AS&D personnel supporting OSIRIS-REx (Task 8) provided an excellent level of quality for all the
required services, This included end-to-end RF communications systems engineering, in-depth
knowledge of the spacecraft subsystem components, and expertise of on-orbit operations with various
NASA RF communication assets. The AS&D team maintained excellent communications with the
OSIRIS-REx project management, the engineering leads, the TM and provided excellent support to
ensure the deliverable hardware from outside vendors was compliant with all the requirements of the
mission.

The AS&D team on ATLAS (Task 68) performed an excellent job in delivering a quality product and
final closeout of the integrated ATLAS instrument. The team excelled in the development of the
integration and verification procedures along with their design and interface support of the Spacecraft
Interface Sinmlator (SIS). The AS&D team serves as 2 single point of contact to the spacecraft vendor
and has made interchange of information efficient.

‘The AS&D technical lead and chief engineer did an exceptional job this period with the technical effort
for NASA Scarch and Rescue (Tesk 75). Significant effort went into the preparation and execution of
Council Joint Committee meetings in Montreal, Canada, The AS&D technical lead and chief engineer
provided a therough review of documentation in preparation for SAR/GPS meetings, attended reviews on
schedule, technical discussions, and provided critical SAR/GPS frequency analysis to the Canadian
Department of National Defense (DND).

In regards to JWST (Task 89) Jackson & Tull, an AS&D subcontractor, demonstrated commendable team
work and effective communication when issues were brought to the Government’s attention, Resolution
plans were quickly agreed upon and executed without disruptions to the task. AS&D management
identified and processed risks early, analyzed potential impacts, and quickly developed mitigations plans
in a cost and schethile effective manner. For example, the integration review of the Deployment
Electronics Unit Converter (DUC) identified risks with the planned integration procedure for the DUC to
Deployment Electronics Unit that prevented damage to the flight units.

The AS&D team on GOES-R (Task 148) provided outstanding support for the GOES-R mission
operations during this performance period. Notable activities included completing a highly successful
GOES-R Flight Operations Review, Mission Reheargal 1, and End-to-End Test 4A. The AS&D
personnel developed tools for scripting operational sequences, which increased operations efficiency and
reduced risk during execution of critical on-orbit activities.

‘The business management category was rated as “Excellent” with an overall score off We are very
pleased with the continued improvement in the business management area over the past three
performance periods.

Contract Administration and Compliance:

During the 5th evaluation period, 26 new task orders were initiated and 92 task modifications were
processed for a total of 118 task actions. Although 15 proposal submissions did have to be re-submitted,
it should be noted that all 15 revisions were driven by changes to the SOW as directed by
personnel (task monitors). The Contractor is commended for effectively managing the timely submission
of tasks and their responsiveness to Government directed SOW changes.


Reply to Attn of:

National Aeronautics and Space Administration

Goddard Space Flight Center
Greenbelt, MD 20771

October 29, 2015
360

Mr. Charlie Bengston
President, Engineering and Aerospace Solutions Group
ASRC Federal, Inc.

7000 Muirkirk Meadows Drive

Suite 100

Beltsville, MD 20705

Dear Mr. Bengston:

We have completed our evaluation of your company’s performance under contract NNGI3CR48C for
the Electrical Systems Engineering Services II (ESES 11) for the evaluation period four, March 1, 2015,

through August 30, 2015. AS&D’s overall during this period onds to a rating of
“Very Good”. Your com; eared a fee of which is approximate lof the total
available fee |. The Contracting Officer (CO) will prepare and forward, under separate

covet, a modification to the contract for the amount of eamed award fee.

“The composite scare off ffll's based on the overall program performance rating, which includes the
following catogories: Technical (including schedule), Business Management, and Cost Performance.
The following is a summary of our findings:

‘Technical Performance
‘The Technical Performance category was rated as “Excellent” with an overall score of Aid

‘There were a total of 108 active tasks during this period. The Task Monitors (TMs) representing the
various GSFC projects evaluated and rated tasks in accordance with the criteria set forth in the contract
Performance Evaluation Plan. These projects include, but are not limited to the Magnetospheric
MultiScale (MMS) mission, the Laser Communication Relay Demonstration (LCRD), the Ice, Cloud,
and land Elevation Satellite-2 Advanced Topographic Laser Altimeter System (ICESat-2 ATLAS), the
Geostationary Operational Environmental Satellite R-Series (GOES-R), the James Webb Space
Telescope (JWST), the Origins-Spectral Interpretation-Resource Identification-Security-Regolith
Explorer (OSIRIS-REx) mission, the Neutron star Interior Composition ExploreR (NICER) mission, the
Mars Organics Molecule Analyzer (MOMA) instrument, the Wide-Field Infrared Survey Telescope
(WFIRST), Parts & Radiation, and Detectors/Code 550 Technology Tasks.

The AS&D team on ATLAS (Task 68) did an excellent job integrating the electronics components.
They provided excellent insight into the design details of the Spacecraft Interface Simulator (SIS)
hardware and software and were innovative in solving problems. They also responded and resolved
every problem in a timely manner, providing a great amount of expertise, and ensuring overall quality
support to the customer. The AS&D team’s attention to detail extended to ensuring the safe operations
in the lab and clean room facilities. The OSC/ATK Engineer would often discuss potential hazards to
the personnel and hardware with the TM and his attention to detail helped to keep personnel from
having accidents, mishaps and close calls.


Reply to Attn of:

National Aeronautics and Space Administration

Goddard Space Flight Center
Greenbelt, MD 20771

November 30, 2016
560

Charlie Bengston

President, Engineering and Acrospace Solutions Group
ASRC Federal, Inc,

7000 Muirkirk Meadows Drive

Suite 100

Beltsville, MD 20705

Dear Mr. Bengston:

We have completed our evaluation of ASRC Space & Defense’s (AS&D) performance under contract
NNGI3CR48C for the Electrical Systems Engineering Services {1 (ESES II) for the sixth evaluation period,
which spans from March 1, 2016 through August 31, 2016. The evaluation for this period is comprised of
‘two parts: the overall program performance for service tasks; and the end item interim performance for the
Tul la, ABAD hasan ee be on seeeorcemeneants ter macataseommente care
Task 167. AS&D's overall rating for the
“Very Good”. AS&D eamed a fee a
eee A rating for the Task 167 i ;
AS&D ach is approninutel ‘the| available award fee, ‘The fee earned
for the end item task fs considered to be “interim” until the fee evaluation period at which time it
will become “Final”. The fee eamed is contingent upon a successful delivery of the flight hardware at the
completion of the task. The milestones evaluated during the period for this task were; the System
Requirements Review (SRR) and the Preliminary Design Review (PDR). The contracting officer (CO) will
prepare and forward, under separate cover, a modification to the contract for the amount of earned award fee.

‘The composite services score is based on the overall program performance rating, which includes the
following categories: technical ing schedule), business management, and cost performance. The
following is a summary of our findings:

TECHNICAL PERFORMANCE

The Technical Performance category was ratod as “Excellent” with an overall score off AA

‘There were a total of 118 active tasks during this period. The Task Monitors (TMs) representing the various
GSFC projects evaluated and rated tasks in accordance with the criteria set forth in the contract Performance
Evaluation Plan, These projects include, but are not limited to: LORD, the Ice, Cloud, and land Elevation
Satellite-2 Advanced Topographic Laser Altimeter System, the Geostationary Operational Environmental
Satellite R-Series (GOES-R), the James Webb Space Telescope (TWST), the Origins-Spectral Interpretation-
Resource Identification-Security-Regolith Explorer mission, the Neutron star Interior Composition ExploreR.
mission, the Mars Organics Molecule Analyzer instrument, the Wide-Field Infrared Survey Telescope
(WFIRST), Global Ecosystem Dynamics Investigation Lidar, Plankton Acrosol Cloud ocean Ecosystem,
Parts & Radiation, and Detectors/Code 550 Technology Tasks.


Biweekly tag-ups between the CO, Contracts Administrator, and Business Manager have
helped to ensure there is continuity to services and prompt resolution to issues as they surface.
in general, the Contractor bas been responsive to inquiries and concerns from the CO and COR.
Although as cited above, the Contractor is encouraged to be more responsive to Task Order
Management System (TOMS) journal entries.

3. Financial Reporting —

During Period 1, the Contractor submitted the monthly 533M financial reports using an
altemate format, which was not approved by the government. The Contractor was advised, in
writing on December 18, 2013, that this alternate format was not in compliance with the
Financial Reporting Requirements of the contract. At that time, the Contractor was advised to
comply with the format per Attachment C, Amendment C, and in accordance with 1852.242-73
NASA Contractor Financial Management Reports and GSFC $2.242-90 Financial Management
Reporting. It was not until the submission of the May 2014 533M report that the Contractor
was finally in compliance with financial reporting requirements stated in the contract.

4. Equal Employment Opportunity (EEO) —



Deliverables:
The timeliness of the submission of foreign travel continued to improve during period 5.
Monthly technical and Personal Identity Verification reports have been timely with no concerns.

Contract Changes:

Funding modifications were issued during this period without problems. The bum rates per the allotment
dates provided by AS&D were in line with burn rates calculated by the resource analyst. The CO and
resource analyst continue to monitor the AS&D's performance in this area. AS&D has been very
responsive to journal entries and has provided the CO and contract specialists the information requested
in a timely manner.

Biweekly tag-ups between the CO and AS&D’s Contracts Administrator & Business Manager contimse to
ensure there is continuity to services and prompt resolution to issues as they surface. AS&D has been
Very responsive to inquiries and concerns from the CO and COR and has provided timely solutions as
issues arise,

Subcontract Management:

During this period, AS&D submitted the Secure Host Interface Module (SHIM) proposal (Task 167) and
sesccizted documentaticn in support of the LCRD Project. The SHIM task has a current value of
GERAIIBEE with o majority of the work being performed by the subcontractor; L3 Telemetry West based
‘out of San Diego, CA. The government appreciates AS&D's initiative in taking on the challenge of this
time sensitive action and being responsive to the govemmment’s neods in delivering a timely proposal.

‘It was noted, however, that some cost details in the initial propozal submission were unclear. For future
proposals, AS&D is reminded that they should not forego the quality and detail of the proposal at the
expense of meeting the standard 14-day proposal turn-around period. In an effort for AS&D to produce a
more thoroughly reviewed and analyzed proposal, AS&D should request task proposal extensions for
future actions of aimilar complexity, Task proposal extensions will need to be coordinated and approved
by the CO on a case-by-case basis.

Asa result of this, AS&D drafted a corrective action plan to address their experience with the LCRD
SHIM task and to improve the processing of other complex tasks in the future.

Responsiveness of Upper Management:
AS&D has been responsive to issues brought up by the CO and COR and provided timely solutions.

Equal Employment Opportunity (EEO):



Responsiveness of Upper Management

AS&D has been responsive to issues brought up by the CO and COR and provided timely solutions.
Equal Employment Opportunity (REO)

Recruitment aud Career Development Initiatives

Community Outreach Activities

Government Property

The ASRC/AS&D contractor's property manager (COPM) has continued to communicate regularly with the
Industrial Property Officer (IPO) on property issues. The AS&D COPM hes communicated effectively and
worked diligently with contract property on addressing contractor-acquired property transfer and disposition
issues. Delegated property administrating catity DCMA/Baltimore, conducted a limited Property
Management System Analysis and determined AS&D's property management procedures were in
compliance with Federal Acquisition Regulation (FAR) policies and procedures. AS&D has been proactive
in the process of the WFIRST property transfer from NASA Jet Propulsion Laboratory to GSFC. The total
estimated property value of the transfer is approximately $208 million,


There were two types of cost overruns for four tasks during this evaluation period that have been offset by
underruns on other tasks. The more conventional overrun was related to AS&D's under
estimation of labor hours.

types of overruns are non-
bearing, AS&D is encouraged to avoid these overruns in future periods.

SUMMARY
We were very pleased with the overall performance of AS&D during this period thus enhancing ita efforts

cforms

kd

oo:
100/C. Scolese
210/C. Canales
S60/A. Azarbarzin
560/M. Proctor


monitoring the contract. The AS&D Financial Analyst has provided information when new subtasks
were generated to secure funding ahead of time. During this period, the Contract Resource Analyst
received an additional cost text file from AS&D, resulting in saving 2 - 3 hours each month of manual
processing and reconciling cost information.

Sammary

We were very pleased with the overall performance of AS&D during this period thus enhancing its
efforts to meet and exceed customer expectations. I look forward to the continued excellent

D in the technic: = upward t ss management performance,

Sincerely,

Yoleue wll

Felicia L. Jond§-Selden
Fee Determination Official

Enclosure

oo

100/C. Scolese
210/C, Canales
560/A. Azarbarzin
560/M. Proctor


Safety:

AS&D attended all requested safety and quality meetings. They have also participated in
several audits, including: a Code 360 and Code 302 Quality audits. The AS&D Safety Team
was very involved in preparatory activities for the upcoming NASA Headquarters Institutional,
Facilities, and Operations Safety Audits. During this period, one of the sub-contractor
employce’s training/certification had expired while performing work. An extension was
granted to the sub-contractor by the Project but the ESES-II Mission Assurance Safety
Manager was not informed until later. A periodic review of both prime and sub-contractor
employees certification due dates is recommended in order to avoid future occurrence.

Deliverables:

The timely submittal of Foreign Travel requests improved during Period 3. Due to last minute
requests for travel by the TMs, some foreign travel paperwork were not submitted within the
30-day period required by the contract clause. AS&D is encouraged to make every effort for
timely submissions of these travel requests to the Contracting Officer and to provide ample
time to analyze those costs.

Contract Changes:

The burn rates per the allotment dates provided by AS&D were in line with burn rates
calculated by the Resource Analyst. The Contracting Officer and Resource Analyst continue to
monitor AS&D’s performance in this area.

On occasion the AS&D’s task proposals required minor revisions including providing missing

supporting documentation, materials, and travel basis for estimate. This process has seen
improvement since Period 2. The AS&D team is commended for their efforts and encouraged

to continue with the improvement throughout the contract duration.

Tn order to avoid task delays, AS&D is encouraged to more thoroughly proofread written
communication with Government personnel. In an effort to improve communication efficiency
and avoid duplication of effort, AS&D should ascertain that all questions posed by Government
pergonnel are thoroughly addressed the first time. AS&D has been more responsive to journal
entries and provided the CO and Contract Specialists the information requested in a timely
manner.

Biweekly tag-ups between the CO, Contracts Administrator, and Business Manager continue to
be very effective ensuring continuity to services and prompt resolution to issues as they arise.
In general, AS&D has been responsive to inquiries and concerns from the CO and COR.

2, Financial Reporting —
Submissions of 533 reports were timely and did not experience any problems. AS&D was

helpful in providing the RA with additional reports to more effectively understand and analyze
the 533 reports.


End Item Task Order
Available and Earned Award Fee Matrix
NNG13CR48C

March 1, 2016 through August 30, 2016
Period 6

The available award fee and eared award fee shown in the table below only represents the available
and earned fee for this period. In accordance with Section 4 (k) of the Performance Evaluation Plan
(PEP), “the final evaluation will consider AS&D's performance and will be evaluated against the PEP
to determine the total delivery order earned Award Fee. The interim payments are superseded by the
feo determination made in the final delivery order evaluation. The Government will then pay AS&D, or
AS&D will refund to the Government, the difference between the final award fee determination and the
cumulative interim fee evaluation payments”. All adjustments will be made via the Award Fee
Modification that follows this letter.



Summary

In summary, the Government was pleased with the overall performance and improvement of

the Contractor and its continuing efforts to meet and exceed customer expectations during this

performance evaluation period. With the exception of a few tasks, Task Monitor's feedback

reflected that the Contractor continues to do an excellent job in their technical efforts. As

stated before, the Contractor Senior Management Team was proactive in working with the

Government to address the issues and concerns brought forth in the FDO Letter for Period 1. A
recovery plan meeting was held on May 12, 2014 that laid out initiatives to improve

responsiveness between the Contractor and the Government with an implementation date of
July 1, 2014. Since the implementation of the recovery plan, communication between the
Contractor and Government personnel has significantly improved. The Contractor has been,
for the most part, responsive to the Govemment’s requests and made attempts to be responsive
to all deliverables. As noted above, the Contractor is encouraged to be timely with their

s to TOMS journal entries made by the CO, COR, and Contract Specielists.

100/C. Scolese
210/C. Canales
560/R. Lebair

S60/A. Sanders
560/M. Proctor


5, Government Property —

The Contractor contimues to work with the Industrial Property Officer (IPO) to identify and
enhance the property accountability on the contract. On October 15, 2014, the Contractor
submitted the FY 2013 NF-1018 report, which was duc on October 15, 2013. Furthermore, a
list of Installation Accountable Government Property (LAGP) accountable to the contract has
been provided to the CO and COR and work is underway toward a contract modification to
reflect the incorporation of this-property.

Cost Control
‘The Cost Control category was rated as “Good” with an overall score of i.



Reply to Attn of:

National Aeronautics and Space Administration {

Goddard Space Flight Center
Greenbelt, MD 20771

April 29, 2016
560
Mr. Charlie
President, Engineering and Aerospace Solutions Group
ASRC Federal, Inc,
7000 Muirkirk Meadows Drive
Suite 100

Beltsville, MD . 20705

Dear Mr. Bengston:

‘We have completed our evaluation of ASRC Space & Defense’s (AS&D’s) performance under contract
NNG13CR48C for the Electrical Systems Engineering Services II (ESES I]) for the fifth evaluation
period, which spans from September 1, 2015, through February 29, 2016.

during this period corresponds to a rating of “Excellent”. AS&D eamed a fee which is
approximately|G) of the total available fee off JMGIEME). The Contracting Officer (CO) will prepare
and forward, under separate cover, 8 modification to the contract for the amount of earned award fee.

The composite score is biised on the overall program performance rating, which includes the
{ellcwing categories: (including schedule), business management, and cost performance,
Tho Slnostas oe nacmmery of oe findings:

TECHNICAL RERFORMANCE
‘The technical performance category was rated as “Excellent” with an overall score off MAGEE

There were a total of 118 active tasks during this period. The Task Monitors (TMs) representing the
verious GSFC projects evaluated and rated tasks in accordance with the criteria set forth in the contract
Performance Evaluation Plan. These projects include, but are not limited, to the Laser Communication
Relay Demonstration (LCRD), the Ice, Cloud, and land Elevation Satellite-2 Advanced Topographic
Laser Altimeter System (ICESat-2 ATLAS), the Geostationary Operational Environmental Satellite R-
Series (GOES-R), the James Webb Space Telescope (JWST), the Origins-Spectral Interpretation-
Resource Identification-Security-Regolith Explorer (OSIRIS-REx) mission, the Neutron star Interior
Composition ExploreR (NICER) mission, the Mars Organics Molecule Analyzer (MOMA) instrument,
the Wide-Field Infrared Survey Telescope (WFIRST), Global Ecosystem. Dynamics Investigation Lidar
(GEDD), Parts & Radiation, and Detectors/Code 550 technology tasks.

We were pleased with the AS&D Task Lead and Group Lead, for Task 7, who made sound decisions in
terms of task assignments to their parts engineering team and simultancously maintained excellent
coordination with their subcontractor staff to ensure searnless services. The AS&D task lead
demonstrated high levels of leadership in evaluating EEE parts risks across all the ongoing Goddard
projects. The task lead ensured that risks were addressed fully in biweekly parts engineering meetings
to ensure that respective parts engineers developed appropriate mitigation in consultation with the
project design leads and the chief safety mission assurance officers for cach project.


Instrument development program. The AS&D team should be proud of this significant
accomplishment. The AS&D Integration and Test personnel also did an excellent job
supporting the ICESAT-I project as it moved through integration of the box structure and into
the avionics Thermal Vacuum (TVAC) testing, During this period, the assembly of the Photon
Counting Electronics (PCE) flight spares also proceeded without issues and the rapid response
by the AS&D team to rework requests exceeded all of the project’s needs.

AS&D’s communication on the JWST Avionics task was highly effective; issues were brought
to the Task Monitor’s (TM’s) attention and resolution plans were quickly agreed upon and
executed. The AS&D team identified risks for the Ka-Band Modulator Controller cables carly,
analyzed potential impacts, and developed the mitigations plans expeditiously and efficiently
meeting the schedule commitments.

The AS&D team supported the testing of the MOMA project flight Command & Data Handling
(C&DRH) processor card as well as the integration and test of the Main Electronics Board
(MEB). The entire effort was performed successfully; board testing was thorough and timely.
The board assembly was error free, on schedule, and the testing and integration of the MEB
went very smooth. This was in part because of the excellent test procedures that were written
by the AS&D personnel.

The AS&D Parts Engineering Task Lead managed the entire task very effectively, ensuring

high quality parts support to more than 20 projects at GSFC, rahi brieiy = (haroaiad
engineers that support the task work as a very closely-knit team, utilizing each other’s expertise
and completing the work as a team rather than focusing on their individual assignment only,
Regular discussions between the parties have allowed a high level of work efficiency and to
quickly resolving issues as they arise. The AS&D Team have been very proactive in
identifying the risks in Electrical Electronic & Electro-Mechanical (EEE) parts usage and

Business Management
The Business Management category was rated as “Very Good” with an overall sore of fi
1. Contract Administration and Compliance —

During Evaluation Period 3, twelve (12) new task orders were initiated and eighty-one (81) task
modifications were processed. From the nineteen (19) proposal submissions, fourteen (14) had
to be resubmitted due to changes made to the Statement of Work (SOW) by the by Government
personnel and five (5) due to AS&D errors or omissions. The reduction in the number of tasks
submitted with errors is attributed to AS&D’s better understanding of the SOW work and

enhanced communication between themselves and Government personnel. The AS&D team is
commended for the improved quality and timely submission of all tasks and encouraged to


The AS&D radiation effects personnel (Task 2) continued to support a heavy load of projects and program
radiation tests, evaluations, and analyses as well as numerous technical meetings and
conferences. There were several notable achievements during this performance period that are worth noting
due to exceptional innovation and technical risk management. For example, AS&D personnel developed a
Freescale/Next Experience processor-based synchronous dynamic random access memory (SDRAM) tester
using 3rd party Kozio verification and test operating system software, and an ARM9 microcontroller USB3.0
development beard designed to operate any open NAND flash interface-compatible NAND flash chip under

The AS&D task lead continues to provide outstanding services to parts engineering support (Task 7),
supporting more than 20 on-going GSFC projects. Also, the AS&D group lead has provided detailed
technical reports surnmarizing the major activities on each sub task. The AS&D task lead has been
outstanding in responding to the Satellite Servicing Capabilities Office’s increase in the number of parts
needing Parts Control Board (PCB) approval and chairing the PCBs herself to expedite the approval process.
The AS&D Task Lead has also been working extensively with TRAX to resolve some critical issues that
were significantly delaying the parts procurements.

The AS&D team on ATLAS (Task 68) continued to perform an excellent job in delivering a quality product
and final closcout of the integrated ATLAS instrument. The team excelled in the development of the
integration and verification procedures, along with their design and interface support of the Spacecraft
Interface Simpulator. The AS&D team serves as a single point of contact to the spacecraft vendor and has
facilitated efficient flow of informetion betwean two parties,

Regarding the JWST (Task 89), AS&D exhibited exemplarily teamwork for design, development, build and
test of the Protective Cover for Medium Gain Antenna. Communication between AS&D team and the
government were highly effective with issues being brought up quickly and solutions agreed upon and
implemented efficiently. The subcontractor, J&T, took advantage of carly development hardware to test al]
design changes and risk mitigstions effort prior to implementing them on engineering model and flight
hardware.

The AS&D team on GOES-R (Task 148) continues to provide outstanding support during this performance
review period. The AS&D GOES-R lead flight director provided significant operational improvements and
innovations through the development of operational tools and process automation, The AS&D team
responded very effectively to flight software and database deliveries, including conducting an extensive bit
for bit validation effort of GOES-R commands and telemetry. AS&D Systems and subsystem engineering
personnel ensured that GOES-R command and contingency procedures were completed in time to support
mission rehearsals and launch.

The AS&D systems engincer assigned to the WFIRST ground system (Task 156) took a leadership role in
fe phage Around syniom Se velopment by working requirements development, coordinating intrfaace, end
supporting mission trade studies. The AS&D systams engineer also provided substantial updates 10

ground system requirements in the mission requirements document and led the effort to Sone ths Love 3
ground system requirements thet flow down from the mission requirements.

The AS&D L&T technician working on LCRD (Task 173) exceeded all expectations of her work by getting
the chamber ready for the optical module thermal vacuum tests. The AS&D test engineer has doue an
excellent job at planning for environmental tests and writing work order authorizations.


Reply to Ati of:

National Aeronautics and Spece Administration

Goddard Space Flight Center
Greenbelt, MD 20771

November 14, 2014
560

Mr. Gregg Binfalt
ASRC Space & Defense (AS&D), Ine.
7000 Muirkirk Meadows Drive

Suite 100

Beltsville, MD 20705

Dear Mr. Einfalt:

The Government has completed its evaluation of the performance of ASRC Space and Defense
Tne. (hereinafter referred to as “the Contractor”) under contract NNG13CR48C for Electrical
Systems Engineering Services II (ESES Il) for the second evaluation period dated March
2014, through August 31,2014. The Contractor is awarded| approximatel of
the total available fee of QM. The Contracting Officer (CO) will forward, under separate
cover, a modification to the contract for the amount of earned award fee. It should be noted
that the Contractor Senior Management Team was proactive to work with the CO and
Contracting Officer Representative (COR) to address the issues and concerns brought forth in
the Fee Determining Officer (FDO) Letter for Period 1 dated April 23, 2014.

The following is a summary of our findings:
Technical Performance
The Technical Performance category was rated as “Excellent” with an overall score of GAGE.

There were a total of 112 active tasks during this period. Government Task Monitors (TMs)
representing the various GSFC projects evaluated and rated tasks in accordance with the
ctiteria set forth in the contract Performance Evaluation Plan. These projects include, but are
not limited to the Magnetospheric MultiScale (MMS) mission, the Global Precipitation
Measurement (GPM) mission, the Ice, Cloud, and land Elevation Satellite-2 Advanced
Topographic Laser Altimeter System (ICESat-2 ATLAS), the James Webb Space Telescope
GWST), the Origins-Spectral Interpretation-Resource Identification-Security-Regolith Explorer
(OSIRIS-REx) mission, the Soil Moisture Active Passive (SMAP) instrument, the Mars
Organics Molecule Analyzer (MOMA) instrument, the Wide-Field Infrared Survey Telescope
(WFIRST), Parts & Radiation, and Detectors/Code 550 Technology Tasks,

Below is a summary of the technical performance findings from this period:

The Contractor has exceeded performance of many of the tasks called out in the statement of
work. More specifically, the Contractor developed a run time accounting program to track


5. Government Property —

The AS&D team worked with the Industrial Property Officer (IPO) to address most of the
property issues and completed the majority of corrective actions stemming from the FY 2013
NF-1018 reporting. AS&D submitted the FY 2014 NF-1018 report in a timely manner. Since
identification of the equipment, the ASRC/AS&D Contractor’s Property Manager (COPM) has
communicated regularly with the IPO on property issues. AS&D worked with the IPO,
Procurement, Project Technical Officer, and Project Property Custodians to pravide a list of
GFE accountable to the contract. AS&D has shown considerable improvement in regards to
implementing and improving their property management processes. AS&D is encouraged to
continue to refine their internal processes when making the distinction between Installation
Accountable Government Property (IAGP) versus Government Furnished Equipment (GFE)
listings. The AS&D team reported possession of 102 pieces of equipment with a cumulative
velue of $181,109 via the IAGP listing, however, according to the GFE listing, AS&D
possesses 16 pieces of equipment with a cumulative value of $29,646. This large discrepancy
has yet to be resolved along with the completion of GFE transfer documentation.

Cost Contro}
The Cost Control category was rated as “Good” with an overall score



3. Responsiveness of Upper Management —

the AS&D
Vice President and General Manager Civil Programs, Charlie Bengston, and ESES-II Program

Manager, Mark McQuaid, met with the CO and COR to co: their understanding of the
situation and to assi

4, Equal Employment Opportunity (EEO) —

os Initiatives:



Risply to Atin oft

National Aeronautics and Space Administration

Goddard Space Flight Center
Greenbelt, MD 20771

May 19, 2015
560

Mr. Gregg Einfalt

President, Engineering and Aerospace Solutions Group
ASRC Federal, Inc.

7000 Muitkirk Meadows Drive

Suite 100

Beltsville, MD 20705

We have completed our evaluation of your company’s performance under contract
NNG13CR48C for the Electrical Systems Engineering Services II (ESES Ii) for the evaluation
period three, which is September 1, 2014, through February 28, 2015. AS&D’s overall
performance during this period rating of “Very Good”. Your co: ry earned
Pe oFRERGIME vhich as eprvmcionresytlbGd te ra! ratians foo ” The
Contracting Officer (CO) will prepare and forward, under separate cover, a modification to the
contract for the amount of camed award fee.

The composite score is based on the overall program performance rating, which
includes the following les: Technical (including schedule), Business Management, and
Cost Performance. The following is a summary of our findings:

Technical Performance
The Technical Perfgrmance catogory was rated as “Excellent” with an overall score of fil

There were a total of 104 active tasks during this period. The Task Monitors (TMs)
representing the various GSFC projects evaluated and rated tasks in accordance with the
criteria set forth in the contract Performance Evaluation Plan. These projects include, but are
not limited to the Magnetospheric MultiScale (MMS) mission, the Global Precipitation
Measurement (GPM) mission, the Ice, Cloud, and land Elevation Satellite-2 Advanced
Topographic Laser Altimeter System (ICESat-2 ATLAS), the James Webb Space Telescope
(GWST), the Origins-Spectral Interpretation-Resource Identification-Security-Regolith Explorer
(OSIRIS-REx) mission, the Neutron star Interior Composition ExploreR (NICER) mission, the
Mars Organics Molecule Analyzer (MOMA) instrument, the Wide-Field Infrared Survey
Telescope (WFIRST), Parts & Radiation, and Detectors/Code 550 Technology Tasks,

AS&D has done an excellent job delivering quality products and providing outstanding
technical support throughout this period. The completion of the Photon Counting Field
Programmable Gate Arrays (FPGAs) testing marks a significant milestone toward the ATLAS


Recruitment and Career Development Initiatives:

Community Outreach Activities:

When identified, the ASRC/AS&D Contractor's Property Manager (COPM) has continued to
communicate regularly with the Industrial Property Officer (IPO) Office on propecty issues. The
Contractor has communicated effectively and worked diligently with contract property on addressing
contractor-acquired property (CAP) transfer and disposition issues. Due to the COPM’s previous work to
Tevise the Government Furnished Property (GFP) listing, the CO was able to process modification to add
accountability of GFP to contract. The COPM, continued work with the IPO office and is keeping the
GFF listing up to date. Transfers and returns of GFP are processed in a timely manner and the annual
property report NF-1018, due by October 15, 2015, was submitted in a timely manner.

COST CONTROL
‘The Cost Control category was rated as “Very Good” with an overall score of gil

‘The $533M was received on time, or ahead of schedule and was accurate.


COST CONTROL
‘The Cost Control category was rated es “Very Good” with an overall score offi

‘The 533M was received on time, or ahead of schedule and was accurate.

END JTEM TASK PERFORMANCE

The edie sk order performance was ted “Exod” wit compost score offal se
weighting criteria used for the services portion were applied to this end item evaluation. We

AS&D’s diligent effort in managing the L-3 subcontract as you work towards a successful future delivery of
critical hardware to the LCRD Project. Both reviews, the SRR and PDR were considered a success, as all

action items were closed ina timely manner. We look forward to the continued successful effort during the
next performance period with the delivery of a functional Enginesring Design Unit to the LCRD team.



Business Management
The Business Management category was zated as “Very Good” with an overall score of fA.
1. Contract Administration and Compliance —

During Evaluation Period 2, nineteen (19) task orders were initiated and one hundred sixteen
(116) task modifications were processed. Although twenty (20) proposal submissions did have
to be resubmitted it should be noted that fewer resubmissions were required this period in
comparison to Period 1 and in general the quality of the proposals has significantly improved.
There were occasions the Contractor’s task proposals required minor revisions including
providing missing supporting and material/travel basis for estimates. During
the entire period there were fifty (50) authorizations to proceed (A'TPs) requested by the
Contractor and no proposals were submitted late. Having no late proposals is a significant
improvement over the previous period and the Contractor is commended for this
accomplishment.

Deliverables:

The Safety and Health Plan was approved by Code 350 on April 15, 2014. It should be noted
that during this period, one of the subcontractors had a Close Call incident involving the
violation of a Lock-Out/Tag-Out (LOTO) procedure, Although the Close Call incident was
explained in the monthly Health and Safety Report, which was submitted to the CO and COR
on August 14, the actual incident occurred on July 14%. The CO and COR, per the contract,
should have been notified “immediately.” The contract states in 1852.223-70 Safety and
Health and GSFC 52.223-91 Safety and Health-Additional Requirements, “The Contractor
shall immediately notify and promptly report to the Contracting Officer or a designee any
accident...”

Foreign Travel requests saw an improvement in the timeliness of submittals. It appears that
internal Contractor processes and controls have aided in the submission of more accurate and
complete foreign travel requests and reports. Monthly technical reports have been submitted on
time for most tasks and subtasks with minimal errors, in accordance with the Reports of Work
outlined in the contract, Once notified of the errors, the Contractor was quick to make the
necessary corrections. PIV reports, Subcontracts, and Responsiveness of Upper Management
has been timely with no concerns.

2. Contract Changes —

On some occasions the Contractor was slow in responding to journal entries where questions
‘were posed by the CO, COR, and Contract Specialist, which resulted in delays to task awards.
On August 4" & 5 the COR submitted a journal entry for Tasks 100 and 87 respectively. The
COR sent a follow-up email to the Contractor on August 13" requesting the status of the
journal entries, at which time the Contractor responded to both journal entries. The CO and
COR expressed this to the Contractor with feedback that an effort for improvement in this area
needs to be made. This area will continue to be manitored by the CO and COR.


The AS&D personnel assigned to MOMA (Task 65) covered three major areas during this performance
period: Engineering test support for the Command & Data Handling (C&DH) board testing, assembly of
the final printed circuit cards, and hamess/Ground Support Electronics (GSE) cabling for the Main
Electronics Box (MEB). Communications on all efforts was excellent and status updates were provided.
The AS&D team kept the TM informed of all questions or concems and work was completed in a timely
manner with high quality. The subcontractor (OSC/ATK) used an innovative automated piece of test
equipment to verify the C&DH hardware. This allowed the team to completely test the hardware in a
short time, with minimal risks because of the automated test nature.

The AS&D lead on WFIRST (Task 122) set up and defined the Public Engagement Activities and
performed all required tasks at an exceptional Jevel. In addition, incorporating AS&D’s team lead
suggestions, helped Project improving their efficiency thus enhancing their overall performance. The
AS&D lead also supported NASA HQ in several recent outreach events, providing the requested
material and working amongst multiple organizations to coordinate the presence at these eveuts. The
team continues to provide much needed and critical project management support for the Project Office,
Payload Systems Team, the Wide Field Instrument Team, and Project Science Team,

The AS&D Radiation team completed the SLS Virtex-5 field programmable gate array (FPGA) test &
evaluation work, which a substantial effort for the past two calendar years and may result in the
generation of future work from the SLS program. The AS&D team continued to render excellent
radiation environment support in the form of space climate and weather predictions for proposals,
projects in development, and operational missions.

ness ent
The Business Management catngory was raed as “Very Good” with an oveal sore of fll
1. Contract Administration and Compliance —

During the 4th evaluation period, 22 new task orders were initiated and 84 task modifications
were processed; for a total of 106 task actions. Although 19 proposals had to be re-submitted,
only two of those resubmissions were due to contractor errors or omissions, The remaining 17
resubmissions were driven by changes to the SOW by government personnel (task monitors).
AS&D is commended for effectively managing the timely submission of tasks and their
responsiveness to Government directed SOW changes.

Deliverables:

‘The timeliness of the submission of Foreign Travel requests improved during Period 4,
Monthly technical and PIV reports have been timely with no concems.

Safety:

The AS&D management demonstrated strong commitment to the safety of its employess and
the personne] at all levels, participated in safety program activities. Management and support
personnel participated in periodic all-hands meetings whore safety was an important part of the

agenda. AS&D Task Leads conducted weekly stand-up meetings where safety activities and
project/taska are reviewed and safety program status was reviewed at all subcontractor Program

Status Reviews (PSRs).


Reomi 1 Career Devel Initiatives:
Community Outreach Activities:

5. Government Property —

When identified, the ASRC/AS&D Contractor's Property Manager (COPM) has continued to
communicate regularly with the IPO Office on property issues. The contractor completed work with the
IPO office, Procurement, Project Technical Office and Project Property Custodians, to attain transfer
documentation associated with the previous ESES and ESES Interim awards (NNGOSCA97C &
NNG10CRO8C, awarded to MEI) and all GFE, which should be accountable to the incumbent ESES I
award (NNG13CR48C). The Contractor has communicated effectively and worked diligently with
Contract Property on addressing disposition issues and confirming whether to ECN tag contractor
acquired property (CAP).

The COPM, continued work with the IPO Office, Procurement, Project Technical Officer, Project
Propetty Custodians and ASRC contractor personnel supporting the contract, to revise the GFE listing
making the distinction between IAGP and GFE. Presently, AS&D is awaiting approval of the revised
GFE listing from the Project Technical Officer and the updating of the GFE listing, via contract
modification from the CO.

Cost Control
‘The Cost Control category was rated as “Very Good” with an overall score of SI

The 533M report is duc the 10th working day following the close of AS&D’s monthly accounting
period. The 533M was received on time or ahead of schedule and appeared to be accurate.

The AS&D Business Manager and Financial Analyst have been responsive to the Contract Resource
Analyst request for clarification and needed data support on the 533M and subtask reports. The
Contract Resource Analyst received additional reports this period, which were useful tools for

4


The Contractor supported an exceptionally heavy load of project and program radiation tests as
well as numerous technical interchange meetings and conferences. The Nuclear and Space
Radiation Effects Conference (NSREC) is the largest annual gathering of radiation effects
professionals in the world. Several of the papers presented at this conference received
commendations and/or awards, indicating high levels of innovation, quality, and successful
communication. The Contractor employees continued their high-level of successfull support for
many GSFC flight projects and programs, including the NASA Electronic Parts and

(NEPP) program and the ICESat-2 project. ICESat-2 successfully completed all of its radiation
engineering deliverables by the missian’s critical design review (CDR), due in no small part to
the Contractor support. The Contractor has been pivotal in providing support to carly-stage
mission concepts through environmental analysis and 3-dimensional ray traces. This has had a
positive impact on all of the Europa Clipper instrument proposals, where radiation is one of the

The Contractor provided excellent services in enhancing and managing the parts engineering
services for multiple projects support. The Contractor parts engineers provided detailed reports
of their activities on a biweekly basis and attended the parts engincering meetings regularly.
‘The sub-contractor parts engineers are providing much needed support at Johns Hopkins
University Applied Physics Laboratory (JHU-APL) independently and collaboratively as
appropriate. The Contractor task lead is constantly monitoring to determine how best the work
force can be managed effectively, and has come up with some very innovative and interesting
reports on the status of the critical deliverables, while motivating the employees to be more
pro-active in closing out the pending issues.

The following are deficiencies that the Government would like to see corrected in the next
evaluation period:

The Contractor had an issue on Task 24 with one of their employees providing false status
reporting during scheduled design reviews. Once this issue was identified in March 2014, the
Contractor provided additional oversight to the task. Unfortunately a schedule slip occurred,
which resulted in the project being cancelled.

Under Task 28, a Contractor employee was assigns seine onl whine 4 now C
employee on the maintenance and up-keep of :
Contractor employee did not properly ie co .

system after



BUSINESS MANAGEMENT
‘The Business Management category was rated as “Excellent” with an overall score of AAA

Contract Administration and Compliance

During the sixth performance evaluation period, 13 new task orders were initiated and 86 task modifications
‘were processed; for a total of 99 task actions. Five proposal submissions did have to be re-submitted. Only
one submission was driven by an AS&D error; the other four changes were driven by changes to the
statement of work (SOW) as directed by government personnel (task monitors). AS&D is commended for
cantinuing to effectively manage the timely and accurate submission of tasks and their responsiveness to
government directed SOW changes. Accuracy has become even more important as the tasks have grown in
complexity and value. In fact, although fewer contract actions were processed this period in comparison to
the previous period, the value of the actions processed for period 6 exceeds the value of the actions processed
during period 5.

Deliverables

The timely submission of foreign travel requests continued to improve during period 6. Managing the surge

in foreign travel requests was facilitated by AS&D providing reports of pending travel to the CO on an as
needed basis.

Monthly technical and personal identity verification reports have been timely with no concems.
Contract Changes

Seven funding modifications were issued during this period, The bum rates per the allotment dates provided
by AS&D were in line with bum rates calculated by the resource analyst.

AS&D has been very responsive to journal entries and has provided the CO and contract specialists the
requested information in a timely manner. AS&D is commended for maintaining the CO and COR aware of
any issues that need attention or resolution and for prompt response times.

Biweekly tag-ups between the CO, contracts administrator, and business mansger continue to ensure there is
continuity fo services and prompt resolution to issues as they surface. AS&D is encouraged to maintain open
communication with the CO and COR to ensure all issues are addressed properly to avoid any work.

. 5

Subcontract Management
With tasks growing in complexity, AS&D is encouraged to continue to closely monitor all subcontractor

activity, making sure that proposals are thoroughly analyzed before they are submitted to the government.
There were no issues with subcontractor management during this period.


operating time for each MMS spacecraft. The Contractor has also developed the launch
procedures that powers up the spacecrafts for launch and has supported additional duties during
thermal vacuum, including thermal system test conductor, electrical ground support operator,
and backup systems test director.

The Contractor staff successfully supported post launch operations for GPM. The Contractor
team supported shifts, covered activities in the launch support room, and supported the moves
of the Command & Data Handling (C&DH) hardware to the new home of the GPM Flatsat in
the Mission Operations building. The team wes instrumental in helping to organize the moves
and setting up the facility.

The Contractor provided excellent service for engineering support of the ATLAS Main
Electronics Box (MEB). In particular, the Contractor MEB team was able to deliver three
separate MEB units to the project during this period. The Contractor team has been flexible
and responsive to the projects needs as priorities have dictated. One example of excellent
service is when there were multiple problems with the fabrication of the Photon Counting
Printed Wiring Boards (PWB’s) due to outside vendor process issues. The Contractor MEB
team was proactive in working with the vendor to correct the issues and to mitigate the
schedule impacts caused by these problems.

The Contractor's communication was excellent with weekly status reports, phone calls to notify
issues and concerns were all proactive and greatly appreciated. The sub-contractor’s
performance, Jackson & Tull (J&T), was outstanding with the delivery of the electronics
Deployment Unit Converter (DUC) on schedule and under the estimated budget while meeting
all requirements. The Contractor and their sub-contractor were excellent in managing the risks
of the DUC build and they provided carly identification of risks, developed cooperatively with
the government team risk reduction plans, and executed them flawlessly. The JWST program
awarded the JWST Webby to J&T for their excellent support.

The Contractor provided an excellent level of quality for all the required services. This
included end-to-end radio frequency (RF) communications systems engineering, in-depth
knowledge of the spacecraft subsystem components, and expertise of on-orbit operations with
various NASA RF communication assets. The Contractor team provided invaluable technical
insight. They leveraged from prior technical experience and lessons learned with the SMAP
instrument to highlight potential issues with a new vendor's X-band diplexer. To reduce
technical risk, the design and testing of several prototypes was recommended, ultimately
yielding a successful design that met the challenging 100 dB isolation and met multiplication
requirements. This decision prudently saved the project about $100K.

The Contractor has performed all WFIRST tasks at an exceptional level. Suggested
improvements to the project have been incorporated and are paying dividends in enhanced
Project and efficiency. The assigned Contractor lead has set up and defined the
WFIRST Public Engagement Activities, In a short period of time, the lead also set up and
coordinated with all members of the WFIRST Outreach team. In addition, the lead also
provided much needed project management support for the Payload Systems Team and Project
Science Team.


SUMMARY
We are very pleased withthe overall porformance tepepharse ied paler tor mane valid

Felicia L, J
Foe Determination Official

Enclosure

Under Separate Cover:
Award Fee Modification to the Contract

oc:
100/C. Scolese
210/C, Canales
S60/A. Azarbarzin
560/M. Proctor


Summary

In summary, we were pleased with the overall performance and improvement of AS&D and its
continuing efforts to meet and exceed customer expectations during this performance
evaluation period. I look forward to the continued excellent performance in the technical area,

upward trend in business ement performance. and the implementation of
eee ee ced

Sincerely,

Ful Weel ALi

icia L, J
Fee Determination Official

Enclosure

1G0/C. Scalese
210/C, Canales
560/A. Azarbarzin
560/R. Lebair


The AS&D Safety Mission Assurance Manager, Safety Officer, and Management staff
answered the findings from the Code 360 audit, conducted on March 10, 2015, including
performing industrial hygiene monitoring for soldering operations that returned objective
evidence that there were no airbome lead hazard when performing lead based low temperature
soldering.

Contract Changes:

Fumding modifications were issued during this period without problems. The burn rates per the
allotment dates provided by AS&D were in line with burn rates calculated by the Resource
Analyst. The Contracting Officer and Resource Analyst continue to monitor the AS&D's
performance in this area. During this period the Government awarded 22 now task orders and 84
modifications for a total of 106 tasks. AS&D has been very responsive to journal entries and has
provided the CO and Contract Specialists the information requested in a timely manner.

Biweekly tag-ups between the CO and AS&D’s Contracts Administrator & Business Manager
continue to ensure there is continuity to services and prompt resolution to issues as they surface.
In general, AS&D has been very responsive to inquiries and concerns from the CO and COR.
Work continues on identifying tasks that are candidates for replanning (rebaselining) due to the
AS&D”s original overestimation of labor hours. The CO and COR continue to'not only monitor
tasks that are candidates for replanning but refining an approach for documentation that suits the
needs of the government. The AS&D team is making the effort to identify those tasks. .

2. Financial Reporting —
Submissions of 533 reports were timely and did not experience any problems.
3. Responsiveness of Upper Management —

Jn response to thei] ne the ASED President of
Engineering and Aerospace Solutions Group, Charlie Bengston, and ESES-II Program Manager, a

ae Poa =>

4. Equal Employmént Opportunity (EEQ) -