Overview

CITI has secured a broad spectrum of contract vehicles with which we partner with other outstanding organizations to pursue and perform on our many commercial and government contract engagements. Our network of partners ensures our team has sufficient depth of resources to both respond to large scale opportunities, both in scope and geographical reach; and to meet critical surge requirements or significant organizational changes that occur on projects procured through these contract vehicles. Our available contract vehicles range from those geared primarily for defense agencies (Navy’s SeaPort-e) to those designed for large-scale IT projects of civilian agencies (NIH’s CIO-SP3 and DHS’s Eagle II.

Ibits

The iBITS Team is a veteran of both CIO-SP2 and CIO-SP3. It uses the e-GOS site for tracking and responding to CIO-SP3 opportunities. On CIO-SP4, we will continue to use eGOS’s Award Reports to analyze past contracts and target potential opportunities to market. We will provide all the iBITS CTA partners access to e-GOS and establish automated email distribution of notices.

The iBITS Team has a combined team of 13 business development professionals incentivized to market the CIO-SP4 vehicle to our current and potential customers and to win work on the contract for iBITS. Our business development leaders will work with our customers to show the benefits of releasing work on the CIO-SP4 vehicle. Currently the Team has 12 contracts expiring over the next 2 years that will be marketed to use the CIO-SP4 vehicle for the recompete. We will consider CIO-SP4 our preferred contract vehicle when marketing new opportunities to our future customers. All team members will market the CIO-SP4 contract on our websites, social media channels, and through our industry association memberships. We participate in trade shows, lead working groups for industry associations, and contribute to working groups in our industries. Our division, program and project leaders are also incentivized to build opportunities for iBITS on the CIO-SP4 vehicle through their bonuses and salary increases.

Technological Innovations

We build a commitment to training and innovation into the DNA of our iBITS Team. Our commitment to technological innovations is closely related to our training approach since technical innovation starts with ideas and must progress through know-how to become a reality. To spur on ideas, iBITS Team member CITI hosts a quarterly Creative Solutions Day at our corporate headquarters. CSN is an evening forum for different teams to give presentations and demonstrations of interesting and innovative solutions they are working on. It is open to the entire company, customers, partners, and friends; features food and drink. It is well attended. During the COVID-19 pandemic, we have shifted this to a virtual platform as part of weekly Microsoft Teams All Hands meetings during lunchtime. These types of forums not only spread ideas, but they give people contact with other technologists in the company they can follow up with to take a dive deeper. The iBITS Team has assigned Joe Richardson as its official iBITS Innovations Incubator (iII). This role incubates and motivates iBITS team members, task order teams, and marketing staff, recruiters to be conversant and capable in emerging technologies for CIO-SP4 customers. Joe is well suited for this role as demonstrated by the many Creative Solutions Day and All Hands technology presentations he has given over the years. The iII is empowered to coordinate innovation for the iBITS Team. This consists of connecting the dots between the marketing team tracking future opportunities in need of innovation; recruiters seeking new resources with innovative skills on board already; task order leaders transitioning to and implementing innovations; and employees seeking training for innovative skills. The Innovation Incubator is responsible for managing the Attaining Innovation Matrix (AIM). The AIM is where we collect the targeted innovative technologies we aim to implement. These could be on task orders we are already executing and/or on those opportunities we intend to pursue. We assess our collective proficiency in terms of current staff with existing experience, and any significant training or certifications they already hold. We determine what training paths will prepare staff for implementation and establish a plan in the AIM for all staff pursuing that path. We establish milestones along the way for monitoring and control. In addition to subsidizing the cost of training activities, the iBITS Team provides spot bonuses for achieving AIM milestones and certifications in highly sought-after innovative technologies. These can also be obtained through thought leadership in the softer skill sets by playing a significant role in bringing an innovation to fruition on a project though analysis, design, testing, and management. We also share the AIM with our recruiters to assist in identifying new staff that can attain our innovation targets either completely or partially. Managers use the AIM during quarterly training reviews to keep everyone on task and to provide motivation and assistance when team members struggle. Learning new skills can be challenging, so we connect learners with mentors whenever possible. We track this in the matrix.

iBITS Team member AIS has empowered employees to lead internal bootcamps and training sessions. These internal bootcamps and training sessions led to the creation of aisU, open to all iBITS Team memebers. aisU instructors focus on a multitude of topics including security, Azure, and other Cloud topics. Courses recently have included an “Azure Application Bootcamp”, which is a two-week course designed to provide individuals an overview of activities and knowledge related to the design and development of modern secure web applications in the cloud. “Cloud Security & Information Assurance Deep Dive” focuses on introducing some of the top regulatory compliance frameworks used to achieve cloud security compliance. When we develop projects to apply innovative technologies to our clients or corporate operations, we thoroughly baseline the cost, efficiency, return on investment, quality of the product, and potential savings. Typically, we pilot innovations in a low-impact test case. At the end of the pilot, we compare the innovation results to the baseline. We measure Success by the effective improvement across one, multiple, or all area(s), as well as on realized or potential customer satisfaction. Below are samples of iBITs Team member innovations.

  • Established a continuous integration/continuous delivery (CI/CD) pipeline and DevOps culture before it was fashionable to do so, leading to faster development and deployment
  • Implemented Automated Data Capture (ADC) with Machine Learning to capture structured and semi-structured data in place of manual data entry. Achieved 95-99% confidence after first pass and 100% accuracy with QC, saving the customer $1.5M
  • Assisted in the design/implementation of Robotic Processing Automation (RPA) (bots) to perform dual entry into agency systems. Also developed a mapping tool to streamline synchronization between the systems, achieving a 75% time savings over manual data entry.
  • Piloting and ADC solution using Artificial Intelligence to capture structured and unstructured handwritten data to enhance the ability to trace weapons used in a crime.
  • Using Deep Learning Methods in support of multiple imaging quality control and analysis methods. A specific example is bone lesion segmentation in PSMA PET/CT for Metastatic castration-resistant prostate cancer (mCRPC) Given the extent and complexity of this signal and the importance of 3D segmentation, manual and semi-automated segmentation methods are impractical to scale. To address this bottleneck, a 3D multi-modal UNet was trained and is being successfully used.
  • Super-resolution (SR) methodology has emerged as a practical tool that may improve the interpretability and reliability of clinical MRI [1,2] for structural measurements. We employ a custom 3D variant of the deep back projection network which is optimized with both distortion-minimizing and perceptual losses.

For more information visit   NITAAC/CIOSP4/RFP#75N98121R00001

The CIO-SP3 program supports the National Institutes of Health (NIH), the National Information Technology Acquisitions and Assessment Center (NITAAC), and other government agencies. This contract is designed to support Federal CIOs requiring quick and flexible IT support services.

Rachana Kulkarni
CIO-SP3 Program Manager
703-462-3062
rkulkarni@citi-us.com
Melanie Foss:
Contract Manager
703-483-4383
mfoss@citi-us.com

Creative Information Technology Inc. (CITI)
7799 Leesburg Pike, Ste 500N
Falls Church, VA 22043
Ofc 703-483-4300
Fax 571-633-1747

Prompt Payment Terms:
No special discounts for prompt payment.

NITAAC CIO-SP3 website:
http://nitaac.nih.gov/nitaac/it-contracts-cio-sp3

Contract Information

Contract Number : HHSN316201200016W

Click on the below links to view more information
CIO-SP3 Contractor Labor Rates
CIO-SP3 Government Labor Rates
CIO-SP3 Awarded GWAC
CIO-SP3 Conformed Contract

Sponsor : National Institute of Health (NIH)

Administrator : NIH Information Technology Acquisition and Assessment Center (NITAAC)

Program Ceiling : $20 Billion

Type of TOs: CPFF, CPAF, CPIF, FFP, and T&M

Task Areas :
Task Area 1 - IT Services for Biomedical Research, Health
Sciences, and Healthcare
Task Area 2 - Chief Information Officer (CIO) Support
Task Area 3 - Imaging
Task Area 4 - Outsourcing
Task Area 5 - IT Operations and Maintenance
Task Area 6 - Integration Services
Task Area 7 - Critical Infrastructure Protection and Information Assurance
Task Area 8 - Digital Government
Task Area 9 - Enterprise Resource Planning
Task Area 10 - Software Development

The Information Technology (IT) Schedule 70 was established by the General Services Administration (GSA) to provide government agencies solutions for their information technology requirements and to allow those agencies to more easily procure the products and services they need. The General Services Administration (GSA) IT Schedule 70 is the largest, most widely used acquisition vehicle in the federal government. GSA Schedule contracts are issued with a five-year base period, with the potential of three five-year options.

 

Contract Details

Contract Number: GS-35F-0194W

Product SIN: 132-51 Category: Information Technology Professional Services

Product SIN: 132-56 Category: Health Information Technology Services

Period of Performance: 1/11/2020 – 1/10/2025

CITI Contract POC: Melanie Foss
703-483-4383
mfoss@citi-us.com

 

This multiple award Schedule grants agencies direct access to the commercial experts who can thoroughly address the needs of the government IT community through Functional Areas (Special Item Numbers (SINs)) which cover most general purpose commercial information technology equipment, software, and services. Directed task orders up to $3M are allowed.

 

Authorized Federal Supply Services Code Information

  • FPDS Code D301 IT Facility Operation and Maintenance
  • FPDS Code D302 IT Systems Development Services
  • FPDS Code D306 IT Systems Analysis Services
  • FPDS Code D307 Automated Information Systems Design and Integration Services
  • FPDS Code D308 Programming Services
  • FPDS Code D310 IT Backup and Security Services
  • FPDS Code D311 IT Data Conversion Services
  • FPDS Code D313 Computer Aided Design/Computer Aided Manufacturing (CAD/CAM) Services
  • FPDS Code D316 IT Network Management Services
  • FPDS Code D317 Automated News Services, Data Services, or Other Information Services
  • FPDS Code D399 Other Information Technology Services, Not Elsewhere Classified

Enterprise Acquisition Gateway for Leading-Edge Solutions II (EAGLE II) is a multiple-award indefinite delivery/indefinite quantity (IDIQ) contract vehicle, specifically designed as the preferred source of information technology (IT) services for the majority of the Department of Homeland Security’s (DHS’s) enterprise infrastructure and initiatives.

FC1 – Service Delivery, including Integration, Software Design/Development, Operations & Maintenance;

Zimmerman Associates (ZAI) is managing partner of Innovative Solutions Partnership (ISP), formed through a joint venture between Zimmerman Associates, Inc. (ZAI) and Creative Information Technology, Inc. (CITI), two "best-in-class," mid-tier companies that offer exceptional customer service, proven track records of innovation, and disciplined program management (CMMI Level 3 and ISO 9001:2008 certifications). For more information, please see:
https://www.zai-inc.com/contract-vehicles

seaport-next-generation

In response to task orders issued under this contract by the Naval Sea Systems Command, Space and Naval Warfare Systems Command, Naval Supply Systems Command, Military Sealift Command, Naval Facilities Command, Office of Naval Research, or the United States Marine Corps, the Contractor shall provide services that potentially span the entire spectrum of mission areas and technical capabilities supported by the Department of the Navy (DON) ordering activities. Services within the 2 Categories with 23 functional area subcategories identified below may be performed under this contract for new and existing product areas, programs, or missions, which are assigned to these activities during the life of the contract.

Services to be provided under this contract are categorized into the following categories:

  • Engineering Services
  • Program Management Services
 
 

This contract, known as SeaPort- Next Generation (SeaPort-NxG) does not allow for the direct procurement of supplies or hardware. Any material or products ordered shall be incidental and in direct support of performed services (for example, small scale testing equipment, prototypes, or spares.)

Contract Information

Contract Number :  N0017819D7429

 

A NATO Blanket Purchase Agreement is a simplified method of filling anticipated repetitive needs for basic supplies or services by establishing “charge accounts” with qualified sources of supply. Essentially, this procurement approach replaces the need to execute multiple EM(2010)0285-REV1 - 89 - 14 June 2011 Purchase Orders. Blanket Purchase Agreements should address the frequency of ordering and invoicing, discounts, and delivery locations and times. For example, when the Procurement Service finds a schedule supply or service elsewhere at a lower price or when a Blanket Purchase Agreement is being established to fill recurring requirements, requesting a price reduction could be advantageous. The potential volume of orders under these agreements, regardless of the size of the individual order, may offer the requester the opportunity to secure greater discounts. Although the use of Blanket Purchase Agreements provides added purchasing flexibility, both the Procurement Service and requesters still need to carefully ensure that obligations and expenditures are still kept within established funding limits. Transactions under Blanket Purchase Agreements shall not exceed level B of the EFL. The following are circumstances under which the Procurement Service may establish Blanket Purchase Agreements:

  • A wide variety of items in a broad class of supplies or services exists and is generally purchased. However, the exact items, quantities, and delivery requirements are not known in advance and may vary considerably.
  • There is a need to provide commercial sources of supply for one or more offices or projects in a given area that do not have or need authority to purchase otherwise.
  • The use of this procedure would avoid the writing of numerous Purchase Orders for which administrative costs can be excessive.

Maryland Consulting and Technical Services+ (CATS+)

The objective of this Master Contract, effective April 22, 2013 through April 21, 2028, is to enable State government to procure IT consulting and technical services in a timely and economical manner. Through CATS+, the State will have a flexible means of obtaining information technology (IT) resources quickly, efficiently and cost effectively by issuing task orders specific to its needs.

The Strategic Partners Acquisition Readiness Contract (SPARC) is a $25 billion dollar, 10-year, Indefinite Delivery Indefinite Quantity (IDIQ) acquisition vehicle that Centers for Medicare and Medicaid Services and any Health and Human Services (HHS) Operating Divisions can use to procure information technology (IT) professional services and solutions.

The purpose of the CMS SPARC Contract is to provide strategic, technical, and program management guidance and support services, to facilitate the modernization of CMS business processes and supporting systems. It is available to all components within CMS and HHS Operating Divisions to procure IT System development services, from end to end. This contract vehicle will be used for all components within CMS and all HHS Operating Divisions; and it is multiple award AWAC.

Services available through CMS SPARC:

  • Initiation, Concept, and Planning Services
  • Requirements Services
  • Design Services
  • Development Services
  • Testing Services
  • Security Control Assessment (SCA) Services
  • Independent Verification and Validation (IV&V) Service
  • Maintenance Service
  • Support Services
  • Data Request Services
  • Help Desk Support Services
  • Contractual advantages for Government buyers
  • No administrative fee on Task Orders
  • Shortened procurement lead-time
  • Available Sole Source for Task Orders under $4 million
 
 

Teaming Partner PRIME: 3T Federal-SITS JV LLC

Tracks: 8(a), Service Disabled Veteran Owned, HUB Zone, Small Business

Contract Number: HHSM-500-2017-00004I

Period of Contract: 6/8/2016 – 6/7/2026

Teaming Partner PRIME: Technalink-SITS, LLC

Tracks: 8(a), Woman-Owned, and Small business

Contract Number: HHSM-500-2017-00052I

Period of Contract: 6/8/2016 – 6/7/202