Performance Work Statement 4-14-23.pdf

PERFORMANCE WORK STATEMENT FOR

MACDILL AFB FL

CIVIL ENGINEER

BASE MAINTENANCE CONTRACT

Solicitation: FA4814-23-R-0001

6th Air Refueling Wing

14 Apr 2023 i i

Table of Contents

1.0 DESCRIPITION OF SERVICES:

1.1. Scope:

1.2. General Requirements

1.3. Background Information

1.4. Generally Included Services

1.5. Generally Excluded Services

1.6. Contract Type

2.0 CIVIL ENGINEER OPERATIONS FLIGHT

2.1. Civil Engineer Operations (CEO) Flight Responsibilities

2.2. Utilities Privatization (UP)

2.3. Contractor Operations Management

2.4. Operations Engineering

2.4.1. CEO Engineering Capability

2.4.2. Requirements and Optimization

2.4.3. Critical Equipment Failures

2.4.4. Preventative Maintenance (PM) Program

2.4.5. AMP Responsibilities

2.4.6. AMP Managers

2.4.7. Sub-AMP Managers

2.4.8. Utilities AMP

2.4.9. BUILDER Sustainment Management System (SMS):

2.4.10. Facility Level Inventory Requirements:

2.4.11. Customer Service Unit (CSU)

2.4.12. NexGen IT/SMS Data Standards, Analysis and Material Acquisition System

(MAS)

2.4.13. Civil Engineer Control Systems (CECS)

2.4.14. Contract Project Review Integration and Warranty Management

2.4.15. Contingency Planning & Response

2.4.16. Facility Manager Program

2.4.17. Traffic Management Program

ii ii

2.4.18. Lifting Devices

2.4.19. RP, RPIE, government identified non-RP/RPIE assets, and EAID Equipment Acceptance/Disposal

2.4.20. Material Control

2.4.21. Contract by Requestor (CBR)

2.4.22. U-Fix-It Program

2.5. Facility Systems

2.5.1. Alarms

2.5.2. Electric Shop

2.5.3. Corrosion Control and Cathodic Protection

2.5.4. Airfield Lighting and Beacons

2.5.5. Navigational Aid Systems (NAVAIDS)

2.5.6. Power Production

2.6. Heavy Repair:

2.6.1. Structures

2.6.2. Pavements and Equipment

2.7. Infrastructure Systems:

2.7.1. Direct Digital Control (DDC)/Energy Management Control System (EMCS)

2.7.2. Water and Fuels Systems Maintenance

2.7.3. Water Supply Storage and Distribution System

2.7.4. Base Swimming Pool

2.7.5. Plumbing

2.7.6. Portalets

2.7.7. Heating, Ventilation and Air Conditioning (HVAC)

2.7.8. Chiller Replacement Plan

2.7.9. Refrigerant Management Plan

2.7.10. Refrigerant Management Program

2.7.11. Operations Flight Specific Processes/Requirements

2.8. Operations Services Team

2.9. Operations Position Qualifications:

2.9.1. Operations Manager (OM)

2.9.2. Requirements and Optimization Manager

2.9.3. Customer Service Manager (CSM)

iii iii

2.9.4. Operations Foreman/Supervisor

2.9.5. Material Control Supervisor

2.9.6. Operations Function Technicians

2.9.7. Corrosion Control Technician

2.9.8. Operations Engineer

2.9.9. Control Systems Engineer (CSE)

2.9.10. Operations Engineering Technician

2.9.11. Customer Service Job Planner/Estimator

2.9.12. Customer Service Specialist

2.9.13. Direct Digital Control (DDC)/Energy Management Control System (EMCS) Operators

2.10. Operations Personnel Security Clearance Requirements

2.11. Operations Service Summary

3.0 PROGRAMS AND ENGINEER SERVICES:

3.1. Programming

3.1.1. Requirements

3.1.2. Asset Management

3.1.3. Engineering Plans

3.1.4. “S” File

3.1.5. Disposition of Real Property

3.1.6. Briefings and presentations

3.1.7. Update Project Folders

3.2. Project Validation

3.3. Designs

3.3.1. Privatized Projects

3.3.2. Full and Partial Design Services

3.3.3. SABER or Similar Format

3.3.4. Traditional Design (MACC) or Similar Format

3.3.5. IDIQ Design or Similar Format

3.4. Design Services

3.4.1. Delivery Time

3.4.2. MILCON

3.4.3. Multiple Award Construction Contract (MACC) Design

iv iv

3.4.4. IDIQ Design (i.e., Roofing, Paving, Protective Coating/Paint, and SABER)

3.4.5. General Design Project Requirements

3.4.6. Environmental related to design

3.4.7. Design reviews for projects designed external to 6 CES

3.5. MILCON Liaison

3.6. Over and Above Design Services

3.7. Construction Management

3.7.1. Construction Management Workload

3.7.2. MILCON & Other Projects

3.7.3. Projects that Cross the FY

3.8. Construction Management Responsibilities

3.9. Architectural-Engineering Consulting, Investigations, and Evaluations

3.10. Program Management: Design/Construction Administration

3.10.1. Status Reports and Tracking

3.11. Base Contracting and Comptroller Support

3.12. Asset Management

3.12.1. Building Systems Inspections

3.12.2. Space Utilization and Occupancy Surveys

3.13. Community Planning

3.13.1. Installation Development Plan

3.13.2. Airfield and Airspace Requirements

3.13.3. Mission Sustainment Team

3.13.5. Community Outreach

3.13.6. Other Requirements

3.14. Facilities Board Services

3.14.1. Additional Requirements

3.15. Engineering Activities Management Plan and Sub AMP Management Services

3.15.1. AMP Manager

3.15.2. Reports

3.15.3. Sub-AMP Managers

3.15.4. Facilities AMP

3.15.5. AMP and Sub-AMP Manager SMS and GIS Requirements

3.15.6. Analysis of Asset Portfolio

v v

3.16. Drafting, Surveying, Mapping, and Engineering Related Services

3.16.1. CADD & GIS Services

3.16.2. Mapping Services

3.16.3. Standards

3.16.4. Support

3.16.5. Plans and Training

3.16.6. GIS Updates

3.16.7. “As-Builts”

3.16.8. Other Requirements

3.16.9. SDSFIE Data Standards/Structure

3.16.10. Data Structure (GIS ESRI format)

3.16.11. Survey

3.16.12. Accuracy

3.16.13. Projection/Coordinate System

3.16.14. Attribute Tables

3.16.15. Feature Attributes

3.16.16. Metadata

3.17. Drafting Execution

3.17.1. Other Requirement Services

3.17.2. Routine and Emergency Drafting Requirements

3.18. Engineering Position Qualifications

3.18.1. Engineering Services Manager (ESM) (Key Personnel) Services

3.18.2. Engineering Project Execution Manager (EPXM) (Key Personnel) Services

3.18.3. Engineering Project Team Lead Manager (EPTLM) (Key Personnel) Services .. 100

3.18.4. Portfolio Optimization Manager (POM) (Key Personnel) Services

3.18.5. Project Manager Services

3.18.6. Staff Design Engineer/Architect/Interior Design Services

3.18.7. Structural engineer (Key Personnel)

3.18.8. Engineering Design and Construction Cost Estimator Services

3.18.9. Community Planner Lead

3.18.10. Community Planner

3.18.11. Energy Manager Lead

3.18.12. Energy Coordinator

vi vi

3.18.13. Activity Management Analyst Integrator & Facilities Amp Services

3.18.14. Programming Team Lead Services

3.18.15. Programmer/Engineering Technician

3.18.16. MILCON and UMMC Engineer Programmer

3.18.17. CAD/IGI&S Team Lead

3.18.18. CAD/IGI&S Technician

3.18.19. Training

3.19. Programs and Engineer Services Personnel Security Clearance Requirements ... Error!

Bookmark not defined.

3.20. Engineering Services Team

3.21. Engineering Services Summary

4.0 INSTALLATION MANAGEMENT

4.1. Environmental Management

4.1.1. Air Quality Compliance and Resource Management

4.1.2. Water Program Management

4.1.3. Solid Waste Management

4.1.4. Hazardous Waste (HAZWASTE) Program

4.1.5. Toxics

4.1.6. Petroleum, Oils, and Lubricants, and Aboveground Storage Tank (AST) and Underground Storage Tanks (UST)

4.1.7. Emergency Planning and Community Right to Know Act (EPCRA) & Hazardous Material Management (HAZMAT) Management

4.1.8. Pollution Prevention

4.1.9. National Environmental Policy Act (NEPA) & Environmental Impact Analysis Process (EIAP)

4.1.10. Natural Resource Program

4.1.11. Cultural Resources Program

4.1.12. Environmental Baseline Surveys (EBSs)

4.1.13. Environmental, Safety, and Occupational Health Council (ESOHC)

4.1.14. Enforcement Actions (EA)

4.1.15. Environmental Inspection Process (EIP), Commander’s Inspection Program (CCIP), and Management Information Control Toolset (MICT)

4.1.16. Environmental Management Systems (EMS)

4.1.17. Contractor Training Provided to Installation Personnel vii vii

4.1.18. Environmental Controls

4.1.19. Environmental Impact/Compliance with Applicable Federal, State, and Local Requirements

4.1.20. Environmental Incident Reporting

4.1.21. Environmental and Safety Inspections

4.1.22. Environmental Conditions

4.1.23. Special Requirements

4.1.24. Environmental Position Qualifications

4.1.25. Environmental Management Personnel Security Clearance Requirements

4.1.26. Environmental Services Team

4.1.27. Environmental Services Summary

4.2. Civil Engineer Network Technology Services (CENTS) -

4.2.1. General Information

4.2.2. Description of Services

4.2.3. CENTS Transition-In Requirements

4.2.4. CENT Items Occurring Daily, Weekly, Monthly and Annually

4.2.5. IT Architecture Management Plans

4.2.6. Programming Support

4.2.7. Implement and Manage Computer Support Help Desk

4.2.8. ADPE modernization requirements

4.2.9. Training

4.2.10. Hardware Upgrades for the High Availability Virtual Machine (HAVM) Hosting Environment

4.2.11. Maintenance and Repair of the High Availability Virtual Machine Hosting Environment

4.2.12. Audit and Report Access Privileges and Permissions Management of ICS’s And ICS Networks

4.2.13. Implement Access Privileges and Permissions Management of VLAN/COINE Security System

4.2.14. Coordinate Risk Management Activities Associated with VLAN/COINE & Standalone ICS Systems

4.2.15. Technical Refresh Equipment

4.2.16. Property Identification

4.2.17. CENTS Position Qualifications

viii viii

4.2.18. CENTS Personnel Security Clearance Requirements

4.2.19. CENTS Team

4.2.20. CENTS Services Summary

4.3. Real Property Management:

4.3.1. Real Property Accountable Records

4.3.2. Space Utilization

4.3.3. Access Control

4.3.4. Facility Use and Disposal Programs

4.3.5. Joint Inventory

4.3.6. Installation Boundary Inspections

4.3.7. Compliance

4.3.8. Financial Improvement and Audit Readiness

4.3.9. Process Control

4.3.10. MICT

4.3.11. Acquisition Method Management

4.3.12. Real Property Accountability and Reporting Requirements

4.3.13. Disposal Actions

4.3.15. Real Property Installed Equipment (RPIE)

4.3.16. Existence and Completeness

4.3.18. Miscellaneous Requirements

4.3.19. Reporting and Taskings

4.3.20. Real Property Facility Square Footage (Canopy Space) Adjustments

4.3.21. Real Property Position Qualifications

4.3.22. Real Property Management Personnel Security Clearance Requirements

4.3.23. Real Property Team

4.4. Unaccompanied Housing Management and General Officer Quarters Management 161

4.4.1. Furnishings Services

4.4.2. Furnishings Management

5.0 EMERGENCY MANAGEMENT (EM) SERVICES

5.1. Description of Services

5.2. Guidance

5.2.1. Instructions and Manuals

5.2.2. Policy

ix ix

5.2.3. Direction and Guidance

5.2.4. Technical Orders

5.2.5. Commercial Off-the-Shelf Manuals

5.3. Contractor EM Services Flight Composition

5.3.1. Contractor Emergency Management Services Lead (CEMSL)

5.3.2. Emergency Responder Status

5.3.3. Contractor Integration with Hybrid Flight

5.3.4. Historical Minimum Emergency Management Team Compliment

5.3.5. Personnel Security Clearance Requirements

5.3.6. SIPRNet Access

5.3.7. Services Support

5.3.8. Meetings

5.3.9. Call Management

5.3.10. SOPs and Technical Documents

5.3.11. Customer Service

5.3.12. Digital Documentation

5.3.13. Electronic Mail

5.3.14. Flight Organizational Electronic Mailbox

5.3.15. Information Boards, Guides, and Training Aids

5.3.16. Installation “Be Ready” Awareness Campaign

5.3.17. File Management

5.3.18. Data Systems

5.3.19. Common Operating Picture (COP)

5.3.20. Emergency Operations Center (EOC)

5.3.21. Automated Readiness Information System (ARIS)

5.3.22. Suspense Tracking

5.3.23. AtHoc Emergency Managers

5.3.24. EOC Support Staff (aka. EOC Admin)

5.3.25. Backlogged Work

5.3.26. Compliance

5.3.27. EM Services Section Continuity Plan

5.3.28. Transition Support

5.3.29. Support for other Programs

x x

5.4. EM Services Functions and Duties

5.4.1. Emergency Management Working Group

5.4.2. Self-Assessment Management

5.4.3. Integrated Risk Management Process (IRMP)

5.4.4. All Hazard Response Planning Team (AHRPT)

5.4.5. Plans

5.4.6. Operations

5.4.7. Logistics

5.4.8. Training

5.4.9. Hazardous Material (HAZMAT) and CBRN Response

5.4.10. Unit Deployment and Training Management Lead

5.5. Exercise Support

5.5.1. Participation

5.5.2. Planning and Execution

5.5.3. After Action Reports

5.6. Recurring Products

5.7. Emergency Management Position Qualifications

5.7.1. CEMSL Minimum Qualifications

5.7.2. EM Plans Section Lead Minimum Qualifications

5.7.3. EM Operations Section Lead Minimum Qualifications

5.7.4. EM Logistics Section Lead Minimum Qualifications

5.7.5. EM Education and Training Section Lead Minimum Qualifications

5.7.6. EM Technicians Minimum Qualifications

5.8. Emergency Management Personnel Security Clearance Requirements

5.9. Emergency Management Team

5.10. Emergency Management Services Summary (PRS)

6.0 GOVERNMENT-FURNISHED PROPERTY AND SERVICES

6.1. Government-Furnished Property (GFP)

6.1.1. Government Property Control

6.1.2. Government Property Inventory

6.1.3. Facilities

6.1.4. Automated Data Processing Equipment (ADPE)

6.1.5. Radios

xi xi

6.1.6. Equipment

6.1.7. Government Furnished Property (GFP)

6.2. Government-Furnished Services (GFS)

6.2.1. Utilities Services

6.2.2. Telephone Services

6.2.3. Security, Fire, and Medical Services

6.2.4. Mail Services

6.2.5. Precision Measurement Equipment Laboratory (PMEL) Services

6.2.6. Technology Services

6.2.7. Custodial Services

6.2.8. Fuel Services

6.2.9. Material Services

7.0 GENERAL INFORMATION

7.1. Contractor Personnel

7.1.1. Contract Manager

7.1.2. Management and Supervisors

7.1.3. Contractor Employees

7.1.4. Resumes/Qualified Staffing

7.2. Strike Plan

7.3. Obligation of Funds:

7.4. Vehicles

7.4.1. Vehicle Types

7.4.2. High-Reach

7.4.3. Vehicle Fleet Management

7.5. Security

7.5.1. Suitability Investigations

7.5.2. DD Form 254, Department of Defense Contract Security Classification Specification

7.5.3. Unescorted Entry to Restricted Areas

7.5.4. Pass and Identification Items

7.5.5. Retrieving Identification Media

7.5.6. Listing of Employees

7.5.7. Facility Security Officer Appointment

xii xii

7.5.8. Computer Security Requirements

7.5.9. Cybersecurity

7.5.10. Antiterrorism (AT)/Force Protection (FP)

7.6. Freedom of Information Act (FOIA) Program

7.6.1. Privacy Act (PA) Program

7.6.2. Controlled Unclassified Information (CUI)

7.6.3. Records Management

7.7. Reporting Requirements

7.7.1. Derogatory Information

7.8. Physical Security

7.9. Operating Instructions

7.10. Controlled/Restricted Areas

7.10.1. Entry Procedures for Controlled Areas:

7.11. Key Control

7.11.1. Lost Keys

7.11.2. Government Authorization

7.12. Lock Combinations

7.13. Traffic Laws

7.14. Base Fire Regulations

7.15. Hours of Operation

7.16. Current Federal Holidays

7.17. Contractor Training

7.17.1. Antiterrorism Training

7.17.2. Operations Security (OPSEC) Training

7.17.3. Information Protection/Security Training

7.17.4. Ancillary Training (Total Force Awareness Training)

7.17.5. Environmental Management Systems (EMS) Awareness Training

7.17.6. New or Updated Technology Training

7.17.7. Costs

7.18. Travel:

7.19. Access to Government Systems:

7.20. Government-Owned Vehicles

7.21. Airfield Driving

xiii xiii

7.22. Publications, Forms, and Plans

7.22.1. Access

7.22.2. Electronic File Plan

7.22.3. Supplements or Amendments to Directives and Publications

7.22.4. Conflicts

7.22.5. Compliance

7.23. Labor Data Reporting

7.23.1. Service Contract Report

7.24. Quality Control Program (QCP)

7.24.1. Independent Inspections

7.24.2. Submittals

7.24.3. Methods

7.24.4. Customer Feedback

7.24.5. Key and Badge Control

7.24.6. Monthly Briefings

7.25. Quality Assurance

7.26. Environmental

7.26.1. Fines for Environmental/Safety/ Occupational Health Violations

7.26.2. Hazardous Materials Management

7.26.3. Solid Waste Recycling

7.26.4. Air Quality Compliance

7.27. Natural Disaster, Major Accident, and War Response and Recovery

7.27.1. Authorization/Limitations

7.27.2. Contractor Proposals

7.28. Multi-Functional Team Meetings

7.29. Pre-Performance Conference

7.30. Transition

7.30.1. Transition In

7.30.2. Transition Out

List of Appendices:

Appendix A – Builder Data on Existing Facilities xiv xiv

Appendix B – Real Property Appendix C – Air Force Preventative Maintenance Task List Data Appendix D – Critical Facility List Appendix E – Maps and Work Area Layouts Appendix F – Government Furnished Property (CACRL) Appendix G – Government-Furnished Property (GFP) Appendix H – Government-Furnished Facilities Appendix I – Government-Furnished Automated Data Processing Equipment Appendix J – Government-Furnished Radios Appendix K – Airfield Condition Index 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 – MacDill Elevators Appendix S – CE Playbooks/Business Process Library Appendix T – Temporary Structures Appendix U – Storm Water Ponds

1.0 DESCRIPITION OF SERVICES:

The purpose of this contract is to provide the full range of base support services required of the 6th Civil Engineer Squadron.

1.1. Scope:

The scope of this contract is to provide services and items that would normally be provided by a civil engineering squadron as necessary for the proper function and operation of MacDill AFB.

This scope encompasses requirements specifically defined in the contract, and those that may otherwise be reasonably required to facilitate execution of the intent of this contract. This includes, but is not limited to: base operations support; engineering support; management, maintenance and repair of facilities and infrastructure systems; construction management;

minor construction; emergency management and response; environmental requirements and programs; explosive ordinance disposal support; fire support; real property management;

material procurement and management; Civil Engineer (CE) deployment training and management; exercise support; and the fulfillment of other responsibilities that may be or may become delegated to the 6 CES.

1.2. General Requirements

The contractor shall meet all requirements and responsibilities in this document, including providing all necessary management, personnel, labor, tools, equipment, services, training, and items not expressly identified as government provided within this document. The contractor shall provide all items and services that may not be specifically defined within the PWS, but which are necessary and should be anticipated as necessary in order to carry out those that are.

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 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.

1.3. Background Information

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. Provides Air refueling via 24 KC-46A tankers and tenant support to 2 Combatant Commands and other tenants.

6th Civil Engineer Mission

Plan, program, design, construct, operate and maintain base facilities. Also provide fire protection and rescue, explosive ordnance disposal, 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.

1.4. Generally Included Services

• Operations: Operations Management, Operations Engineering, Facility Systems, Heavy Repair and Infrastructure Systems

• Engineering: Programming, Planning, Real Property, Design, Computer Aided Drafting and Design (CADD)/Geographic Information System (GIS), and Construction Management

• Environmental: Compliance, Natural & Cultural Resources, National Environmental Policy Act (NEPA) / Environmental Impact Analysis Process (EIAP), and Pollution Prevention.

• Emergency Management: Installation Emergency Management (EM) to include Emergency Operations Center (EOC), Emergency Response, EM Training, Chemical, Biological, Radiological, Nuclear Training and Unit Deployment Manager duties.

1.5. 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)

• Environmental/Installation Restoration Program (ERP/IRP)

• 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, Entomology and Intergraded Solid Waste Management are provided via separate government contracts

• Base Clinic, Commissary and UH-60 each have separate facility maintenance contracts to maintain those facilities. Coordination will be required for scheduling utility outages, fire alarm testing, as well as general base recovery actions following a significant weather event

1.6. Contract Type

This contract is a Firm-fixed-price (FFP) for all Labor. The contract includes Time and Material (T&M) CLIN for Contractor Acquired Parts (CAP), Navy Operations Support Center CAP, Non- Recurring Services, Recurring Services, Travel, Fuel and other services as describe in the PWS, such as, Energy/Resiliency projects and Emergency services.

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 COR, for contractor purchase utilizing the time and material CLIN.

Additionally, the government will pay for all vehicle and equipment gasoline utilizing the time and material CLIN. All other items to include tools, equipment, and vehicles needed to complete work that are not provided as GFP will be provided by the contractor as part of the firm-fixed-price of the contract. The repair and/or replacement of GFP or contractor tools, equipment, and vehicles to perform the requirements of the PWS are at the contractor’s expense.

2.0 CIVIL ENGINEER OPERATIONS FLIGHT

Note: The entirety of Section 2 is considered FFP for all Base Utility and Infrastructure repair requirements (i.e., electrical systems, storm water systems, etc.,), Facility Operations Facility Project requirements (i.e., airfield sweeping, etc.), Pseudo Location requirements (i.e., AirFest, signage, etc.) and Preventive Maintenance requirements. Man-hours limits apply to customer service requests/work tasks or as otherwise specifically stated in the

PWS.

2.1. Civil Engineer Operations (CEO) Flight Responsibilities

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, 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, wastewater, and primary natural gas distribution systems are privatized and under the control of the system owners. The 6 CES Contractor is responsible for all secondary and lateral infrastructures throughout MAFB from established points of demarcation (POD). The 6 CES 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 Real Property (RP), Real Property Installed Equipment (RPIE), government identified non-RP/RPIE assets, 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 shall provide a contractor owned and maintained Material Acquisition System (MAS) to order and manage materials used to perform repairs, maintenance and other requirements under this contract.

Contractor ensures NexGen IT, Material Acquisition System, and sustainment management systems are accurate and complete. Contractor shall provide 2 licensed accounts for government access to MAS.

2.4.1. CEO Engineering Capability

Analyzes, designs, and plans corrective repairs for shop craftsmen execution.

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 continuously provide a Root Cause Analysis (RCA) of all equipment worth more than $10K that fails prematurely (premature failure is unexpected failure that is not expected by condition, equipment not meeting the expected industry standard, 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 start of contract (SOC) 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 $10K 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/Business Process Library, 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, 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 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, renovations, 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. New equipment is to be added to the PM inventory as it is turned over to the government. Perform complete RP/RPIE data inventory review annually and provide inventory review to COR.

2.4.4.2. Preventive Maintenance Task Lists (PMTL): The Contractor shall comply with manufacturer’s preventive maintenance recommendations throughout the warranty period of installed equipment. After the warranty period has expired, all real property equipment shall be maintained in accordance with the RS Means PMTLs and/or manufacture’s recommendations where specified in the PWS. Air Force unique equipment shall be maintained in accordance with Air Force PMTLs. If 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 Engineer Technical Letters (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. Job Plans: The contractor shall comply with the business process library when developing job plans/scheduling preventive maintenance. The contractor shall develop new job plans for real property equipment that are added to the inventory throughout the contract period of performance. As a minimum, the contractor shall periodically (at least quarterly) validate all SMS builder data to ensure all new/existing building/equipment asset records are migrated into NexGen IT and that jobs plans have been accomplished/implemented. Contractor shall active/ensure all job plans in NexGen IT are activated within 30-days of contract start date

2.4.4.4. 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.

2.4.4.5. 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.

2.4.4.6. The contractor shall conduct random preventive maintenance verification inspections to check that all preventive maintenance listed as having been completed by the craftsman/technician has been completed in accordance with PMTL and/or 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.

2.4.4.7. 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 work group and work request review board meetings.

2.4.6. AMP Managers

The Contractor shall provide a Utility AMP Manager, a Facility AMP Manager and a Transportation Network and Airfield Pavement (TNAP) 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 Base Asset Management Plan (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 NexGen IT, 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 MacDill'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.

2.4.8. Utilities AMP

The Utilities AMP manager is responsible for an asset lifecycle management portfolio containing all the provision and management of water supply, storm water, electrical, mechanical, and fuels services.

2.4.8.1. Electrical Sub-AMP: The Electrical Sub-AMP manager is responsible for an asset lifecycle management portfolio containing all AF-owned electrical power production and electrical systems within the base boundary up to points of demarcation or five feet, or up to and including the secondary tap of distribution transformers. This includes overhead and underground distribution lines (electrical manholes, ducts, transformers, switches, junctions, etc.), substations, switching stations, generation plants, backup generators, utility poles, area lighting (roads, parking lots, security, apron, and recreational), and grounding, bonding and cathodic protection systems for utilities. An exception to the five-foot line rule is where electrical service entrances exceed 600 volts. Responsibilities also include arc flash, relay coordination, and electrical system modeling programs. The Electrical Sub- AMP manager provides facility civil engineer control systems inputs to the Facilities AMP manager. Generator fuel supplies to meet emergency electrical requirements are Sub-AMP manager responsibilities only in the sense of ensuring enough tankage, not day-to-day operational fueling. The Electrical Sub-AMP manager will develop the Future Years Defense Program +3 (FYDP+3) infrastructure plans. Airfield and roadway lighting, lightning protection systems, and aircraft arresting systems are also covered in the Transportation Network and Airfield Pavement AMP, so it is necessary to work closely with Airfield and Transportation Airfield Pavements Sub-AMP manager for requirements.

2.4.8.2. 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+3 infrastructure storm drainage plans.

2.4.8.3. Potable/Non-Potable Water Sub-AMP: The Potable and Non-Potable Water Sub-AMP manager is responsible for an asset lifecycle management portfolio containing all Air Force-owned potable water, non-potable water, and Fire Emergency Services (FES) systems up to the five-foot line of serviced facilities.

2.4.8.4. Mechanical Distribution Sub-AMP: The Mechanical Distribution Sub- AMP manager is responsible for an asset lifecycle management portfolio containing all facilities that are for the sole purpose of providing transmission, monitoring, and maintenance support to the distribution system. This includes all Air Force-owned and privatized non-electric energy transmission systems (natural gas, hot water, steam) within the base boundary up to the five-foot line of structures. The Mechanical Distribution sub-AMP manager is also responsible for all facility-specific heating, ventilation, and air conditioning (HVAC) systems and facility mechanical rooms. The Mechanical Distribution sub-AMP manager is responsible for FYDP+3 infrastructure plans to include natural gas and HVAC plans.

2.4.8.5. Facilities AMP: The Facilities AMP manager is responsible for an asset lifecycle management portfolio containing all planning, design, construction, operation, maintenance, repair, sustainment, restoration, modernization (SRM), and demolition of facility assets. This includes unaccompanied housing, as well as, facility space accountability, space planning and high-altitude electromagnetic pulse (HEMP) shielding. There are several Sub-AMPs that support the Facilities AMP; additionally, there are also Facilities Sub-AMPs (e.g., Unaccompanied Housing Sub-AMP) that are more service related and are aligned to provide support for all facilities.

Any facility asset support not specifically assigned to a separate Sub-AMP is the responsibility of the Facilities AMP.

2.4.8.5.1. Mechanical and Heating, Ventilation, and Air Conditioning (HVAC) Systems Sub-AMP: The Mechanical and HVAC Systems Sub- AMP manager is responsible for an asset lifecycle management portfolio containing all systems consistent with UNIFORMAT II mechanical systems and conveying systems including cooling, heating, ventilating, and elevators. The Mechanical and HVAC Sub- AMP manager will develop the overall operation, maintenance, repair, compliance, sustainment, and recapitalization of facility related mechanical and HVAC assets and associated FYDP+3 requirements identification.

2.4.8.5.2. 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 MacDill’s HVAC, EMCS, and Energy Temperature Control Program Plan. The MacDill HVAC, EMCS, and Energy Temperature Control Program Plan shall be provided not later than 90 calendar days after SOC 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.

2.4.8.5.3. The MacDill HVAC, EMCS, and Energy Temperature Control Program Plan shall include an attachment that outlines all the facilities on MacDill, 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.

2.4.8.5.4. 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 FYPD+3 Optimization Major Repair and Replacement Plan. The HVAC Optimization Major Repair and Replacement plan shall be provided not later than 180 calendar days after SOC 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.

In accordance with guidance provided in AFMAN 32-7002, Refrigerant https://static.e-publishing.af.mil/production/1/af_a4/publication/afman32-7002/afman32-7002.pdf

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.

2.4.8.5.5. Facilities Structure and Finishes Sub-AMP: Responsible for those systems consistent with plumbing systems, electrical systems, and FES systems. 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+3 requirements identification. The Contractor Facilities Structure and Finishes Sub-AMP manager shall work closely with technical staff knowledgeable in the different systems.

2.4.8.6. Transportation Network and Airfield Pavement AMP: The Transportation Network and Airfield Pavement (TNAP) AMP encompasses the provision and management of airfield pavements and transportation infrastructure networks to enable the safe and efficient movement of people, equipment, aircraft, and materiel across the installation and airfield.

The airfield manager plays a key role in working with CE, specifically the TNAP AMP and Sub-AMP Managers, for scheduling airfield maintenance and repair, as well as, identifying potential corrective maintenance and replacement project requirements. The Airfield Manager is responsible for inspecting the airfield daily and is well suited to coordinate required maintenance.

2.4.8.6.1. Airfield Pavements Sub-AMP: The Airfield Pavements Sub- AMP manager is responsible for an asset lifecycle management portfolio containing all Air Force-owned airfield pavements including runways, taxiways, aprons, and other airfield pavements. This includes signage, pavement markings, and aircraft arresting systems (AAS). The Airfield Pavements Sub-AMP manager will jointly develop the FYDP+3 for airfield pavements.

2.4.8.6.2. Pavements Sub-AMP: The Pavements Sub-AMP manager is responsible for an asset lifecycle management portfolio containing all Air Force-owned roads, bridges, parking lots, curbs and gutters, traffic signals, signage, marking, sidewalks, walkways, rail systems, final denial barriers (FDB), FDB control systems, FDB supporting safety systems, and docks including traffic management and planning. The Pavements Sub-AMP manager works with the facilities AMP manager regarding loading docks that are part of AFI32-1001. If the dock is a separate structure, the pavements AMP manager has primacy. If the dock is part of a building, the facility AMP manager has primacy. The pavements Sub-AMP manager will jointly assist with the development of the FYDP+3 infrastructure pavements as well as traffic and traffic controls plans.

2.4.8.6.3. 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 Air Force Civil Engineer Center (AFCEC)/CO annually. This meets the requirements of the Federal Highway Administration National Bridge Inventory.

2.4.9. BUILDER Sustainment Management System (SMS):

Contractor use of BUILDER is mandatory. The Contractor shall use, maintain, and update a Sustainment Management System (SMS), currently BUILDER, capable of batch filing and producing…