04VanceMissionCapabilityFactors25Feb07V3.ppt
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- Attached to
- Vance AFB Aircraft Maintenance and Base Operating Support (BOS) Services Federal contract opportunity
- Solicitation number
- FA3002-06-R-0003
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Mission Capability Subfactors
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Develop America's Airmen Today ... for Tomorrow
Mission Capability Evaluation Factors Aircraft Maintenance and Base Operating Support 71st Flying Training Wing Vance AFB OK
Air Education and Training Command I n t e g r i t y - S e r v i c e - E x c e l l e n c e Mr. Keith Berger Program Manager
HQ AETC/A4PM
Subfactor 1 Mission Integration Approach that demonstrates capability to integrate all functional areas in support of the mission of the 71st Flying Training Wing
Favorable assessments will consider the benefit, impact, and feasibility of additional commitments by the offeror to provide higher output, capability, and quality, or exceed performance thresholds identified in the PWS
Subfactor 1 (Cont)
| The assessment will be based on the following: |
| Management approach and methodology for supporting the mission of the 71st Flying Training Wing |
| Management team will ensure all functional areas work in unison to meet or exceed the Air Force expectations of professional, timely, and quality services, products, and workmanship over the life of the contract |
| Approach and methodology for the realism of proposed continuous process improvement and innovation in terms of quality, cost, and timeliness |
Subfactor 1 (Cont)
| Methodology and approach to mobilize/changeover the services in all functional areas without negatively impacting the flying training mission at Vance AFB, OK |
| Approach and methodology for collective bargaining agreements |
Contingencies to ensure it will effectively prevent interruption of services due to labor disruption and disputes or call-up of reservists by executive order Declaration statement that acknowledges and accepts, without exception, all performance work statement requirements
Subfactor 2 Flight Operation Support Approach that demonstrates capability to support flight operations (aircraft maintenance, aircrew life support, and airfield management)
Management Concept. The Government will assess the Offeror’s approach and methodology for
Aircraft maintenance support e.g., flightline operations, scheduled and unscheduled maintenance, and backshop maintenance functions to include PMEL and munitions
Subfactor 2 (Cont)
| Reasonable and effective staffing |
| Approach for disabled Cross Country assigned and non-assigned aircraft support |
| Approach for execution of the daily flying and maintenance schedules and maintenance activities to include plans for sufficient numbers of mission capable aircraft to support the wing’s flying training mission |
| Approach for determining flying hour and Average Possessed aircraft monthly adjustment rates |
Subfactor 2 (Cont)
| Effective aircrew life support for three diverse military training airframes (T-1A, T-6, and T-38) during all hours of flying operations to include equipment inspection and maintenance practices |
| Effective airfield management activities to include Vance AFB and Kegelman auxiliary airfield |
| Plans for supplies and materials to ensure they realistically meet the requirements of the PWS |
| Anticipated significant contract performance challenges and proposed solutions to expected problems to ensure they are plausible |
Subfactor 2 (Con’t)
| Workforce Staffing |
| Staffing rationale including the process used to determine required manpower to support all PWS areas and ensure professional and timely quality of services, products, and workmanship. The Government will evaluate: |
| Workforce staffing placement and associated skill levels for the basic period and all option periods to include: |
| Number and percentage of direct, additive direct, indirect, and overhead labor |
Marginal levels of workforce certification could indicate a lack of understanding concerning mission requirements and may result in the offeror receiving an unfavorable rating and/or being eliminated from the competitive range
Subfactor 2 (Cont) Approach and methodology to meet cyclic and unique situations including the ability to meet peak workloads; overlapping or simultaneous taskings at Vance AFB such as weather to include high winds, lightning, hail and tornadoes; priority transient alert support; plastic media blast for other organizations; base exercises; aging fleet; aircraft deicing; quiet hours; and increased off-station aircraft recovery
Note: Plastic media blast reference will be removed
Subfactor 2 (Cont)
| Organizational structure and rationale |
| Plans to back up “one deep” positions without degrading services and quality of workmanship in the affected service area or other areas |
| Approach and methodology for workforce mobilization/changeover |
| Procedures to ensure a properly trained, qualified, and/or certified workforce throughout the life of the contract |
Subfactor 2 (Cont)
| Performance Management |
| Internal and external approaches and processes to ensure quality work, service, support, and products are provided that meet or exceed the Air Force’s expectations |
| Approaches and processes to meet or exceed the Government’s quality expectations |
| Includes government funding cost controls, protection and management of government resources, and environmental pollution prevention |
Subfactor 2 (Cont)
| Internal process to identify and prevent deficiencies in the quality of service and meet or exceed Government quality expectations |
| Internal process to expeditiously apply and monitor corrective actions and ensure successful and timely problem resolution |
| System(s) for recording, computing, and accessing performance measurement data that the offeror and the Government can use for analysis and decision making |
| Corporate management approach to identify negative trends and implement corrective actions to meet or exceed Government expectations (e.g., Wing, 19th AF and HQ AETC) and performance thresholds |
Subfactor 3
| Base Operation Support, Part 1, Civil Engineering |
| Approach that demonstrates capability to provide Base Operations Support (Operations and Maintenance, Fire Protection, Environmental, Ground and Site Maintenance, Engineering Services, Energy and Utility Management, Custodial, Housing Management, and Space Management) |
| Base Operation Support, Part 2, Logistics/Services Approach and methodology for: |
| Supply, Fuels, Transportation, Purchasing, Community Service, and Lodging |
Subfactor 3 Base Operation Support, Part 3, Communication and Information Technology
Approach and methodology for supporting management, maintenance, and budgeting of all enterprise services, telecommunications, base multimedia, and information management
Subfactor 3 (Cont)
| Workforce Staffing |
| Staffing rationale including the process used to determine required manpower to support all PWS areas and ensure professional and timely quality of services, products, and workmanship |
Same as Flight Operations Support
Subfactor 3 (Cont)
| Workforce staffing placement and associated skill levels for reasonableness and effectiveness for the basic period and all option periods to include: |
| The proposed number and percentage of direct, additive direct, indirect, and overhead labor |
| Nonproductive time as it is related to the PWS requirements |
| Explanation and rationale of any manpower adjustments beyond contract start date |
If workforce (manpower) increases or decreases please show us how you determined the increase or decrease and the positions affected
Subfactor 3 (Cont)
| Approach and methodology to meet cyclic and unique situations including the ability to meet peak workloads; overlapping or simultaneous taskings at Vance AFB such as weather to include high winds, lightning, hail and tornadoes; priority transient alert support; plastic media blast for other organizations; and base exercises aging fleet; aircraft deicing; quiet hours; and increased off-station aircraft recovery |
| Organizational structure and rationale |
| Plans to back up “one deep” positions without degrading services and quality of workmanship in the affected service area or other areas |
Note: References to plastic media blast, aging fleet, aircraft deicing, quiet hours, and increased off-station aircraft recovery will be removed from Subfactor 3
Subfactor 3 (Cont)
| Approach and methodology for workforce mobilization/changeover |
| Procedures to ensure a properly trained, qualified, and/or certified workforce throughout the life of the contract |
Marginal levels of workforce certification could indicate a lack of understanding concerning mission requirements and may result in the offeror receiving an unfavorable rating and/or being eliminated from the competitive range
Subfactor 3 (Con’t) Performance Management
Internal and external approaches and processes to ensure quality work is performed by its employees, and quality service, support, and products are provided that meet or exceed the Air Force’s expectations
Same as Flight Operations Support
Subfactor 4
| Small Business Subcontracting Plan and SDB Participation Targets |
| If a subcontracting plan is required by FAR 19.7, the minimum requirement for small business participation is met when the subcontracting plan and proposal demonstrate the following: |
| A corporate commitment between parties in providing subcontracting opportunities for small businesses, small disadvantaged businesses, HUBZone small businesses, women-owned small businesses, veteran-owned small businesses, service disabled veteran-owned small business concerns and HBCU/MIs |
Subfactor 4 (Con’t)
| The offeror demonstrates, as a minimum, compliance with Air Force Goals. | ||||
| Small business | 23% | |||
| Small disadvantaged | 5% | |||
| Woman owned | 5% | |||
| HUBzone | 3% | |||
| Veteran owned | 3% | |||
| Service disabled veteran owned | 3% |
Realistic (achievable) targets expressed in dollars and in percentages of the total proposed subcontracting dollars for each category above, as well as in dollars and percentages of the total value of the contract for each category above
Subfactor 4 (Con’t)
| Compliance with requirements of FAR 52.219.8 and FAR 52.219.9 and in meeting past contract subcontracting plan goals, as evidenced in the SF 294/295s |
| If a subcontracting plan is NOT required by FAR 19.7, the minimum requirement for small disadvantaged business targets is met when small businesses submit the following information for the full and open competition: |
| A commitment between parties to provide subcontracting opportunities for small disadvantaged businesses |
| As a minimum, compliance with Air Force goal of 5% for small disadvantaged businesses expressed in dollars and in percentages of the anticipated subcontracting dollars for the authorized NAICS Industry Subsectors |
Subfactor 4 (Con’t)
| Realistic (achievable) targets for the SDB Participation Program expressed in dollars and percentages of anticipated total contract value for the authorized NAICS Industry Subsectors with respect to SDB participation, in accordance with FAR 19.12 |
| Evidence of past performance that complied with the requirements of FAR 19.12 and achievement of past contract small disadvantaged business goals |
Technical Proposal
| What Makes a Good Proposal | |||
| Tell us the | |||
| How | Your technical approach | ||
| Who and how many | Your workforce | ||
| What | The services you will provide | ||
| When | (If applicable) |
Note: Technical and Cost proposals must match
Favorable assessments will consider the benefit, impact, and feasibility of additional commitments by the offeror to provide higher output, capability, and quality, or exceed performance thresholds identified in the PWS
UNKNOWN-0.ppt
Contracting / Most Efficient Organization (MEO) Perspective
Col Teresa Dicks
AETC/LG
Air Education and Training Command
POCs: Maj Rese Farrish, HQ AETC/LGCM, DSN: 487-2816 (Primary)
Mr Keith Berger, HQ AETC/LGP, DSN: 487-3121 (Alternate)
MEO
Contractor
In-House (Mil/Civ)
Who Supports Our Mission
Sim MX/Instruction
Sim MX/Instruction
Survival School
A/C Wash
512 SOS
Sim MX/Instruction
ERRC
CE, A field,V ops
Sim MX/Instruction
21 FS
Rg MX; Sim MX/ Inst.
Sim MX
Sim MX/ Inst.
Backshop
CE
OPR: LGCQ
Base A/C MX Trans Alert Supp Trans Fuels Ops BOS
Altus
Columbus
Fairchild
Ft. Rucker
Goodfellow
Keesler Trainer MX/PMEL
Kirtland ATARS School
Lackland Trainer MX
Laughlin
Little Rock
Luke
Maxwell PMEL
Moody Sim MX/ Inst.
Pensacola
Randolph AIS SIM MX
Sheppard
Tyndall Sim MX/ Inst & AMB MX
USAFA AFS
Vance Sim MX/Instruction
Contract Cost Creep
Monitor and Control it
AETC service contracts represent $1B in “Must Pay” Bills
We’ve paid for a level of service—any changes will cost money—money that we may not have
Arbitrary or unnecessary changes cost $$$ and the contractor may ask for equitable adjustment
Changes in average sortie duration (ASD)
Abrupt changes in weekly/daily flying schedule
Additional CAP and spare requirements
Increase in cross country support
Changes cost money
Most Efficient Organization
A “Contract” Also
Most Efficient Organizations
Must operate within the Work Statement to include meeting contract performance standards
Cannot take on additional requirements (work) without modification to work statement
Like contracts -- Funding and new authorizations must be approved before new requirements can be implemented
Post MEO review conducted by AF Audit agency
Validation of proposed labor requirements (cost) and compliance with performance standards
MEO’s and Contracts work the same way
“pay as you go”
Example Contract Cost Structure
Target Cost
T-1A $ 3,579,922.25
T-37 $ 6,465,021.89
T-38 $ 6,103,928.59
Other Target Cost (Includes management, HR, QA, P&S, Training, MOC, PMEL,TA) $ 3,750,693.22
Total Target Cost $19,899,565.95
Total Target Profit (2.0% of Target Cost) 397,991.32
Total Target Price $20,297,557.27
Ceiling Price (103% of Target Cost) $20,496,552.93
Award Fee Pool (6% of Total Target Cost) $ 1,193,973.96
Award Fee – Powerful Motivator
In a capitalist environment, money tends to influence people to improve quality, responsiveness and productivity
Through positive management, contractors can increase profit potential
Rewards contractor for exceeding command expectations
Emphasizes key areas of management concern
Award Fee
FDO controls large percent of the contractors profit
Contractor profit 2% + a possible 6% award fee
Example: $447,913 profit + $1,185,855 award fee
Profit is paid automatically – contractual requirement
Award fee dollars are not a given – must be earned
Award fee is earned for exceeding stakeholders (internal and external) expectations
Do award for exceptional service – Quality, timeliness, and in a professional manner
Pitfalls to Avoid
Routinely rewarding contractors (via award fee) for just meeting contract requirements
Becoming sympathetic to low profit margins
Being too generous -- losing your award fee incentive power to influence behavior and motivate them to embrace continuous process/performance improvement
“We make money the old fashion way” – “We earned it”
Smith-Barney “80s famous line”
Award Fee Components
40% Technical Operations
Sufficient aircraft to support wing’s flying mission
MC, TNMCM, fleet time, FOD
AGE, PMEL, TA, survival equipment, munitions, MOC support
40% Program Management
Productivity Improvement
Technical evaluations/training
Top management involvement
QC, plans and programs
Flight line operations, corrosion control, aircraft cleanliness, cross country support
20% Efficient Use of Govt Resources
Reduce O&M cost
Resource Mgt
Env & Haz waste Mgt
Award Fee Process
Aircraft Maintenance Chief QAP / QAE
Contractor RecommendationBriefing
Award Fee Review Board
(AFRB)
Aircraft Maintenance QAP / QAE
Wing Commander:
Chairperson and Fee Determining Official (FDO)
CV, OG/CC, MXG/CC, MSG/CC Voting Members
Contracting Officer is Secretariat and a Non-Voting Member
Award Fee
It’s About Performance
As performance and services increase, award fees should increase
As performance and services decrease, award fees should decrease
Several companies share award fee earnings with employees – encouraged by Air Force leadership
Award Fees build cooperation and participation while focusing on the mission
Award Fees / Performance
Though performance may decrease, events beyond contractors control may still warrant an award fee
Weather related; e.g., ice storms, wind/hail damage
Absence of government provided parts and services
Award fee should reflect
Achievement of Air Force and Command awards
Superior support for special events; e.g., airshows, open house, VIP visits, etc.
Performance / Award Fee Trends
Example
Superior support during ice storm and command awards
Maintenance work areas need management attention; e.g., TO upkeep, tool control, supply management, etc.
Superior performance during contractor changeover
Carrot or Stick?
Why Unions?
Profit margins are low for service contracts (2%)
Dept of Labor (DoL) establishes prevailing wage rates and benefits—with little to no increase each year
If the contractor increases wage rates outside of DoL adjustments, increases comes out of the Contractor’s pocket
A Union derived CBA produces better wages and benefits than DoL derived rates
Contractor pays CBA determined wages and passes increases to the Government—no impact to profit
Allows reasonable wages without hurting profit
Labor Relations
All AETC aircraft maintenance contracts have Collective Bargaining Agreements
Neutrality is required!
Good relations are encouraged but avoid perceptions of favoritism
Politically Sensitive, Emotionally Powerful Issues
Balancing Act
Contractor
Union
- Invite union rep to attend award presentations involving union workforce
- Okay to invite union rep to social functions but also invite the contractor
- Notify union in advance of information that will be made public
- Involve union rep in disaster response and preparation
A Good Relationship
A Good Idea
Appear to favor the contractor or the union
GOOD
BAD
- Do not discuss planning or business decisions with union representatives
CAUTION
Staff Meeting Protocol
You can invite the Union Rep to staff meetings
. . .but we don’t recommend it
- Always a threat of “Unfair Labor Practice” charges
- Attempt to stop union attendance at a later date
- Claims against actions taken in absence of Rep
- Union Rep not bound or limited with the Press
- It’s not just a local issue--there are over 13M members of organized labor, large corporations and elected officials with a vested interest in the outcome
Labor Relations “9-1-1”
Start with CONS/CC
Labor Strike Plan Guide--a step-by-step guide
HQ AETC Labor Relations Working Group ready to help—not just for strikes, any labor issues
Team led by LGC includes PA, JA, SF, DP and Functionals
Reports to CAT and AETC/CC/CV
If required; can bring in the big boys
AF Labor Advisors, Federal Mediators, senior Union and Company Officials
Labor issues? Rumors of labor unrest?
Call Mr. Ira Garrett, AETC/LGC, DSN: 487-2519
Chairman, Labor Relations Working Group
If a Strike is Pending
News Media will want Wing CC viewpoint – Do not make press release unless approved by your Legal, PA and AF Labor Advisors
Other unions may choose not to cross picket line i.e., BX/Commissary deliveries, construction workers
CAUTION
WARNING
Call your CONS! --strike plans are in place
Pass could be requested from union to come on base and organize – Grant it!
Things to Remember
Motivate the Contractor with the proper Award Fee
Develop good contractor/labor force relationships
Get the Labor Relations Working Group involved early
Make the Award Fee determination on emotion
Obligate the government on your own
DO
DON’T
Questions?
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