Team Aerotek's Integration and Quality Control Program

The cornerstone of our integration approach is the continued use of our Quality Control Program (QCP) and associated processes, which provide immediate leverage for cost reduction in comparison to our competitors. Our QCP provides:

• Repeatability – Provides consistent application of sound business acquisition strategies, rules and policies.
• Responsiveness – Provides proven processes, in place today, "wheel re-invention" not required.
• Accountability – Provides single point accountability, as the prime we are accountable for the products and services delivered by the entire team.
• Objectivity – Provides process driven decision making for objectively matching capabilities to requirements without regard to company affiliation.
• Flexibility/Scalability – Provides a management system not constrained by size of the effort

Aerotek's QCP has been drawn from the best aspects of relevant programs currently in use within our three participant firms, many of which are based on ISO 9002 certification standards in use with our member companies. Our proposed QC approach replicates successful and sound best practices and draws upon not only from the commercial staffing and outsourcing industry but also applicable programs used in DoD, NASA, and the Department of Treasury. Our program combines the tenets of objectivity, recordation, verification, and follow-up, in an environment which documents processes, assigns responsibility and, most importantly, ensures frequent and consistent review and follow-up, from the point of relevant data collection to final review and lessons learned documentation. A key predicate to achieving a comprehensive QC result is the assignment of supervisory responsibilities, as shown in the following table:

AEROTEK QUALITY CONTROL PROGRAM RESPONSIBILITIES
Position	Roles/Responsibilities
Program Manager (PM)	Accountable for the accuracy and validity of the QCP, its products, reports and metrics Define when the QCP is updated and the overall emphasis of the QCP revisions Assess deficiency correction and risk management activities; concur with chosen risk mitigation approach, redirect approach if results are unsatisfactory
Alternate Program Manager (APM) /Quality Control Monitor (QCM)	Oversee day-to-day implementation of the QCP to tasks Conduct audits Lead quality monitoring/measurement efforts, assess accuracy and validity of gathered data Oversee metric/risk/deliverable entries into database, define deliverable report formats based on meeting requirements Develop monitoring reports; assesses effectiveness of risk mitigation activities recommend changes in approach if results are unsatisfactory Revise the QCP based upon PM direction
Group Managers (GM)	Manage the QCP within the areas of responsibility Conduct audits Ensure QP input data is collected and forwarded to the QCM Respond to appropriate government input, initiate reports, and provide feedback to client representatives as appropriate under approved BPD procedures and in accordance with the QCP and QASP
Task Leads (TL)	Same as for the GM Conduct audits Train/familiarize all employees in the tenets of mandatory reporting requirements Provide feedback to employees as directed by management

Notwithstanding the management/supervisory responsibilities as stated in the table above, the role of each employee is the key success factor in our QCP.

Quality Control Review/Audit Process

Aerotek's QCP is based on obtaining standardized, relevant QCP data from every employee at every work site for every TO on a monthly (or as required) basis. The data will be collected electronically or via paper/fax and will be in the form of a QC report compiled by the TL or, if a single employee site, by the employee him/herself. The QCM will determine the contents of each monthly report in coordination with the appropriately designated government official. The reports will be forwarded and entered into a centralized database managed under the supervision of the Aerotek QCM. Following this process, the continuous review and improvement cycle will enhance work performance and ensure both positive and adverse trends are surfaced and appropriately shared to improve contract and TO performance. Although self inspection audits will be an integral part of the QC process, there will also be unannounced and announced audits of all aspects of contract performance to include but not be limited to:

• Compliance with the Service Contract Act, the Fair Labor Standards Act, Equal Employment Laws, Work Place Safety Policy and Standards, including Sexual Harassment and other hostile workplace guidelines, as well as all other pertinent federal and local laws and regulations
• Individual and Group Performance Reports
• Compliance with all Terms and Conditions of the Contract and each Task Order
• Customer Satisfaction Issues
• Time Keeping Standards and Reporting

Aerotek has developed management plans, technical processes, fiscal programs, and operational policies that are not only governed by our QCP, but also fully comply with government and military laws, directives, and policies. These are documented in Aerotek's policy manuals, operating procedures, and compliance checklists, all of which have been reviewed and approved for use in support of contracts at installations such as NAVAIR, NAVSUP, and many others.

APPROACH TO MOLD, MANAGE, AND MAINTAIN THIS EFFORT

Aerotek's approach to mold, manage and maintain this contract is based upon our QCP, which has been instrumental in successful performances utilizing large teams on similarly large Navy contracts. The key operating elements of our approach:

• Understanding the requirements and the customers wants and needs,
• Assigning a skilled and experienced Program Manager,
• Selecting a Team of competent and trusted subcontractors and vendors,
• Use of internal "Make/ Buy" process for best value matching of subcontractor to task,
• Continuous and effective communications with the customer.

To ensure that we understand the requirements, we analyze the tasking, identify the overall technical capabilities required to accomplish the tasking, and identify any specialized skills and/or experience that are applicable. These are then discussed with the government technical POC to ensure that we have customer agreement on what the most important elements of the requirement are (e.g., technical innovation, low risk, schedule, cost, etc.).

The assignment of an experienced Program Manager creates a single person responsible for all aspects of the project, including: ensuring that only appropriately qualified personnel are assigned to the project, initial planning and continual monitoring of project execution, resolution of project-related problems, review of all deliverables to ensure that only high quality products are provided, obtaining frequent customer feedback to ensure customer satisfaction with the products, and continuous application of "lessons learned".

Capability to Manage the Effort

Aerotek's significant growth history and solid past performance validates our capability to manage this effort. From a small, private firm founded in 1983, we have grown to be the second largest firm in our industry—and we are still privately held. This means our customers come first—not public shareholders.

The best evidence of our capability to effectively manage large teams and contracts such as this is our performance on other similar contracts. Following are examples of contracts that demonstrate our capability to manage large contracts.

• Our current subcontracts at NAS Pensacola and NS Great Lakes require Aerotek to provide educational services to the Navy’s newest sailors. Our curriculum and courses range from basic math and reading to advanced skills such as engine maintenance, electronics, fire suppression, and gunnery. Aerotek provides over 200 certified instructors and management in support of these programs.
• Our previous prime contract with NAVAIR, NADEP JAX from 2001 through 2005 required Aerotek to provide aviation maintenance support in NAS Jacksonville, NAS Oceana, and NAS Mayport. Aerotek staffed up to 350 artisans who depot-level maintenance and modification services on aircraft engines, airframes, sheetmetal, composites, avionics, electronics, life support systems, and fuel cells. Ancillary services included cleaning and painting of aircraft and components.
• Our previous subcontract with the Navy and the USMC was in support of the NMCI program. Aerotek was responsible for asset management, kitting of components, staging kits for installation, and packaging of legacy equipment for disposal or resale. The NMCI program required Aerotek to provide personnel at every Navy and USMC activity, including Reserve Centers and ROTC Departments, around the globe. Aerotek also supported NMCI at many other DoD installations such as the Pentagon, Army bases, and Air Force bases where there was a Navy or USMC presence.

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

Our approach is founded on the principle that consistent, unwavering dedication to quality is the surest guarantee of long term success. Integral to this philosophy is the necessity for high-quality personnel. As a matter of corporate policy and management practice, we seek to hire the highest quality personnel available and offer a market competitive compensation package targeted to keeping our valuable personnel. Our total compensation package, for certain government contracts, including Seaport-e, comprises competitive salaries and a package of benefits and incentives, which is among the best in the technical services industry. The Aerotek benefits program offers each employee a cafeteria-style benefits plan that enables them to select benefits based on their individual requirements and needs. These benefits and incentives include:

• Paid Time Off: Vacation, holidays, "flex time", short-term disability, military leave, bereavement leave, and jury duty leave
• Company insurance: self and dependent life insurance, long-term disability insurance, accidental death and dismemberment insurance, long term care insurance, and tiered health insurance with dental and vision care options
• Voluntary health and dependent care flexible spending account options
• Immediate, fully vested participation in the Aerotek 401(k) plan
• Educational assistance designed to encourage employees to further their job-related education
• An Employee Assistance Program (EAP) which provides consulting/ counseling services

This compensation package has proven effective in recruitment, personnel development, and employee retention and allows us to acquire and retain the type of qualified and experienced personnel necessary for outstanding performance on the proposed contract. In selecting team members, we look for comparable abilities in preserving stability and technical expertise in the workforce.

Ability to Monitor and Maximize Quality

In addition to our overall focus on a consistent dedication to quality, our QCP has a number of procedures in place to ensure that we monitor and sustain our performance in this area. Our Project Managers are responsible for all aspects of their projects, including continual monitoring of project implementation and review of all deliverables to ensure that only high quality products are provided. Their Project Plans must include specific procedures for ensuring quality support and review of products, including the specific individuals that will have review responsibility. Additionally, since the customer is the final arbiter of product quality, every Project Plan must include specific procedures for obtaining customer feedback.

Approach to Guarantee Responsiveness and Cooperation with Customers

As discussed previously, one of our basic tenets of doing business is consistent dedication to quality and customer satisfaction. Flowing from this philosophy, our QCP specifically requires that we incorporate procedures to ensure that customer feedback on product quality, overall satisfaction, and areas of concern is obtained on a continuing and regular basis. Our procedures in this area include a requirement that every Project Plan include specific procedures for obtaining customer feedback during the contract and the people responsible for carrying this out. There is also a requirement for customer feedback be reported on a regular basis, that the Program Manager discuss this area at every contract review, that customer feedback be discussed at every management review, and that any indication of customer dissatisfaction be specifically reported in a Corrective Action Report (CAR). The specific status of each CAR is discussed at every management review.

Approach to Problem Resolution

In terms of contract-related problems, we believe that successful problem resolution requires, above all, early identification of potential problems and the development of viable mitigation plans. Project Managers are responsible for all aspects of their projects, including, ensuring the effort is well planned, that potential obstacles have been identified, mitigation plans developed, and that appropriate resources have been assigned. During task execution, the Project Manager continually monitors the technical effort, and has frequent meetings with applicable government personnel to ensure that all new and/or modified requirements are incorporated into the technical efforts and that mitigation plans are being executed. With up front, realistic assessments of potential problem areas and sound mitigation planning, supplemented by frequent contact with our customers we can avoid being taken by surprise with problems that may arise.

In terms of systemic and process-type problems, we have procedures in place to maintain a continuous improvement program, in which all employees are encouraged to submit suggestions for systemic improvements and for eliminating potential problem areas. To facilitate this, we have in place a web-based system, and track the status of all on-going improvement efforts to completion.