Statement_of_Objectives.pdf

Statement of Objectives (SOO)

National Vehicle Maintenance (NVM)

Vision Statement Ensure the United States Marshals Service (USMS) mission success by providing logistical innovation, positive customer experiences, and law enforcement compliance with safety, the sum total of which creates “a robust vehicle maintenance solutions program designed to reduce risk, control expenses and alleviate administrative burden."

1 Introduction The Contractor shall provide all personnel, equipment, supplies, facilities, tools materials, supervision, other items and non-personal services necessary to provide National Vehicle Maintenance (NVM) for the Management Support Division (MSD).

1.1 Objective

The objective of this contract is to provide an administered fleet maintenance program to fit the USMS needs addressing the decision to excess the fleet through replacement or preform preventative maintenance. This program will optimize return on investment and replacement cycle management, reduce risk, control expenses and alleviate administrative burdens. The service will provide services for emergency repairs, preventative maintenance compliance, managing routine repairs, Accident Management, Fuel Management minimizing downtime.

1.2 Background

The USMS vehicle fleet is comprised of agency owned passenger sedans, sports utility vehicles (SUV), heavy and light duty pickup trucks, minivans, buses and General Service Administration (GSA) leased passenger/cargo vans. The USMS purchases vehicle models which blend in with the general vehicle population so as to not be recognized as police cars.

Approximate estimation of the USMS Fleet is below:

Make of Vehicle

Ford/GM/Chrysler Toyota

Model of Vehicle Year Estimated vehicles in Fleet

Sedan Interceptor/Taurus/Crown Victoria/Charger/Impala/Lucerne

2003-2018 988

SUV Interceptor/Explorer/Edge/Expedition/Durango Journey/Acadia/Equinox/Suburban Traverse/Tahoe/Trailblazer/Land Cruiser

2000-2018 2761

Truck F150/F250/F350F450Silverado1500/Colorado Avalanche/Ram

2000-2018 582

Van Transit/Express/CG3300/G2300 1991-2018 382

BUS Bluebird/Thomas Built 1995-2006 4 Total 4717

The current USMS vehicle maintenance methodology is depicted below with specific issues identified:

USE OF LOCAL VENDORS

Vehicle manufacturer local dealer for warranty repairs.

Local vendor for preventative maintenance and major repairs.

Issues: There is not one pricing standard. Local vendors invalidate warranties. Each local vendor has a different warranty program. Lack of timeliness of the maintenance being completed by the USMS, as there are no reminders or alerts from the local vendors.

PAYMENT

The USMS currently uses two methods to pay for vehicle preventative and major repair maintenance:

1. JPMorgan Fleet Credit Card – USMS local Administrative Officers (AOs) use the fleet card to pay for preventative maintenance up to $2,500. No contract is required.

Issues: This is a quick turn around, but MSD has no control over the repairs and has no recourse when a factory warranty is invalidated, as they have no relationship with the local vendor.

2. Contract (SF 1449) – The local AOs request through USMS Headquarters, via a USM Form 61, for MSD to fund the repair. Then the local AO must submit the approved funding request from MSD to the contracting office and the contracting officer competes a contract.

Issues: The local vendors may not be registered in Sams.gov, a requirement to do business with the government. Vehicles needing repairs/maintenance could be out of service for more than thirty (30) days. The local vendor may start work on the vehicle before the contract is processed, introducing the risk for an unauthorized commitment.

RECORD KEEPING

1. Manual Entry – The USMS uses a manual form, USM-76, Vehicle Expense Report. The vehicle operator manually completes the form, and it is stored at the district. Form USM-76 is not centrally collected via e-mail or an automated system.

Issues: The reports are not visible to MSD, Fleet Management, unless requested. There is no way to preform analytical data for metrics, such as the maintenance price per vehicle, timeliness of maintenance, delinquent maintenance, or dead line time. There is no visibility for MSD to manage a national fleet.

1.3 Scope

The scope of the NVM contract is to:

• Consolidate the activities of the USMS on the operational and strategic level for a cost effective innovative vehicle maintenance contract, to include major repairs and 24/7 emergency repair/towing support.

• Provide and maintain a robust web based Fleet Maintenance system that will enable the view of purchase orders, alerts, maintenance expenses, reports, trends and all other associated data derived from the vehicle maintenance services rendered. Specifically, includes recommendations to repair or replace.

This contract is comprised of six elements:

1. Fleet Management

2. Maintenance o Preventative Maintenance (PM) o Major Repairs o Accident Management Solutions

3. Fuel Management

The estimated ordering is approximately of 4800 vehicles annually.

1.4 Period of Performance

The period of performance (POP) shall be for one (1) Base Year of 12 months and four (4) 12-month option years. The POP reads as follows:

Option Date

Base Year 10/1/2018 – 9/30/2019

Option Year I 10/1/2020 – 9/30/2021

Option Year II 10/1/2021 – 9/30/2022

Option Year III 10/1/2022 – 9/30/2023

Option Year IV 10/1/2023 – 9/30/2024

1.5 Monthly Billing Cycle

The monthly billing cycle will be as follows: The Contractor will bill the USMS, as outlined by the chart below. If the below dates fall on a Holiday, the preceding business day shall be the date of the monthly review and the invoice are due. All monthly invoices must be submitted and reviewed by the COR prior to submission for payment. Payments will be made according to the Prompt Payment Act.

Date Actions

10th Day of the Month Monthly meeting to review performance

25th Day of the Month Invoice due to USMS

1.6 Place of Performance

The NVO work to be performed under this contract shall be at the Contractor’s facility within a radius of these locations.

ABERDEEN, MS CHARLESTON, WV FT. LEE, VA LAFAYETTE, LA OAKLAND, CA SANTO DOMINGO, DOMINICAN REPUBLIC WINSTON SALEM, NC

ABERDEEN, SD CHARLOTTE, NC FT. MYERS, FL LAKE CHARLES, LA OCALA, FL SAVANNAH, GA WORCESTER, MA

ABILENE, TX CHARLOTTESVILLE, VA FT. PIERCE, FL LANDER, WY OKLAHOMA CITY, OK SCRANTON, PA YAKIMA, WA

ABINGDON, VA CHATTANOOGA, TN FT. WAYNE, IN LANSING, MI OMAHA, NE SEATTLE, WA YOUNGSTOWN, OH

AKRON, OH CHEYENNE, WY FT. WORTH, TX LAREDO, TX ORLANDO, FL SHERMAN, TX YUMA, AZ

ALBANY, GA CHICAGO, IL GAINESVILLE, FL LAS CRUCES, NM OWENSBORO, KY SHREVEPORT, LA

ALBANY, NY CINCINNATI, OH GAINESVILLE, GA LAS CRUSES, NM OXFORD, MS SIOUX CITY, IA

ALBUQUERQUE, NM CLARKSBURG, WV GALVESTON, TX LAS VEGAS, NV PACOIMA, CA SIOUX FALLS, SD

ALEXANDRIA, LA CLEVELAND, OH GLENDALE, AZ LAWRENCEVILLE, NJ PADUCAH, KY SOUTH BEND, IN

ALEXANDRIA, VA COEUR D'ALENE, ID GLYNCO, GA LEXINGTON, KY PANAMA CITY, FL SPOKANE, WA

ALLENTOWN, PA COLORADO SPRINGS, CO GRAND FORKS, ND LINCOLN, NE PECOS, TX SPRINGFIELD, IL

ALPINE, TX COLUMBIA, SC GRAND JUNCTION, CO LINWOOD, PA PENSACOLA, FL SPRINGFIELD, MA

AMARILLO, TX COLUMBUS, GA GRAND RAPIDS, MI LITTLE ROCK, AR PEORIA, IL SPRINGFIELD, MO

ANCHORAGE, AK COLUMBUS, OH GREAT FALLS, MT LONDON, KY PHILADELPHIA, PA SPRINGFIELD, VA

ANN ARBOR, MI CONCORD, NH GREEN BAY, WI LOS ANGELES, CA PHOENIX, AZ ST. CROIX, VI

ARLINGTON, VA CORPUS CHRISTI, TX GREENBELT, MD LOUISVILLE, KY PIERRE, SD ST. LOUIS, MO

ASHEVILLE, NC COUNCIL BLUFFS, IA GREENEVILLE, TN LUBBOCK, TX PIKEVILLE, KY ST. MARY'S, AK

ATLANTA, GA COVINGTON, KY GREENSBORO, NC LYNCHBURG, VA PINEVILLE, LA ST. PAUL, MN

ATLANTIC CITY, NJ DALLAS, TX GREENVILLE, MS MACON, GA PITTSBURGH, PA ST. THOMAS, VI

AUGUSTA, GA DAVENPORT, IA GREENVILLE, NC MADISON, WI PLANO, TX STATESBORO, GA

AUSTIN, TX DAYTON, OH GREENVILLE, SC MAMMOTH, WY PLATTSBURGH, NY SYRACUSE, NY

BAKERSFIELD, CA DEL RIO, TX GREENVILLE, TN MARQUETTE, MI POCATELLO, ID TACOMA, WA

BALTIMORE, MD DENVER, CO GUADALAJARA, MEXICO MARSHALL, TX PORT HURON, MI TALLAHASSEE, FL

BATON ROUGE, LA DES MOINES, IA GULFPORT, MS MARTINSBURG, WV PORTLAND, ME TAMPA, FL

BAY CITY, MI DETROIT, MI HAGATNA, GU MCALLEN, TX PORTLAND, OR TERRE HAUTE, IN

BEAUMONT, TX DULUTH, MN HAMMOND, IN MEMPHIS, TN PROVIDENCE, RI TEXARKANA, AR

BECKLEY, WV DURANGO, CO HARRISBURG, PA MESA, AZ RALEIGH, NC TEXARKANA, TX

BELLEVUE, WA EAST ST LOUIS, IL HARRISONBURG, VA MEXICO CITY, MEXICO RAPID CITY, SD TOLEDO, OH

BENTON, IL EAST ST. LOUIS, IL HARTFORD, CT MIAMI, FL READING, PA TOMBALL, TX

BETHEL, AK EASTON, PA HATO REY, PR MIDLAND, TX RENO, NV TOPEKA, KS

BILLINGS, MT EL CENTRO, CA HATTIESBURG, MS MILWAUKEE, WI RICHLAND, WA TRENTON, NJ

BINGHAMTON, NY EL DORADO, AR HELENA, MT MINNEAPOLIS, MN RICHMOND, VA TUCSON, AZ

BIRMINGHAM, AL EL PASO, TX HONOLULU, HI MINOT, ND RIVERSIDE, CA TULSA, OK

BISMARCK, ND ELIZABETH CITY, NC HOUSTON, TX MISSOULA, MT ROANOKE, VA TUSCALOOSA, AL

BLUEFIELD, WV ELKINS, WV HUNTINGTON, WV MOBILE, AL ROCHESTER, NY TYLER, TX

BOISE, ID ENGLEWOOD, CO HUNTSVILLE, AL MONROE, LA ROCK ISLAND, IL URBANA, IL

BOSTON, MA ERIE, PA INDIANAPOLIS, IN MONTEREY PARK, CA ROSWELL, NM UTICA, NY

BOWLING GREEN, KY EUGENE, OR IRVING, TX MONTERREY, MEXICO RUTLAND, VT VANCOUVER, WA

BRIDGEPORT, CT EUREKA, CA JACKSON, MS MONTGOMERY, AL SACRAMENTO, CA VICTORIA, TX

BROOKLYN, NY EVANSVILLE, IN JACKSON, TN MORRISTOWN, NJ SAIPAN, MP WACO, TX

BROWNSVILLE, TX FAIRBANKS, AK JACKSONVILLE, FL MUSKOGEE, OK SALISBURY, MD WASHINGTON, DC

BRUNSWICK, GA FARGO, ND JEFFERSON CITY, MO NASHVILLE, TN SALT LAKE CITY, UT WATERTOWN, MA

BUFFALO, NY FARMINGTON, NM JOHNSTOWN, PA NEW ALBANY, IN SAN ANGELO, TX WEST PALM BEACH, FL

BURLINGTON, VT FAYETTEVILLE, AR KALAMAZOO, MI NEW BERN, NC SAN ANTONIO, TX WESTWOOD, MA

CAMDEN, NJ FLAGSTAFF, AZ KANSAS CITY, KS NEW HAVEN, CT SAN DIEGO, CA WHEELING, WV

CAPE GIRARDEAU, MO FLINT, MI KANSAS CITY, MO NEW ORLEANS, LA SAN FRANCISCO, CA WICHITA FALLS, TX

CASPER, WY FLORENCE, SC KEY WEST, FL NEW YORK, NY SAN JOSE, CA WICHITA, KS

CEDAR RAPIDS, IA FORT SMITH, AR KING OF PRUSSIA, PA NEWARK, NJ SAN JUAN, PR WILLIAMSPORT, PA

CENTRAL ISLIP, NY FRESNO, CA KINGSTON, JAMAICA NEWPORT NEWS, VA SANTA ANA, CA WILMINGTON, DE

CHARLESTON, SC FT. LAUDERDALE, FL KNOXVILLE, TN NORFOLK, VA SANTA FE, NM WILMINGTON, NC

1.7 Type of contract

1.8 Contracting Officer Representative (COR)

The COR monitors all technical aspects of the contract and assists in contract administration. The COR is authorized to perform the following functions: assure that the Contractor performs the technical requirements of the contract; perform inspections necessary in connection with contract performance;

maintain written and oral communications with the Contractor concerning technical aspects of the contract; issue written interpretations of technical requirements, including Government drawings, designs, specifications; monitor Contractor's performance and notifies both the CO and Contractor of any deficiencies; coordinate availability of government furnished property, and provide site entry of Contractor personnel. A letter of designation issued to the COR, a copy of which is sent to the Contractor, states the responsibilities and limitations of the COR, especially with regard to changes in cost or price, estimates or changes in delivery dates. The COR is not authorized to change any of the terms and conditions of the resulting order.

1.9 Identification of Contractor Employees

1.10 Organizational Conflict of Interest

An offeror shall identify in its proposal, quote, bid, or any resulting contract, any potential or actual Organizational and Consultant Conflicts of Interest (OCCI) as described in FAR Subpart 9.5. This includes actual or potential conflicts of interests of proposed subcontractors (subs). If an offeror identified in its proposal, quote, bid or any resulting contract, a potential or actual conflict of interests the offeror shall submit an Organizational and Consultant Conflicts of Interest Plan (OCCIP) to the CO. The OCCIP shall describe how the offeror addresses potential or actual conflicts of interest and identify how they will avoid, neutralize, or mitigate present or future conflicts of interest.

Offerors must consider whether their involvement and participation raises any OCCI issues, especially in the following areas when: providing systems engineering and technical direction, preparing specifications or work statements and/or objectives, providing evaluation services, and obtaining access to proprietary information.

If a prime or sub-contractor breaches any of the OCCI restrictions, or does not disclose or misrepresents any relevant facts concerning its conflict of interest, the Government may take appropriate action, including terminating the contract, in addition to any remedies that may be other permitted by the contract or operation of law.

Be aware that offeror’s that develop, write, advise, provide directions, consult on, serves as a sub-contractor on, or provided input into procurement strategy, specifications, requirements, performance work statement, and/or RFP’s for a proposed procurement could potentially be excluded from bidding or submitting a proposal to compete from the award of such procurement.

The offeror must include any individual employee who has an immediate family member that has developed, written, advised, provided directions, consulted on, served as a sub on, or provided input into procurement strategy, specifications, requirements, performance work statement, and/or RFP’s/IFB’s for a proposed procurement.

Immediate family members include grandparents, parents, in-law, sibling, spouse, child or grandchild, whether the family relationship exists by blood, adoption, or law.

The offeror shall require that all parties affiliated with its organization to regularly make full disclosure of any actual, potential, or perceived conflict of interest, and should describe the process and or timing for doing so to the Government.

2 Contract Management This section describes the general requirements for this effort. The following sub-sections provide details of various considerations on this effort.

2.1 Non-Personal Services

The Government shall neither supervise contractor employees nor control the method by which the contractor performs the required tasks. Under no circumstances shall the Government assign tasks to, or prepare work schedules for, individual contractor employees.

It shall be the responsibility of the contractor to manage its employees and to guard against any actions that are of the nature of personal services, or give the perception of personal services. If the contractor believes that any actions constitute, or are perceived to constitute personal services, it shall be the contractor's responsibility to notify the Contracting Officer (CO) and Contracting Officer Representative (COR) immediately.

2.2 Business Relations

The contractor shall successfully integrate and coordinate all activity needed to execute the requirement. The contractor shall manage the timeliness, completeness, and quality of problem identification. The contractor shall provide corrective action plans, proposal submittals, timely identification of issues, and effective management of subcontractors. The contractor shall seek to ensure customer satisfaction and professional and ethical behavior of all contractor personnel.

2.3 Contract Administration and Management

The following subsections specify requirements for contract, management, and personnel administration.

2.3.1 Contract Management

The contractor shall establish clear organizational lines of authority and responsibility to ensure effective management of the resources assigned to the requirement. The contractor must maintain continuity between the support operations at the Contractor and the Contractor's corporate offices.

2.3.2 Contract Administration

The contractor shall establish processes and assign appropriate resources to effectively administer the requirement. The contractor shall respond to Government requests for contractual actions in a timely fashion. The contractor shall have a single point of contact between the Government and Contractor personnel assigned to support contracts or task orders.

2.4 Subcontract Management

The contractor shall be responsible for any subcontract management necessary to integrate work performed on this requirement and shall be responsible and accountable for subcontractor performance on this requirement. The prime contractor will manage work distribution to ensure there are no

Organizational Conflict of Interest (OCI) considerations. Contractors may add subcontractors to their team after notification to the Contracting Officer (CO) or Contracting Officer Representative (COR).

2.5 Location

Accomplishment of the results requires work at the Contractor’s maintenance facility and at various contractor, subcontractor facilities.

3 Performance Objectives:

3.1 Fleet Management:

3.1.1 Allow access to detailed billing information directly through a web based system.

3.1.2 Provide comprehensive web based records, which results in controlled operating expenses and minimal downtime.

3.1.3 Ensure any work outside of the preventative maintenance schedules must be authorized by Services Provider’s Automotive Service Excellence (ASE) Certified technicians and provide accident management services.

3.1.4 Provide automated email and/or text message notification maintenance reminders and alerts for vehicle coming due and overdue for maintenance until the requirement is complete starting at 90 days/60 days/30 days/15 days.

3.1.5 Allow access to detailed billing information directly through a web based system and scans all repair and maintenance invoices for full visibility/transparency associated to the Purchase Order.

3.1.6 Deliver comprehensive electronic service notifications to driver’s tablets or smartphones.

3.2 Maintenance Management:

3.2.1 Provide custom vehicle maintenance reporting feature to create custom reports

3.2.2 Provide invoices for repairs at cost and ensure best value parts and tires from GSA schedule are purchased if available.

3.2.3 Provide audits to the completed repairs to avoid paying for any work covered by the factory warranty or work being up-sold by the vendor.

3.2.4 Provide a maintenance schedule; this schedule outlines pre-approved preventative maintenance at predetermined mileage intervals based on manufacturer’s recommendation.

3.2.5 Ensure ASE certified technicians monitor each repair through Services Provider internal system.

3.2.6 Ensure preferred pricing for parts and labor at the time of repair within contractor’s supply chain. Contractor will reconcile every invoice to ensure that the amount billed equates to the amount approved at the time of issuing a purchase order. Contractor will manage invoice disputes, for example if preferred pricing is NOT given.

3.2.7 Ensure ASE certified technicians review maintenance history, warranty status, mileage and any relevant information prior to authorizing any unplanned work. This prevents the USMS from being upsold on services that are not needed.

3.2.8 Allow for pre-established authorization not to exceed spending limits on vehicle maintenance based on vehicle age and mileage to determine if the vehicle will be repaired or excessed.

3.2.9 Provider Maintenance Program will provide support for after-hours and emergency repairs 24/7/365. In the event an after-hours repair requires authorization due to cost parameters, Provider will be available on-call to ensure that authorization is provided immediately to reduce unnecessary downtime and delays.

3.2.10 Provide continuous monitoring of the service history of a vehicle and send notifications to drivers when the service is due to improve the Preventative Maintenance (PM) compliance of the fleet and reduce costs related to over-maintenance.

3.2.11 Provide accident management solution for accident repair services and management of damage claims, involving a third party and USMS. Full accident data will be identified as such, and integrated into the web based system used for tracking vehicle maintenance.

3.3 Fuel Management:

3.3.1 Provide nationally recognized fuel credit card accepted at all major fuel retailers, for example Visa or MasterCard.

3.3.2 Provide custom vehicle fuel reporting feature to create custom reports.

3.3.3 Provide internal controls to prevent unauthorized or non-fuel purchases.

3.3.4 Fuel is billed separately from vehicle maintenance.