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Navy SEALs are extracted from the waters of the Chesapeake Bay into a sling boat being pulled by a rigid hull inflatable boat (RHIB) during a capabilities demonstration at Naval Amphibious Base Little Creek. The Naval Special Warfare community displayed its capabilities as part of the 40th UDT-SEAL East Coast Reunion celebration. Events are planned throughout the weekend to honor UDT/SEAL history, heritage, and families. SRA International has 16 employees supporting SOCOM's Program Executive Office Maritime.

Navy SEALs are extracted from the waters of the Chesapeake Bay into a sling boat being pulled by a rigid hull inflatable boat (RHIB) during a capabilities demonstration at Naval Amphibious Base Little Creek. The Naval Special Warfare community displayed its capabilities as part of the 40th UDT-SEAL East Coast Reunion celebration. Events are planned throughout the weekend to honor UDT/SEAL history, heritage, and families. SRA International has 16 employees supporting SOCOM's Program Executive Office Maritime.

for every individual task. So SOCOM set up proposal mechanisms for this competition that were very forward thinking; the proposal requirements aren't onerous, for example, and, it's easy for us from a contractor perspective to compete on these things, and that really helps everybody. And SOCOM still gets a good value out of all those high-powered contractors.

Now, as I understand it, each contractor initially won a single SETA task award. What was SRA's first SETA task order if I can ask?

Our first one was a very exciting one for us: Program Executive Office [PEO] Maritime, the executive office for maritime support, and that task started for us on June 1, 2010. We successfully started that up on day one and so far it's been fantastic. The customer has been very happy with the transition that has been under way. It was seamless and we're moving right out with that office. It's very exciting stuff for us. There are 16 contractor personnel in the PEO Maritime office right now: ours and our teammates'.

What were the other three task orders that your competitors were awarded in the initial tasks?

One was with PEO Special Reconnaissance, something very similar to ... I mean, in terms of scope, to the subject areas that we are covering with PEO Maritime. Another was back office support with maybe half a dozen people that do the management for the integrated survey programs, and then the regional magazine initiative, which was really the production and distribution of actual magazines for the component commands. It is really representative of the tremendous variety of tasking that we and the other contractors expect to see over the next five years, in terms of the different types of contracts and task forces that are going to be competed under this contract. The other thing I think that you'd be interested in is that this contract is one of SOCOM's first contracts that they're really focused on performance-based contracting. So, they have really changed the nature of how this kind of SETA work is contracted for, and then how your performance is monitored. It's new. It's a cultural change for this command and probably it's unique at least in terms of the kind of SETA work we do here. The government isn't paying us for putting "butts in seats" and résumés. We have to lay out the things that we are going to produce for the government, and then that's how our performance is tracked and measured, and that's how we're evaluated. Typical SETA, which we do in a lot of places, they're paying for a particular person with certain capabilities.

That's going back to the old 1980s beltway bandit metaphor. Which gets into this question: What in your mind is the value of

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