processes, and promote safety through training and education of all employees.

Reviews include audits, customer feedback, process performances and services conformity, status of preventive and corrective actions, follow-up actions from previous reviews, and identification and recommendations for improvement.  These reviews provide improvement of the effectiveness of management and our internal processes, services and products related to client requirements, and need for additional resources to ensure timely and effective completion of tasking.

KFG has access to resources across its organization to pull from and quickly utilize Program Managers (PMs) from different supporting programs.  Each PM is responsible for quality control on a project.  Each of these PMs is ultimately responsible to the Managing Director, for all aspects of program performance, including the quality control of projects designed and implemented by KFG. The personnel information of the project management staff is available upon request.

When a subcontractor is deemed necessary, KFG implements our Subcontractor Management plan and procedures.

KFG is committed to successful accomplishments of DOs and applies each of these elements to ensure success.  Depending upon contractual and performance requirements, our approach in the subcontracting process may include:

•     Creating an Integrated Products Team (IPT) that includes subcontract personnel to provide a streamlined timely response to all DOs.

•     Assigning a distinct IPT member to participate in the joint/KFG IPT for each DO assigned to a subcontractor and implemented under this contract.

•     Conducting Subcontractor Risk Assessment at the beginning or in the early stages of individual DO, implementing Risk Mitigation procedures to minimize the risk, and inspection of the work in process to assure mitigation efforts are adequate.

•     Providing timely corrective actions for problem areas and monitoring those actions to prevent recurrence.

•     Using lessons learned from other programs to maximize the potential for success for each DO.

The PM has the responsibility and authority to coordinate subcontractor efforts. The KFG IPT Lead is responsible for the interaction of the members and encourages direct coordination of their efforts with each other.

The PM coordinates discussions, facilitates tasks, and is responsible for problem resolution. Each member of the Delivery Order Team (DOT) provides inputs at meetings and discussions, assists the PM in defining the charter against task order requirements, supports needed tasks, provides strategic inputs to processes and procedures, and assists in developing schedules and metrics.

The PM has the responsibility and authority for integrating the subcontractors. This task is accomplished by creating a standard set of guidelines for the Delivery Order. During the initial selection of core subcontractors, specific responsibilities were developed for each approved subcontractor based upon their capabilities. Resources assigned to the DOT will assist in development of charters, schedules, plans, procedures and performance standards.

KFG may develop a Risk Management Plan (RMP) for each contract and subsequent DO. The risk management process begins with identification of risks associated with each element of a program. Throughout the contract, we conduct periodic self-examinations to determine whether the risks currently identified are still within a manageable range, or whether circumstances have changed sufficiently to warrant corrective action. In addition, we examine each element of the program to determine if new risks have developed. Reviews normally are associated with our quality program reviews and inspections.  The PM is responsible for the rapid identification of potential problem areas, and recommending solutions.

Quality performance uses internal review procedures regardless of the urgency of the requirement. This is a non-compromising process that is applied throughout the lifespan of the contract and subsequent DOs.

Quality performance will not be compromised. KFG takes the necessary actions to ensure performance is of the highest quality at all times. We employ qualified personnel at the identified location.  Our management is familiar with the capabilities of all personnel so when urgent requirements are identified, the appropriate resources are applied as necessary.

Our past experience provides us with insight for resources necessary for tasking. Each new requirement is fully evaluated and appropriate resources identified to ensure effective completion of tasking while maintaining high quality standards. We have multi-skilled qualified personnel as part of our core cadre that are applied as needed.

When an urgent requirement is identified, KFG evaluates the requirement and necessary resources to fulfill the tasking. We work with the client to modify existing schedules if necessary, and develop a mutually agreed upon schedule to complete the urgent tasking in the allocated time frame. If necessary, KFG draws on our core cadre of highly experienced personnel to assist in completion of the urgent tasking.

Each Project is assigned a Project Manager/Lead with overall responsibility for the Project. The Project Manager/Lead is assigned as a member of the overall Project Team for the duration of the Project. The Project Manager/Lead will coordinate with the PM to ensure resources are identified and acquired for the project as well as monitoring the quality of work. The Project Manager works with the appropriate client’s representative to ensure all aspects of tasking are met.  Each Project becomes a part of the overall contract.  When sub-projects are identified, the sub-project is added to the Master Program Schedule (MPS) and resources are tracked accordingly by the Project Manager/Lead. If additional resources are required, the Project Manager/Lead coordinates with KFG management in identifying and acquiring appropriately qualified resources to meet the Project tasking.  Depending on the number of Projects, KFG may assign a qualified assistant PM (aPM) to support the PM in coordination of Projects.