ATT_A_CE Review CE Operations PWS DRAFT Rev 3 - 04 Dec.pdf

CIVIL ENGINEERING

SERVICES

OPERATIONS MANAGEMENT

TINKER AIR FORCE BASE, OK

Prepared by:

72d Civil Engineer Directorate

72 ABW/CEN

7535 5th St, Ste 101

Tinker Air Force Base, OK 73145-9010

04 DEC 2020

DRAFT

PREFACE

CIVIL ENGINEERING SERVICES

OPERATIONS MANAGEMENT CONTRACT

PERFORMANCE WORK STATEMENT

72d AIR BASE WING

TINKER AIR FORCE BASE, OKLAHOMA

Base Profile and Mission

Tinker Air Force Base (TAFB) is centrally located in Oklahoma about 5 miles from downtown

Oklahoma City in southeast Oklahoma County. It occupies 4,994 acres and is generally bounded on its north perimeter by I-40. Since the early 1940s, the base has been an important part of the state with a current annual economic impact of more than $4.5 billion.

TAFB’s primary mission is to manage, store, and maintain components, end items, and major weapon systems assigned to the Oklahoma City Air Logistics Center (OC-ALC), which is one of three Air Force Sustainment Center (AFSC) depot level maintenance facilities in the Air Force.

The AFSC is headquartered at TAFB in the nearly mile-long building 3001.

The 72d Air Base Wing (72 ABW) is the host unit at TAFB. Their primary mission is to provide responsive installation and support services to AFSC and 45 associate units assigned to six major commands—all of which comprise TEAM TINKER.

TAFB is home to three major flying wings to include the largest flying wing in Air Combat

Command, the 552d Air Control Wing. The 552d flies the E-3 Sentry Airborne Warning and

Control System. The Navy’s Strategic Communications Wing ONE with more than 1,300 sailors, civilians, and contractors flying and maintaining the E-6B Mercury are also headquartered on

TAFB. Finally, the Air Force Reserve Command’s 507th Air Refueling Wing with 1,500 members flies the KC-135R and the British Aerospace BAE 125/800 “Hawker” in concert with the Federal Aviation Administration (FAA).

Other major associate Units on TAFB include the 38th Cyberspace Engineering Installation

Group (CEIG) located just east of Douglas Boulevard. CEIG is responsible for planning, engineering, installing, removing and relocating communications and information systems worldwide for the Air Force. The Defense Logistics Agency, Defense Distribution Center

Oklahoma City, Oklahoma, provides TEAM TINKER with 24-hour distribution support in more than 3.9 million square feet of space.

The 72d Civil Engineer Directorate (CE) enhances TAFB’s mission capability by providing world class, efficient and effective support to sustain, restore, modernize, and protect TAFB’s facilities, infrastructure, and environment. CE and other Wing organizations support over 31,000 military, civilian, and contractor personnel. There are over 19 Million Square Feet (msf) in over 425 facilities on TAFB.

Our objectives for this service contract reflect the above mission statement. Specifically, the provider shall strive to:

Maintain and repair TAFB’s facilities and infrastructure, both built and natural, to ensure the delivery of war-winning expeditionary capabilities to the war fighter.

Effectively run physical plant operations and deliver high quality services.

Continue to modernize the installation so that essential facilities and services are available to carry out assigned missions on-time and within budget.

Continuously improve services and capabilities to meet our mission and achieve our vision.

Operate and maintain facilities and equipment to support achievement an Air Force goal to meet an intensity reduction goal of a 25% reduction in reportable consumption (compared to an FY15 baseline) by 2025, 2018 Installation Energy Assurance Campaign Plan.

Encourage energy conservation and the efficient use of personnel and materials.

Ultimately, the Base Civil Engineering Government and Contractor team is responsible for proper stewardship and management of TAFB’s valuable resources and compliance with applicable laws, directives, and regulatory requirements. Privatization of TAFB’s family housing, potable water, sanitary sewer system and main electrical distribution systems have been instituted with the associated work requirements deleted from the obligations of this service contract. Contractor is responsible for coordinating work requirements with the various privatization contractors. The

Performance Work Statement (PWS) which follows provides specific expectations.

Table of Contents

1. DESCRIPTION OF SERVICES/GENERAL INFORMATION

1.1. OPERATIONS MANAGEMENT

1.1.1. Implementation of Work

1.1.2. Work Requirement Management

1.1.3. Preventive Maintenance Program (PMP) Management

1.1.4. Contract Manager

1.1.5. Asset Management Plans (AMP)

1.1.6. Facility Manager Program

1.2. OPERATIONS EXECUTION: PAD 12-03 Task List

1.2.1. Heavy Repair Element

1.2.2. Facility Systems Element

1.2.3. Infrastructure Systems Element

1.2.4. Operations Engineering Element

1.3. OPERATIONS EXECUTION: Tinker AFB Task List

1.3.1. Heavy Repair Element

1.3.2. Facility Systems Element

1.3.3. Infrastructure Systems Element

1.3.4. Plant Operations

1.3.5. Predictability Based Maintenance (PdM) Program

1.3.6. Building Automation System (BAS) Management

1.3.7. Retro-Commissioning (Retro-Cx) Program

1.3.8. Asbestos and Lead Based Paint

1.3.9. Barcode Program

1.3.10. Unaccompanied Housing (UH) Appliance, Change of Occupancy Maintenance, and

Furnishings Management

1.3.11. Civil Engineer Emergency and Force Protection Response

1.3.12. Refrigerant Management Program Support

1.3.13. U-Fix-It Program

1.4. Operations Engineering Support

1.4.1. Technical Support

1.4.2. Maintenance Master Plan (MMP) Support

1.4.3. Base Infrastructure Program Support

1.5. RESOURCE MANAGEMENT

1.5.1. Information Management

1.5.2. Contractor Acquired Parts (CAP)

1.5.3. Vehicles

1.6. REQUIRED GENERAL SERVICES:

1.6.1. Vehicle Licensing

1.6.2. Airfield Vehicle Operations

1.6.3. Foreign Object Damage (FOD) Prevention Plan

1.6.4. Daily Management

1.6.5. Facility Manager

1.6.6. Environmental Management (72 ABW/CEIE) Notification

1.6.7. Environmental, Safety, and Regulatory Inspections

1.6.8. Administrative Supplies

1.6.9. Administrative Correspondence

1.6.10. Permit Requirements

1.6.11. Special Event Activities

1.6.12. Work Clearance Requests

1.6.13. Outages

1.6.14. Oversight Support

1.6.15. VTC Participation

1.6.16. Environmental Controls

1.6.17. Contractor Manpower Reporting

1.6.18. Reserve and Guard Component Augmentation

1.6.19. Government Queries

1.6.20. Contractor Quality Control Management

1.6.21. Safety Program Management

1.7. CONTRACT INITIATION AND CLOSE-OUT REQUIREMENTS:

1.7.1. Transition-In

1.7.2. Transition-Out

1.8. GENERAL INFORMATION:

1.8.1. Forms and Publications

1.8.2. Contractor Employees

1.8.3. Security Requirements

1.8.4. Employee Training

1.8.5. Hours of Operation

1.8.6. Physical Security

1.8.7. Fire Prevention and Protection

1.8.8. Conservation of Utilities

1.8.9. Coordination with Other Government Agencies

1.8.10. Coordination with Other Maintenance Contractors (OMC)

1.8.11. Delivery Information

1.8.12. Consequences of Contractor’s Failure to Perform Required Services

1.8.13. Governing Criteria

1.8.14. Organizational Conflict of Interest

2. SERVICES SUMMARY

2.1. SERVICES SUMMARY TABLE:

2.2. GOVERNMENT SURVEILLANCE

2.2.1. Government Quality Assurance

2.2.2. Government Observations

3. GOVERNMENT FURNISHED PROPERTY AND SERVICES

3.1. GOVERNMENT FURNISHED PROPERTY (GFP)

3.1.1. RP Furnished As Is

3.1.2. Government Furnished Plant Equipment (GFPE)

3.1.3. Contractor Purchased Equipment to Replace Existing GFP

3.1.4. GFP Base Supply Items (R14, EAID, CA/CRL Account)

3.1.5. Retired GFP

3.1.6. Contractor Furnished Equipment

3.1.7. Physical Inventory

3.1.8. Inventory Lists Including Disposed GFP

3.1.9. Loss, Damage, or Destruction (LDD)

3.1.10. Plant Clearance

3.1.11. Property Control System (PCS)

3.2. GOVERNMENT FURNISHED SERVICES:

3.2.1. Security Forces

3.2.2. Fire and Emergency Services

3.2.3. Emergency Medical Service

3.2.4. Utilities

3.2.5. Postal

3.2.6. Telephone

3.2.7. Custodial Services

3.2.8. Refuse Collection

3.2.9. Insect And Rodent Control

3.2.10. Grounds Maintenance

3.2.11. RP Maintenance

3.2.12. On-Base Transportation

3.2.13. Local Area Network (LAN)

3.2.14. Base Supply Equipment Custodian Training

3.2.15. Base Support

4. APPENDICES.

4.1. ACRONYMS, ABBREVIATIONS AND DEFINITIONS.

4.2. APPLICABLE PUBLICATIONS.

4.3. DELIVERABLES LIST.

4.4. ENVIRONMENTAL REQUIREMENTS.

4.5. MAPS AND FACILITY DRAWINGS.

4.6. HISTORICAL DATA.

4.7. GOVERNMENT-FURNISHED ITEMS.

4.8. STANDARD OPERATION PROCEDURES.

4.9. MINIMUM TEAM COMPLEMENT.

SECTION 1

1. DESCRIPTION OF SERVICES/GENERAL INFORMATION. The Contractor shall provide all personnel, equipment, tools, vehicles and fuel, supervision, and services necessary to perform Operations Management and Execution for Base Civil Engineer tasks and functions as defined in this PWS except as specified in Section 3, GOVERNMENT FURNISHED

PROPERTY AND SERVICES and funding for materials through the Contractor Acquired Parts

(CAP). Services are provided at TAFB and off-base locations supported by TAFB. The

Contractor shall perform to the standards stated in this PWS. Historical workload data is provided in Appendix 4.6 for reference only, future workload may vary. Contractor shall provide managerial oversight, direction, and coordination for all functions and requirements identified in this PWS. Work includes a broad range of services. The Contractor shall develop a staffing plan and workload estimate that accurately reflects their approach to delivering services in fulfillment of this PWS and in compliance with the designated Minimum Team Complement (MTC) provided in Appendix 4.9.

1.1. OPERATIONS MANAGEMENT. The Contractor shall provide cost effective maintenance, repair, construction, operation, and service functions for all Real Property (RP), all

Real Property Installed Equipment (RPIE), all RP similar equipment, all designated Equipment

Authorization Inventory Data (EAID), except equipment noted in Appendix 4.7 that is maintained by others. All property shall be maintained to a standard that prevents deterioration beyond that which results from normal wear and tear or prevents degradation of base mission. Operations

Management shall be conducted in accordance with the principals and procedures outlined in AFI

32-1001, Civil Engineer Operations, latest version and the playbooks referenced therein.

1.1.1. Implementation of Work. This contract shall be executed consistent with AFI 32-1001

Chapter 2, Standardized Work Prioritization and the Work Management Playbook. Contractor shall prioritize all work requirements not programmed as Preventive Maintenance (PM) (Priority

2) [formerly known as Recurring Work Program (RWP)] In Accordance With (IAW) one of the designated AFI 32-1001 Work Priorities: Emergency Work (Priority 1), Scheduled Sustainment

Work (Corrective Maintenance (CM)) (Priority 3), or Scheduled Enhancement Work (Priority

4A) subject to weekly review by 72 ABW/CEOER, Government Requirements & Optimization

(R&O).

1.1.1.1. The Contractor will use an Information Technology (IT) system IAW AFI 32-1001 to receive verbal, electronic and written service call (work requirement) requests 24-hours-a-day, 7-days-a-week, and 365-days-per-year including holidays.

1.1.1.2. The Contractor shall ensure all work requirements (existing, external and internal) are categorized into one of the priorities identified by AFI 32-1001, Chapter 2 at onset of full contract performance and henceforth. Contractor shall document as required and establish the appropriate type of work requirements IAW AFI 32-1001. Work requirements, not identified as PM, shall be classified as Corrective Maintenance (CM) or Enhancement Work (EW) and monitored via

Government’s database, CE Computerized Maintenance Management System (CMMS) with a unique tracking number. The Government Work Information Management System or next generation replacement will be referred to as CMMS throughout this document. Each work request shall be independently tracked to completion. Contractor shall notify originator or facility manager of work requirements (CM, PM and/or EW) at onset and completion to confirm that work has been satisfactorily completed. Upon completion of work, technicians will submit a

Work Completion Form for originators signature, refer to Appendix 4.2.6 for an example form.

The date of the signed form shall be considered the closeout date.

1.1.1.3. Serve as centralized customer service focal point. Process all work requests to include after hour calls, dispatch craftsman to emergencies, write CM. Ensure all work requests are processed within 24-hours of receipt. Maintain the night log with all pertinent information.

Classify work utilizing the most current government work classification system. Implement

Tinker AFB critical infrastructure listing (Appendix 4.7.10.) as the mechanism to address mission critical assets first, and considering life-cycle management. Prioritize work, maintenance, and repair of facilities and systems based on mission criticality, safety, and best return on investment with regards to urgency of repair and expenditure of resources. Provide professional, courteous, responsive customer service and accurate information. Provide work request feedback to facility managers to include for example, approved priority and completion status. Activate and manage

CE Command and Control Centers to include for example, Unit Control Center (UCC), and

Damage Control Center (DCC). Process and control work requirements for work performed by

CE work forces. Maintain accountability of resources to include for example, equipment, personnel, and facilities. Maintain facility/infrastructure condition assessment data to include

RPIE inventory and condition data. Maintain data entry quality and accuracy standards based on

AF policy, government designated systems and database procedures, and technical guidance.

Manage and post any FPCON changes to include after hours. Ensure all RPIE items over $20K are submitted for capitalization within 5 business days after project close-out.

1.1.2. Work Requirement Management. The Contractor shall manage, control, plan, and schedule maintenance, repair, construction, operation, and service work requirements.

1.1.2.1. Work Requirements. Contractor shall review requests for work, investigate the request, and make recommendations to accomplish the work IAW AFI 32-1001, Chapter 2. In addition, Contractor shall:

1.1.2.1.1. Maintain work requirements in CMMS ensuring current updates for appropriate labor and material cost records for all work requirements, respectively. This includes updating the shop rates annually (NLT one month prior to beginning of each option year) for each shop and equipment identification IAW Air Force Civil Engineer Green Book Playbook. All work performed shall be captured and charged for the designated work request number. If the description of the work request and the actual work performed does not match, Contractor shall implement necessary corrective actions to ensure proper tracking in CMMS. The Contractor shall perform “end of session” runs for the CMMS database which are necessary to deliver monthly billing reports. Contractor shall verify that CE Financial Management Office (72 ABW/CEIA) has updated CMMS compiled reports of labor, equipment, material costs and funding type for completed work requirements performed for customers on a monthly basis (submit by 5th of each month) or more frequently as directed by the Contracting Officer (CO). The Contractor shall provide support service for addressing any challenges to CMMS billing. The Contractor shall take appropriate action to eliminate any duplicate work generated in the CMMS (quarterly).

1.1.2.1.2. Coordination of work requests with customers. Contractor shall prepare and send a summary (BLUF) email to Civil Engineering (CE) for utility outages, blocked access, and workspace disruptions to allow customers adequate time to adjust their work schedules.

1.1.2.1.3. Maintain facility history file in electronic format IAW AFMAN 33-363, Management of

Records, which is available to Government at all times, to provide historical asset record maintenance and repair records for each facility which captures PM and repair work. The facility file shall identify equipment being maintained at each respective facility and be of sufficient detail to provide R&O with information required to make facilities management decisions. The historical file shall track and identify equipment warranty and guaranteed parts, include a summary log of maintenance and repair type work, dates, type of problem, and resolution. Facility history file shall also identify equipment not receiving maintenance, but determined by Contractor to need PM.

1.1.2.1.4. Perform report runs in CMMS at request of Government to capture and validate work executed and scheduled. Weekly summary report of work in progress (WIP) CMs will be posted on a shared drive accessible by the Government at all times. The CM report will be in query-able format, updated weekly, and include the following information at a minimum: CM Number, Facility Number, Equipment UID, Location, Date Generated, Categorized Priority, Description, Status, and Comments explaining any issues. Also included in the report shall be the number of

CMs completed for each previous month with the total hours expended for each CM. Equipment validation is not required at initial input, but actual equipment UID is required to be included in closeout of CM.

1.1.2.1.5. The Contractor shall update the listing shown in Appendix 4.7.10. "Critical

Infrastructure", monthly electronically. This electronic document shall be accessible to all R&O and QA/COR personnel at all the time. In the event any of the systems listed in the attachment fails or becomes inoperable Contractor shall notify R&O within 24 hours. R&O/COR will determine the type of work it will take to make it functional under CM and/or EW.

1.1.2.2. Types of Corrective Maintenance (CM). CM will be tracked as Work Tasks in CMMS, defined and prioritized according to AFI 32-1001, Table 2.1 and completed according to the following timelines for execution. Deviations from the prioritizations found in the AFI 32-1001, Table 2.1 may be directed by the government if situations develop affecting mission or the health and welfare of personnel on base and special events or projects directed by the Air Force.

1.1.2.2.1. Emergency CM Work. Emergency work represents immediate maintenance, safety, mission risk and will always be accomplished IAW AFI 32-1001. Emergency CM work is considered “Priority 1.” Contractor shall have on-site response within 20 minutes during normal duty hours and on-site response within one hour during non-duty hours with appropriate certified and licensed personnel capable and ready to respond and mitigate the Emergency CM immediately. When emergency work is in progress and completion during normal duty hours is impossible, the Contractor shall continue the work to a point of safe mitigation, regardless of the time required. If Emergency CM requires additional work after safe mitigation, Contractor shall close out Emergency CM and create follow-on CM of appropriate priority type for final resolution; Contractor shall ensure that all follow-on CMs include references to original

Emergency CM. Contractor shall notify the Base Civil Engineer (BCE) or designated representative promptly upon discovery of significant emergencies and provide periodic updates using the BLUF process described in paragraph 1.1.2.1.2. All impacted customers shall be notified within one hour for normal duty hours and within 3 hours, but no later than one hour before beginning of the affected work areas’ next shift start, for non-duty hour responses. In the event of large scale service requirements, such as storm damage or wide scale utility outages, prioritized support will be according to AFI 32-1001, Chapter 2 and/or per BCE definitions in

Appendix 4.1.2.

1.1.2.2.2. Sustainment CM. The majority of customer generated daily workload will fall within this category. Contractor shall prioritize the CMs according to the AFI 32-1001, Chapter 2 Work

Priorities for execution. WIP shall average no greater than 600 total open work requests over a 90 day rolling average and have 0 older than 365 days. Government reserves the right to validate CM prioritization for execution. This work category is also classified as scheduled, non-discretionary work. Work classified into this category will be considered as “Priority 3” and executed according to the following sub-categories:

1.1.2.2.2.1. Priority 3A – High Risk Work. This sub‐category priority is often associated with follow‐up work to an Emergency (Work Priority 1) that was responded to and downgraded IAW

AFI 32-1001 and Work Management Playbook. Work that corrects life, health, fire, and safety deficiencies will also fall into this category. The Contractor shall have on-site response within 4 hours during normal duty hours and on-site response within 24 hours during non-duty hours.

Contractor shall respond to and complete high risk work within seven calendar days of receipt

(inclusive of material acquisition time).

1.1.2.2.2.2. Priority 3B - Medium Risk Work. The priority is based on the scope of work, typically medium risk, and will be responded to in an expedited manner to prevent failure. Failure to respond could lead to requirement becoming a 3A high risk. The Contractor shall respond to and complete medium risk work within 21 calendar days of receipt. If materials are ordered, completion shall be within 21 calendar days after receipt of materials (inclusive of material acquisition time).

1.1.2.2.2.3. Priority 3C - Low Risk Work. This is low priority and low risk maintenance. Low risk maintenance allows longer periods to complete. When scheduling conflicts arise, asset priority must be used to further refine where to respond first. Local exception; mission critical facilities, CDCs, youth center, dormitories, lodging, chapel, gymnasiums and dining facilities with facility wide HVAC and/or plumbing work shall be prioritized 3A or 3B. The Contractor shall respond to and complete routine risk work within 42 calendar days of receipt (inclusive of material acquisition time).

1.1.2.2.3. The Contractor shall identify all infrastructure work, beyond CM scope, with a Service

Request to include pavements, pavement clearance, pavement markings, signage, traffic lights, and devices, water distribution system, domestic and industrial wastewater system, storm water sewer system, natural gas system, petroleum, oils, and lubricants, tank and piping systems, electric service, cathodic protection systems, utility meters, power production and generator systems/equipment, airfield lighting and rotating beacon, final denial barriers, and deluge systems.

1.1.2.2.4. Enhancement Work (EW). Work requirement in this priority is considered as enhancement or discretionary work. Because this category does not sustain the installations as-is state but instead seeks to enhance, work classified in this category is “Priority 4” and completed at the direction of the government.

1.1.2.2.4.1. Execution and Prioritization. Work executed by the contractor will fall into one of two categories: scheduled Enhancement Work (4A) and all other Enhancement Work (4B). If engineering support is required to properly evaluate or assess a request, Contractor shall communicate with R&O and Engineering Contractor.

1.1.2.2.4.1.1. Priority 4A – Scheduled Enhancement Work. Work that does not contribute to sustainment of continued mission operations. Work in this category is for facility restoration, modernization, and could also be for a new critical mission requirement when an addition to or new RPIE is required.

1.1.2.2.4.1.2. Priority 4B – All Other Enhancement Work. This is work classified as Minor

Construction or work requiring capitalization where a new Real Property Unique Identifier

(RPUID) is required. Work done to upgrade, replace, or install a system may need to be capitalized and shall be routed through the Real Property Officer for validation.

1.1.2.2.4.1.3. The Contractor shall notify the requester in writing of approved 4A work. The notification shall clearly explain the work to be performed and identify the available means of accomplishment. Contractor shall contact each organization that has approved 4A work and request priorities semi-annually. Additionally, Contractor shall organize and host prioritization meetings for the 72d ABW Enhancement Work Prioritization Working Group (EWPWG) semi-annually or as directed by the Work Request Review Board (WRRB) Chairman. Contractor shall maintain a database to track work within the program. Database shall be made available to

Government at all times.

1.1.2.2.5. The Contractor shall notify the originator of each work request if the respective work request has been approved or not, within three workdays of determination. Approval notification of work request will include method of accomplishment, i.e. 4A Enhancement, or Project. If EW, the approval notification shall include a Plan of Action and Milestones (POAM) to accomplish the work. Non-approved work requests shall be returned to the requester clearly explaining why it was rejected. Contractor shall maintain the WRRB meeting minutes and responses.

1.1.2.3. Work Request Review Board (WRRB). The Contractor shall conduct weekly WRRB meetings and present the proposed means for accomplishment of work requirements. The contractor shall maintain a comprehensive schedule and present the schedule for review and approval at the WRRB. The recommended method of execution shall be based on the work priorities definitions stated in AFI 32-1001 and Work Management Playbook or by R&O and shall provide the customer with the most efficient and cost effective means to accomplish the work.

The WRRB will be chaired by R&O and the final decision method and prioritization of accomplishment will be approved by R&O.

1.1.2.3.1. Preliminary Preparations Prior to WRRB. The Contractor shall ensure requests presented at the WRRB for review have been properly coordinated.

1.1.2.3.1.1. The Contractor shall review each approved work request to validate the following has been done or verified.

a) The work request has been properly prepared according to requirements, and ensuring appropriate coordination has been obtained for safety, fire department, health, and environmental.

b) The work is a Civil Engineer responsibility as defined in AFI 32-1032 Planning and

Programming Appropriated Fund Maintenance, Repair, and Construction Projects; and

AFI 32-1001 Civil Engineer Operations.

c) The requested work is not a redundant requirement, which is already identified as a facility project, CM or PM.

d) The requested work supports the planned use of the facility.

1.1.2.3.1.2. The Contractor shall prepare preliminary Rough Order of Magnitude (ROM) estimates which include labor, material, and equipment costs using work standards accepted by the facility construction, maintenance, and repair industry as required. Work Requests that are determined to be within CM scope shall be immediately processed according to the aforementioned categories and prioritized to the appropriate shop for execution. EW requirements approved for execution by WRRB shall have a POAM updated weekly.

1.1.3. Preventive Maintenance Program (PMP) Management. PM is considered “priority 2” level work. Contractor shall evaluate, implement, and utilize existing PMP operation processes and procedures (Reference Appendix 4.3). In addition, the contractor shall draft and submit a

PMP plan that complies with AFI 32-1001 and associated playbooks and that constitutes using

Air Force PMTLs and building a balanced program. The PMP plan shall include but not be limited to; biweekly schedule, customer notification and coordination processes, find and fix work status and execution process, scheduled unexecuted PM execution process. The PMP plan shall be updated as deemed necessary, annually at a minimum. Contractor shall check for reference updates (UFCs, AFIs and TOs). Any additions or alterations being recommended to the PMP plan shall be coordinated and approved by R&O and backed up by data that supports asset management, prior to incorporation. The PMP plan shall provide a comprehensive yearly schedule of PMP execution. The PMP plan shall also include process and procedures to incorporate PMP replacement, opportunities shall be incorporated into the final PMP plan. Any time additions or deletions occur; the schedule shall be revised and submitted for approval by

R&O. Contractor shall execute current Preventive Maintenance Program (PMP) implementing AF approved (only) PMTLs for all RP, RPIE and Real Property Similar Equipment (RPSE) requiring

PM and approved by R&O. If an outage cannot be scheduled during normal working hours, Contractor shall schedule the work to accommodate the user at no additional cost to Government.

Approximately 15 percent of PM work may be required to be performed outside of normal working hours, including weekends and holidays. An initial listing of all known equipment requiring periodic maintenance will be provided by the Government.

1.1.3.1. Suggest changes to PM frequencies, schedules, equipment additions and deletions implemented by respective equipment Preventive Maintenance Task List (PMTL), and identify equipment (type, manufacturer, model, location, and condition) with Operational Risk

Management (ORM) greater than 4.0 which do not currently have PM. Contractor shall obtain and validate new equipment information provided by Government that is necessary to ensure proper incorporation into the PMP, e.g. type, manufacturer, model, PMTL. Contractor shall ensure specific Unique Identification Number (UID) is assigned to new equipment. Contractor shall obtain approval from R&O prior to implementation of changes. Contractor shall update PM schedules as necessary to reflect all changes in equipment inventory. The actual PM to be performed will be determined by the Government as long as the work load effort does not exceed the level of effort identified in the workload data (+/- one man-year (1,580 hours)). Contractor shall provide monthly updates for the PMP status and notify R&O and CO to make contractual adjustments when changes equivalent to two man-year above or below contractual requirements are identified. Permanent changes to the PMP agreed to by R&O or by contract modification, shall be incorporated into the program in a timely manner not exceeding one month. Actual PM shall be performed as required by applicable PMTL, i.e. Semi-annually.

1.1.3.2. Track and notify R&O quarterly of any obsolete or non-operational equipment which are scheduled to be maintained and any newly installed equipment which has not been previously recorded in database requiring PM. Contractor shall track and identify equipment to R&O that are inoperable, down, and/or under repair or upgrade. Contractor shall submit a list of down equipment to R&O quarterly. Contractor shall identify a listing of equipment for each shop, which is not currently on PM that may be used as PM replacement opportunities for equipment that cannot be serviced. Replacement opportunities will be discussed with R&O to develop and implement a viable replacement program. (Reference Appendix 4.3)

1.1.3.3. Perform PM according to frequencies specified in the current PMTL. Contractor shall ensure that any PMTL task requiring condition assessment or routine maintenance will be considered critical and executed, unless justification of non-performance is provided to and accepted by R&O. Contractor shall notify R&O of any unperformed equipment Condition

Assessment PMTL task as defined in Appendix 4.1.2. Prior to implementation of PMP, Contractor shall identify estimated time to perform each PMTL task and recommended changes to respective PMTL. The contractor shall perform PM, IAW all tasks listed in PMTLs. The completed PMTLs shall have the name of the technician performing the PM work, shop code, and checkmark for all completed tasks in the PMTL and notes where applicable and save PMTLs electronically in the appropriate folder by the facility number within 14 calendar days after completion of each PMTL. The Contractor shall notify the Government of unperformed PMTL tasks and the reason not performed. All on-site condition assessment tasks performed will have results annotated on respective PMTL by servicing technician. During PM the Contractor shall perform a condition assessment of the asset per SMS Playbook. Completed asset condition checklist shall be submitted to Operations Engineering. The Contractor shall not defer any PM from its scheduled execution. In the event the PM cannot be executed, the contractor shall coordinate with the Facility Manager to reschedule within 2 weeks or before the maintenance frequency ends, whichever is shorter. The Contractor shall provide R&O and COR monthly with a detailed listing of PM that was unexecuted. The listing should contain as a minimum: PM, PMTL#, UID, UID Description, UID Location, Building number, Work Location, Shop POC, explanation for deferring the PM, Facility Manager’s name contacted during the initial attempt.

(Reference Appendix 4.3)

1.1.3.4. Document all CM requirements generated as a result of PM execution (Find and Fix

Program). Contractor shall document and track all on-site condition assessment analyses on completed PMTLs. All lab analyses and assessments performed as CM shall be documented and filed, including but not limited to oil analysis, system flow and pressure tests, calibration analysis, vibration analysis, ultrasound, thermography analysis, boiler calibrations, generator tests, etc. CM documentation and condition assessment analysis will be made available to Government at all times and filed as part of the facility historical file.

1.1.3.5. Coordinate with the respective facility managers prior to execution of PM. Paint, corrosion control hangars, test cells, etc., may require additional coordination and meeting to discuss scheduling. Name and phone number of personnel contacted shall be annotated on completed PMTL. If facility manager is not available, Contractor shall still perform PM and indicate on PMTL that contact was attempted.

1.1.3.5.1. NAVY (SCW-1 and subordinate commands) facilities may require an escort depending on force protection measures in place. Completed work in SCW-1 facilities shall be signed off by the facility manager or designated representative.

1.1.3.6. Incorporate a condition-based maintenance program as part of PMP. Contractor shall identify equipment types and processes most conducive to be incorporated into condition-based maintenance. Within three months of full contract performance, Contractor shall identify and prioritize equipment that will have condition-based maintenance, the testing methodologies to be utilized, and frequencies of testing. Contractor shall keep track of all testing results, which will be made available to Government at all times. Contractor shall also incorporate root-cause analysis investigations for all critical equipment failures. Contractor shall notify R&O for all recommendations and follow-on actions necessary to ensure successful equipment operations.

1.1.3.6.1. Ensure motor greasing requirements are based on motor design or condition assessment, not schedule. Based on the condition monitoring greasing shall be implemented for lubrication of motor bearings. In the event of a motor failure (50 horsepower (hp) and above in critical facilities) or at the request of the government, a root cause analysis shall be performed to determine the reason for the failure and documented as lessons-learned. Information shall be maintained in facility historical file.

1.1.3.7. The Contractor shall implement and administer a warranty program. Manufacturer’s recommendations shall be adhered to throughout the warranty period of newly installed equipment. The Contractor shall attend all BODs and final inspections and coordinate with the

Engineering Contractor to receive manuals, as-built drawings, training, etc. All records maintenance shall be the sole responsibility of the Contractor, inclusive of tracking and maintenance requirements of newly installed equipment and manufacturer literature.

1.1.3.8. Some mechanical equipment is maintained by other contractors (such as ESPC) or government personnel but may be supported by systems maintained under this contract (i.e.

chilled water supply and return serving a chiller or tower maintain by others, hot water or steam piping serving boilers maintained by others, etc.). It is critical these systems (including water treatment) be maintained properly (in good working order per industry standards, manufacturer’s recommendations, applicable codes, and regulations), so as to not impact the mission or energy goals. All high efficiency boilers and attached systems have critical water treatment requirements and water entering these systems shall have a hardness level less than 5 ppm. Water softener inspection shall be performed per PMTLs. Inspection data shall include date of inspection, personnel who tested, salt level, salt added, remaining salt supply, the tested ppm value, and any remarks is required at all times for these systems

1.1.3.9. The contractor shall make sure that the all chilled water supply and chiller systems, all boilers systems, all cooling towers (small, medium, and large) system remain free of deposits, scales, microbiological deposits, suspended solids and corrosion to avoid the system failures.

Chemical treatment parameters for all chilled water supply for all chillers, water softeners for all boilers, water treatment for all cooling towers (small, medium, and large) shall be within recommended ranges per most current UFC-3-240-13FN, industry standards and manufacturer’s recommendations (most stringent shall apply). Contractor shall update and maintain water treatment database/logs (electronically) within 24 hours of completion of tests. Contractor shall submit initial format of Chemical Treatment Log for R&O approval within 30 calendar days of full contract performance.

1.1.3.10. When an analytical test indicates that the concentration of a given chemical is not within the limits required, the testing process must be evaluated to determine that sampling and testing was performed properly and that the test result is valid. The frequency for the testing shall be

IAW Table 6-1, Table 6-2, and Table 6-3 Chapter 6, UFC 3-240-13FN.

1.1.4. Contract Manager. The Contractor shall provide a contract manager who shall be responsible for the performance of the work. The name of this person and an alternate or alternates who shall act for the Contractor when the manager is absent shall be designated in writing to the CO. The Contractor shall provide telephone numbers of the contract manager and alternate or alternates where these persons may be contacted outside of normal duty hours. The contract manager shall be known as the Civil Engineer Operations Business Manager. In addition, contract manager or alternate shall:

1.1.4.1. Have full authority to act for the Contractor on all contract matters relating to daily operation of this contract. Operations Business Manager or alternate will have local authority to approve all purchase requests regardless of dollar amount.

1.1.4.2. Be available within twenty minutes during normal duty hours, to meet on the installation with Government personnel designated by the CO to discuss problem areas. The contract manager or designated alternate shall be on-site during normal duty hours and contingencies. During normal non-duty hours, the manager or designated alternate shall be available on-site within one hour after notification.

1.1.4.3. Schedule a PMR meeting on a semi-annual basis or as requested by the CO. Contractor shall develop procedures that document the management review process, which will be submitted for review and acceptance prior to initiation of first PMR meeting. Contractor shall identify key players recommended to attend the PMR, venue for meeting, contract performance, and conformance data, quality metrics, quality policies, identification of key process areas and process improvement events, corrective actions, review customer complaints, implemented changes that could affect management system, and improvement recommendations. Agenda for each PMR meeting will be distributed at least one week prior to meeting. Contractor shall be responsible for recording meeting minutes and record retention of these minutes. Contractor shall disseminate the minutes to whoever is identified on the PMR distribution within five workdays after the meeting.

At least 24 hours prior to distribution, the Contractor shall submit draft of minutes to R&O and

CO for review and approval.

1.1.4.4. Operations Meeting. Schedule a bi-weekly operations status meeting. The meeting shall include Government, Engineering Contractor, and relevant Contractor staff. The meeting will discuss current shop issues, shop support requirements, WIP, work classification issues, Government and Contractor stress factors, discussion of PM/work request executions and non-performed work, and discussion of implementable supportive mechanisms conducive to a good partnering environment. Contractor shall generate meeting agenda and send out for Government review at least 48 hours prior to meeting.

1.1.5. Asset Management Plans (AMP). The Contractor shall fully support AFI 32-1001, Civil

Engineer Operations and PAD 12-03 which seeks to employ a sustainable asset management approach using Common Levels of Service (LoS). Contractor shall be responsible for providing action officer support for each sub-AMP activity in this PWS that corresponds to the respective classification in the Operations Flight as written in Headquarters United States Air Force, Programming Plan for Implementation of Enterprise-Wide Civil Engineer Transformation, most current version (P-Plan). Contractor will support sub-AMP development as identified in the P-

Plan, participate in sub-AMP working groups, provide operational cost report analysis for high cost facilities, and provide respective equipment information validated by accurate equipment databases. Contractor shall be responsible for capturing condition information obtained from work performed on equipment tracked in the PMP. Contractor shall be responsible for providing condition assessment information for work performed to Government, Operations Engineering and Engineering Contractor for infrastructure and facility RPIE and RP. This supports

Government requirements such as but not limited to Geobase database, R&O Maintenance Master

Plan development, 5-year Plan development, BUILDER Program, Roofer Program, Paver

Program and red-line drawing updates for all Contractor executed system or component changes.

1.1.6. Facility Manager Program. The Contractor shall manage the Facility Managers Program

IAW AFI 32-1001. Management of the program includes but is not limited to updating local facility manager policies to ensure facility managers and organizational building representatives stay current in policies related to RP, keeping accurate facility managers listing, providing initial and annual refresher facility managers training, maintaining, and updating the AFSC TAFB

Handbook 32-9001, The Facility Managers Handbook. The Contractor shall update the Facility

Manager Training Slides and publish them on the Tinker Web after approval by COR/QA, annually. The Contractor shall hold an annual town hall meeting for all facility managers.

1.1.6.1. Training and Information. Contractor shall educate facility managers on energy conservation and work classification and consult with facility managers on aspects of facility operations related to energy management. Develop and disseminate information related to energy management, building system operations, and procurement of energy efficient goods and equipment.

1.2. OPERATIONS EXECUTION: PAD 12-03 Task List. The Contractor shall execute the following tasks as identified in Program Action Directive (PAD) 12-03 Implementation of

Enterprise-Wide Civil Engineer Transformation Operations Flight, Heavy Repair Element, Facility Systems Element, Infrastructure Systems Element and Operations Engineering Element.

Tinker AFB specific tasks follow in sections 1.3 and 1.4. Items listed as “non-utility privatization only” refer to systems that have been privatized. Points of demarcation have been established for the utility privatization efforts and establish who has primary responsibility for repair maintenance. The Contractor shall be responsible for coordinating work requirements with the various privatization contractors. Items that are crossed-out are either not applicable to Tinker

AFB or will be performed by others (typically Government and/or Engineering Contractor).

1.2.1. Heavy Repair Element.

1.2.1.1. Structures section

1.2.1.1.1. Provide locksmith services

1.2.1.1.2. Perform infrastructure metal work

1.2.1.1.3. Perform Interior facility minor facility repairs.

1.2.1.1.4. Repair exterior facility

1.2.1.1.4.1. Perform structural repair

1.2.1.1.4.2. Repair concrete facility

1.2.1.1.4.3. Repair masonry facility

1.2.1.1.4.4. Repair stucco or plaster facility

1.2.1.1.4.5. Repair ceramic or quarry tile

1.2.1.1.4.6. Perform metal work

1.2.1.1.4.7. Perform welding

1.2.1.1.5. Perform RP alteration

1.2.1.1.5.1. Perform metal work

1.2.1.1.5.2. Modify interior facility

1.2.1.1.5.3. Modify exterior facility

1.2.1.1.6. Perform installation assessment and CE recovery operations after contingency

1.2.1.1.6.1. Perform damage assessment of airfield, facilities, and infrastructure systems

1.2.1.1.6.2. Conduct recovery actions of airfield, facilities, and infrastructure systems

1.2.1.1.7. Attend annual asbestos awareness training (AFI 32-1052)

1.2.1.1.8. Maintain roof reporting system

1.2.1.1.8.1. Conduct periodic inspections

1.2.1.1.8.2. Annotate existing conditions

1.2.1.1.8.3. Conduct investigations

1.2.1.1.8.4. Utilize equipment for data gathering

1.2.1.1.8.5. Input data into roofing database

1.2.1.1.8.6. Maintain accuracy of data

1.2.1.1.9. Repair roofing systems (e.g., BUR, SSMR, shingle, tile, membrane, asphalt, composite, metal, concrete)

1.2.1.1.9.1. Repair roof distresses

1.2.1.1.9.2. Repair top surface of roof

1.2.1.1.9.3. Repair waterproofing membrane

1.2.1.1.9.4. Repair insulation material

1.2.1.1.9.5. Repair decking

1.2.1.1.9.6. Repair other structural elements

1.2.1.1.10. Maintain roofing systems (e.g., BUR, SSMR, shingle, tile, membrane, asphalt, composite, metal, concrete)

1.2.1.1.10.1. Conduct periodic inspections

1.2.1.1.10.2. Identify problem areas

1.2.1.1.10.3. Coordinate repair method (contract, I-H)

1.2.1.1.10.4. Evaluate work performance

1.2.1.1.10.5. Perform QA

1.2.1.1.10.6. Perform task order close out/completion

1.2.1.1.10.7. Conduct routine maintenance of gutters, roof top equipment, debris, flashing, copings, etc.

1.2.1.1.11. Repair interior facility

1.2.1.1.11.1. Repair concrete facility

1.2.1.1.11.2. Repair masonry facility

1.2.1.1.11.3. Perform structural repair

1.2.1.1.11.4. Repair stucco or plaster facility

1.2.1.1.11.5. Repair ceramic or quarry tile

1.2.1.1.11.6. Perform metal work

1.2.1.1.11.7. Repair interior drain, vent, and collection system

1.2.1.1.11.8. Perform welding

1.2.1.1.11.9. Repair floor covering

1.2.1.1.11.10. Perform minor painting

1.2.1.2. Pavements and equipment/grounds section

1.2.1.2.1. Maintain sidewalk, bike, and jogging surface

1.2.1.2.1.1. Inspect for maintenance requirement

1.2.1.2.1.2. Perform maintenance on sidewalk, bike, and jogging surface

1.2.1.2.2. Maintain storm drainage

1.2.1.2.2.1. Clean storm drain

1.2.1.2.2.2. Inspect storm drain for short-term maintenance

1.2.1.2.3. Maintain driveway, parking lot, and storage area and inspect for short-term maintenance

1.2.1.2.4. Execute and/or support entomology in flight line grounds weed control

1.2.1.2.4.1. Weed control in pavements

1.2.1.2.4.2. Weed control in turf Performed by others

1.2.1.2.5. Repair road

1.2.1.2.5.1. Repair road surface

1.2.1.2.5.2. Repair curb and gutter

1.2.1.2.5.3. Repair ditch and culvert

1.2.1.2.6. Maintain road

1.2.1.2.6.1. Maintain road surface

1.2.1.2.6.2. Maintain guard rail

1.2.1.2.6.3. Inspect road, curb, gutter, ditch, and culvert for short-term maintenance

1.2.1.2.6.4. Maintain curb and gutter

1.2.1.2.6.5. Maintain ditch and culvert

1.2.1.2.7. Repair fences

1.2.1.2.8. Repair and inspect storm drain swales and outfalls

1.2.1.2.9. Repair airfield

1.2.1.2.9.1. Remove weeds from joints

1.2.1.2.9.2. Repair pavement joints

1.2.1.2.9.3. Repair asphalt and concrete pavements

1.2.1.2.10. Perform system operation (sweeping/snow removal/maintenance)

1.2.1.2.10.1. Sweep airfield

1.2.1.2.10.2. Sweep base streets

1.2.1.2.10.3. Sweep parking lot

1.2.1.2.10.4. Sweep open storage area

1.2.1.2.10.5. Remove snow from airfield

1.2.1.2.10.6. Remove snow from base streets and parking lots

1.2.1.2.10.7. Maintain airfield

1.2.1.2.10.8. Perform operator maintenance on equipment and vehicles.

1.2.1.2.11. Perform RP construction

1.2.1.2.11.1. Construct access road

1.2.1.2.11.2. Construct fences

1.2.1.2.11.3. Construct ditch, culvert, storm drain, sub-surface drain

1.2.1.2.11.4. Construct curb and gutter

1.2.1.2.11.5. Construct driveway, parking lot, and storage area

1.2.1.2.11.6. Construct sidewalk, bike, and jogging surface

1.2.1.2.11.7. Submit required documents to RP for update of official records, upon completion

1.2.1.2.12. Perform RP alteration

1.2.1.2.12.1. Perform RP modification

1.2.1.2.12.2. Submit required documents to RP for update of official records, upon completion

1.2.2. Facility Systems Element.

1.2.2.1. Alarm systems section

1.2.2.1.1. Perform maintenance on RPIE fire alarm systems

1.2.2.1.1.1. Perform maintenance on control panels and annunciator equipment

1.2.2.1.1.2. Perform maintenance on initiating devices

1.2.2.1.1.3. Perform maintenance on notification appliances

1.2.2.1.1.4. Perform maintenance on digital alarm transmitters/receivers

1.2.2.1.1.5. Alter and modify fire alarm systems

1.2.2.1.1.6.