DRAFT A-18 Section M Evaluation Basis for Award.pdf

DRAFT

Source Selection Information – See FAR 2.101 and 3.104

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Source Selection Information – See FAR 2.101 and 3.104

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Section M – Evaluation Factors for Award

M-1 EVALAUATION BASIS FOR AWARD

M1.1 Basis for Contract Award

This is a Performance Price Trade-Off source selection conducted in accordance with (IAW) Federal Acquisition Regulation (FAR) 15.3, Source Selection, as supplemented by the Defense Federal Acquisition Regulation Supplement (DFARS), and the Air Force Federal Acquisition Regulation Supplement (AFFARS). These regulations are available electronically at the Air Force (AF) Acquisition Regulations at https://www.acquisition.gov/content/regulations.

The Government will select the offeror who is determined to be responsible in accordance with FAR Part 9, Contractor Qualifications, as supplemented, whose proposal conforms to the solicitation requirements, to include stated terms, conditions, representations, certifications, and all other information required by RFP JA-17, Section L, Instructions, Conditions, and Notices to Offerors. The offeror’s proposal is judged based on the evaluation factors and subfactors to represent the best overall value for the Government. This includes the price is determined to be complete, fair and reasonable, balanced, and realistic, from among those proposals that are determined to be a technically acceptable, and proposals are determined to have a past performance confidence assessment rating of “Substantial Confidence,” “Satisfactory Confidence,” or “Neutral Confidence.”

While the Government Source Selection Evaluation Board (SSEB) and the Source Selection Authority (SSA) will strive for maximum objectivity, the source selection process, by its nature, is subjective, and therefore, professional judgement is implicit throughout the entire process.

Proposals will be evaluated based solely on the factors and subfactors contained in this solicitation.

This is a Performance-Price Trade-off (PPT) source selection. For those offerors who are determined to be technically acceptable, tradeoffs may be made between Quality Control Plan (QCP), past performance and price, with the QCP and past performance being significantly more important than price, but price is a factor in the best value tradeoff. IAW FAR 15.304(e), all evaluation factors other than price, when combined, will be significantly more important than price. This may result in an award being made to a higher rated, higher priced offeror where the decision is consistent with the evaluation factors and subfactors and the SSA reasonably determines that the technical superiority, and/or overall business approach, and/or superior past performance, of the higher priced offeror outweighs the price difference. The Government may trade up from Technical/Risk Rating in Subfactor 4 of “Acceptable” or “Good” if the proposal is otherwise determined to be acceptable. The Government may trade up from a “Neutral Confidence” or from a “Satisfactory Confidence” rating. The Government will not award a contract to an offeror that is rated as having “Limited Confidence” or “No Confidence.” Maximum objectivity, the source selection process, by its nature, is subjective; therefore, professional judgment is implicit throughout the entire process.

The Government reserves the right to:

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a) Award a contract or make no award depending upon the quality and/or affordability of proposals received in response to the solicitation;

b) Reject proposals which, upon initial review, are deemed substantially noncompliant with the proposal requirements of the Request for Proposal (RFP);

c) Conduct discussions if needed – if the offeror’s proposal has been evaluated as acceptable at the time discussions are closed, any changes or exceptions in the Final Proposal Revision are subject to evaluation and may introduce risk that the offeror’s proposal be determined unacceptable and ineligible for award.; and/or

d) Award without conducting discussions.

M1.2 Number of Contracts to be Awarded

The Government may award one (1) contract for Dobbins Base Operations Support (BOS) services as a result of this solicitation to the offeror who is deemed responsible IAW the FAR, as supplemented, whose proposal conforms to the solicitation’s requirements (to include all stated terms, conditions, representations, certifications, and all other information required by Section L, Instructions, Conditions, and Notices to Offerors, of this solicitation and is judged, based on the evaluation factors and subfactors, to represent the best value to the Government. However, the Government reserves the right not to award, depending on the quality of the proposals, prices submitted, and the availability of funds.

M1.3 Rejection of Offers

The Government may reject any evaluated proposal that fails to adequately address a significant portion of the requirement or contract terms and conditions. This may include rejection of a proposal that does not demonstrate an adequate understanding of the requirement and/or displays a fundamental lack of competence or failure to comprehend the complexity and risk of the program. The Government may review all volumes of the proposal to ensure adequate resources were proposed to perform the proposed technical approach.

M1.4 Competitive Range Determination

During the evaluation process, multiple competitive range determinations may be made that eliminate offerors from the competition. The competitive range determination can be based on Factor 1, -- Technical, Factor 2 – Past Performance, Factor 3 – Price, Contract Documentation or any combination. A competitive range determination may eliminate offerors based on their initial proposal evaluation results, after discussions, or prior to issuance of the Final Proposal Revision (FPR) request. In addition, the contracting officer (CO) may limit the number of proposals in the competitive range to the greatest number that will permit an efficient competition. If offerors are excluded from the competitive range, they may request a debriefing IAW FAR 15.505, Preaward Debriefing of Offerors.

Proposal evaluation is an assessment of the proposal and the offeror’s ability to perform the prospective contract successfully. The Government will evaluate competitive proposals and then

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14 December 2022 assess their relative qualities solely on the factors and subfactors specified in the solicitation. For the purposes of efficiency and IAW FAR 15.306(c), Exchange with Offerors After Receipt of Proposals, Competitive Range; the CO may limit the number of proposals in the competitive range to a number that will permit an efficient competition for this Performance Price Tradeoff source selection. If the CO determines that an offeror’s proposal should no longer be included in the competitive range, the proposal will be eliminated from consideration for award. Written notice of an elimination decision will be provided to unsuccessful offeror(s) in accordance with FAR 15.503, Notifications to Unsuccessful Offerors.

M.1.5 Discussions

The Government intends to evaluate proposals and award a contract without discussions with offerors. The Government will only evaluate one (1) proposal from each offeror. Therefore, the offeror’s initial proposal should contain the offeror’s best terms from a price, technical, and past performance standpoint. Offerors should not assume they will be contacted or afforded an opportunity to clarify, discuss, and/or revise their proposals. However, the Government reserves the right to conduct discussions if later determined by the CO to be necessary (see Section L, Instructions, Conditions, and Notices to Offerors).

If, during the evaluation period, it is determined to be in the best interest of the Government to conduct discussions, discussions will be conducted in accordance with FAR 15.306, Exchange with Offerors After Receipt of Proposals. Discussions shall be addressed in the form of evaluation notices (ENs). Offeror response(s) to ENs for Factor 1 - Technical, Factor 2 – Past Performance, Factor 3 - Price, and Contract Documentation will be incorporated into the FPR, and the FPR will be considered in making the source selection decision. If the offeror’s technical proposal has been evaluated as acceptable with a complete, fair and reasonable, balanced, and realistic price at the time discussions are closed, any changes or exceptions in the FPR must be fully explained and substantiated, and are subject to evaluation, which may render the offeror’s proposal unacceptable, unfair, unreasonable, unbalanced and/or unrealistic, causing the offeror to be ineligible for award.

M1.6 Solicitation Requirements (Terms and Conditions)

Offerors shall provide the information described in Section L, Instructions, Conditions, and Notices to Offerors. Offerors are required to meet all solicitation requirements, such as terms and conditions, representations and certifications, and PWS requirements in addition to those identified as factors and subfactors. Failure to comply with the terms and conditions of the solicitation may result in the offeror being ineligible for award. Offerors must clearly identify any exception to the solicitation terms and conditions and must provide complete supporting rationale in the Contract Documentation Volume. The Government reserves the right to determine any such exceptions unacceptable, and the proposal, therefore, ineligible for award.

M2.0 EVALUATION FACTORS

M2.1 Evaluation Factors and Subfactors

The Government will assess the offeror’s proposal to ensure it meets the requirements and intent

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M2.1.1 Evaluation Factors

Factor 1: Technical

Subfactor 1: Mobilization Approach Subfactor 2: Technical Approach Subfactor 3: Program Management and Staffing Approach Subfactor 4: Performance Management/Quality Control Plan Subfactor 5: Crisis Management Plan Approach

Factor 2: Past Performance

Factor 3: Price

Factor 4: Contract Documentation

M2.1.2 Relative Importance of Factors

This is a Performance-Price Trade-off (PPT) source selection. For those offerors who are determined to be technically acceptable, tradeoffs may be made between Subfactor 4, Performance /Quality Control Plan (QCP), past performance, and price, with the QCP and past performance significantly more important to price.

The Government will assign Factor 1: Technical, Subfactors 1-3 and 5 a rating of “Acceptable” or “Unacceptable” in accordance with Table 1, Technical Rating.

Factor 1: Technical, Subfactor 4 will be assigned a rating of “Outstanding,” “Good,” “Acceptable,” “Marginal,” or “Unacceptable” in accordance with Table 2, combined Technical/Risk Ratings.

Within the Factor 1: Technical, all Subfactors 1-5 are of equal importance. If any of the Factor 1:

Technical Subfactors 1-3 or 5 are assigned a rating of “Unacceptable,” then Factor 1: Technical as a whole will be determined technically unacceptable. Factor 1: Technical, Subfactor 4 will be deemed acceptable if the proposal receives an adjectival rating of “Outstanding,” “Good,” or “Acceptable.”

M2.2 Evaluation Methodology

Proposal evaluation is an assessment of the proposal and the offeror’s ability to perform the prospective contract successfully. The Government will evaluate competitive proposals and then assess their relative qualities solely on the factors and subfactors specified in the solicitation. A contract will be awarded to the Offeror who is deemed responsible IAW FAR Subpart 9.1 as supplemented, and whose:

1) Proposal conforms to the solicitation’s requirements and is a Service-Disabled Veteran Owned Small Business;

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2) Proposed technical subfactors receive a rating of “Acceptable” for Subfactors 1, 2, 3, and 5 and a rating of “Outstanding”, “Good”, or “Acceptable” for Subfactors 4;

3) Proposal receives a Performance Confidence assessment rating of “Substantial Confidence”, Satisfactory Confidence”, or “Neutral Confidence”;

4) Proposed Price is determined fair and reasonable, balanced, and realistic;

5) Proposal provides evidence that the Offerors accounting system complies with all the requirements of DFARS 252.242-7006, and meets financial capability as stipulated in the Price Proposal Volume;

6) Is determined to be responsible IAW FAR Subpart 9.1; and

7) Proposal is determined by the SSA to represent the best value to the Government

This is a subjective tradeoff source selection and, for those Offerors who are determined to be technically acceptable, tradeoffs may be made between technical (quality control), past performance, and price, with technical and past performance being significantly more important than price, but price is a factor in the best value tradeoff. IAW FAR 15.304(e), all evaluation factors other than price, when combined, will be significantly more important than price. This may result in an award being made to a higher rated, higher priced Offeror where the decision is consistent with the evaluation factors and Subfactors and the SSA reasonably determines that the technical superiority, and/or overall business approach, and/or superior past performance, of the higher priced Offeror outweighs the price difference. The Government may trade up from Technical/Risk Rating in Subfactors 4 of “Acceptable” or “Good” if the proposal is otherwise determined to be acceptable. The Government may trade up from a “Neutral Confidence” or from a Satisfactory Confidence” rating. The Government will not award a contract to an Offeror that is rated as having “Limited Confidence” or “No Confidence.”

FACTOR 1 – TECHNICAL (VOLUME I)

M3.1 General

The offeror’s proposal will be evaluated based on the five technical subfactors listed below, to determine if the technical proposal provides a sound, compliant approach that meets the requirements of the Performance Work Statement (PWS) and their associated risks. The evaluation will assess the offeror’s identified risks, if any, associated with the proposal approach and the actions the offeror will take to mitigate the identified risks. If no risk(s)/mitigation(s) are identified in the offeror’s proposal, it indicates the offeror does not consider there to be any risk associated with their proposed approach.

The technical rating reflects the evaluation of acceptability of the offeror’s technical approach for meeting the Government’s requirements. The technical risk associated with the offeror’s proposed technical approach will also be considered as part of the technical acceptability decision.

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Technical risk, which is manifested by the identification of weaknesses, assesses the degree to which an offeror’s proposed approach for the requirements of the solicitation may cause disruption of schedule, increased costs, degraded performance, the need for increased government oversight, or the likelihood of unsuccessful contract performance. The evaluation shall address the offeror’s identified risk and proposed mitigation (if applicable) and document why it is or is not acceptable.

The Government may independently identify risk(s) not identified by the offeror and assess its impact to the successful performance of the contract. Should the Government determine that any risks identified by either the offeror or the Government poses too great a risk to the program and no suitable mitigation is provided, the Government may consider the proposal technically unacceptable. The offeror’s technical proposal shall be evaluated to determine whether it is acceptable or unacceptable, using the ratings and descriptions outlined in the table below, Table 1: Technical Ratings.

One technical rating of “Acceptable” or “Unacceptable” will be assigned to each technical subfactors 1 – 3, and 5 in accordance with Table 1, Technical Ratings. A combined technical/risk rating of “Outstanding,” “Good,” “Acceptable,” “Marginal,” or “Unacceptable” will be assigned to technical subfactor 4 in accordance with Table 2, Combined Technical/Risk Ratings.

Any technical subfactor evaluated as “Unacceptable” or “Unsatisfactory” will render the entire proposal unacceptable, either initially or as a result of discussions (if opened) and will not be considered for award. Also, failure to provide a complete, fair and reasonable, balanced, and realistic priced proposal may reflect a lack of capability to perform the work requirements and may result in a determination that the offeror’s proposal is “Unacceptable” and therefore, un-awardable.

Only those proposals determined to be technically “Acceptable,” either initially or as a result of discussions (if opened), will be considered for award.

Table 1, Technical Ratings

Rating Description

Acceptable Proposal meets the requirements of the solicitation.

Unacceptable Proposal does not meet the requirements of the solicitation.

Table 2, Combined Technical/Risk Ratings

Blue Outstanding Proposal indicates an exceptional approach and understanding of the requirements and contains multiple strengths, and risk of unsuccessful performance is low.

Purple Good Proposal indicates a thorough approach and understanding of the requirements and contains at least one strength, and risk of unsuccessful performance is low to moderate.

Green Acceptable Proposal meets requirements and indicates an adequate approach and understanding of the requirements, and risk of unsuccessful performance is no worse than moderate.

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Yellow Marginal Proposal has not demonstrated an adequate approach and understanding of the requirements, and/or risk of unsuccessful performance is high.

Red Unacceptable

Proposal does not meet requirements of the solicitation, and thus, contains one or more deficiencies, and/or risk of unsuccessful performance is unacceptable. Proposal is un-awardable.

Subfactor 1: Mobilization Approach

This subfactor assesses the offeror’s proposed mobilization approach to integrate and transition to achieve full performance on the first day of contract operations, sustain compliant mission support and effectively manage performance to ensure timely quality of services including workmanship, products, and customer support to meet: 1) Materiel Management, 2) Ground Transportation and Vehicle Management, 3) Traffic Management, 4) Real Property Maintenance, and 5) Fuels Management requirements over the life of the contract. The evaluation will address the offerors response as outlined in the right-hand column (the “Instructions to Offerors” column on the left is verbatim from Section L, Instructions, Conditions, and Notices to Offerors Section 3: Subfactor 1: Mobilization Approach and provided here for reference only):

Subfactor 1: Mobilization Approach

Instructions to Offerors Evaluation Criteria

The Offeror shall propose a phase-in approach to integrate with the existing service provider during the 60-day phase-in period to accomplish all areas/criteria identified in PWS A.11, Phase-In Period

The Offeror provided a proposed phase-in approach which integrates with the existing service provider during the 60-day phase-in period to accomplish all areas/criteria identified in PWS A.11, Phase-In Period

a) Demonstrate process to ensure employees or subcontract employees meet required Special Training, Certifications listed in PWS in each respective Tab B-G, TE-9, Key Personnel, Special Training, Certification, or Licensing Requirements. Provide a continuous training plan to identify and schedule all required training to ensure all required training, licensing and certification requirements are complete by the full contract performance start date.

a) The process ensures employees or subcontract employees meet required Special Training, Certifications, and Licensing requirements listed in the PWS in each respective Tab B-G, TE-9, Key Personnel, Special Training, Certification, or Licensing Requirements. Provides a continuous training plan to identify and schedule all required training to ensure all required training, licensing and certification requirements are complete by the full contract performance start date.

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b) Identify a list of equipment and vehicles that the offeror will furnish above the Government Provided Equipment listed in Section J, JA-3 to the solicitation. If equipment and vehicles are not contractor owned, explain how equipment and vehicles will be provided. Identify the equipment and vehicles by quantity, type (i.e., 1/2-ton pickup, 4-dr sedan, commercial shredder, etc.), and, intended purpose by work section to ensure all necessary equipment and vehicles are available for use on the first day of full contract performance start date. Fuel-efficient vehicles are required.

b) The Offeror has provided a list of equipment and vehicles that the offeror will furnish above the Government Provided Equipment listed in Section J, JA-3 to the solicitation. If equipment and vehicles are not contractor owned, explain how equipment and vehicles will be provided.

Identify the equipment and vehicles by quantity, type (i.e., 1/2-ton pickup, 4-dr sedan, commercial shredder, etc.), and, intended purpose by work section to ensure all necessary equipment and vehicles are available for use on the first day of full contract performance start date. Fuel-efficient vehicles are required.

c) A realistic schedule to include graph/chart with sound supporting rationale, with timelines to fully address start and completion of each key scheduled event. At a minimum the offeror shall address interviewing, hiring, human resource actions, training, and security clearances and start work dates, to include dates when equipment/vehicles, supplies and material will be on site.

c) The Offeror provided a realistic schedule to include graph/chart with sound supporting rationale, with timelines to fully address start and completion of each key scheduled event. At a minimum the offeror addressed interviewing, hiring, human resource actions, training, and security clearances and start work dates, to include dates when equipment/vehicles, supplies and material will be on site.

Subfactor 2: Technical Approach

The Government will assess the offeror’s proposed technical approach. Offerors are required to present all the information as stated in Section L, Instructions, Conditions, and Notices to Offerors Section 4: Subfactor 2: Technical Approach. To be acceptable, the offeror’s proposal must indicate an adequate understanding of the requirements, and provide convincing rationale that its approach will meet the requirement for all of the following essential elements with little potential for disruption of schedule, increased cost, or degradation of performance:

The evaluation will address the Offeror’s response as outlined in the right-hand column (the “Instructions to Offerors” column on the left is verbatim from Section L, Instructions, Conditions, and Notices to Offerors Section 4: Subfactor 2: Technical Approach and provided here for reference only):

Subfactor 2: Technical Approach

Technical Approach: The offeror shall provide a technical approach which demonstrates the understanding to accomplishing the complexity

Technical Approach: The offeror proposed a technical approach which demonstrates the understanding to accomplishing the complexity

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Subfactor 2: Technical Approach

Instructions to Offerors Evaluation Criteria and magnitude of service requirements set forth in the performance standards of the PWS. This includes the identification of, the schedule of the required work to be performed, and the ability to properly employ trained specialists. At a minimum, the proposed approach shall address:

and magnitude of service requirements set forth in the performance standards of the PWS This includes the identification of, the schedule of the required work to be performed, and the ability to properly employ trained specialists.

At a minimum, the proposed approach shall address:

a) Clearly describe the offeror’s approach to perform the services identified within Tab B, Materiel Management. The approach shall also include how offeror shall meet the following requirements of the PWS:

1) To prepare AFRC Airmen to successfully accomplish mission requirements, the Offeror shall demonstrate a thorough understanding of Individual Protective Equipment (IPE) asset management.

2) The Offeror shall demonstrate an approach that details how they intend to manage unauthorized or excess support equipment in Defense Property Accountability System (DPAS) to include Small Arms/Light Weapons

(SA/LW).

3) The Offeror shall demonstrate a thorough understanding of the Air Force directives related to managing Air Force inventory requirements, to include procedures to account for missing assets.

a) The approach explains how the Offeror will accomplish PWS requirements while maintaining the established standards in Tab B, Materiel Management:

1) The ability to prepare AFRC Airmen to successfully accomplish mission requirements, the Offeror shall demonstrate a thorough understanding of Individual Protective Equipment (IPE) asset management.

2) The Offeror proposed plan demonstrated an approach that details how they intend to manage unauthorized or excess support equipment in Defense Property Accountability System (DPAS) to include Small Arms/Light Weapons

(SA/LW).

3) The Offeror’s proposed plan demonstrated a thorough understanding of the Air Force directives related to managing Air Force inventory requirements, to include procedures to account for missing assets

b) Clearly describe the offeror’s approach to perform the services identified within Tab C, Ground Transportation and Vehicle Maintenance. The approach shall also include how offeror shall meet the following requirements of the PWS:

(1) The Offeror shall demonstrate a thorough understanding of Scheduled and Unscheduled Maintenance process management, ensuring equipment remains operational, or timely

b) The approach clearly describes the offeror’s approach to perform the services identified within Tab C, Ground Transportation and Vehicle Maintenance. The approach shall also include how offeror shall meet the following requirements of the PWS:

(1) The Offeror’s proposed plan demonstrated a thorough understanding of Scheduled and Unscheduled Maintenance process management, ensuring equipment remains operational, or timely returned to service, while

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Subfactor 2: Technical Approach

Instructions to Offerors Evaluation Criteria returned to service, while sustaining successful Mission Capable metric rates.

2) The Offeror shall demonstrate an approach that details how they intend to manage Delivery requirements to ensure priority cargo delivery IAW published Air Force Directives.

3) The Offeror shall demonstrate a thorough understanding of the Air Force directives related to managing Financial Improvement Audit Readiness (FIAR) requirements ensuring annual compliance inventory requirements are accomplished with 100% accuracy.

sustaining successful Mission Capable metric rates.

2) The Offeror’s proposed plan demonstrated an approach that details how they intend to manage Delivery requirements to ensure priority cargo delivery IAW published Air Force Directives.

3) The Offeror’s proposed plan demonstrated a thorough understanding of the Air Force directives related to managing Financial Improvement Audit Readiness (FIAR) requirements ensuring annual compliance inventory requirements are accomplished with 100% accuracy.

c) Clearly describe the offeror’s approach to perform the services identified within Tab D, Traffic Management Operations. The approach shall also include how offeror shall meet the following requirements of the PWS:

1) Air Transportation Function (ATF) - The Offeror shall understand the regulations and certification requirements relating to all applicable ATF operations for Cargo and Passenger processing. The Offeror should be familiar with AFI 10-403, Deployment Planning and Execution requirements regarding Cargo and Passenger processing. Develop a Standard Operating Procedure (SOP) for support on all Inbound/Outbound and Transient A/C missions for cargo and passenger operations (Upload/Download). The SOP should include Engine Running On and Off-load (ERO) operations and all key personnel to include Airfield Management, Command Post, Aerial Port and any other locally established entity if applicable.

2) Aircraft upload - The Offeror shall establish the sequence of events detailing how they intend to meet arriving and departing aircraft requiring service locally. Offeror shall include the events

c) The plan clearly described the offeror’s approach to perform the services identified within Tab D, Traffic Management Operations.

The approach shall also include how offeror shall meet the following requirements of the

PWS:

1) Air Transportation Function (ATF) - The Offeror understands the regulations and certification requirements relating to all applicable ATF operations for Cargo and Passenger processing. The Offeror is familiar with AFI 10-403, Deployment Planning and Execution requirements regarding Cargo and Passenger processing. Developed a Standard Operating Procedure (SOP) for support on all Inbound/Outbound and Transient A/C missions for cargo and passenger operations (Upload/Download). The SOP includes Engine Running On and Off-load (ERO) operations and all key personnel to include Airfield Management, Command Post, Aerial Port and any other locally established entity if applicable.

2) Aircraft upload - The Offeror established the sequence of events detailing how they intend to meet arriving and departing aircraft requiring

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Subfactor 2: Technical Approach

Instructions to Offerors Evaluation Criteria necessary to download all terminating cargo and route to appropriate location.

3) Cargo Movement Operations System (CMOS) – The Offeror shall demonstrate an approach that uses CMOS to complete final manifesting and to generate documentation for cargo movement via ground and military air transportation. The plan shall include degraded operations in the event CMOS is offline.

service locally. Offeror included the events necessary to download all terminating cargo and route to appropriate location.

3) Cargo Movement Operations System (CMOS) – The Offeror demonstrated an approach that uses CMOS to complete final manifesting and to generate documentation for cargo movement via ground and military air transportation. The plan includes degraded operations in the event CMOS is offline.

d) Clearly describe the offeror’s approach to perform the services identified within Tab F, Real Property Maintenance. The approach shall also include how the offeror shall meet the following requirements of the PWS:

1) The Offeror shall demonstrate an approach that details how they intend to manage efficiently, cost effectively, and timely Completion of Corrective Maintenance (CM) requirements without affecting Preventive Maintenance (PM) requirements.

2) The Offeror shall demonstrate an understanding of the Air Force directives and common commercial practices related to managing the Real Property PM program, ensuring the performance of all PM Inspection, Testing, and Maintenance (ITM) requirements on schedule.

3) The Offeror shall establish procedures, detailing how they intend to ensure the installations emergency generators are operationally tested and properly documented, while complying with all State and Federal environmental requirements.

d) The plan clearly described the offeror’s approach to perform the services identified within Tab F, Real Property Maintenance. The approach includes how the offeror met the following requirements of the PWS:

1) The Offeror shall demonstrate an approach that details how they intend to manage efficiently, cost effectively, and timely Completion of Corrective Maintenance (CM) requirements without affecting Preventive Maintenance (PM) requirements.

2) The Offeror shall demonstrate an understanding of the Air Force directives and common commercial practices related to managing the Real Property PM program, ensuring the performance of all PM Inspection, Testing, and Maintenance (ITM) requirements on schedule.

3) The Offeror shall establish procedures, detailing how they intend to ensure the installations emergency generators are operationally tested and properly documented, while complying with all State and Federal environmental requirements.

e) Clearly describe the offeror’s approach to perform the services identified in Tab G, Fuels Management. The approach shall also include how the offeror shall meet the following requirements of the PWS:

e) The plan clearly described the offeror’s approach to perform the services identified in Tab G, Fuels Management. The approach includes how the offeror shall meet the following requirements of the PWS:

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Subfactor 2: Technical Approach

1) Manage the procurement, storage, distribution, accounting and auditability of Defense Wide Working Capital Fund (DWWCF) capitalized/non-capitalized products.

2) An understanding of the Air Force directives and common petroleum practices related to petroleum product specification, and quality surveillance of petroleum and cryogenic laboratory operations.

3) The Offeror shall establish procedures, detailing how they intend to satisfy the locally established Aircraft Servicing Product Response Times

1) Managed the procurement, storage, distribution, accounting and auditability of Defense Wide Working Capital Fund (DWWCF) capitalized/non-capitalized products.

2) An understanding of the Air Force directives and common petroleum practices related to petroleum product specification, and quality surveillance of petroleum and cryogenic laboratory operations.

3) The Offeror provided established procedures, detailing how they intend to satisfy the locally established Aircraft Servicing Product Response Times

Subfactor 3: Program Management and Staffing Approach

This subfactor assesses the offeror’s approach to management and staffing that shall ensure all requirements of the PWS are met. Offerors are required to present all the information as stated in the Section L, Instructions, Conditions, and Notices to Offerors. To be acceptable, the offeror’s proposal must demonstrate a clear understanding of roles and qualifications required to meet the PWS requirements. The management approach must clearly indicate a complete understanding of the required actions, anticipated workload, labor needs by type, as well as other requirements to satisfy the requirements of the PWS.

The evaluation will address the offerors response as outlined in the right-hand column (the “Instructions to Offerors” column on the left is verbatim from Section L, Instructions, Conditions, and Notices to Offerors Section 5: Subfactor 3: Technical Approach and provided here for reference only):

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Subfactor 3: Program Management and Staffing Approach

Instructions to Offerors Evaluation Criteria

The offeror shall provide an approach that demonstrates a thorough understanding of workforce size, roles, and qualifications required to meet PWS requirements while complying with Collective Bargaining Agreement (CBA) limitations and mandates. The approach shall include the offeror’s proposed staffing by shift, skill classification, and work unit for the basic contract period and all option periods. The proposal shall demonstrate an organizational structure that the offeror will employ while performing this effort. It must address lines of authority, details of onsite personnel by skill mix, function, and numbers. The proposal shall provide rationale used to develop the organizational structure. The offeror shall

The offeror provided an approach that demonstrated a thorough understanding of workforce size, roles, and qualifications required to meet PWS requirements while complying with Collective Bargaining Agreement (CBA) limitations and mandates.

The approach includes the offeror’s proposed staffing by shift, skill classification, and work unit for the basic contract period and all option periods. The proposal demonstrated an organizational structure that the offeror will employ while performing this effort. It addresses lines of authority, details of onsite personnel by skill mix, function, and numbers.

The proposal provided rationale used to develop the organizational structure. The offeror shall:

a) Provide descriptions of the proposed roles and responsibilities, to include position qualifications/descriptions for each organizational element (i.e., work center or shop) and Organizational Chart. Describe plans for staff cross-utilization as well as your staffing plans for one-deep positions. Your proposed organization structure and staffing levels should demonstrate your understanding of all sections of the PWS, and how you will meet all PWS requirements. Your staffing plan must allow for flexibility needed to meet changing, unscheduled, urgent, and surge requirements

a) Provided descriptions of the proposed roles and responsibilities, to include position qualifications/descriptions for each organizational element (i.e., work center or shop) and Organizational Chart. Describe plans for staff cross-utilization as well as your staffing plans for one-deep positions. Your proposed organization structure and staffing levels demonstrated your understanding of all sections of the PWS, and how you met all PWS requirements. Your staffing plan must allow for flexibility needed to meet changing, unscheduled, urgent, and surge requirements

b) Provide a completed Manpower Matrix (for all Tabs) for the base period and each option period that adequately supports projected workload/PWS requirements. The proposed rationale is to support the completed Manpower Matrix staffing, to include productive hour calculations and cross-utilization. Include in the matrix PWS sections/tasks where sub-contractors will perform the work. The productive man-year calculations are broken down by productive work hours per Tab which includes a detailed rational used to project hours, projections for each performance period, any

b) Provide a completed Manpower Matrix (for all Tabs) for the base period and each option period that adequately supports projected workload/PWS requirements. The proposed rationale supports the completed Manpower Matrix staffing, to include productive hour calculations and cross-utilization. Include in the matrix PWS sections/tasks where sub-contractors will perform the work. The productive man-year calculations are broken down by productive work hours per Tab which includes a detailed rational used to project hours, projections for each performance period, any manpower adjustments, number of overtime

CONTROLLED UNCLASSIFIED INFORMATION

Source Selection Information – See FAR 2.101 and 3.104

CONTROLLED UNCLASSIFIED INFORMATION

FA670323R0001

JA‐18

14 December 2022

Subfactor 3: Program Management and Staffing Approach

Instructions to Offerors Evaluation Criteria manpower adjustments, number of overtime man-hours per tab, and number of overtime man-hours.

man-hours per tab, and number of overtime man-hours.

c) Identify and provide a strategy that addresses coverage of Key Personnel with trained, qualified and/or certified personnel. Key personnel shall be dedicated and onsite at Dobbins ARB during normal duty hours and/or available for after hour responses as required by the PWS. (Emphasis shall be placed on reach-back capabilities.) The list of Key Personnel includes the job titles identified in the PWS (Ref:

PWS Tabs – B-TE-9, C-TE-9, D-TE-9, F-TE- 9, and G-TE-9):

c) Identified and provided a strategy that addresses coverage of Key Personnel with trained, qualified and/or certified personnel.

Key personnel shall be dedicated and onsite at Dobbins ARB during normal duty hours and/or available for after hour responses as required by the PWS. (Emphasis shall be placed on reach-back capabilities.) The list of Key Personnel includes the job titles identified in the PWS (Ref: PWS Tabs – B-TE-9, C-TE-9, D-TE-9, F- TE- 9, and G-TE-9):

d) Provide a strategy for the continuous recruitment, retention, training and retaining of a qualified/certified and capable workforce that can accomplish the entire scope of the PWS and handle surges/variables in workload requirements, throughout the life of the contract.

In addition, provide a detailed process for filling vacancies.

d) Provided a strategy for the continuous recruitment, retention, training and retaining of a qualified/certified and capable workforce that can accomplish the entire scope of the PWS and handle surges/variables in workload requirements, throughout the life of the contract. In addition, provide a detailed process for filling vacancies.

e) Provide a description (if applicable) of subcontractor teaming arrangements or joint ventures that addresses organizational relationships and responsibility divisions between the prime contractor and subcontractor(s). Include a cross-reference matrix indicating which PWS areas particular sub-contractors are performing.

e) Provided a description (if applicable) of subcontractor teaming arrangements or joint ventures that addresses organizational relationships and responsibility divisions between the prime contractor and subcontractor(s). Include a cross-reference matrix indicating which PWS areas particular sub-contractors are performing.

f) Describe how the Offeror will continue to perform the essential contractor services listed in the PWS Tabs B-G, Mission Essential Contractor Services, dated 5 Dec 2022, during periods of crisis IAW DFARS 252.237-7023, Continuation of Essential Contractor Services, and DFARS 252.237-7024, Notice of Continuation of Essential Contractor Services.

f) Described how the Offeror continued to perform the essential contractor services listed in the PWS Tabs B-G, Mission Essential Contractor Services, dated 5 Dec 2022, during periods of crisis IAW DFARS 252.237-7023, Continuation of Essential Contractor Services, and DFARS 252.237-7024, Notice of Continuation of Essential Contractor Services.

Subfactor 4: Performance Management/Quality Control Plan

This subfactor assesses the offeror’s proposed Performance Management/Quality Control Plan.

CONTROLLED UNCLASSIFIED INFORMATION

Source Selection Information – See FAR 2.101 and 3.104

CONTROLLED UNCLASSIFIED INFORMATION

FA670323R0001

JA‐18

14 December 2022

The evaluation will address the Offeror’s response as outlined in the right-hand column (the “Instructions to Offerors” column on the left is verbatim from Section L, Instructions, Conditions, and Notices to Offerors Section 6: Subfactor 4: Performance Management/Quality Control Plan, and is provided here for reference only):

Subfactor 4: Performance Management/ Quality Control Plan

The offeror shall provide a strategy that demonstrates their capability of managing contract performance and ensuring quality control. Work performance shall comply with all applicable standards, guidelines, and publications required by the PWS. At a minimum, the strategy shall address the following essential components:

The offeror provided a strategy that demonstrates their capability of managing contract performance and ensuring quality control. Work performance complies with all applicable standards, guidelines, and publications required by the PWS. At a minimum, the strategy addresses the following essential components:

a) Internal Quality Control Plan: The offeror shall provide an approach on how it will implement a proactive internal QCP that does not rely on Government surveillance. The QCP shall outline how the offeror will execute the following quality functions:

1) Detect quality problems and deficiencies;

2) Identify root causes for quality related problems and deficiencies;

3) Facilitate correction of root causes related to detected problems and deficiencies; and

4) Ensure quality related problems and deficiencies do not recur

a) Internal Quality Control Plan: The offeror provided an approach on how it implemented a proactive internal QCP that does not rely on Government surveillance. The QCP shall outline how the offeror will execute the following quality functions:

1) Detect quality problems and deficiencies;

2) Identify root causes for quality related problems and deficiencies;

3) Facilitate correction of root causes related to detected problems and deficiencies; and

4) Ensure quality related problems and deficiencies do not recur

b) Demonstrate a quality management organization, including lines of authority that evaluates compliance, documents deficiencies, monitors corrective actions, ensures timely problem resolution, and addresses how problem recurrence will be prevented.

b) The quality management organization shows lines of authority and how the organization evaluates compliance, documents deficiencies, monitors corrective actions, ensures timely problem resolution, and addresses how problem recurrence will be prevented.

CONTROLLED UNCLASSIFIED INFORMATION

Source Selection Information – See FAR 2.101 and 3.104

CONTROLLED UNCLASSIFIED INFORMATION

FA670323R0001

JA‐18

14 December 2022

Subfactor 4: Performance Management/ Quality Control Plan

Instructions to Offerors Evaluation Criteria

c) Provide a performance management approach that ensures effective Quality Management and customer relations through efficient processes, performance measurement, analysis, and data management.

c) Performance management approach ensures effective Quality Management and customer relations through efficient processes, performance measurement, analysis, and data management.

Subfactor 5: Crisis Management Scenario

This subfactor assesses the Offeror’s proposed mission essential contractor services approach in response to a crisis scenario. The evaluation will address the Offeror’s response as outlined in the right-hand column (the “Instructions to Offerors” column on the left is verbatim from Section L, Instructions, Conditions, and Notices to Offerors, Section 7: Subfactor 5: Crisis Management Plan, and is provided here for reference only):

Subfactor 5: Crisis Management Scenario

The offeror shall use the Mission Essential Contractor Services Approach and provide a strategy to successfully adapt to the following scenario with as little as 4-hours notification while continuing to meet contract performance standards. Emphasis shall be placed on proposed reach-back capabilities during the timeframe specified with an increased workload of 25% for a full shift.

The offeror used the Mission Essential Contractor Services Approach and provide a sound approach to successfully adapt to the following scenario with as little as 4-hours notification while continuing to meet contract performance standards. Emphasis included a proposed reach-back capabilities during the timeframe specified with an increased workload of 25% for a full shift.

Background:

Dobbins ARB is a major hub in the Southeastern United States. Due to the location and security, it has been utilized in the past to provide support to locations in the Gulf of Mexico, Caribbean Sea, and the southern portion of the Eastern Seaboard.

Scenario:

[Monday] Hurricane Aardvark is passing through Central America. It is scheduled to make landfall across Haiti and the Bahamas as a Category 4 storm in 3-4 days [Thursday- Friday].

This standard is met when the Offeror’s proposal describes a clear and effective way using the essential contractor services approach to meet to the requirements of the Crisis Management Scenario and maintain contract performance standards.

CONTROLLED UNCLASSIFIED INFORMATION

Source Selection Information – See FAR 2.101 and 3.104

CONTROLLED UNCLASSIFIED INFORMATION

FA670323R0001

JA‐18

14 December 2022

Subfactor 5: Crisis Management Scenario

Instructions to Offerors Evaluation Criteria Government assets are being pre-positioned and mobilized to provide support. Dobbins ARB has been selected as a primary hub for collecting supplies and transporting them into the disaster zones. Mission aircraft, One (1) C- 17 and three (3) C-130s are due to arrive at Dobbins ARB within the next 24 hours

[Tues-Wed morning]. Each unit that is bringing an aircraft will be providing their own maintenance personnel.