Final_Operations_PWS.pdf

CIVIL ENGINEERING

SERVICES

OPERATIONS MANAGEMENT

TINKER AIR FORCE BASE, OK

Prepared by:

72d Civil Engineer Directorate

72 ABW/CEN

7535 5th St, Ste 101

Tinker Air Force Base, OK 73145-9010

July 8, 2015

PREFACE

CIVIL ENGINEERING SERVICES

OPERATIONS MANAGEMENT CONTRACT

PERFORMANCE WORK STATEMENT

72d AIR BASE WING

TINKER AIR FORCE BASE, OKLAHOMA

Base Profile and Mission

Tinker Air Force Base (TAFB) is centrally located in Oklahoma about 5 miles from downtown Oklahoma City in southeast Oklahoma County. It occupies 5,537 acres and is generally bounded on its north perimeter by I-40. Since the early 1940s, the base has been an important part of the state with a current annual economic impact of more than $2 billion.

TAFB’s primary mission is to “manage, store, and maintain components, end items, and major weapon systems assigned to the Oklahoma City Air Force Sustainment Center (AFSC). The AFSC, headquartered in the nearly mile-long building 3001, is one of three depot level maintenance facilities in the Air Force.

The 72d Air Base Wing (72 ABW) is the host unit at TAFB. Their primary mission is to provide responsive installation and support services to AFSC and 45 associate units assigned to six major commands—all of which comprise TEAM TINKER.

TAFB is the AFSC Headquarters and home to three major flying wings to include the largest flying wing in Air Combat Command, the 552d Air Control Wing. The 552d flies the E-3 Sentry Airborne Warning and Control System. The Navy’s Strategic Communications Wing ONE with more than 1,300 sailors, civilians, and contractors flying and maintaining the E-6B Mercury are also headquartered on TAFB. Finally, the Air Force Reserve Command’s 507th Air Refueling Wing with 1,500 members flies the KC-135R and the British Aerospace BAE 125/800 “Hawker” in concert with the Federal Aviation Administration (FAA).

Other major associate Units on TAFB include the 38th Cyberspace Engineering Installation Group (CEIG) located just east of Douglas Boulevard. CEIG is responsible for planning, engineering, installing, removing and relocating communications and information systems worldwide for the Air Force. The Defense Logistics Agency, Defense Distribution Center Oklahoma City, Oklahoma, provides TEAM TINKER with 24-hour distribution support in more than 3.9 million square feet of space.

The 72d Civil Engineer Directorate (CE) enhances TAFB’s mission capability by providing world class, efficient and effective support to sustain, restore, modernize, and protect TAFB’s facilities, infrastructure, and environment. CE and other Wing organizations support over 26,000 military, civilian, and contractor personnel. There are over 19 Million Square Feet (msf) in over 700 facilities on TAFB.

Our objectives for this service contract reflect the above mission statement. Specifically, the provider shall strive to:

• Maintain and repair TAFB’s facilities and infrastructure, both built and natural, to ensure the delivery of war-winning expeditionary capabilities to the war fighter.

• Effectively run physical plant operations and deliver high quality services.

• Continue to modernize the installation so that essential facilities and services are available to carry out assigned missions on-time and within budget.

• Continuously improve services and capabilities to meet our mission and achieve our vision.

• Operate and maintain facilities and equipment to support achievement of TAFB's annual 3% energy intensity reduction as ordered in Presidential Executive Order 13423 - Strengthening Federal Environmental, Energy, and Transportation Management, and achievement of the AFSC goal of 5% annual energy consumption reduction as compared to the previous year.

• Encourage energy conservation and the efficient use of personnel and materials.

Ultimately, the Base Civil Engineering Government and Contractor team is responsible for proper stewardship and management of TAFB’s valuable resources and compliance with applicable laws, directives, and regulatory requirements. Privatization of TAFB’s family housing and main electrical distribution systems have been instituted with the associated work requirements deleted from the obligations of this service contract. The Performance Work Statement (PWS) which follows provides specific expectations.

TABLE OF CONTENTS

SECTION 1

1 DESCRIPTION OF SERVICES/GENERAL INFORMATION 8

1.1 OPERATIONS MANAGEMENT 8

1.1.1 Implementation of Work 8

1.1.2 Work Requirement Management 9

1.1.3 Preventive Maintenance Program Management 13

1.1.4 Contract Manager 16

1.1.5 Activity Management Plans 17

1.1.6 Contractor Quality Control Program Management 17

1.1.7 Safety Program Management 20

1.2 OPERATIONS EXECUTION 21

1.2.1 Facility Maintenance and Repair 21

1.2.2 Infrastructure Maintenance and Repair 28

1.2.3 Central Plants Operation, Maintenance and Repair 41

1.2.4 Predictability Based Maintenance Program 46

1.2.5 Building Automation System Management 50

1.2.6 Asbestos and Lead Based Paint 53

1.2.7 Facility Manager Program 54

1.2.8 Barcode Program 54

1.2.9 UH Appliance, COM and Furnishings Management 54

1.2.10 Civil Engineer Emergency and Force Protection Response 54

1.2.11 Mandatory Provision – Performance of Services during Crisis or Declared By the

National Command Authority or Overseas Combat Commander 56

1.2.12 Virtual Local Area Network 56

1.3 MAINTENANCE ENGINEERING SUPPORT 56

1.3.1 Technical Support 56

1.3.2 Maintenance Master Plan Support 56

1.3.3 Base Infrastructure Program Support 57

1.3.4 Refrigerant Management Program Support 57

1.4 RESOURCE MANAGEMENT 60

1.4.1 Information Management 60

1.4.2 Contractor Acquired Parts 61

1.5 REQUIRED GENERAL SERVICES 63

1.5.1 Vehicle Licensing 63

1.5.2 Airfield Vehicle Operations 63

1.5.3 Foreign Object Damage Prevention Plan 63

1.5.4 Daily Management 63

1.5.5 Facility Manager 64

1.5.6 Environmental Management Notification 64

1.5.7 Environmental, Safety, and Regulatory Inspections 64

1.5.8 Administrative Supplies 64

1.5.9 Administrative Correspondence 64

1.5.10 Permit Requirements 64

1.5.11 Special Event Activities 64

1.5.12 Digging Permit 65

1.5.13 Outages 65

1.5.14 Oversight Support 65

1.5.15 VTC Participation 65

1.5.16 Environmental Controls 65

1.5.17 Contractor Manpower Reporting 67

1.5.18 Reserve and Guard Component Augmentation 67

1.5.19 Government Queries 67

1.5.20 Self-Help Program 67

1.6 CONTRACT INITIATION AND CLOSE-OUT REQUIREMENTS 67

1.6.1 Transition-In 67

1.6.2 Transition-Out 68

1.7 GENERAL INFORMATION 69

1.7.1 Forms and Publications 69

1.7.2 Contractor Employees 70

1.7.3 Security Requirements 73

1.7.4 Employee Training 73

1.7.5 Hours of Operation 73

1.7.6 Physical Security 73

1.7.7 Fire Prevention and Protection 74

1.7.8 Conservation of Utilities 74

1.7.9 Coordination with Other Government Agencies 74

1.7.10 Coordination with Energy Savings Performance Contractor 74

1.7.11 Delivery Information 74

1.7.12 Consequences of Contractor’s Failure to Perform Required Services 75

1.7.13 Governing Criteria 75

1.7.14 Government Accountability 75

SECTION 2

2 SERVICES SUMMARY 76

2.1 SERVICES SUMMARY TABLE 76

2.2 GOVERNMENT SURVEILLANCE 80

2.2.1 Government Quality Assurance 80

2.2.2 Government Observations 80

SECTION 3

3 GOVERNMENT-FURNISHED PROPERTY AND SERVICES. 81

3.1 GOVERNMENT-FURNISHED PROPERTY (GFP): 81

3.1.1 Real Property Furnished As-Is 81

3.1.2 Government-Furnished Plant Equipment 82

3.1.3 Furnished On an “As-Is” Basis 82

3.1.4 GFP Base Supply Items 82

3.1.5 Physical Inventory 82

3.1.6 Inventory Lists 82

3.1.7 Loss, Damage, or Destruction 83

3.1.8 Plant Clearance 84

3.1.9 Property Control System 84

3.2 GOVERNMENT-FURNISHED SERVICES: 85

3.2.1 Security Forces 85

3.2.2 Fire and Emergency Services 85

3.2.3 Emergency Medical Services 85

3.2.4 Utilities 85

3.2.5 Postal 85

3.2.6 Telephone 85

3.2.7 Custodial Service 86

3.2.8 Refuse Collection 86

3.2.9 Insect and Rodent Control 86

3.2.10 Grounds Maintenance 86

3.2.11 Real Property Maintenance 88

3.2.12 On-Base Transportation 88

3.2.13 Local Area Network 88

3.2.14 Base Supply Equipment Custodian Training 88

SECTION 4

4 APPENDICES

4.1 ACRONYMS, ABBREVIATIONS AND DEFINITIONS:

4.2 APPLICABLE PUBLICATIONS:

4.3 CONTRACT DATA REQUIREMENTS LIST:

4.4 ENVIRONMENTAL REQUIREMENTS:

4.4.1 TAFB Compliance Data

4.4.2 Permits

4.4.3 Tinker AFB Environmental Local Regulations

4.5 MAPS AND FACILITY DRAWINGS:

4.5.1 Government Provided Facilities

4.5.2 Maps for CLIN Nos. 0014 and 0015

4.6 WORKLOAD DATA:

4.6.1 Work Order, Preventive Maintenance and Direct Scheduled Work

4.6.2 UPH Appliance, COM and Furnishing Management

4.6.3 General Services

4.6.4 Recommended DSW Prioritization

4.6.5 Refrigerant Management Program Support

4.6.6 Backflow Prevention Devices

4.6.7 Resource Management

4.7 GOVERNMENT-FURNISHED ITEMS:

4.8 STANDARD OPERATION PROCEDURES:

SECTION 1

1. DESCRIPTION OF SERVICES/GENERAL INFORMATION. The Contractor shall provide all personnel, equipment, tools, material, vehicles and fuel, supervision, and services necessary to perform Operations Management for base civil engineer tasks and functions as defined in this PWS except as specified in Section 3, Government-Furnished Property and funding for materials through the Contractor Acquired Parts (CAP). Services are provided at TAFB and off-base locations supported by TAFB. The Contractor shall perform to the standards stated in this PWS.

The locations and estimated quantities of work are listed in Section 4. Contractor shall provide managerial oversight, direction, and coordination for all functions and requirements identified in this PWS to ensure effective, efficient, and economical operation of all activities. Work includes a broad range of services. Contractor is cautioned to carefully review the requirements of the PWS and develop a staffing plan and workload estimate that accurately reflects their approach to delivering services in fulfillment of this PWS and in compliance with the designated Minimum Team Compliment (MTC). Procurement of products or services shall be in compliance with Section 1.4.2 of this PWS.

1.1 OPERATIONS MANAGEMENT. The Contractor shall provide cost effective maintenance, repair, construction, operation, and service functions for Real Property (RP), Real Property Installed Equipment (RPIE), RP similar equipment, designated Equipment Authorization Inventory Documents (EAID), and non-RPIE equipment identified by the Government to a standard that prevents deterioration beyond that which results from normal wear and tear or prevents degradation of base mission. Contractor’s ultimate goal in performance of repair, maintenance, modification, operation, installation, and performance of scheduled maintenance/services on identified property and equipment is to ensure safe, efficient, reliable operation, and to precluding premature mission degradation of RP and equipment.

1.1.1 Implementation of Work. This contract shall be executed according to Common Output Level Standards (COLS) funded for a given period, as defined in Section 4.1, consistent with the United States Air Force Civil Engineer Center, Work Prioritization Implementation Plan (WPIP), Version 1, defined in Section 4.2A and AFCEC’s Work Priorities Classification in Section 4.2B. Contractor shall classify all work requirements not programmed as Preventive Maintenance (PM) [(Priority 2) formerly known as Recurring Work Program (RWP)] In Accordance With (IAW) one of the designated WPIP priority classifications: Emergency Corrective Maintenance Work (Priority 1), Scheduled Sustainment Work (Priority 3), or Scheduled Enhancement Work (Priority 4).

1.1.1.1 The Government will provide a system to receive verbal and written service call (work requirement) requests 24-hours-a-day, 7-days-a-week, and 365-days-per-year including holidays.

Contractor shall utilize Government’s system at onset of contract. Contractor may propose improvements to the system or implement an alternate service call system with approval from Functional Area Staff (FAS).

1.1.1.2 The Contractor shall ensure all work requirements (existing, external and internal) are categorized into one of the priorities identified by WPIP at onset of full contract performance and henceforth. Contractor shall determine the necessary documentation and establish the appropriate type of work requirements according to AFPAM 32-1004, V3, Working in the Operations Flight Facility Maintenance and IAW WPIP. Work requirements, not identified as PM, shall be classified as Direct Scheduled Work (DSW) or Work Order (WO) and monitored via Government’s database, CE Interim Work Information Management System (IWIMS) or next generation replacement with a unique tracking number. The Government Work Information Management System or next generation replacement will be referred to as IWIMS throughout this document. Each DSW or WO shall be independently tracked to completion. Contractor shall notify generator, facility manager or occupying facility supervisor of work requirements (DSW, PM and/or WO) at onset and completion to confirm that work has been satisfactorily completed.

1.1.2 Work Requirement Management. The Contractor shall manage, control, plan, and schedule maintenance, repair, construction, operation, and service work requirements in the most efficient and cost effective means.

1.1.2.1 Work Requirements. Contractor shall review requests for work, investigate the request, and make recommendations to accomplish the work IAW AFPAM 32-1004, V3, and WPIP. FAS shall be notified of DSW work which will require more than 80 Man-Hours (MH). In addition, Contractor shall:

1.1.2.1.1 Maintain work requirements (WO, DSW and PM) in IWIMS ensuring current updates for appropriate labor and material cost records for all work requirements, respectively. This includes updating the shop rates for each shop and equipment identification. All work performed shall be captured and charged for the designated WO, DSW, or PM number. If the description of the work request and the actual work performed does not match, Contractor shall implement necessary corrective actions to ensure proper tracking in IWIMS. The Contractor shall perform “end of session” runs for the IWIMS database which are necessary to deliver monthly billing reports. Contractor shall verify that CE Financial Management Office has updated IWIMS compiled reports of labor, equipment, material costs and funding type for completed work requirements performed for customers on a monthly basis or more frequently as directed by the Contracting Officer (CO). The Contractor shall provide support service for addressing any challenges to IWIMS billing. The Contractor shall take appropriate action to eliminate any duplicate DSW's and/or Work Order generated in the IWIMS and/or its equivalent systems

1.1.2.1.2 Coordination of DSWs and WOs with customers. Contractor shall ensure appropriate notification to affected customers via facility manager or occupying facility supervisor for utility outages, blocked access and workspace disruptions through the use of direct communication methods, base website, social media such as Facebook, base television notification channel, base newspaper, and news bulletins to allow customers adequate time to adjust their work schedules.

Customers shall be notified before beginning work and a method of signing off on the completed work will be implemented and approved by the FAS.

1.1.2.1.3 Close completed WOs assigned by the Work Order Allocation Program (WOAP-Over 80 man hours or $200K) on a first-in/first-out basis to the maximum extent practicable provided the date is not later than date scheduled, capture equipment information required to update RP records, and to ensure record drawings for maintenance, repair, construction, operation, and service work are updated. Condition assessment information required by “Sustainment Management Systems (SMS)” database, e.g. BUILDER, PAVER, ROOFER, etc., will be captured and stored on a database accessible to Government. Contractor shall identify and discuss WOs, DSWs & WOAPs (where applicable) that have been open for more than 90 calendar days at the Program Management Review (PMR) meeting as discussed in PWS Section 1.1.4.3.

1.1.2.1.4 Maintain facility history file in electronic format, which is available to Government at all times, to provide historical maintenance and repair records for each facility which captures PM and repair work. The facility file shall identify equipment being maintained at each respective facility and be of sufficient detail to provide FAS with information required to make facilities management decisions. The historical file shall track and identify equipment warranty and guaranteed parts, include a summary log of maintenance and repair type WO, dates, type of problem, and resolution. Facility history file shall also identify equipment not receiving maintenance, but determined by Contractor to need PM.

1.1.2.1.5 Perform report runs in IWIMS or the most current Air Force database at request of Government to capture and validate work executed and scheduled. Weekly summary report of outstanding DSWs will be posted on a shared drive accessible by the Government at all times.

The DSW report will be in queryable format, updated weekly, and include the following information at a minimum: DSW Number, Facility Number, Equipment UID, Location, Date Generated, Categorized Priority, Description, and Status. Also included in the report shall be the number of DSWs completed for each previous month with the total hours expended for each DSW. Equipment validation is not required at initial input, but actual equipment ID is required to be included in closeout of DSW.

1.1.2.2 Types of Corrective Maintenance (CM). CM will be tracked as a DSW in IWIMS, defined and prioritized according to WPIP located in the appendix, and completed according to the following timeline for execution.

1.1.2.2.1 Emergency CM Work. Emergency work represents immediate maintenance, safety, mission risk, or Tier 1 assets, and will always be accomplished before all other work. Emergency CM work is considered “Priority 1.” Contractor shall have on-site response within 20 minutes during normal duty hours and on-site response within one hour during non-duty hours with appropriate certified and licensed personnel capable and ready to respond and mitigate the Emergency CM immediately. When emergency work is in progress and completion during normal duty hours is impossible, the Contractor shall continue the work to a point of safe mitigation, regardless of the time required. If Emergency CM requires additional work after safe mitigation, Contractor may downgrade to appropriate classification status for final resolution;

however, Contractor shall ensure that all Emergency CMs, which have been downgraded, are traceable as originally designated. Contractor shall notify the Base Civil Engineer (BCE) or designated representative promptly upon discovery of significant emergencies and provide periodic updates. In the event of large scale service requirements, such as storm damage or wide scale utility outages, prioritized support will be according to the tier hierarchy structure (Tier 1 as most critical) defined in the WPIP and definitions in section 4.2 and 4.1, respectively.

1.1.2.2.2 Sustainment CM. The majority of customer generated daily workload will fall within this category. The COLS level funded by the Government will establish the workload effort for a given contract period, with a tolerance of five percent averaged annually. Contractor shall prioritize the DSWs according to the WPIP classifications for execution. Government reserves the right to validate DSW classifications and prioritization for execution. This work category is also classified as scheduled, non-discretionary work. Work classified into this category will be considered as “Priority 3” and executed according to the following sub-categories:

1.1.2.2.2.1 Priority 3A – High Risk Work. This sub‐category priority is often associated with follow‐up work to an Emergency (Work Priority 1) that was responded to and downgraded.

Work that corrects life, health, and safety deficiencies will also fall into this category. Contractor shall have on-site response within 4 hours during normal duty hours and on-site response within 24 hour during non-duty hours. Contractor shall respond to and complete high risk work within five workdays of receipt. If materials are ordered, completion shall be within five workdays after receipt of materials. Contractor shall order materials within three workdays of determination of assessed need.

1.1.2.2.2.2 Priority 3B - Medium Risk Work. The priority is based on the scope of work, typically medium risk, and will be responded to in an expedited manner to prevent failure.

Failure to respond could lead to requirement becoming a 3A high risk. The Contractor shall respond to and complete medium risk work within fifteen workdays of receipt. If materials are ordered, completion shall be within fifteen workdays after receipt of materials. Contractor shall order materials within five workdays of determination of assessed need.

1.1.2.2.2.3 Priority 3C - Low Risk Work. This is low priority and low risk maintenance. Low maintenance risk supports longer periods to complete. When scheduling conflicts arise, asset priority must be used to further refine to where to respond first. The Contractor shall respond to and complete routine risk work within 30 workdays of receipt. If materials are ordered, completion shall be within 30 workdays after receipt of materials. Contractor shall order materials within 10 workdays of determination of assessed need.

1.1.2.3 Work Request Review Board (WRRB). The Contractor shall conduct weekly WRRB meetings and present the proposed means for accomplishment of WOAPs and AF332s and DSWs. The contractor shall maintain a comprehensive schedule and present the schedule for review and approval at the WRRB. The recommended method of execution shall be based on the work classification definitions stated in appendix and shall provide the customer with the most efficient and cost effective means to accomplish the work. The WRRB will be chaired by the FAS and the final decision method and prioritization of accomplishment will be approved by the

FAS

1.1.2.3.1 WO Preliminary Preparations Prior to WRRB. The Contractor shall ensure WOs presented at the WRRB for review have been properly coordinated. WOs developed from DSWs must be coordinated and approved by respective facility managers or designated building representative

1.1.2.3.1.1 The Contractor shall review each approved work request to validate the following has been done or verified.

a) The work request has been properly prepared according to requirements, and ensuring appropriate coordination has been obtained for safety, fire department, health, and environmental issues.

b) The work is a Civil Engineer responsibility as defined in AFI 32-1021, Programming Military Construction (MILCON) Projects, AFPD 32-10 Installations and Facilities, Chapter 2; AFI 32-1032 Planning and Programming Appropriated Funded Maintenance, Repair, and Construction Projects; and AFPAM 32-1004 V3.

c) The requested work is not a redundant requirement, which is already identified as a contract project, WO, or PM.

d) The requested work supports the planned use of the facility.

1.1.2.3.1.2 The Contractor shall prepare preliminary Rough Order of Magnitude (ROM) estimates which include labor, material, and equipment costs using work standards accepted by the facility construction, maintenance, and repair industry for all WOs. Work Requests that are determined to be within DSW scope shall be immediately processed according to the aforementioned categories and prioritized to the appropriate shop for execution.

1.1.2.3.2. WO Execution and Classification. WOs executed by the contractor will fall into one of two categories: WOAP or scheduled Enhancement Work. If engineering support is required to properly evaluate or assess a WO, Contractor maybe required to communicate with FAS and/or Engineering Contractor.

1.1.2.3.2.1 The Contractor shall provide the WOAP as a means for customers to prioritize alterations, improvements, maintenance and repairs of minor RP and non-RP as directed that is within scope of normal CE operations that exceed DSW requirements. The Contractor shall perform a set number of WO MH each year. The number of MH the Contractor is required to perform will be divided among the base organizations roughly proportional to square footage of the base they occupy. The FAS will determine the number of MH allocated to each organization.

Contractor is required to generate an acceptable scope of work and planning estimate for FAS approval prior to execution of each WO.

1.1.2.3.2.1.1 The Contractor shall notify the requester in writing of WOs approved for the WOAP. The notification shall clearly explain the WO and identify the available means of accomplishment. Contractor shall contact each organization that has WO allocations and request priorities semi-annually. Additionally, Contractor shall organize and host WO prioritization meetings for the 72d ABW Work Order Allocation Working Group (WOAWG) semi-annually or as directed by the Work Request Review Board (WRRB) Chairman. Contractor shall maintain a database to track WOs within the program. Database shall be made available to Government at all times. .

1.1.2.3.2.1.2 Increases in the scope or cost of allocation WOs exceeding 25% shall have the written approval of FAS. Increases in the scope or cost of reimbursable customer’s WOs exceeding 15% shall have the written approval of the respective organization’s facility manager and/or funds manager and the FAS.

1.1.2.3.2.1.3 The Contractor shall report all WOs having a 10 percent or greater difference between the planning estimate and the actual cost.

1.1.2.3.2.1.4 The COLS level funded by the Government will establish the workload effort for a given contract period. Contractor shall notify Government of the available WOs hours for each contract period and provide monthly updates as the contract year progresses. Contractor shall ensure that the total MH allocation (excluding planning and estimating) is executed within a given contract period. The exact number of WOs and execution time will vary to support small and large requirements. Contractor shall remunerate Government for all MH not expended due to Contractor oversight at the close of each contract period. The contractor shall adjust the man power based on the COLS levels for the current contract year.

1.1.2.3.2.2 Enhancement Work. Work requirement in this classification is considered as enhancement or discretionary work and will be executed by WOAP and DSWs involving enhancements. Because this category does not sustain the installations as-is state but instead seeks to enhance, work classified in this category is “Priority 4

1.1.2.3.2.2.1 Priority 4A – Scheduled Enhancement Work. WOs in this category are for facility enhancement or “nice to have” work. They could also be for a new critical mission requirement when an addition to or new RPIE is required.

1.1.2.3.2.2.2 Priority 4B – All Other Enhancement Work. These are WOs classified as Minor Construction or work requiring capitalization where a new Real Property Unique Identifier (RPUID) is required. Work done to upgrade, replace, or install a system may need to be capitalized and shall be routed through the Real Property Officer for validation.

1.1.2.3.3 The Contractor shall notify the originator of each work request if the respective work request has been approved or not, within three workdays of determination. Approval notification of work request will include method of accomplishment, i.e. WO, or Project. Non-approved work requests shall be returned to the requester clearly explaining why it was rejected.

Contractor shall maintain the WRRB meeting minutes and responses.

1.1.3 Preventive Maintenance Program (PMP) Management. PM is considered “priority 2” level work. Contractor shall evaluate, implement, and utilize existing PMP operation processes and procedures (Reference Appendix 4.3). In addition, the contractor shall draft and submit a viable PMP plan. The PMP plan shall be considered a living document and updated as deemed necessary. Update changes being recommended to the PMP plan shall be coordinated and approved by FAS, prior to incorporation. The PMP plan shall provide a comprehensive yearly schedule of PMP execution. The PMP plan shall also include process and procedures to incorporate PMP replacement opportunities shall be incorporated into the final PMP plan. Any time additions or deletions occur; the schedule shall be revised and submitted for approval by the FAS. In addition Contractor shall:

1.1.3.1 Suggest changes to PM frequencies, schedules, equipment additions and deletions implemented by respective equipment Preventive Maintenance Task List (PMTL), and identify equipment (type, manufacturer, model, location, and condition) with Operational Risk Management (ORM) greater than 4.0 which do not currently have PM. Contractor shall obtain and validate new equipment information provided by Government that is necessary to ensure proper incorporation into the PMP, e.g. type, manufacturer, model, PMTL. Contractor shall ensure specific Unique Identification Number (UID) is assigned to new equipment. Contractor shall obtain approval from FAS prior to implementation of changes. Contractor shall update PM schedules as necessary to reflect all changes in equipment inventory. The COLS level funded by the Government will establish the workload effort for a given contract period. The actual PM to be performed will be determined by the Government as long as the work load effort does not exceed the level of effort identified in the COLS level (+/- one man-year (2,080 hours))

Exchange of work within the PMP may be performed for newly identified or current equipment in the inventory. Contractor shall provide monthly updates for the PMP status and notify FAS and CO to make contractual adjustments when changes equivalent to one man-year above or below contractual requirements are identified. Permanent changes to the PMP agreed to by the FAS or by contract modification, shall be incorporated into the program in a timely manner not exceeding one month. Actual PM shall be performed within three months or as required by applicable PMTL, i.e. Semi-annually.

1.1.3.2 Track and notify FAS quarterly of any obsolete or non-operational equipment which are scheduled to be maintained and any newly installed equipment which has not been previously recorded in database requiring PM. Contractor shall track and identify equipment to FAS that are inoperable, down, and/or under repair or upgrade. Contractor shall identify a listing of equipment for each shop, which is not currently on PM that may be used as PM replacement opportunities for equipment that cannot be serviced. Replacement opportunities will be discussed with FAS to develop and implement a viable replacement program. (Reference Appendix 4.3)

1.1.3.3 Perform PM according to frequencies specified in the current PMTL. Contractor shall ensure that any PMTL task requiring condition assessment or routine maintenance will be considered critical and executed, unless justification of non-performance is provided to and accepted by FAS. Contractor shall notify FAS for any unperformed equipment condition assessment PMTL task as defined in Appendix 4.1. Prior to implementation of PMP, Contractor shall identify estimated time to perform each PMTL task and recommended changes to respective PMTL. The contractor shall perform PM, IAW all tasks listed in PMTLs. The completed PMTLs shall have the name of the technician performing the PM work, shop code, and checkmark for all completed tasks in the PMTL and save PMTLs electronically in the appropriate folder by the facility number within five working days after completion of each PMTL. The Contractor shall notify the Government of unperformed PMTL tasks and the reason not performed. All on-site condition assessment tasks performed will have results annotated on respective PMTL by servicing technician. The Contractor shall not defer any PM from its scheduled execution. In the event the PM cannot be executed, the contractor shall coordinate with the Facility Manager to reschedule within 2 weeks or before the maintenance frequency ends, whichever is shorter. The Contractor shall notify FAS and COR monthly with a detailed listing of PM that was deferred. The listing should contain as a minimum: PM, PMTL#, UID, UID Description, UID Location, Building number, Work Location, Shop POC, explanation for deferring the PM, Facility Manager’s name contacted during the initial attempt. (Reference Appendix 4.3)

1.1.3.4 Document all DSW requirements generated as a result of PM execution. Contractor shall document and track all on-site condition assessment analyses on completed PMTLs. All analyses and assessments off-site or as DSW shall be documented and filed, including but not limited to oil analysis, system flow and pressure tests, calibration analysis, vibration analysis, thermography analysis, boiler calibrations, generator tests, etc. DSW documentation and condition assessment analysis will be made available to Government at all times and filed as part of the facility historical file.

1.1.3.5 Coordinate with the respective facility managers or occupying facility supervisor prior to execution of PM. Name and phone number of personnel contacted shall be annotated on completed PMTL. If facility manager or occupying supervisor is not available, Contractor shall still perform PM and indicate on PMTL that contact was attempted.

1.1.3.5.1 NAVY (SCW-1 and subordinate commands) facilities may require an escort depending on force protection measures in place. Completed work in SCW-1 facilities shall be signed off by the facility manager or designated representative.

1.1.3.6 Incorporate a condition-based maintenance program as part of PMP. Contractor shall identify equipment types and processes most conducive to be incorporated into condition-based maintenance. Within three months of full contract performance, Contractor shall identify and prioritize equipment that will have condition-based maintenance, the testing methodologies to be utilized, and frequencies of testing. Contractor shall keep track of all testing results, which will be made available to Government at all times. Contractor shall also incorporate root-cause analysis investigations for all critical equipment failures. Contractor shall notify FAS for all recommendations and follow-on actions necessary to ensure successful equipment operations.

1.1.3.6.1 Ensure motor greasing requirements are based on motor design or condition assessment, not schedule. Based on the condition monitoring greasing shall be implemented for lubrication of motor bearings. In the event of a motor failure (50 horsepower (hp) and above in critical facilities), a root cause analysis shall be performed to determine the reason for the failure and documented as lessons-learned. It is anticipated that approximately five root cause analysis will be performed annually. Information shall be maintained in facility historical file.

1.1.3.7 Ensure manufacturer’s recommendations shall be adhered to throughout the warranty period of newly installed equipment. The Contractor shall coordinate with the Engineering Contractor to receive manuals, as-built drawings, training, etc. All records maintenance shall be the sole responsibility of the Contractor, inclusive of tracking and maintenance requirements of newly installed equipment and manufacturer literature.

1.1.3.8 Some mechanical equipment is maintained by other contractors or government personnel but may be supported by systems maintained under this contract (i.e. chilled water supply and return serving a chiller or tower maintain by others, hot water or steam piping serving boilers maintained by others, etc.). It is critical these systems (including water treatment) be maintained properly (in good working order per industry standards, manufacturer’s recommendations, applicable codes, and regulations), so as to not impact the mission or energy goals. All high efficiency boilers and attached systems have critical water treatment requirements and water entering these systems shall have a hardness level less than 5 ppm. Water softener inspection shall be performed weekly and documentation of inspection is required. Inspection data shall include date of inspection, personnel who tested, salt level, salt added, remaining salt supply, the tested ppm value, and any remarks is required at all times for these systems

1.1.3.9 The contractor shall make sure that the all chilled water supply and chiller systems, all boilers systems, all cooling towers (small, medium, and large) system remain free of deposits, scales, microbiological deposits, suspended solids and corrosion to avoid the system failures.

Chemical treatment parameters for all chilled water supply for all chillers, water softeners for all boilers, water treatment for all cooling towers (small, medium, and large) shall be within recommended ranges per most current UFC-3-240-13FN, industry standards and manufacturer’s recommendations (most stringent shall apply). Contractor shall update and maintain water treatment database/logs (electronically) within 24 hours of completion of tests. Contractor shall submit initial format of Chemical Treatment Log for FAS approval within 30 calendar days of full contract performance.

1.1.3.10 When an analytical test indicates that the concentration of a given chemical is not within the limits required, the testing process must be evaluated to determine that sampling and testing was performed properly and that the test result is valid. The frequency for the testing shall be IAW Table 6-1, Table 6-2, and Table 6-3 Chapter 6, UFC 3-240-13FN.

1.1.4 Contract Manager. The Contractor shall provide a contract manager who shall be responsible for the performance of the work. The name of this person and an alternate or alternates who shall act for the Contractor when the manager is absent shall be designated in writing to the CO. The Contractor shall provide telephone numbers of the contract manager and alternate or alternates where these persons may be contacted outside of normal duty hours. The contract manager shall be known as the Civil Engineer Operations Business Manager. In addition, contract manager or alternate shall:

1.1.4.1 Have full authority to act for the Contractor on all contract matters relating to daily operation of this contract.

1.1.4.2 Be available within twenty minutes during normal duty hours, to meet on the installation with Government personnel designated by the CO to discuss problem areas. The contract manager or designated alternate shall be on-site during normal duty hours and contingencies.

During normal non-duty hours, the manager or designated alternate shall be available on-site within one hour after notification.

1.1.4.3 Schedule a PMR meeting on a quarterly basis or as requested by the CO. Contractor shall develop procedures that document the management review process, which will be submitted for review and acceptance prior to initiation of first PMR meeting. Contractor shall identify key players recommended to attend the PMR, venue for meeting, contract performance, and conformance data, quality metrics, quality policies, identification of key process areas, corrective actions, review customer complaints, implemented changes that could affect management system, and improvement recommendations. Agenda for each PMR meeting will be distributed at least one week prior to meeting. Contractor shall be responsible for recording meeting minutes and record retention of these minutes. Contractor shall disseminate the minutes to whoever is identified on the PMR distribution within five workdays after the meeting. At least 24 hours prior to distribution, the Contractor shall submit draft of minutes to FAS and CO for review and approval.

1.1.4.4 Operations Meeting. Schedule a bi-weekly operations status meeting. In the future, the Government may decrease the frequency. The meeting shall include Government, Engineering Contractor, and relevant Contractor staff. The meeting will discuss current shop issues, shop support requirements, Government and Contractor stress factors, discussion of PM/WO executions and non-performed work, and discussion of implementable supportive mechanisms conducive to a good partnering environment. Contractor shall generate meeting agenda and send out for Government review at least 48 hours prior to meeting.

1.1.5 Activity Management Plans (AMP). The Contractor shall fully support Air Force Policy Directive (AFPD) 32-10, Installations and Facilities, which seeks to employ a sustainable asset management approach using Common Levels of Service (LoS). Contractor shall be responsible for providing action officer support for each sub-AMP activity in this PWS that corresponds to the respective classification in the Operations Flight as written in Headquarters United States Air Force, Programming Plan for Implementation of Enterprise-Wide Civil Engineer Transformation, dated 13 November 2012 (P-Plan). Contractor will support sub-AMP development as identified in the P-Plan, participate in sub-AMP working groups, provide operational cost report analysis for high cost facilities, and provide respective equipment information validated by accurate equipment databases. Contractor shall be responsible for capturing condition information obtained from PM, DSW, and WO work performed on equipment tracked in the PMP. Contractor shall be responsible for providing condition assessment information for work performed as PM, DSW, and WO to Government and Engineering Contractor for infrastructure and facility RPIE and RP. This supports Government requirements such as but not limited to Geobase database, Engineering Maintenance Master Plan development, 5-year Plan development, BUILDER Program, Roofer Program, Paver Program and red-line drawing updates for all Contractor executed system or component changes.

1.1.6 Contractor Quality Control Management. In compliance with contract clauses FAR 52.246-4, "Inspection of Services - Fixed Price", FAR 52.246-2, “Inspection of Supplies - Fixed- Price”, FAR 52.246-12 “Inspection of Construction, and FAR 52.246-16, “Responsibility for Supplies”, the Contractor shall provide and maintain an inspection system, determined acceptable by the Government, to be referenced as it’s quality control program. The contractor’s quality control program shall ensure all requirements are being accomplished in accordance with the specifications of the contract and shall meet the intent of ISO 9001:2000 or equivalent industry standard. The contractor shall demonstrate a concerted effort in improving its quality control program to prevent unsatisfactory performance from consistently recurring in any area and to ensure unsatisfactory performance is addressed and rectified in a timely manner. The Contractor shall have an independent inspection program, in that the inspectors have not performed the inspected work or are under direct supervision of personnel directly responsible for the inspected work. The inspectors shall have knowledge of the PWS requirements and are technically qualified in the subject area being inspected.

1.1.6.1 Contractors’ QCP Requirements. Contractor shall establish and maintain a complete QCP to ensure the requirements of this contract are delivered and the performance standards are met.

The CO will notify the Contractor of acceptance or required modifications to the plan. The Contractor shall make appropriate modifications (at no additional cost to the Government) and obtain acceptance of the plan. Contractor shall update and resubmit the plan on an annual basis to incorporate any changes or modifications to the contract. (Reference Appendix 4.3) In addition the QCP shall:

1.1.6.1.1 Provide procedures for an independent inspection program to cover tasks and services in the PWS and with emphasis on the Performance Objectives in the Services Summary. The Contractor shall clearly identify the organizational structure of the quality control office in relationship to the rest of the Contractor’s organization. The quality control office shall report directly to the Contract Manager. The QCP shall include a list of the names and phone numbers of all quality control staff.

The Contractor shall capture all the quality control inspections in a quality control database. The inspection shall capture as a minimum: date of QC, time of QC, building number, post location/door #, PWS Para, UID, PMTL #, Work Order #, DSW #, detail observation (with photo if any taken), any remarks why an equipment is down or not repaired/maintained, shop POC responsible for that item and any other information that identifies where and at what location the inspection was performed. The Contractor shall report any non-compliance of the PWS to COR and FAS within 3 business days of their findings and include corrective action plans to correct the non-compliance. The quality control database shall be updated within 24 hours of the inspection performed. The quality control database shall be accessible to all COR and QA.

1.1.6.1.2 Identify all required information and records not identified in Appendix 4.3 required by instructions, regulations, codes, etc. Contractor is responsible for maintaining these records.

1.1.6.1.3 Identify all trade technicians e.g. plumber, locksmith, etc. which require special certifications, licensing or substantial experience in lieu, i.e. 10 years’ experience, Tinker specific knowledge, etc. Contractor shall include the personnel with qualifications to fulfill the respective requirements with expiration dates of certifications.

1.1.6.1.4 Include specifics as to the areas to be inspected on a scheduled and unscheduled basis, procedures and rational for determining inspection schedules, listings, the organizational structure of the quality control office and how it relates to the rest of the contractor's organization and make-up of quality control inspection reports to be generated, and procedures for submission to the COR. The QCP will identify the procedures in writing for inspections, individual responsible, and the location of all inspection records and key control logs.

1.1.6.1.5 Provide a description of the methods to be used for identifying and preventing defects in the quality of service performed. The Contractor shall describe how this process will improve performance.

1.1.6.1.6 Include procedures for a customer feedback program to collect customer input and address customer complaints. A Government approved procedure will be set up to enable customer feedback to a central location accessible to the Government and Contractor.

1.1.6.1.7 Incorporate Air Force Smart Operations for the 21st Century (AFSO21) Continuous Process Improvement (CPI) principles to evaluate and improve Civil Engineering processes using the eight step problem solving model. AFSO21 is an improvement model customized to the unique environment of the United States Air Force which leverages improvement methods from various sources such as; Lean, Six Sigma, Theory of Constraints, and Business Process Reengineering. Contractor shall identify “Green Belt” areas and methodology in the PWS where CPI can be implemented as part of the initial QCP submittal. Contractor shall expand on the concept using QC inspection results to establish new processes and procedures to prevent problem reoccurrences and to make Civil Engineering processes more efficient and lean.

1.1.6.1.7.1 Contractor shall present at least two recommended CPI events in the “Just Do It (JDI)” category, which have been vetted through the initial 8-step development process, to each PMR quarterly meeting for review and implementation. Contractor shall implement at least one JDI per quarter.

1.1.6.1.7.2 Contractor shall present at least two recommended CPI events in the “Rapid Improvement Event (RIE)” category, which have been vetted through the initial 8-step development process, to the initial PMR for each contract option period for review. Contractor shall be required to implement at least one RIE event per contract option period.

1.1.6.1.7.3 Contractor shall reference the AFSO21 Playbook dated May 2008 for more information. Contractor shall present the results of each CPI event completed at the next PMR following event execution.

1.1.6.2 The Contractor shall develop Standard Operating Procedures (SOP) and/or Maintenance Control Plans (MCP) for all unique PM or operational processes where quality controls, consistency of results, reduction of deficiencies, and communication between technicians/operators are required. Appendix 4.8 is not inclusive. Contractor shall create new SOPs as required. The initial QCP will summarize the listing of SOPs and MCPs identifying the processes to ensure proper implementation of each SOP and MCP. The Contractor shall maintain a master list of all SOPs. This file or database shall indicate the SOP/MCP number, version number, date of issuance, title, author, status, organizational division, branch, section, and any historical information regarding past versions.

1.1.6.2.1 SOP Requirements. Each SOP shall be unique for the requirement being defined. The SOP shall document how activities are performed facilitating consistent conformance to technical and quality system requirements and supporting data quality. The term “SOP” may not always be appropriate and terms such as protocols, instructions, worksheets, and laboratory operating procedures may also be used. For this contract “SOP” will be used. SOPs shall be written with sufficient detail so that someone with limited experience or knowledge of the procedure, but with a basic understanding, can successfully reproduce the procedure when unsupervised. Completed SOP/MCP provided with the QCP and updates. (Reference Appendix 4.3)

1.1.6.2.2 MCP Requirements.