CE BOS PWS Draft.pdf

This document is for informational purposes only, No appendixes, nor attachments are included, nor available for distribution. This document is subject to change and not binding.

PERFORMANCE WORK STATEMENT FOR

MACDILL AFB FL

CIVIL ENGINEER

BASE MAINTENANCE CONTRACT

CONTRACT: FAXXXX-XX-X-XXXX

6th Air Refueling Wing

1 April 2024

DRAFT

6th Air Refueling Wing Mission

Foster urgency and excellence in our flying and installation support missions and ensure value and care for each person and their family.

6th Civil Engineer Mission

Plan, program, design, construct, operate and maintain base facilities. Also provide fire protection and rescue, explosive ordinance, emergency management and environmental services for the 6th Air Refueling Wing (6 ARW), United States Central Command (USCENTCOM), United States Special Operations Command (USSOCOM), and other MacDill tenants.

Generally Included Services:

Operations: Operations Management, Operations Engineering, Facility Systems, Heavy Repair and Infrastructure Systems, etc.

Engineering: Programming, Planning, Real Property, Design, CADD/GIS, and Construction Management, etc.

Environmental: Compliance, Natural & Cultural Resources, EIAP/NEPA, Pollution Prevention, Restoration/Installation Restoration Program, etc.

Emergency Management: Base Readiness and Deployment Training, CBRNE, Emergency Response, Unit Deployment Manager, etc.

Generally Excluded Services: (some minor support may be required as described in PWS):

Military Family Housing

Explosive Ordnance Disposal Operations

Fire Department Operations

Civil Engineer Squadron Resources Section (government office)

Potable water system (from point of demarcation) and the sanitary sewer/wastewater treatment plant are maintained by a Utility Privatization contractor

Natural Gas (from point of demarcation) is maintained by a Utility Privatization contractor

Custodial, Grounds Maintenance, and Intergraded Solid Waste Management are provided via separate government contracts

Base Clinic and Commissary each have separate facility maintenance contracts to maintain those facilities. Coordination will be required for scheduling utility outages, fire alarm testing, general base recovery actions following a significant weather event

Contract Type: Firm Fixed Price for all Labor with Cost Reimbursable Line Items (CLINs) for Contractor Acquired Parts (CAP), Travel, Fuel and other Cost Reimbursable CLINS for other services as describes in the PWS. It also contains options to negotiate or extend services for items that are “over and above” the requirements contained in the PWS.

Government Provided and Contractor Provided Items: As further detailed in the PWS and appendices the government will provide the contractor with on base buildings to work from, some utilities as described in the PWS, and the existing Government Furnished Property (GFP). All computer, printer, plotter, and software items needed for the contract will be approved, and/or directed by the government, for contractor purchase via cost reimbursable CLIN. Additionally, the government will pay for all vehicle and equipment gasoline via cost reimbursable CLIN. Tools, equipment, and vehicles needed to complete the work that are not provided as GFP will be provided by the contractor as part of the FFP of the project. The replacement of GFP and/or contractor tools, equipment, and vehicles to perform the requirements of the PWS are at the contractor’s expense.

Contractor Organization: Nothing in the PWS in intended to dictate how the contractor should organize to complete the work requested in this contract. However, there are 50+ other Civil Engineer Squadrons in the AF and the contractor will be required to respond to all taskings, and data calls for included services, issued by higher headquarters, and personnel in various job functions shall be easily identifiable by higher headquarters and other Air Mobility Command (AMC) bases. Additionally, the contractor should note that response times will be very strictly enforced, and no exceptions will be made for a contractor trying to use an off-base asset who gets stuck at the gate during duty hours (with the exception of those services contract items described above).

TABLE OF CONTENTS

LIST OF APPENDICES

Appendix A–Historical Workload Appendix B–Real Property Appendix C–Air Force Preventative Maintenance Task List Data Appendix D–Licenses and Certifications Appendix E–Maps and Work Area Layouts Appendix F–Government-Furnished Equipment (EAID Government Owned) Appendix G–Government-Furnished Equipment (Non-EAID) Appendix H–Government-Furnished Facilities Appendix I–Government-Furnished Automated Data Processing Equipment (ADPE) Appendix J–Government-Furnished Radios Appendix K–Government-Furnished Training Appendix L--Support Agreements/Memorandum of Agreements Appendix M--Publications and Forms Appendix N--Required Reports Appendix O--Local Plans Appendix P--Abbreviations and Acronyms Appendix Q--Definitions Appendix R--Mission Essential Services Appendix S--CE Playbooks Appendix T--Temporary Structures Appendix U–Storm Water Ponds

1. DESCRIPITION OF SERVICES: The contractor shall meet all requirements and responsibilities in this document, including providing all necessary management, personnel, labor, tools, equipment, training, and items not expressly identified as government provided within this document. The contractor shall provide all other items and services necessary to perform all

Civil Engineering (CE) services, tasks, and functions for MacDill Air Force Base (MAFB), FL as defined in this performance work statement (PWS). The contractor shall provide and maintain a fully trained, qualified, and knowledgeable workforce that is professional and customer service oriented. The contractor shall ensure that employees possess all necessary certifications to perform work required by this PWS or by documents referenced herein. The contractor is expected to provide guidance and coordination for base CE functions to ensure effective and economical operation of all activities. The contractor is expected to accomplish all work in accordance with (IAW) the objectives and responsibilities outlined in applicable Air

Force (AF), Major Command (MAJCOM), and MAFB, directives, instructions, manuals, regulations, plans, and technical orders. The contractor is expected to ensure all work is performed in an orderly and timely manner to enable the 6th Air Refueling Wing (ARW) and associated units to meet mission requirements.

2. OPERATIONS:

2.1. Operations Flight Scope: The contractor is responsible for managing and providing effective and efficient life-cycle operations and maintenance and repair of facilities, non-privatized infrastructure, Real Property (RP), Real Property Installed Equipment (RPIE), and government identified non-RP/RPIE assets, Real Property Similar Equipment (RPSE), Equipment Authorization Inventory Data (EAID) equipment under the control of MAFB.

This includes (1) operations management; (2) operation engineering; (3) facility systems operations and sustainment; (4) heavy repair; and (5) infrastructure systems. Broad examples of included activities are heating ventilation and air conditioning (HVAC), plumbing and electrical maintenance and repair, fire suppression maintenance, airfield maintenance, service request (SR) management, minor construction, structural, and roof maintenance.

2.2. Utilities Privatization (UP): The primary potable water and wastewater, and primary natural gas distribution systems are privatized and under the control of the system owners. Contractor is responsible for all secondary and lateral infrastructures throughout

MAFB from established points of demarcation (POD). Contractor shall provide engineering and other support services to the government concerning UP systems as required.

2.3. Contractor Operations Management: Performs all activities and functions related to leading, managing, training, directing people, and resources dedicated to performing operations and maintenance for all RP, RPIE, government identified non-RP/RPIE assets, RPSE, and EAID equipment under the control of MAFB. Provides information and support to the Base Civil Engineer (BCE) and government designated CE representatives as required. Generates, distributes, files, and maintains records of all required inspections, testing, training, certifications, operating instructions, appointments, and policy letters.

2.4. Operations Engineering: Responsible for engineering services and support to analyze, plan, and document current and long-term sustainment of RP and RPIE. Interfaces with customers to gather and validate emergent requirements. Ensures NexGen IT and sustainment management systems (SMS) are accurate and complete. Performs cost estimating. Determines material requirements and requests materials. Supports contingency and natural disaster plans. Attends meetings with various agencies concerning CE operations such as the Facilities Board. Contractor will provide a contractor owned Material Acquisition System (MAS). Contractor ensures NexGen IT, Materiel Acquisition System, and sustainment management systems are accurate and complete.

2.4.1. In-House Engineering Capability: Analyzes, designs, and plans corrective repairs for shop craftsmen execution. Efforts limited to small scale in-house actions within work task or facilities project scope.

2.4.2. Requirements and Optimization: Responsible for proactive systems performance analysis, resource optimization, life-cycle requirements, and customer interface. Areas of responsibility are critical equipment failures, preventative maintenance (PM), activity management plan (AMP), sub-AMPs, demand maintenance/customer service, NexGen IT/SMS data standards and analysis, project review, integration/warranty management, and contingency planning and response.

2.4.3. Critical Equipment Failures. The Contractor shall provide a Root Cause Analysis (RCA) of all equipment worth more than $5K that fails prematurely (Premature failure is unexpected failure that is not expected by condition, or mode of operation). The RCA shall be initiated within seven calendar days and the RCA completed within 30 calendar days after equipment failure. The RCA findings shall be provided to 6 CES/CEO each month and shall include information on the equipment (make, model, and capacity), the operating parameters (current and historical), mode of failure, potential solution, and cost associated with failure to include mission impact. The Contractor shall provide to 6 CES/CEO a Critical Equipment Failure Report not later than 180 calendar days after start of FOC and not later than six months after the first submission and each submission thereafter.

The report shall include a summary of all premature equipment failures over the past six months. The Contractor shall perform trending analysis to determine the performance of equipment and provide recommendations to anticipate and minimize future critical equipment failures.

2.4.3.1. The Contractor shall determine tradeoffs on levels of service, risk, cost-benefit, and return of investment to support mission requirements and the long term plan. For any item valued at over $5K identified as amber or red in BUILDER or GIS, estimate a time of failure if preventive maintenance were stopped. Estimate a cost to replace the item upon failure. Estimate any increased life to be achieved if preventive maintenance were to be made more robust. From this data, the Contractor shall create a recommendation to stop preventive maintenance or increase preventive maintenance based on cost to maintain versus cost to replace. In addition, the Contractor shall provide a summary of recommendations to increase the reliability of the equipment such as maintenance/repair equipment or internal/external process improvements. The Contractor’s analysis should include the cost/savings associated with performing the improvement and return on investment, as well as funding or man-hour requirements to implement. The Contractor may use optimization techniques such as Failure Mode Effect Analysis to improve equipment performance and predict failures. Once the 6 CES/CEO approves the Contractor’s recommendations, the Contractor shall incorporate the improvements into the PM Plan.

2.4.4. Preventative Maintenance (PM) Program: Using the PM Playbook, implements an effective PM Program through inventory and condition assessments of PM assets. The contractor shall establish, deliver and maintain a preventive maintenance program that ensures the reliability and maintainability of all RP, RPIE, and government identified non-RP/RPIE assets, RPSE, and EAID equipment under the control of MAFB. The PM Program responsibility is a function of operations engineering and focuses on the overall aspects of PM, such as ensuring PM inventory accuracy with the BUILDER database, on-time PM completion, etc. These activities must be executed in concert with facility systems, heavy repair, and infrastructure systems and performed on a continual basis as an integral part of day-to-day operations. Develops PM work plans to efficiently utilize craftsmen’s time and travel. The contractor must execute 100% of the monthly scheduled PM requirements for assets identified in the PM Program, except for government-approved deviations. These deviations are limited to issues outside the contractor’s control, such as lack of access to facilities under renovation, etc.

2.4.4.1. PM Inventory: Ensure all RP/RPIE inventory documentation between the BUILDER and NexGen IT systems are accurate and up to date. Perform complete RP/RPIE data inventory review annually and provide inventory review to COR.

2.4.4.2. Preventive Maintenance Task Lists: The Contractor shall comply with manufacturer’s preventive maintenance recommendations throughout the warranty period of newly installed equipment. After the warranty period has expired, all commercial equipment shall be maintained IAW the RS Means Preventive Maintenance Task Lists (PMTLs). Air Force unique equipment shall be maintained IAW Air Force PMTLs (found on CE DASH SharePoint (PMTL Home Page). In the event that both an RS Means and Air Force PMTL exist for a particular piece of equipment, the Contractor shall adhere to the Air Force PMTL (compulsory standards related to ETLs, UFC, National Fire Protections Agency (NFPA) and other Air Force specific mandates have been incorporated into the Air Force PMTL). No other Maintenance Activity Sheets or non-standard PMTLs may be used without 6 CES/CEO approval. The PMTL tasks associated with each frequency (e.g., “weekly”, “monthly”, etc.) shall be followed in its entirety.

2.4.4.3. Facility Manager Coordination: The Contractor shall coordinate a minimum of one week in advance with the facility manager in the facilities where PM is scheduled. The Contractor shall attempt to contact the facility manager at least once each by email and by phone to schedule the work. If the facility manager does not respond, the Contractor shall annotate accordingly on the PM checklist and complete the work as scheduled/required.

2.4.4.4. Follow-On Corrective Maintenance: If the Contractor identifies corrective maintenance (CM) requirements while doing PM, the Contractor shall submit required information to CSU so that this CM can be prioritized/accomplished under a separate Priority 1 or 3 CM service request/work task, as appropriate.

2.4.4.5. The contractor shall conduct random PM verification inspections to check that all preventive maintenance listed as having been completed by the craftsman/technician has been completed in accordance with PMTL/manufacturer recommendations. The contractor shall conduct quality control inspections of the preventive maintenance program; a minimum of three facilities (this includes all PM requirements for that facility) will be inspected each week throughout the year. The contractor shall provide a weekly written report documenting the findings of the inspection to the COR; the report will include a corrective action plan for any deficiencies discovered during the inspections.

2.4.4.6. The Contractor shall perform annual preventive maintenance versus breakdown maintenance analysis to evaluate the long-term costs associated with PM schedules compared to the replacement costs of not performing maintenance and resulting breakdown. The Contractor shall provide recommendations on which PM assets are more cost effective to “run to failure”.

2.4.5. AMP Responsibilities: Assigns, gives direction to, and enforces deliverables from sub- AMP subject matter experts (SMEs) for each applicable sub-AMP. Ensures appropriate members from across the squadron and installation are invited to and actively participate in AMP working groups. Chairs quarterly facilities AMP working group to integrate and synchronize any sub-AMP working group efforts. Facilitates integration of AMP plans, requirements, and priorities into the base comprehensive asset management plan (BCAMP). Directs the planning aspect of an activity and integrates the sub-activity requirements and priorities into the AMP to assess the activity, identify requirements, and effectively plan, program, budget, and execute resources necessary for optimal life-cycle operation of the activity using a risk-based approach. Oversees the life-cycle performance and condition of all component inventory management metrics in assigned built and natural infrastructure. Assists in defining/prioritizing projects within the respective activity and identifying and working to resolve issues. Reviews and validates building assets facility condition index and life-cycle requirements generated by SMS (e.g., NexGen IT, BUILDER, etc.).

Initiates inspection and root-cause analysis protocols to update compliance inspections (CIs) to reflect actual conditions. Based on inspection protocols, supports inspections based on mission dependency index (MDI) for non-preventive maintenance condition assessments and ensures related data is entered into SMS for metric development. Ensures inspection protocols are completed and that condition assessment data in the built asset inventory are updated as a result of PM inspections. Works with planners and section craftsmen to review facility projects and in-house projects during initial phase of the review process to evaluate requirement against the BCAMP. Attends the work request review board (WRRB).

2.4.6. AMP Managers: The Contractor shall provide an Airfield and Transportation Network (TNAP) and Utility AMP Manager. The AMP Managers shall chair the semi-annual AMP Working Group (WG), formally request squadron and base representatives to the AMP WG, develop and maintain a process to conduct quarterly AMP WG meetings, assign and give direction to sub-AMP managers as well as enforce deliverable timelines, facilitate integration of AMP plans, requirements and priorities into the BAMP and BCAMP, assist in defining/prioritizing projects with the respective activity, validate SMS and GIS data and ensure accuracy, and ensure appropriate civil engineering staff are provided AMP training. The Contractor shall ensure that all AMP Working Group Meeting Minutes are recorded for each AMP WG meeting and distributed to all attendees. The AMP WG meeting minutes shall narrate the content of the slides as well as include all topics and action items discussed in the meeting. The AMP Working Group Meeting Minutes shall be submitted not later than seven calendar days after meeting.

2.4.7. Sub-AMP Managers: The Sub-AMP Managers shall be responsible for leading Sub- AMP WG meetings (quarterly), quarterly review of the entire Sub-AMP-related asset inventory and condition assessments in the Sustainment Management Systems (SMS) such as BUILDER, UTILITY, PAVER, VAST, etc., as well as the geospatial database (GIS), and TRIRIGA™ (when on-line), coordinating mission priorities for each asset through local leadership, coordinating facility and equipment condition inspections, defining courses of action to remedy abnormalities, projecting asset lifecycle replacement requirements, and benchmarking Kirtland’s sub-activities with industry and government best practices. For each Sub-AMP WG meeting, the

Contractor shall report and summarize changes to equipment inventory or condition in the SMS and GIS, review prior quarter items related to data input quality and data analysis and trend spotting; report current quarter items related to contract design and warranty inspection requirements; and report future planning related to ongoing/impending projects and in-house work, or report any other general Sub- AMP related issues that require leadership attention. The Contractor shall ensure that all Sub-AMP Working Group Meeting Minutes are recorded for each Sub-AMP WG meeting and distributed to all attendees. The Sub-AMP WG meeting minutes shall narrate the content of the slides as well as include all topics and action items discussed in the meeting. Sub-AMP Working Group Meeting Minutes shall be submitted not later than seven calendar days after meeting.

2.4.7.1. Electrical Sub-AMP: Responsible for all AF-owned electrical power production and secondary systems. Responsibilities include airfield, roadway, area and security lighting, lightning protection, grounding and bonding systems, and cathodic protection. Responsibilities also include arc flash, relay coordination, and electrical system modeling programs as related to the secondary distribution system. In coordination with the government, develops cost estimates, reviews plans, and advises on electrical projects. The electrical sub-AMP provides facility ICS inputs to the government facilities AMP manager.

Generator fuel supplies to meet emergency electrical requirements are a responsibility of the electrical sub-AMP. Responsible for the 5-year defense plan (FYDP) +2 infrastructure plans to include primary and secondary electrical, cathodic protection, and airfield lighting plans. Airfield and roadway lighting/lightning protection systems and aircraft arresting system (AAS) are also covered in the TNAP AMP which requires coordination of requirements.

2.4.7.2. Storm Water Sub-AMP: Responsible for the storm water system. This includes lift stations, collection lines, manholes, oil/water separators, and other pre-treatment units (storm water pipes, swales, detention/retention areas, and outfalls). Works closely with the government sub-AMP manager to provide watershed-level storm water planning. The storm water sub-AMP has primary responsibility for all related manmade structures and the sub-AMP manager consults regarding the effects those structures (or the lack thereof) have on the watershed. Coordination between affected sub-AMP representatives is essential. The dividing line is the 5-foot line for facilities under the government facilities AMP manager and paved surfaces for TNAP sub-AMP representatives. Responsible for the FYDP+2 infrastructure storm drainage plans.

2.4.7.3. Potable/Non-Potable Water Sub-AMP: The potable/non-potable water sub-AMP is responsible for all AF-owned potable water, non-potable water, and fire emergency services (FES) systems up to the UP POD. This includes, secondary distribution lines, pumps, valves, etc. In coordination with the government, reviews plans, and advises on privatized utilities water projects.

The potable/non-potable water sub-AMP representative is responsible for the FYDP+2 infrastructure water plan.

2.4.7.4. Mechanical Distribution Sub-AMP: Responsible for all facilities providing transmission, monitoring, and maintenance support to the distribution system.

This includes all AF-owned and privatized non-electric energy transmission systems (natural gas, hot water, steam) within the base boundary up to the 5-foot line of structures. Responsible for all facility- specific HVAC systems and facility mechanical rooms. Responsible for FYDP+2 infrastructure plans to include natural gas and HVAC plans. In coordination with the government, develops cost estimates, reviews plans, and advises on privatized utilities natural gas projects.

2.4.7.5. Mechanical/HVAC Systems Sub-AMP: Responsible for those systems consistent with commercial standard mechanical systems and conveying systems including cooling, heating, and ventilating. Responsible for the overall operation, maintenance, repair, compliance, sustainment, and recapitalization of facility-related mechanical/HVAC assets and associated FYDP+2 requirements identification. Works closely with technical staff and is knowledgeable in the different systems.

2.4.7.5.1. HVAC, Energy Management and Control System (EMCS) and Energy Program Plan. The Contractor’s Operations Engineering Requirements and Optimization Function shall be responsible for the Mechanical Sub- AMP and shall coordinate with the Contractor HVAC and EMCS personnel to develop a Kirtland HVAC, EMCS, and Energy: Temperature Control Program Plan IAW the Air Force Guidance Memorandum to AFI 32-1001, Operations Management. The MacDill HVAC, EMCS, and Energy: Temperature Control Program Plan shall be provided not later than 90 calendar days after start of FOC and not later than 30 calendar days prior to the start of each successive performance period. The MacDill HVAC, EMCS, and Energy: Temperature Control Program Plan shall include the Air Force policy on maximum heating and minimum cooling temperatures and shall include formal procedures for:

Ensuring all spaces at MacDill comply with the temperature setting and set-back requirements.

Coordinating with facility managers at least annually to confirm occupancy schedules and any mission-essential equipment temperature or humidity requirements.

Process for customers to deviate from the set points and set-back requirements due to broken systems, exterior envelope issues, or temporary occupancy changes.

Identifying top HVAC systems at MacDill that would most benefit from a review to troubleshoot/diagnose HVAC and/or control issues.

2.4.7.5.2. The MacDill HVAC, EMCS, and Energy: Temperature Control Program

Plan shall include an attachment that outlines all of the facilities on Kirtland, their relevant space use (using the Space Utilization Space File (S-file) data on administrative, retail, community areas, warehouse, and shop space), and the corresponding HVAC systems and components from BUILDER.

2.4.7.5.3. HVAC Optimization Major Repair and Replacement Plan: The Operations Engineering Requirements and Optimization Function shall be responsible for the Mechanical Sub-AMP and shall coordinate with the Contractor’s HVAC personnel to develop an HVAC Optimization Major Repair and Replacement Plan that spans five years of investments at Kirtland. The HVAC Optimization Major Repair and Replacement plan shall be provided not later than 180 calendar days after FOC and not later than 30 calendar days prior to the start of each successive performance period. The HVAC Optimization Major Repair and Replacement plan shall examine the entire inventory of regulated refrigerants and air-conditioning and refrigeration (AC/R) equipment, equipment condition and efficiency, the availability of the equipment’s refrigerant, and shall propose cost-effective equipment replacement.

IAW guidance provided in AFMAN 32-7002 §3.3.5.1.3 Refrigerant Management. The plan shall prioritize replacement recommendations based on mission impact, future refrigerant needs, habitually leaking equipment, return on investment, and effective refrigerant management principles. Subsequent submissions of the plan shall track progress on previously identified (and executed) HVAC repair/replacement priorities.

2.4.7.6. Facilities Structure and Finishes Sub-AMP: Responsible for those systems consistent with plumbing systems, electrical systems, and FES. This includes interior water and wastewater, fire suppression, lighting, alarms, and interior electrical. The Contractor Facilities Structure and Finishes Sub-AMP manager shall be responsible for those systems consistent with UNIFORMAT II substructures, shell, and interiors including roofs, interior/exterior walls, windows and doors, floors and foundations, and stairs. The Contractor Facilities Structure and Finishes Sub-AMP manager shall be responsible for the overall operation, maintenance, repair, compliance, sustainment, and recapitalization of facility related assets and associated FYDP+2 requirements identification. The Contractor Facilities Structure and Finishes Sub-AMP manager shall work closely with technical staff knowledgeable in the different systems.

2.4.7.7. Airfield and Transportation Networks AMP. The Contractor shall provide

AMP and Sub-AMP Managers to ensure all applicable assets are properly inventoried in the SMS/PAVER and NexGen IT assessed, and managed IAW AMP and Sub-AMP requirements. The Contractor shall assign the following Sub-AMP Managers who shall responsible for:

2.4.7.7.1. Airfield Pavements Sub-AMP: The Airfield Pavements Sub-AMP manager shall be responsible for managing the portfolio of all Air Force owned airfield pavements including runways, taxiways, aprons, and miscellaneous airfield pavements. This includes signage, pavement markings, and aircraft arresting systems (AAS). The Airfield Pavements Sub-AMP manager is jointly responsible for the Future Years Defense Program (FYDP) +2 infrastructure pavements and traffic/traffic controls plans.

2.4.7.7.2. Pavements Sub-AMP: The Pavements Sub-AMP manager shall be responsible for managing the portfolio of all Air Force owned roads, bridges, parking lots, curbs and gutters, traffic signals, signage, marking, sidewalks, walkways, rail systems, and docks. This also includes traffic management and planning. The Pavements Sub-AMP manager works with the Facilities AMP manager regarding docks that are part of buildings. If the dock is a separate structure, the pavements action officer has primacy. If the dock is part of a building, the Facility AMP manager has primacy. The Pavements Sub-AMP manager shall be jointly responsible for the FYDP+2 infrastructure pavements and traffic/traffic controls plans.

2.4.7.7.3. Bridge Inspections and Reporting: The Transportation Network and

Airfield Pavement AMP Manager shall ensure bridges on Air Force installations are inventoried and inspected according to UFC 3-310-08, Non-Expeditionary Bridge Inspection, Maintenance, and Repair. The

Transportation Network and Airfield Pavement AMP manager shall provide an update to AFCEC/CO annually. This meets the requirements of the

Federal Highway Administration National Bridge Inventory.

2.4.8. Customer Service Unit (CSU): Utilizing the work management playbook and business process library, operates a centralized CSU 7 days a week/24 hour a day, including holidays. The CSU receives and processes service requests and provides customers with work tasks status updates.

2.4.8.1. The CSU manages other CE requirements to include, but not limited to, scheduling and coordinating utility outages (including privatized utilities), processing work clearance permits, HVAC scheduling, facility outages, and other related CE related activities.

2.4.8.2. Initiates and develops work schedules (daily, weekly, monthly, quarterly, semi-annual and annual). Enters work task data into NexGen IT to include material costs and labor information. Develops project/WT status and other relevant information for briefings. Develops and maintains audit records/files.

Tracks, coordinates, and routes SRs and work clearance requests (AF Form 103, locally developed work clearance requests, road closure permits, utilities outages, etc.). Coordinates planned utilities outages with appropriate agencies a minimum of 3 days in advance.

2.4.8.3. Provides coordinated work tasks and/or facility projects for WRWB/WRRB review and approval. Ensures appropriate shop coordination on planned in-house work orders.

2.4.8.4. Transfers approved WTs and/or facility projects in NexGen IT for programs relevant execution. Ensures WTs and/or facility projects have been reviewed/coordinated by the appropriate shop.

2.4.8.5. Coordinates with and ensures WRWG/WRRB attendance by appropriate agencies (e.g., fire department, safety, environmental, engineering, sub-Amp sections, etc.). Communicates WT decisions, investment plans, and repair timelines to customers.

2.4.8.6. Collects information from each shop on available man-hours. Updates shops on all open work to include type of work, asset criticality (tier), and cost.

Gathers shop priorities based on AF-standard prioritization models and adjusts for local logistical/environmental considerations.

2.4.8.7. Coordinates with engineers/sub-AMP personnel to ensure that shop priorities accurately reflect systems investment plan priorities. Obtains government approval of shop priorities.

2.4.8.8. Aligns available man-hours to approved priorities. Ensures cross-shop coordination for any multi-craft work.

2.4.8.9. Executes WT closeout to include coordination with the government to update base maps and applicable floor plans, ensures accurate RP capitalization, base standard for preparing and submitting DD Form 1354, and accurately accounts for all costs.

2.4.8.10. Conducts weekly operations update meeting. The meeting will cover service request, work tasks, unaccompanied housing work tasks, status of service contracts, preventive maintenance status, material order status and https://www.esd.whs.mil/Portals/54/Documents/DD/forms/dd/dd1354.pdf base event/issues. Provide number received, completed, and outstanding for each type. During the meeting the contractor shall be provided government priorities for each work type and awareness of other base events/issues. The government can request changes to the meeting format as needed to gain efficiencies with information being provided.

2.4.9. NexGen IT/SMS Data Standards, Analysis and Materiel Acquisition System (MAS): Maintains data entry quality and accuracy standards based on AF policy, NexGen IT procedures, and technical guidance. Trains personnel, within 30-days, on data entry standards (e.g., cost accounting, type of work, prioritization, asset coding, maintenance performed, failure descriptions, direct inspections, etc.).

Maintains an active roster of trained data stewards representing each contract shop. Conducts quarterly review of each shop’s data entry quality, timeliness, and accuracy, and addresses corrections through shop leadership or through sub-AMP working groups. Provides reports for all AMP and sub-AMPs to outline and align programmed investments and worst performing assets (e.g., operations and maintenance (O&M) costs, service calls). Develops up to three unique reports annually that are required for local needs or HHQ taskers.

2.4.9.1. The MAS shall provide the following functions be cloud-based and/or available via commercial internet connection, enable inventory control, provide bill of materials per work order, provide status of shipping and estimated delivery dates, manage available funding, enable U-Fix-It store operations, generate purchase requests based on inventory and set reorder points. The MAS shall be capable of providing all reports on a daily frequency.

The contractor shall provide inventory listings and inventory discrepancy adjustments reports monthly.

2.4.10. Industrial Control Systems (ICS) Standards & Analysis: Maintains ICS standards across all systems/sub-AMPs based on AF policy and technical guidance.

Coordinates with the government energy manager to ensure that O&M activities are aligned to installation energy management goals and prioritized to optimally reduce the installations energy consumption. Provides oversight on energy and ICS aspects of O&M activities to include assessment of energy performance of key building systems (e.g., HVAC, controls, lighting, power systems to ensure optimal efficiency. Identifies, a minimum of 20% annually, energy systems for re-commissioning or retro-commissioning to improve energy performance and goal attainment. Revises HVAC and mechanical set points strategy for optimal building operation as determined in coordination with base energy manager.

2.4.10.1. Manages the ICS Program: Trains personnel on tools provided through transforming ICS technology. Provides on-demand ICS expertise to engineers, craftsmen, and contracting officer’s representatives (CORs). Coordinates with appropriate engineers/sub-AMP chairs to aid in PM planning for ICS.

Coordinates with all engineers/sub-AMP chairs to aid in investment planning for ICS. Reviews PWS, contract specifications, and projects to ensure the government receives mission capable/high performing/ warrantied products.

Attends design charrettes to ensure feasible, standard, and aggressive use of ICSs. Performs project design reviews at each contract milestone to ensure quality, maintainable control systems are being implemented. Reviews construction material submittals as applicable to ensure quality/warrantied/maintainable ICS are constructed/installed. Coordinates with base energy manager to spot trends and analyze the root cause of trends in energy use. Coordinates with HHQ SMEs on changing policies and technical guidance to ensure standards are met.

2.4.11. Contract Project Review Integration and Warranty Management: Coordinates with the government to gather information and provide comments for all ongoing/impending contract construction to include contract specifications, design charrettes, design reviews, materials submittal, meetings, O&M turn-over meetings, training, and warranty inspections. Creates a systematic process to move reviews through engineers/shops/SMEs. Schedules quarterly warranty/design review meetings with engineers/shops/SMEs. Ensures all warranty information is catalogued according to the unit warranty tracking system and/or NexGen IT procedures. Briefs each sub-AMP working group quarterly on contract review and warranty inspection requirements for the next quarter. Creates and maintains a systematic process to manage warranties and fully utilize the terms of all warranties. Holds personnel accountable for meeting suspenses and attending scheduled meetings. Provides on-demand engineering expertise to CORs for any contract project.

2.4.11.1. The Contractor shall develop an CEO operations standard operating procedure (SOP) to ensure the Engineering, Real Property, and Operations functions communicate and provide cross-function support required for Operations involvement in early project design stages and Operations and Maintenance turnover and Real Property capitalization at project closeout (e.g. Work Tasks, Facility Projects, Capitalized Facility Projects).

2.4.12. Contingency Planning & Response: Supports command/control to perform installation assessment and CE recovery operations after contingency. Supports engineering activities in unit control center (UCC). As directed by UCC, performs damage assessment of airfield, facilities, and infrastructure systems. Supports recovery actions of airfield, facilities, and infrastructure systems. Maintains UCC maps, plans, charts, and other documents and files. Monitors and operates communication equipment. Coordinates annual checklist reviews by all shops.

Maintains monthly stand-by roster and stand-by procedures. Provides input to contingency response plan. Familiar with all base emergency plans in the event of real world incidents, natural disasters, and other unforeseen emergencies.

Performs functions necessary to minimize loss of personnel, resources, and operational capability. Participates in base exercises as directed.

2.4.12.1. Mission Essential Services. Services determined to be essential for performance during crises according to DODI 1100.22 are emergency and urgent work requests, disaster preparedness, emergency operations and infrastructure maintenance. The contractor shall continue providing service to MAFB 24 hours a day until the crisis is over. The contractor shall ensure enough skilled personnel are available during a crisis for any operational emergency due to utility failure, damage control, and damage repair. A crisis management plan and a list of mission-essential personnel shall be submitted to the COR within 30 calendar days after contract start date. The mission-essential personnel list shall contain the individual’s name, address, home phone number, cell phone number, security clearance, and duty title. The list shall be updated quarterly the entire period of the contract.

2.4.12.2. Hurricane Preparedness: Annually, NLT 1 Jun, the contractor will submit a quote to the CO detailing the projected labor and fuel costs to support the 6 CES Contingency Response Plan 10-211, Annex B, Appendix 3. In addition to estimated fuel costs, the quote shall list hourly labor costs, by required team position (Base Ride-Out or Base Recovery Elements). In the event a hurricane is projected to strike MAFB, the quote will be used to determine funding for the contractor’s initial hurricane response.

2.4.12.3. Supports 6 ARW Integrated Defense Plan (IDP) and Barrier Plan: In concert with the ARW Anti-Terrorism Officer (ATO), updates plans/maps as required and develops/implements improvements to meet changing needs. Tracks condition and location of concrete barriers, bollards, and cables. Performs corrosion control and painting as necessary. Positions barriers and bollards when directed.

2.4.13. Facility Manager Program: The Contractor shall operate and maintain a Facility

Manager Program to meet the requirements of AFI 32-1001, Operations Management. The Contractor shall be responsible for all duties outlined in the Work Management Playbook located on the AF CE Portal. The Contractor shall manage and update local facility manager policies to ensure facility managers stay current in policies related to real property. The Contractor shall continually review updated facility manager (FM) support material posted at the AF Facility Management website located at the AF CE Portal and ensure MacDill’s FM program is in compliance with current guidance at all times.

2.4.13.1. The Contractor shall appointment a Facility Manager Program Manager who shall be responsible for the program requirements outlined in the Work Management Playbook.

2.4.13.2. The Contractor shall inform organizations that only the Unit Commander https://www.esd.whs.mil/Portals/54/Documents/DD/issuances/dodi/110022p.pdf?ver=2019-03-11-081731-063 can appoint primary and alternate facility managers for each facility assigned to the organization IAW AFI 32-1001. The Contractor shall request Unit Commanders to provide an official, signed appointment memorandum that includes the designated primary and alternate facility manager, assigned facility numbers, unit, office symbol, duty phone, home phone, cell phone or pager, CAC expiration date, and confirmation that the individuals appointed have at least 18-months retainability. The Contractor shall inform the COR if units are not providing updated facility manager appointments.

2.4.13.3. The Contractor shall create and maintain a Facility Manager Spreadsheet.

The Facility Manager Spreadsheet shall be provided to COR no later than the 30 days after contract start date and quarterly thereafter. The FM Program Manager shall also maintain a non-PII version of this spreadsheet that complies with AFI 33-332, Privacy Act Program, for quick reference. The Contractor shall provide an updated Facility Manager list with home phone numbers, cell, or pager numbers by the first duty day of each month to the Fire Emergency Services Flight (FES), Command Post, and Law Enforcement Desk. The Contractor shall provide an electronic copy unless a hardcopy is specifically requested and shall update facility manager information in NexGen IT so that it matches the FM spreadsheet. The Contractor shall maintain at least 90% accurate Facility Manager appointment information in all databases with this information.

2.4.13.4. The Contractor shall update facility manager information in the Facility Manager Spreadsheet within five duty days after receiving the appointment memorandums.

2.4.13.5. The Contractor shall provide primary and alternate facility managers an introductory training package via email within 10 duty days after their appointment. The Contractor shall provide face-to-face formal facility manager training quarterly and ensure each quarter’s training includes the most up-to-date policies, guidance, and the training topics described in the Work Management Playbook. The Contractor shall coordinate with subject matter experts on formal training content and be prepared to brief these topics in their absence. The Contractor shall inform facility managers they must attend the group training within 60 calendar days after assignment and annually thereafter. The Contractor shall instruct facility managers on keeping facility manager continuity books that comply with Work Management Playbook guidelines. The Contractor shall track facility manager training completion status in the Facility Manager spreadsheet. The Contractor shall maintain at least 90% accurate Facility Manager training guidance.

2.4.13.6. The Contractor shall publish and distribute the CE Guide for Facility Managers to all organizations. The Contractor shall submit the CE Guide for

Facility Managers not later than 45 calendar days after start of contract. The Contractor shall update CE Guide for Facility Managers annually, but not more than 12 months from the previous publication. The CE Guide for Facility Managers shall include the facility manager program requirements to be used as a reference by the facility managers from their training. The CE Guide for Facility Managers shall incorporate the most current Air Force facility manager guidance.

2.4.13.7. The Contractor shall provide a facility manager and an alternate facility manager for each facility solely or primarily occupied by the Contractor. The Contractor’s facility managers shall be responsible for all duties outlined in the CE Guide for Facility Managers. The Contractor’s facility managers shall maintain a continuity book meeting the standards of this requirement.

2.4.13.8. The Contractor shall create and maintain an online repository of Facility Manager program information, related training materials, and any other Facility Manager information prescribed locally. The Contractor shall advertise the location of the online repository to Facility Managers at MacDill. This online repository will be a Facility Manager SharePoint site and that will be hosted on the MacDill CE SharePoint main site. The Facility Manager SharePoint site shall be provided not later than 30 calendar days after start of contract and not later than 30 calendar days prior to the start of each successive performance period. The Contractor’s shall submit a design, layout, and data maintenance plan for a new Facility Manager SharePoint Site to the 6 CES/CEO for approval.

2.4.13.9. The Contractor shall maintain the Facility Manager SharePoint Site with accurate guidance that reflects all requirements described in this section throughout this contract.

2.4.14. Traffic Management Program: Oversees base roadways, streets, parking lots, and driveways for traffic flow, signage, markings, and signaling devices, including time flow analysis. Coordinates with local base agencies, local municipal traffic planners, and/or Florida State Department of Transportation as appropriate.

Develops and maintains base parking plans and traffic control processes. Conducts base traffic counts as required. Resolves base parking and traffic sign problems.

Prepares crosswalk justifications based on pedestrian traffic and safety. Develops improvements to base traffic IAW the Federal Highway Administration Manual on Uniform Traffic Control Devices (MUTCD). Presents recommendations to the MacDill Traffic Safety Working Group for approval.

2.4.15. Chiller Replacement Plan: Annually develops and provides to the government for approval a chiller replacement plan using BUILDER or other established life cycle/ROI analysis. Plans and executes chiller replacements with minimal impact

DRAFT

https://mutcd.fhwa.dot.gov/pdfs/2009r1r2/mutcd09r1r2editionhl.pdf https://mutcd.fhwa.dot.gov/pdfs/2009r1r2/mutcd09r1r2editionhl.pdf to facility occupants or mission. For large, specialized, or proprietary chiller units, outside the technical capabilities of the contractor, forwards the documentation to the government for a replacement project. Maintains, repairs, transports, and operates EAID portable chiller units as necessary.

2.4.16. Refrigerant Management: Develops, maintains, properly staffs, and annually updates the base Refrigerant Management Plan for government approval.

Contractor is not responsible to recover refrigerant from non-CE owned assets.

Exception: provide refrigerant recovery service of household type appliances removed from RP facilities prior to salvage, such as refrigerators, window air conditioning (A/C) units, etc.

2.4.17. R-22 Refrigerant Replacement Program: Develops and executes an R-22 refrigerant replacement program. Replaces or upgrades HVAC systems within scale and scope of in-house capabilities. Provides the government the necessary documentation for large or complex HVAC systems.

2.4.18. Lifting Devices: Maintains, inspects, repairs, replaces, certifies, and load tests all cranes, roof restraint systems, trolley rail systems, lifts, and hoists. Conducts fall arrest, hoist certification, etc., inspection frequency IAW with DAFMAN 91-203, Air Force Occupational Safety, Fire and Health Standards and Occupational Safety & Health Administration (OSHA) Code of Federal Regulations (CFR) 1910.179, Overhead and Gantry Cranes.

2.4.19. RP, RPIE, government identified non-RP/RPIE assets, RPSE, and EAID Equipment Disposal: Coordinates disposal through the government to ensure real property records’ accuracy.

2.4.20. Materiel Control: Using the Material Control Playbook process, oversees a contractor- operated Material Acquisition System (MAS).