Click on any of the following links to view additional information.

• Facilitation Services

• Federal Contracting Products & Services, including:
   

  ◦  GOVtips.biz                 ◦  QTS Assessment Tool Kit (ATK)

• Consulting Clients – The QTS Consulting Team also has an impressive array of current and past clients which have benefited from our expertise in management consulting.  Information about these clients appears below – please scroll down the page.

• Federal
• Municipal
• Commercial.

Click on any of the above links to go directly to a particular type of clientele.

US Transportation Command (TRANSCOM) – Providing facilitation support for the Integrated Process Team (IPT) responsible for the review and subsequent revision of the Performance Work Statement (PWS) of the Universal Services Contract (USC-6).  This IPT is also tasked with preparing documentation required for contract solicitations.  USC-6 is the largest single contract for commercial liner service used to meet critical shipping requirements of DoD in support of peacekeeping efforts and humanitarian relief missions for both peacetime and wartime.  This support function is valued at approximately $400M for the movement of nearly 100,000 containers and 300,000 measurement tons of break-bulk cargo annually on a worldwide basis.   (November 2007 – Present)

• US Marine Corps Recruiting Depot/Eastern Recruiting Region, Parris Island – Provided facilitation support for the US Marine Corps Recruit Depot/Eastern Recruiting Region (MCRD/ERR) Paris Island South Carolina (PISC) in preparation for, during, and after their Strategic Planning Executive Offsite. The purpose of this support was the development of a Strategic Plan encompassing the mission, vision, guiding principles, objectives, goals, improvement strategies, performance measures, and targets. Phase II of the effort was designed to receive, review, assess and provide guidance to nine Operational Process Teams (OPTs) and the Executive Leadership in the development of specific Improvement Strategies to achieve the nine Strategic goals developed in Phase I.  (December 2006 – January 2007)

• Facilitation and Training Services for the US Marine Corps Forces, Atlantic (MARFORLANT) – QTS provided facilitation services to MARFORLANT as they embarked on a staff reorganization to prepare for new mission areas to be assigned by the Commandant of the Marine Corps.  An initial self-assessment was conducted to review MARFORLANT documentation of current functions, products, services, structure, and staffing.  This assessment was then used to develop a roadmap and cost estimates to create a more efficient organization for executing the newly assigned missions.  Several Courses of Action (COA) were developed along with a transition plan, measures of both performance and effectiveness, a scorecard to track progress, requirements for the recommended initiative, and sequencing of the initiative selected.  (February – March 2005)

• US Department of Agriculture Natural Resources Conservation Service (NRCS) – Developed course content for the new Level III COR Course, including an instructor’s guide, pre and post course exams, and MS Power Point slides. The following nine topics were covered: 1) Review of COR Level I and II training; 2) Government Property; 3) Acquisition Planning; 4) Contract Claims; 5) Delays and Stop Work; 6) Remedies; 7) Termination; 8) Negotiation Techniques; and 9) Contract Options.  Also developed course content for a Refresher course, including an instructor’s guide and MS Power Point slides. The following eight topics were covered: 1) Acquisition Reference Review; 2) Pre-award Orientation; 3) Monitoring Contractor Performance; 4) Inspection and Acceptance; 5) Contract Modifications; 6) Payments; 7) Closeout; and 8) Past Performance.  (August 2004 – March 2006)

• US Department of Agriculture, NRCS –Supported revision and updating of the NRCS Federal Grants and Cooperative Agreements Handbook to reflect the requirements of the Federal Grants and Cooperative Agreements Act of 1977 and new NRCS policies and regulations, including the new Contribution Agreement guidelines.  Designed, developed, and implemented a nationwide training conference for over 400 staff personnel to support the updated materials.   As a result of these efforts, NRCS honored QTS with the “Small Business of the Year” award for 2005.  (November 2003 – April 2004)

• US Department of Agriculture, NRCS – Facilitated planning meetings to begin the process of updating the NRCS Federal Grants and Cooperative Agreements Handbook to reflect the requirements of the Federal Grants and Cooperative Agreements Act of 1977 and new NRCS policies and regulations. The sessions provided the opportunity to collect anecdotal needs assessment information from the field and to facilitate preliminary planning for the implementation of policy/regulatory updates and process training. (October – November 2003)

• US Department of Agriculture, NRCS – Designed, developed and implemented a nationwide Executive Training program on the Federal Grant and Cooperative Agreement Act of 1977 to foster understanding of the Act, how to make a legal procurement determination, and how to administer grants and cooperative agreements.  QTS coordinated six concurrent, three-day training sessions for USDA representatives from across the United States.  In order to facilitate the change management process, QTS also provided a one-day training session for SES level executives with general counsel from the USDA’s Washington, DC headquarters.  (December 1999 – February 2000)

• US Department of Agriculture, NRCS – Updated and finalized writing, editing, design and printing for the Grants and Cooperative Agreements Handbook.  Graphic design support was provided based on the latest in learning and training technologies.  Developed lesson plans and all other collateral training materials.  (August 1998 – January 1999)

Greater Hampton Roads and Southeast Regional Cooperative Administrative Support Units (CASU) – Provided acquisition and facilitation support services related to a major IDIQ procurement through the U.S. Army RDECOM Acquisition Center in Aberdeen, MD for professional, technical and administrative services. Tasks included facilitating and documenting an initial acquisition planning meeting, drafting a complete Acquisition Plan, drafting key technical elements of the solicitation package, including attachments and cost spreadsheets, assistance with the pre-proposal conference (including preparing slides and a handout package), and development of the proposal evaluation process.  (November 2005 – September 2006)

Naval Ordnance Command (NOE) Lean Transformation – For the NOE, provided program management; education and training incident to lean thinking and implementation; deployment of lean enterprise concepts through value stream analysis and kaizen events; providing ongoing process assessment/improvement, mentoring, and support of lean concepts; assessment of current Navy policies/manuals/instructions; making process improvement/change recommendations to Fleet Forces command (FFC) to sustain and imbed Lean Manufacturing principles in everyday practices.  (September 2005 – September 2006)

• Defense Supply Center Richmond (DSCR) – Assisted DLA and DSCR in providing integrated logistical support to the Department of Defense (DoD) through the creation of Strategic Supply Chain Alliances (SCA).  Provided facilitation services to DSCR for the rapid and effective launch of an SCA with the National Association of Aircraft and Communications Suppliers (NAACS). The effort was focused on providing low cost part supplies while maintaining quality standards; creation of new models to reduce administrative lead-time; information sharing; and supplier lead-time reductions.  (October 2007 – November 2007)

• Defense Supply Center Richmond (DSCR), Columbus (DSCC), Philadelphia (DSCP) – The Defense Logistics Agency had embarked on a program to create Strategic Supplier Alliances (SSA) with its major suppliers.  The scope of these alliances was to collectively explore new and better ways of doing business, to include the adoption of commercial practices to provide better support to the Office of the Secretary of Defense (OSD).  QTS facilitated Focus Meetings with the Defense Logistics Agency (DLA), the Defense Supply Centers, Richmond, Columbus, and Philadelphia,  (DSCR, DSCC, DSCP, respectively), the Defense Contracting Management Agency (DCMA), DoD Services, and Suppliers in order to define goals for each SSA, draft an SSA Charter, define Improvement Opportunities, create an Executive Committee and a Joint Steering Group, and to define Improvement Teams to begin to work on Improvement Opportunities.  (February 2003 – February 2005)

• Military Surface Deployment and Distribution Command – Provided facilitation and transcription services for a strategic enterprise-wide initiative to assist an Integrated Process Team (IPT) focused on updating the Water Commodity Codes (WCC) portion of Part II of the Defense Transportation Regulation (DTR), Cargo Movement. The first two sessions produced a number of important initiatives that will lead to a system-wide transformation, including possible consideration of the Harmonized Codes used by the U.S. International Trade Commission.  The third session produced a number of suggested improvements in Motor Freight Rules in conjunction with representatives of major carriers and the American Trucking Association.  (October 2005 – April 2006)

• Military Surface Deployment and Distribution Command – Provided facilitation services for a strategic enterprise-wide initiative to assist an Integrated Process Team (IPT) focused on leveraging automation in order to reduce cycle times and increase data accuracy. Sessions produced a number of important initiatives that will lead to a system-wide transformation, including increased in-transit visibility.  (May – June 2005)

Defense Advanced Research Projects Agency (DARPA) Small and Disadvantaged Business Utilization (SADBU) Office –Provided technical and organizational expertise to support the DARPA SADBU office tasked with developing and implementing a comprehensive small and small disadvantaged business contracting program.  Tasks included:  providing research of similar agencies’ best practices and developing a DARPA model; updating DARPA instructions; updating the DARPA SADBU web site; and supporting the overall DARPA small business outreach effort.  (November 2003 – November 2005)

US Navy, Fleet and Industrial Supply Center (FISC), including:

• Naval Munitions Command – Provided group facilitation services to support an Integrated Process Team (IPT) and its associated three Cross Functional Teams (CFTs), which were tasked with creating a framework for defining the domain, developing operational plans, assisting in drawing up an organizational structure, and helping guide the required improvement transformations of all the Naval Ordnance functions.  The outcomes resulted in an initial focus on identifying processes that are both core and contributive to mission, planned for the implementation of continuous process improvement, improved best business practices, and established metrics.  (September 2005 – September 2006)

• Fleet and Industrial Supply Center, Norfolk – Provided technical assistance and administrative support to the US Navy sponsored eBusiness Office Supplier Relationship Management and Enablement (SRM&E) Pilot Program.  Conducted a market survey of 30 companies to collect feedback on issues related to loading vendor information onto the eMall. Developed and collected metrics on cost factors, loading time, and contract line items. (September 2002 – September 2003)

• Supervisor of Shipbuilding (SUPSHIP) – Designed, developed and implemented the Business Technical Assistance Pilot Program (BTAPP), designed to help woman-owned small business (WOSBs) increase technical proficiency and improve corporate infrastructure through innovative methods of executive coaching and training. The program included two (2) levels of training as well as an introductory marketing/networking conference and executive coaching from the QTS company president, as well as selected distance learning delivery methodologies.  (September 2002 – September 2003)

• Fleet and Industrial Supply Center, Norfolk – Developed an expandable, linked database system to assist members of the Naval Supply contracting workforce to identify skill sets necessary for professional development and training classes.  The system was structured to conform to CNO Task Force EXCEL Five Vector Model.  The database was built for nineteen (19) Specialty Descriptors, and it itemized fourteen (14) general skill areas as well as professional certifications (Defense Acquisition Workforce Improvement Act – DAWIA).  (September – December 2002)

• Fleet and Industrial Supply Center, Norfolk – Designed, developed and implemented the Navy Technical Assessment Pilot Program (NTAPP) to assist the Navy in developing a core of HUBZone and Small Disadvantaged Businesses (SDBs) in the shipbuilding, ship repair and ship maintenance industry.  The program addressed the business infrastructure required of viable Navy contractors to obtain and sustain government contracts. The program consisted of an Assessment Phase followed by a three-level training phase augmented by a comprehensive coaching and mentoring process.  Finally, the program culminated in the NTAPP Symposium, a major event that allowed NTAPP participants to meet and network with government small business advocates and potential buyers for in-depth discussions.  (May 2001 – September 2002)

Naval Surface Warfare Command (NSWC), Carderock Division – Provided required services to operate a classified technical reference library at the Underwater Explosives Research Department (UERD).  QTS personnel conducted data base searches, filed documents, maintained references, and updated research materials.  They acted as a Classified Materials Custodian and provided technical support services, and were responsible for operating computerized research libraries and published monthly status reports.  (August 1995 – August 1999)

Albemarle Regional Health Services (formerly PPCC-Pasquotank, Perquimans, Camden, Chowan) District Health Department – Assessed, designed, developed, implemented, and evaluated a Training Program for a District Health Department for 18 counties in North Carolina.  Conducted employee surveys to gain background information on areas of employee development.  Core areas of training included Performance Appraisals, Customer Service, and Leadership Development.  (1996 – 1999)

City of Tulsa (Oklahoma), Tulsa Police Department – Developed a survey to evaluate the perceptions of management line officers to assess the training needs of the department.  Designed a series of training courses given throughout the department.  Taught facilitation skills to commanders and group leaders to enhance future skill training within the department. (1991 – 1993)

City of Portsmouth (Virginia), Portsmouth Police Department – Assessed training needs in the department then designed a series of courses that were delivered throughout the chain of command. Taught group leaders and commanders facilitation skills to enhance future training skills within the department. Final report and analysis were presented to the Police Chief and Deputy City Manager to assist in establishing a related future policy direction.  (1987 – 1989)

• Market Research & Long-Term Planning – Assisting LTTCH in the feasibility determination and long term planning expansion of their services to include Coronary Rehabilitation Telemetry Monitoring. QTS embarked on a two-phase effort to 1) gather and analyze data to more definitively establish the need for acute coronary telemetry follow-up care; and 2) given the results of the data analysis, to make recommendations to establish the business case for the pursuit of establishing a medical/telemetry unit.  (October 2007 – Present)

• Strategic Planning – Completed the strategic planning process with the LTTCH Chief Executive Officer (CEO), Board of Directors, and Leadership Team.  The effort involved data collection and analysis, Pre-planning Surveys, a Leadership Retreat with the LTTCH management staff and the LTTCH Board of Directors, development of the Draft Strategic Plan, as well as ongoing briefings to the LTTCH Board of Directors.  (December 2005 – April 2006)

USI Insurance Company– Provided acquisition support services related to commercial furniture and installation procurement for this large international insurance firm.  Tasks included facilitating and documenting an initial acquisition planning meeting; drafting a complete Request for Quotation (RFQ)package; drafting key technical elements of the RFQ package, including furniture typicals and floor plans; preparing a detailed matrix to assist offerors in pricing; and completing the evaluation process after quotes were submitted.  (July 2007)

Herman Miller, Inc. – To assist in preparing a response to a request for a Best and Final Offer (BAFO) document and related attachments from the US Department of Transportation (DOT), QTS completed and submitted a Technical Approach for Herman Miller, Inc.  QTS provided a 17-page document which included a Work Breakdown Structure, Organizational Breakdown Structure, Roles & Responsibility Assignment Matrix, Delivery Installation Plan, Resource Matrices, Work Breakdown Dictionary, Milestone Schedule, and Integrated Cost/Structure Baseline.  (December 2004)

Huff, Poole & Mahoney (Attorneys-At-Law) – Developed a four-phased approach to assist the law firm of Huff, Poole & Mahoney (HPM) in the development of a Strategic Marketing Plan.  The phases included Market Research, Identification of Specific Business Areas, Development of a Positioning Plan and Conducting Facilitation, as well as Training and Coaching to implement the plan.  (September 2002 – July 2003)